The problem
Several interdependent systems, a national sales organization with three divisions, an IT department, and external consultants all touching the same configuration. Without a single owner, changes collide, priorities are set by whoever asks loudest, and nobody can say what the system is supposed to do.
What I did
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Serve as the liaison between sales stakeholders and IT: translate business needs into technical requirements, implementation plans, and system configuration, and own the prioritization of every IT change request affecting Sales.
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Direct external consultants on scope, deliverables, and validation, so outside work lands inside the architecture rather than beside it.
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Run a formal change-approval gate for every Salesforce build: each change is proposed, probed against the live schema, built, tested, and backfilled with scripted tooling, so the org has an audit trail instead of a memory.
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Run CRM and CPQ training and enablement across the organization so adoption and practice stay consistent as the systems evolve.
- Request From Sales, IT, or a consultant engagement.
- Prioritize & approve One owner weighs it against the roadmap and the architecture. gate
- Probe the live schema Scripted checks of the org as it is, not as remembered.
- Build & test In a sandbox, against the requirement as written.
- Backfill Scripted tooling populates existing records.
- Deploy with a trail The change is documented, so the org has an audit trail instead of a memory.
Outcome
A sales technology ecosystem with one owner, a governed change process, and executive analytics that leadership uses to guide pricing strategy, pipeline visibility, and revenue planning.
In the stack
Where it sits
The highlighted nodes are the systems and people this project touched.