BRUTAL MARKETING
CRM ROI: HOW TO CALCULATE PAYBACK AND HOW LONG IT TAKES
2026
BRUTAL MARKETING
CRM ROI: How to Calculate Payback and How Long It Takes
2026
CRM ROI: How to Calculate Payback and How Long It Really Takes
Most companies that come to us cannot answer one question: how much money does your CRM bring in? The answers sound like this — "the reps work better now," "it was worse without it," "well, there's some order at least."
Those aren't answers. Those are feelings.
Those aren't answers. Those are feelings.
Serhii
Ponomarenko
Ponomarenko
At Brutal Marketing we have rolled out CRM in dozens of companies, from three-person sales teams to departments of forty. Every time we count first and implement second. Without a "before" number there is no "after" number. And without an "after" number nobody in the company understands what they paid for.
Below is the methodology we use on projects: what belongs in the cost side, which five sources make up the return, why you run the math on gross profit instead of revenue, and how long payback really takes outside a vendor deck. Plus the six mistakes that make an implementation unprofitable before launch.
Below is the methodology we use on projects: what belongs in the cost side, which five sources make up the return, why you run the math on gross profit instead of revenue, and how long payback really takes outside a vendor deck. Plus the six mistakes that make an implementation unprofitable before launch.
Why most companies calculate CRM ROI wrong
Here is the typical picture. A company spends $5,000 on CRM, licenses plus setup. Six months later the owner asks "did it pay off?" and looks at the subscription line. Sales seem to be up, so it must be fine.
That logic breaks in four places at once.
That logic breaks in four places at once.
Mistake 1. Counting the license as the investment
The license is the smallest part of the investment. The full cost side looks like this:
Almost nobody budgets the last two lines, even though a sales manager spends 15–25% of their working time on the first month of launch. If you are building a budget now, start with the breakdown in our piece on what CRM implementation actually costs.
- licenses for the number of seats, for a full year;
- implementation and configuration: pipeline, fields, permissions, automations;
- integrations — telephony, messengers, website, inventory or accounting;
- data migration out of spreadsheets and chats;
- team training, which is real money because a rep doesn't sell while learning;
- your own time on acceptance and on controlling the first weeks;
- custom work if your process doesn't fit a standard configuration.
Almost nobody budgets the last two lines, even though a sales manager spends 15–25% of their working time on the first month of launch. If you are building a budget now, start with the breakdown in our piece on what CRM implementation actually costs.
Mistake 2. Counting revenue growth only
Direct sales growth is one of five return sources. The other four get ignored, and that's where much of the money sits: ad budget you stop burning, hours your reps get back, repeat purchases, faster decisions.
Mistake 3. No recorded starting point
This is the most common reason an ROI calculation turns into an argument. Six months after launch nobody remembers what the lead-to-deal conversion rate was before. One person says 10%, another says 15%. There is no way to prove the delta.
We pull the "before" numbers before the first configuration call. Fifteen minutes of work at the start saves months of arguing later.
We pull the "before" numbers before the first configuration call. Fifteen minutes of work at the start saves months of arguing later.
Mistake 4. Running the math on revenue instead of gross profit
A $32,000 revenue increase sounds great. But at a 40% gross margin the company keeps $12,800. ROI calculated on revenue is inflated two and a half times, and it looks impressive right up until your CFO opens the file. Count the money that stays after cost of goods.
What the market benchmarks say about CRM returns
The figure vendors love: $8.71 returned for every dollar spent. Nucleus Research produced it back in 2014, and it has been travelling from blog to blog ever since.
More recent work from the same firm is far more modest: an average return of roughly $3.10 per dollar, down about 37% over the decade. Not because platforms got worse. The opposite — there are more systems and more features, and the share of companies using half of what they bought has grown.
A second figure from that research explains the spread: around 55% of implementations fail to hit the objectives set for them, and the main cause isn't software limitations. It's that the team doesn't use the system the way the plan assumed.
So real CRM ROI ranges from negative to several hundred percent, and the platform doesn't decide where you land. Implementation quality does. We have seen CRM sit for six months as an expensive spreadsheet with a negative return, and we have seen a team pay the system off in three weeks because pipeline, automations and training were done together rather than one after another.
