Salesforce shaped around how your revenue team really works — configured before it is customised, integrated with the systems that hold the truth, and adopted because it saves time.
A Salesforce org fails quietly. Nobody announces that reps have gone back to a spreadsheet — the data just stops being trustworthy. We design for the person entering the record, keep customisation to what configuration genuinely cannot do, and treat adoption as an engineering requirement.
How we keep an org healthy
Ten engagements spanning a first rollout, the integrations around it, and orgs that have accumulated a decade of exceptions.
The person typing into the record decides whether the org succeeds. Fewer fields, fewer clicks, and a layout that matches how the call actually goes.
Every Apex class is something to regression-test three times a year. We reach for it only when the platform genuinely cannot do the job.
Billing, support, product usage and finance. A CRM disconnected from where the money is recorded becomes a second version of the truth.
Sandboxes, source control and a deployment pipeline, so a change can be reviewed, traced and reversed like any other software change.
We watch whether the org is actually being used after go-live, and fix the friction we find. A quiet org is a failing one.
Six stages, one continuous loop — three platform releases a year means the work never fully stops.
How leads actually arrive, how deals actually progress, and where the current process is being worked around. We shadow the team rather than interview the org chart.
Object model, security model and the explicit line between configuration and code — agreed in writing before anything is built.
Iterative configuration with the revenue team in the sandbox early, so layout and field arguments happen before data is loaded.
Extract, dedupe, map and reconcile, with a report proving what came across and what was deliberately left behind.
Role-based training, a cutover plan and hypercare in the first weeks — when adoption is either won or quietly lost.
Regression testing against each seasonal release, backlog delivery and periodic org health reviews to stop technical debt reaccumulating.
Pipeline and client management with the audit trail, approval steps and data handling the sector is held to, rather than bolted on afterwards.
Listing, viewing and offer pipelines tied to portfolio data, so agents and portfolio managers work from the same record.
Quote-to-order flows, distributor hierarchies and contract pricing connected to the ERP that holds actual stock and margin.
Enquiry, application and enrolment pipelines, with the student record joined up across recruitment and support teams.
Referral and relationship management configured around consent, access control and the data obligations the sector carries.
Platform development, the integration layer around it, and the engineering practice that keeps an org deployable.
From concept to completion.
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