One Platform, Full Visibility: Consolidating Sales, Delivery, and Support into Salesforce at Scale
"Every team was doing good work. Nobody could see what anyone else was doing. That's the problem we fixed." SUMMARY Even as onboarding improved, the organization still operated across disconnected systems. Customer support lived outside Salesforce. CPQ output had to be manually translated before Delivery and Billing could act on it. Cross-functional visibility was limited, handoffs required manual effort at every stage, and the friction was felt by both employees and customers. The goal was consolidation — one platform, one source of truth, for every team touching the customer lifecycle.
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60 Days to 16: Engineering a Scalable Client Onboarding Process for a $220M ARR Business
"The sales improvements worked — then the onboarding process collapsed under the weight of the new volume they created." SUMMARY Improvements to the sales pipeline had driven more volume into the funnel. That volume exposed a broken onboarding process that had never been built to scale. New customers were waiting 60+ days to go live. Teams were operating out of disconnected systems, relying on manual handoffs and back-and-forths that introduced errors and delays at every step. The fix required both systemic analysis and organizational alignment.
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189% Sales Velocity Improvement: Rebuilding the Revenue Engine from Contract Execution to Closed-Won
"Bookings were flat despite a growing team. The problem wasn't effort — it was friction at every stage of the process." SUMMARY A growth-stage B2B SaaS company had a sales team working hard but producing inconsistent results. The pipeline was active but slow — friction in contracting, fragmented outreach, and a scattered enablement environment were collectively costing the team traction. Leadership needed a systemic fix, not a motivational one.
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Beyond the Build: Driving Cross-Functional Impact Across a $250M Revenue Operation
"Once the systems were stable, the scope expanded — into financial reporting, vendor strategy, and a $50M new product launch." SUMMARY After stabilizing core systems across the sales and delivery organization, the engagement expanded into broader operational and financial ownership. With $250M+ in projected North American revenue, the organization needed cross-functional support that spanned financial reporting, vendor optimization, and go-to-market strategy — and a single person with the technical and operational context to connect the dots.
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Inheriting the Machine: Taming 8 Years of Salesforce Complexity After 5 Months of Drift
"The org had been running on systems nobody fully understood anymore. We changed that." SUMMARY Stepped into an 8-year-old Salesforce environment — Sales, Service, Experience Cloud, CPQ, Marketo, SalesLoft, JIRA, and Sage Intacct — with no dedicated SME on staff for 5 months. Critical business automation was running on APEX code from 2013. Before anything could be built or improved, we needed to know exactly what we had.
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Data Detox: Cleaning the Instance and Finding Hidden Technical Debt
"40,000 bad accounts, 115,000 dead records, and 28 frozen admin users nobody knew about. Here's what a 30-day clean-up revealed — and why testing in sandbox saved the business from itself." SUMMARY The Salesforce environment had accumulated years of unchecked data and configuration bloat. Users were wading through irrelevant records, reporting was unreliable, and the system had grown too noisy to yield clean insights. The goal was simple: remove everything that didn't belong, and find out what was hiding underneath.
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Driving Revenue: User Enablement and Optimization for Scale
"31% technology budget savings, 90+ automation rules consolidated, and a sales team finally working in systems built around how they actually sell." SUMMARY With the environment clean and risks documented, the focus shifted from remediation to performance. The goal was to make the business meaningfully more efficient and effective at driving revenue — through better processes, leaner automation, and a rationalized technology spend. All without adding headcount.
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Taming the Pipeline: Building Rigor into a $130M Revenue Engine
"A $130M pipeline the President of North America couldn't forecast. We fixed that — without adding a single headcount." SUMMARY After the acquisition, the focus shifted to the acquiring organization's own growth challenges. The North American sales function had a massive pipeline — and no reliable way to read it. Forecasting was anecdotal, deal velocity was invisible, and leadership was making decisions without confidence. The mandate was to introduce the kind of rigor that turns a busy sales team into a predictable revenue engine.
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Securing $220M in ARR: Establishing the Global Source of Truth for Success
"The Chief Client Success Officer had $220M in ARR and no reliable view of any of it. We built their first source of truth — then rolled it out globally across three regions." SUMMARY Despite having over $220M in Annual Recurring Revenue, the Customer Success organization had no trustworthy data to manage it. Revenue at risk was invisible, product holdings were scattered across systems, NRR couldn't be calculated, and renewals were being tracked manually. Leadership was flying blind on the most important number in the business.
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