More recent work from the same firm is far more modest: an average return of roughly $3.10 per dollar, down about 37% over the decade. Not because platforms got worse. The opposite — there are more systems and more features, and the share of companies using half of what they bought has grown.
A second figure from that research explains the spread: around 55% of implementations fail to hit the objectives set for them, and the main cause isn't software limitations. It's that the team doesn't use the system the way the plan assumed.
So real CRM ROI ranges from negative to several hundred percent, and the platform doesn't decide where you land. Implementation quality does. We have seen CRM sit for six months as an expensive spreadsheet with a negative return, and we have seen a team pay the system off in three weeks because pipeline, automations and training were done together rather than one after another.
The five sources of CRM ROI
1. Higher lead-to-deal conversion
This is the part you see immediately. CRM records every lead, every call, every stage. A rep no longer "forgets" to follow up because the system creates the task. A lead doesn't disappear between Instagram DM, email and a notebook.
We run into this pattern constantly: a company gets 200 leads a month and closes 18–22 deals, so 9–11% conversion. After implementation and a properly built pipeline, the same 200 leads produce 28–34 deals, or 14–17%. At a $280 average deal size that's an extra $2,800–3,400 in monthly revenue without a dollar more of ad spend.
The growth isn't CRM magic. It's order. You aren't buying more traffic; you stop spilling what you already paid for. For that, the pipeline has to mirror your real selling process rather than a diagram from the internet — see how to build a sales funnel in CRM.
We run into this pattern constantly: a company gets 200 leads a month and closes 18–22 deals, so 9–11% conversion. After implementation and a properly built pipeline, the same 200 leads produce 28–34 deals, or 14–17%. At a $280 average deal size that's an extra $2,800–3,400 in monthly revenue without a dollar more of ad spend.
The growth isn't CRM magic. It's order. You aren't buying more traffic; you stop spilling what you already paid for. For that, the pipeline has to mirror your real selling process rather than a diagram from the internet — see how to build a sales funnel in CRM.
2. Fewer lost leads
This is money you already paid to acquire and never got back. Every lost lead is ad budget in the trash.
Three steps to size it:
That's what you burn every month. In our experience, companies without CRM lose 15–40% of leads simply because those leads never get a second touch. The prospect says "let me think about it," the rep makes a mental note, and that's the end of it. Inside a system, a follow-up task is created automatically, and a share of those maybes turns into money.
Three steps to size it:
- Take your monthly ad budget and divide it by the number of leads. That's your cost per lead.
- Count how many inquiries sit unanswered for more than 24 hours.
- Multiply one by the other.
That's what you burn every month. In our experience, companies without CRM lose 15–40% of leads simply because those leads never get a second touch. The prospect says "let me think about it," the rep makes a mental note, and that's the end of it. Inside a system, a follow-up task is created automatically, and a share of those maybes turns into money.
3. Hours your reps get back
The most underrated group. An hour of a salesperson's time costs money. If two of those hours go to manual reports, hunting for a contact across three sources and copying chat threads into a spreadsheet, that's time they could have spent on calls.
Here's the math. A rep costs $3,200 a month fully loaded. At 176 working hours, an hour runs about $18. If the system saves 1.5 hours a day, that's 33 hours a month, roughly $600 per person. Three reps, about $1,800 a month.
One caveat that usually gets skipped: freed-up time is not cash in the bank. It's capacity you got back, and it converts into revenue only if someone fills it with calls and meetings. If nobody does, your reps work at a calmer pace and ROI doesn't move. That's why we count this group at half value.
A properly configured customer management system strips routine out of the rep's day: automatic emails after each stage, self-filling contract templates, call logging without manual entry.
Here's the math. A rep costs $3,200 a month fully loaded. At 176 working hours, an hour runs about $18. If the system saves 1.5 hours a day, that's 33 hours a month, roughly $600 per person. Three reps, about $1,800 a month.
One caveat that usually gets skipped: freed-up time is not cash in the bank. It's capacity you got back, and it converts into revenue only if someone fills it with calls and meetings. If nobody does, your reps work at a calmer pace and ROI doesn't move. That's why we count this group at half value.
A properly configured customer management system strips routine out of the rep's day: automatic emails after each stage, self-filling contract templates, call logging without manual entry.
4. Repeat sales and longer LTV
An existing customer buys again at a conversion rate five to seven times higher than a new one. But only if you remember they exist.
