The Partner Behind the Pipeline

The Struggle Before OSP

When Ben Hartmere joined Map My Customers as a non-founder CEO in late 2020, the company already had an internal BDR team in place. They grew it for a period, but ultimately shut it down. The reasons were familiar to many scaling startups: high turnover, a limited internal career progression path for BDRs, and the sheer difficulty of hiring people with the right temperament for a demanding, rejection-heavy role.

Ben described the challenge candidly: finding BDRs who combined drive, social skills, coachability, and the resilience to handle a bad day was genuinely hard. And in a company that wasn’t large enough to offer a natural ladder from BDR to AE to management, retaining those people once they were ramped was harder still. When the team was shut down, the company lost more than pipeline, it lost momentum and the cultural energy that an active outbound motion brings.

After some time, Ben recognized the gap. Not only had pipeline slowed, but the absence of an outbound function was felt throughout the organization. He knew he wanted to restart, but he wasn’t willing to go through the same slow, costly, and uncertain build cycle again. The tools weren’t the problem (Map My Customers was already using SalesLoft and Orum). What they needed was the right people running them, backed by a proven playbook and real coaching infrastructure.

Why OSP, and What Changed

Ben’s first contact was Kyle Weiss (VP of Sales and CS) at OSP, and he said he could tell immediately that this team was different, not just polished in the pitch, but genuinely capable as long-term partners. That instinct proved right.

OSP stepped in and rapidly closed the gaps that had plagued Map My Customers’ prior efforts. Speed-to-market accelerated significantly. Rather than spending months sourcing, interviewing, and ramping internal hires, Ben was able to redirect that time and energy to other areas of the business while OSP focused entirely on building pipeline. And critically, OSP’s team stayed. Ben noted the absence of turnover on OSP’s side as a meaningful differentiator, because rep longevity translates directly into deeper product familiarity and more confident objection handling over time.
The relationship also expanded well beyond standard cold outreach. OSP integrated into Map My Customers’ event strategy, helping drive attendance and representing the brand at conferences by taking the company’s content and collateral and applying their own outbound expertise to it. They became part of the weekly rhythm of the business — Monday morning calls became a fixture — and Ben found himself leaning on Kyle not just for execution, but for strategic input.

What Ben valued most, beyond the results, was the integrity of the partnership. OSP didn’t chase change orders or take advantage of dependency. They operated like a true extension of the team, going beyond the scope of the contract without being asked. Ben summarized it plainly: the combination of strong numbers and genuine trust is rare, and OSP delivered both.