Salesforce orgs accumulate. Four years, five admins and a series of urgent requests later, the object model describes a company that no longer exists. Most of our Salesforce work is subtraction before addition, and it usually runs alongside a Dynamics or SAP estate rather than instead of one.
What we do on it
Objects, flows, permissions, automation and technical debt, with each item classified as keep, rebuild or remove and costed.
Rebuilding around the sales and service motion the company runs today, rather than retraining people into a design that never fit.
Apex and Lightning Web Components with test coverage and a release pipeline, so changes stop being deployed by hand.
Quote to cash across Salesforce and the ledger, built to survive both platforms' release cycles.
Agentforce where a task has a clear completion signal, evaluated against a baseline before it reaches a customer.
Ongoing ownership: releases, enhancements, and absorbing the seasonal platform updates without a project each time.
Products covered
Pipeline, forecasting, quoting and the territory and process model underneath them.
Case management, entitlements, knowledge and the routing rules that decide whether service-level agreements are met.
Custom development where configuration will not reach, built with tests and a deployment pipeline rather than changed in production.
Agents scoped to tasks they can complete end to end, with an escalation path and a measured completion rate.
Scoring and prediction where there is enough clean history to support it, and not where there is not.
Two-way sync with the ERP, with the system of record agreed field by field before a line is written.
Usually a data model problem rather than a reporting problem. Starts with the object model and the definitions behind the fields.
An integration and system-of-record engagement, and often the fastest way to make the CRM credible internally.
Flows nobody can trace and permissions nobody can explain. Review first, then a sequenced cleanup rather than a rebuild.
Common. We find the tasks that qualify, and tell you plainly which ones do not.
Usually not. Most orgs need a subset removed, a subset rebuilt and the rest left alone. The review tells you which is which with a cost against each, so a rebuild becomes a decision you make on evidence rather than a quote you accept on instinct.
Yes. We take a defined workstream with its own scope and release train so there is no ambiguity about who owns what, and no two teams deploying into the same org on the same afternoon.
It depends on the field, and pretending otherwise is how these integrations fail. Customer master, pricing, order status and revenue often sit in different places. We agree it field by field and write it down before anyone builds.
Regularly. A Dynamics ledger with a Salesforce front end is a normal estate, and the interesting work is usually in the seam between them rather than in either platform on its own.
Bring the process that is breaking and we will tell you what it takes to fix it, including when the answer is not a project.