CRM stores the history: what they bought, when, for how much, whether anything went wrong. When a rep calls three months later with a relevant offer, that isn't a cold call — it's the continuation of a conversation. Conversion on that contact is in a different league.
We have seen companies where 60–70% of revenue came from repeat customers with no loyalty program at all. The reps just called on time because the system reminded them. Automating customer communication on data you already hold is a question of discipline and the right triggers, not technology.
CRM stores the history: what they bought, when, for how much, whether anything went wrong. When a rep calls three months later with a relevant offer, that isn't a cold call — it's the continuation of a conversation. Conversion on that contact is in a different league.
We have seen companies where 60–70% of revenue came from repeat customers with no loyalty program at all. The reps just called on time because the system reminded them. Automating customer communication on data you already hold is a question of discipline and the right triggers, not technology.
5. Speed of management decisions
This source never shows up in ROI calculators, and over a longer horizon it often delivers the most. An owner who sees the pipeline in real time decides in an hour instead of a week.
One project example: the owner of a manufacturing business spent half a day a week collecting reports from reps and another half day reconciling them. After we set up dashboards, he got the same picture in 30 seconds. A day a week back, and pipeline problems visible on day two instead of at month end.
Then there's forecast quality. Knowing your average deal cycle and stage conversion turns a quarterly plan from guesswork into arithmetic. A bad forecast means inventory you didn't need or hires made at the wrong time.
One project example: the owner of a manufacturing business spent half a day a week collecting reports from reps and another half day reconciling them. After we set up dashboards, he got the same picture in 30 seconds. A day a week back, and pipeline problems visible on day two instead of at month end.
Then there's forecast quality. Knowing your average deal cycle and stage conversion turns a quarterly plan from guesswork into arithmetic. A bad forecast means inventory you didn't need or hires made at the wrong time.
The "before" numbers: what to measure before you start
Without this table an ROI calculation becomes creative writing. You can assemble it in two or three days even from spreadsheets and telephony exports.
If some of the data doesn't exist, estimate it — but write the estimate down. A rough recorded number beats a precise one you don't have. For the metrics worth tracking permanently, see our breakdown of sales department KPIs.
The CRM ROI formula and a worked example
The base formula is the standard one:
The difficulty isn't the formula. It's what goes into the numerator. Here's a company close to our typical client.
Inputs:
ROI (%) = ((Return from implementation − Cost of implementation) ÷ Cost of implementation) × 100
The difficulty isn't the formula. It's what goes into the numerator. Here's a company close to our typical client.
Inputs:
- sales team — 3 reps;
- average deal size — $450;
- monthly leads — 150;
- lead-to-deal conversion — 11%;
- fully loaded rep cost — $3,200 per month;
- gross margin — 40%;
- existing customer base — 200 contacts.
Step 1. Cost for year one
Step 2. Revenue gains
Conversion from 11% to 15%:
- before: 150 leads × 11% = 16.5 deals × $450 = $7,425 per month;
- after: 150 leads × 15% = 22.5 deals × $450 = $10,125 per month;
- delta: +$2,700 per month, or +$32,400 per year.
- 200 customers × 10% = 20 deals × $450 = $9,000 per year.
- 3 people × 1.5 hours × 22 days × $18 = roughly $1,800 per month, or $21,600 per year.
Step 3. Convert to gross profit
This is the step vendor calculators skip.
Step 4. ROI and payback period
ROI = ((27,360 − 5,080) ÷ 5,080) × 100 = 439%
Payback = Cost ÷ Monthly return = 5,080 ÷ 2,280 = 2.2 months in the model.
In reality, add the ramp: two to three weeks of configuration, another month for the team to reach working speed, and repeat-sales effects only after a full deal cycle. Actual payback for this profile lands at 4 months.
Payback = Cost ÷ Monthly return = 5,080 ÷ 2,280 = 2.2 months in the model.
In reality, add the ramp: two to three weeks of configuration, another month for the team to reach working speed, and repeat-sales effects only after a full deal cycle. Actual payback for this profile lands at 4 months.
The conservative check
Now run the same project at the bottom end: conversion improves by 2 percentage points instead of 4, repeat sales go up 5% instead of 10%, and recovered hours don't count at all.
ROI = ((8,280 − 5,080) ÷ 5,080) × 100 = 63%. Payback lands around 7 months.
