Global industrial group · Global sales & customer operations · Role: Project & Change Lead

The challenge
After a global, waved implementation of an out of the box system, the client needed to turn a live Salesforce platform into sustained commercial value. This required someone who could do two jobs at once: identify the right initiatives that would bring most value, run a portfolio of parallel improvement projects, and own the adoption and behaviour change.

What I did
I led the continuous-improvement portfolio for Salesforce-enabled sales and customer operations end to end — owning governance, prioritisation and the roadmap for CRM optimisation, while also carrying the change management that determines whether new ways of working actually take hold. I designed and implemented global processes for strategic account planning and customer complaint management on new Salesforce modules, and partnered with IT, Sales Leadership and Operations to align system capacity with delivery priorities. Combining the project-management and change-management roles in one person removed the usual gap between delivering a change and getting people to adopt it.

The outcome
The client gained a pipeline of meaningful improvement initiatives, sourced directly from the people that use it on a daily basis and a clear approach and roadmap to implementation and adoption of these CRM improvements — with sharper account planning, a structured complaint-management process, and better data quality reporting provided to executives for decisions on pipeline and performance.