Tripleseat sells event management software to venues, through teams that each own a different slice of the catalog. Its old quoting tool pulled product and list price out of Salesforce and stopped there, so sellers guessed at what they could offer and at how deep they could discount. DealHub AI replaced it with the rules themselves: a product outside a seller's remit never renders, and a price past threshold routes to a director. Sales operations now changes what the whole organization can sell without retraining anybody.
Measured on opportunities that carry a signed proposal, a rate Tripleseat never had before.
Fewer customers abandon onboarding before going live when they signed the proposal.
Only 4% of Tripleseat opportunities close without a proposal going out.
On the outside Tripleseat's catalog looks simple: a core subscription plus a few add-ons. Behind it sits a selling structure where different teams sell different products to different types of customer, and that map lived in nobody's system. The previous quoting tool bolted onto Salesforce, pulled the product and the list price across, and enforced nothing after that. Sellers put the wrong product on a proposal, priced it inaccurately, or discounted past anything the business would have approved. The cost showed up after the deal closed. Postmortems on lost revenue kept landing on the same answer: the customer said yes, never onboarded, and had been sold the wrong solution for what they needed.
Our sellers can put any product at any price into a proposal. How do we know what we just sold?
We keep losing customers who already said yes and never onboarded. What did we quote them?
Different teams sell different products to different customers. Why is that map living in people's heads?
We have no approval step on discounting at all. Who is protecting the margin on a deal?
| Before | After |
|---|---|
The bolt-on quoting tool pulled product and list price from Salesforce and did nothing else with the opportunity. | Sellers work opportunity data inside DealHub CPQ, synced both ways with Salesforce. |
No approval process existed, so a discount left with the quote and nobody saw it until later. | A price past threshold routes to that seller's director before the quote can be sent. |
Proposals looked professional and branded, and sometimes carried the wrong product for the customer's need. | Tripleseat sends a branded DealHub DealRoom proposal built from the same rules as the quote. |
Different teams sold different products to different customers, with no system holding the map. | Tripleseat's selling structure is encoded once and applied to every quote automatically. |
Any new tool risked a rollout that 50 sellers would quietly work around. | Tripleseat rolled out in waves and let trained sellers make the case to their peers. |
“…we have a pretty complex selling structure. We have different teams that can sell different products to different types of customers. And so with that complexity, there was a lot of confusion for a seller to know what products he or she could sell and to whom…”
Julie DeNicola
Director of Sales Operations
DealHub CPQ holds Tripleseat's selling structure, so the catalog a seller sees is already filtered to their team. Previously that map lived in nobody's system, and a seller had to work out what they could offer and to whom before quoting. Now the question does not come up, because an option outside their remit never renders.
Julie DeNicola, Director of Sales Operations. Her team configures the rules and is the frontline for seller questions about what a quote will and will not allow.
Sales operations owns the product, pricing, and discount rules outright. When the go-to-market strategy changed, the team reconfigured DealHub itself to carry the new limits.
Signed in November against a January go-live that Julie DeNicola calls aggressive. Tripleseat met the date, and the technical go-live landed in January as planned.
No big-bang cutover. Groups of sellers were trained and brought in one at a time, then made the case to the next group, with KPIs tied to DealHub use from the start.
CRM only. Salesforce is the main tool in Tripleseat's tech stack, and the opportunity data the team lives and dies by moves both ways between it and the quote.
Twice-weekly sessions with a DealHub customer success manager for roughly two months. Each was half configuration and half training, so the team could own the setup after.
DealHub is ISO 27001, ISO 27701, ISO 22301, and ISO 42001 certified, holds SOC 1 Type II and SOC 2 Type II attestations, and is GDPR and CCPA compliant, alongside additional security, privacy, and compliance frameworks.
Eliminate the
Friction between Quote-to-Revenue
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