If even the pessimistic scenario comes out positive, you can make the decision. If it doesn't, delay the project or fix the process first. We run both versions and show the owner each one, not only the flattering number.
- conversion: +$1,350 per month → $16,200 revenue → $6,480 gross profit;
- repeat sales: 10 deals × $450 = $4,500 revenue → $1,800 gross profit;
- total: $8,280 of gross profit in year one.
ROI = ((8,280 − 5,080) ÷ 5,080) × 100 = 63%. Payback lands around 7 months.
If even the pessimistic scenario comes out positive, you can make the decision. If it doesn't, delay the project or fix the process first. We run both versions and show the owner each one, not only the flattering number.
How long CRM takes to pay off: four real-world scenarios
Vendors promise payback "in a few weeks." It happens, but rarely. Here is what we see on real projects.
Small business: 2–5 reps
These companies run on spreadsheets, or purely in messengers. Lead loss sits at 30–40%. After a basic implementation with a configured pipeline, payback arrives in 6–10 weeks, and the main effect isn't more traffic. It's that inquiries stop disappearing. Specifics in CRM for small business.
Mid-size: 5–15 reps
There's usually a system already, just not configured. A pipeline formally exists, reps ignore it and keep their own notes in parallel. Payback runs 3–5 months and it doesn't start on launch day — it starts when the team has genuinely moved in. If adoption stalls, the causes are predictable: six reasons reps sabotage CRM.
B2B with a long deal cycle
The cycle runs two to six months, so there is no quick revenue spike by definition: the deals you work now close next quarter. What changes is control. The owner sees where each lead is stuck and steps in before the deal is lost. Payback lands at 4–8 months, but scales harder because deal sizes are large. Setup specifics: CRM for B2B and long sales cycles.
High-volume e-commerce
Here it comes down to first-response speed and order-status automation. Payback is fast, 2 to 4 months, provided integrations with your storefront, carrier and messengers are done properly. If a rep still copies tracking numbers by hand, the gain gets eaten.
The common thread across all four: payback speed depends on implementation quality, not on which CRM brand you bought. If you're still choosing, our Pipedrive vs Kommo CRM comparison lays out which logic suits which sales process.
The common thread across all four: payback speed depends on implementation quality, not on which CRM brand you bought. If you're still choosing, our Pipedrive vs Kommo CRM comparison lays out which logic suits which sales process.
Six mistakes that kill CRM ROI
A bad implementation doesn't just slow payback down. It makes the system loss-making: you pay for licenses and for people's time, and get nothing back.
Mistake 1. Bought the system, never built the pipeline
CRM out of the box is a database with a nice interface. Without defined stages, exit criteria and automatic tasks it doesn't work — reps enter contacts and that's where it ends.
A real implementation starts with a written description of the actual sales process: which stage follows which, what has to happen at each one, what the system does on its own. Configuration comes after that.
A real implementation starts with a written description of the actual sales process: which stage follows which, what has to happen at each one, what the system does on its own. Configuration comes after that.
Mistake 2. Didn't migrate the database
"We'll enter new customers, and the old ones stay in the spreadsheet." A month later you have two databases nobody reconciles. On a call the rep doesn't know whether this customer was already worked, and asks a question answered six months ago.
Migration is mandatory. Even if the file is messy and full of duplicates, two or three days of cleanup beats permanent fragmentation.
Migration is mandatory. Even if the file is messy and full of duplicates, two or three days of cleanup beats permanent fragmentation.
Mistake 3. Didn't train the team, just told them to use it
The most widespread one. The owner watches a demo, tells the reps "we work in the system now," and considers the job done. People open the interface, don't understand the logic, work their own way, and a month later report that the CRM is inconvenient.
Working training means four to six hours minimum with the team, walking through their own live deals on real data. Then two or three weeks of daily checks: are deals entered, are tasks closed. Our note on what to expect from a CRM implementation sets realistic expectations for that stretch.
Working training means four to six hours minimum with the team, walking through their own live deals on real data. Then two or three weeks of daily checks: are deals entered, are tasks closed. Our note on what to expect from a CRM implementation sets realistic expectations for that stretch.
Mistake 4. No analytics connected
CRM without analytics is a car without a dashboard. You're moving, but you don't know your speed, your fuel level or your direction.
End-to-end sales analytics shows where your best customers come from, at which stage money leaks out of the pipeline, which rep converts better and why. Without it you aren't managing. You're guessing.
The minimum report set from day one: conversion by stage, loss reasons, touches per deal, average cycle length. That's a handful of clicks with a proper configuration. For tying this back to ad spend, see how we combine CRM, PPC and end-to-end analytics.
End-to-end sales analytics shows where your best customers come from, at which stage money leaks out of the pipeline, which rep converts better and why. Without it you aren't managing. You're guessing.
The minimum report set from day one: conversion by stage, loss reasons, touches per deal, average cycle length. That's a handful of clicks with a proper configuration. For tying this back to ad spend, see how we combine CRM, PPC and end-to-end analytics.
Mistake 5. No quality control on top of the system
CRM gives you data. It doesn't guarantee your reps work the way they should. Anyone can enter a deal and forget it for a week, or close a "couldn't reach them" task without a second attempt.
Sales department quality control sits on top of CRM: regular call reviews, checks on record completeness, tracking of overdue tasks. Only then does the system work as a system instead of an expensive notebook.
Sales department quality control sits on top of CRM: regular call reviews, checks on record completeness, tracking of overdue tasks. Only then does the system work as a system instead of an expensive notebook.
Mistake 6. Automated everything at once
The opposite extreme. A company tries to cover every scenario on day one: forty fields on a deal card, eight pipelines, an automation for every event. The rep opens a deal and sees a full-screen questionnaire.
The outcome is predictable: fields get filled with whatever lets the record save. Data is dirty, reports lie, ROI goes negative. We launch a minimum working configuration, run it on live deals for three or four weeks, then expand. Other common failure points: CRM implementation problems.
The outcome is predictable: fields get filled with whatever lets the record save. Data is dirty, reports lie, ROI goes negative. We launch a minimum working configuration, run it on live deals for three or four weeks, then expand. Other common failure points: CRM implementation problems.
When CRM will never pay off
An honest conversation: not every business needs a system right now, and not every implementation turns a profit.
You get fewer than 10 leads a month. You aren't at the scale where CRM makes economic sense yet. Fix lead generation first. The system doesn't create customers — it helps you stop losing the ones you already have.
You don't have a sales process. CRM won't invent one. First you need to know what a good deal looks like in your business: which stages, which scripts, what moves a deal forward. Automating a process, yes. Replacing one, no.
The team is sabotaging the rollout. If reps deliberately keep customers in their personal phones, no tool will help. That's a management problem and it has to be solved before launch, not after.
You're looking for a magic button. There isn't one. Results come from the full chain: configuration + training + analytics + control. Drop one link and the effect falls apart.
You get fewer than 10 leads a month. You aren't at the scale where CRM makes economic sense yet. Fix lead generation first. The system doesn't create customers — it helps you stop losing the ones you already have.
You don't have a sales process. CRM won't invent one. First you need to know what a good deal looks like in your business: which stages, which scripts, what moves a deal forward. Automating a process, yes. Replacing one, no.
The team is sabotaging the rollout. If reps deliberately keep customers in their personal phones, no tool will help. That's a management problem and it has to be solved before launch, not after.
You're looking for a magic button. There isn't one. Results come from the full chain: configuration + training + analytics + control. Drop one link and the effect falls apart.
How to raise ROI on a CRM you already run
If you have the system but can't see results, the problem is almost always in one of six places. Work through this list; it's two or three weeks of effort.
- Find the pipeline bottleneck. Open the stage report and see where most deals die. Sometimes adding a single automatic follow-up at that step moves conversion noticeably.
- Deal with overdue tasks. Reps permanently carrying dozens of overdue items isn't a discipline issue. It signals unrealistic load or badly built automations. Revise the process instead of penalising people.
- Review your lost deals. Loss reasons recorded in the system are the cheapest growth source you have. A review usually surfaces two or three repeating scenarios that close with a script or pricing change.
- Add automatic touches. An email after first contact, a reminder before a meeting, a note on the anniversary of the relationship. Configured once, running without rep involvement.
- Build a dashboard for yourself. If you ask your reps "how's it going" every day, you don't have analytics. A business owner dashboard answers in 30 seconds: how many leads are in play, where deals are stuck, who is on plan. It removes micromanagement.
- Wake up the dormant base. Count customers who bought over a year ago and never came back. One rep with a decent script and CRM data brings back 10–15%. On 500 dormant contacts at a $450 average deal, that's $22,000–34,000 in potential revenue. Mechanics: re-engagement email campaigns.
What to re-measure at 3, 6 and 12 months
Payback isn't a point in time, it's a process. These are the checkpoints we set on projects.
At 3 months. Look at discipline, not money: the share of deals entered into the system, the share of overdue tasks, first response time on inquiries. If those three are healthy, the financial effect is coming.
At 6 months. Recalculate stage conversion against your "before" baseline, plus average deal cycle and the share of leads that never got a second touch. By now you can see whether profit is growing and exactly which source is driving it.
At 12 months. A full ROI calculation on the same methodology you used at the start, plus customer LTV and the share of repeat sales. And one separate question: which capabilities are you still not using? In nine out of ten companies this checkpoint uncovers paid-for functionality sitting idle. Criteria in detail: evaluating CRM implementation effectiveness.
At 3 months. Look at discipline, not money: the share of deals entered into the system, the share of overdue tasks, first response time on inquiries. If those three are healthy, the financial effect is coming.
At 6 months. Recalculate stage conversion against your "before" baseline, plus average deal cycle and the share of leads that never got a second touch. By now you can see whether profit is growing and exactly which source is driving it.
At 12 months. A full ROI calculation on the same methodology you used at the start, plus customer LTV and the share of repeat sales. And one separate question: which capabilities are you still not using? In nine out of ten companies this checkpoint uncovers paid-for functionality sitting idle. Criteria in detail: evaluating CRM implementation effectiveness.
Frequently Asked Questions
How quickly does CRM pay off for a small business?
In our experience, 6–10 weeks for companies with 2–5 reps. Speed depends on how many leads you were losing before: the bigger the chaos, the faster the effect shows. At 30–40% losses, payback arrives almost as soon as the pipeline starts working.
What goes into CRM costs besides the license?
Implementation and configuration, integrations with telephony and messengers, data migration, team training, your own time controlling the first weeks, and custom work for anything specific to your business. The license is usually 20–40% of the total first-year figure.
Can I calculate ROI if the CRM has been running a year and I have no "before" data?
You can, with limits. Instead of historical data, use a counterfactual: how many leads would you lose without the system at your current inquiry volume? Accuracy is lower, but you decide on numbers rather than impressions.
Should I calculate ROI on revenue or on profit?
On gross profit. A $32,000 revenue increase at a 40% margin is $12,800 of actual money. Running the math on revenue inflates the figure two to three times and collapses at the first meeting with your finance team.
Why does CRM deliver hundreds of percent for some companies and nothing for others?
The implementation, not the platform. Four things produce zero: an unconfigured pipeline, skipped training, missing analytics, no quality control over how reps work. Any one is enough to stop payback.
How long before the effect shows up?
Basic configuration takes two to four weeks, and the team reaches working speed in another three to six. First conversion changes appear in month two or three; a stable picture forms by month six. For B2B with long cycles, add the deal cycle itself.
Do I need CRM with only one salesperson?
You do, if you're getting more than 20–30 inquiries a month and some of them slip. One person holds a few dozen contacts in their head; past that, losses start. At that scale, start with a minimal configuration rather than a full rollout with integrations.
How do I know my CRM isn't paying off?
Three markers: reps keep parallel spreadsheets or notes; you compile reports manually; you can't say within a minute how many deals are in play and at which stage. If two of those are true, you have a system but you don't have payback.
Let's calculate your CRM payback on your own numbers
We'll run the ROI math on your real data: lead volume, average deal size, current conversion, margin. Then show how long implementation takes to pay off in your case, in two versions — base and conservative.
It's a 30-minute conversation. In that time we'll walk your pipeline and show you where money is leaking right now.
Request a call on our CRM implementation page and we'll get back to you within one business day.
Want to see how this looks in other companies first? Here are our case studies, with before-and-after numbers.
It's a 30-minute conversation. In that time we'll walk your pipeline and show you where money is leaking right now.
Request a call on our CRM implementation page and we'll get back to you within one business day.
Want to see how this looks in other companies first? Here are our case studies, with before-and-after numbers.
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© 2017-2027, Brutal Marketing
All rights reserved
© 2017-2027, Brutal Marketing
All rights reserved