Making Salesforce and the ERP agree on the customer, the order and the revenue.
Illustrative. This is a walkthrough of how we run this kind of engagement, not an account of a specific client project. It carries no client and no results, because none are being claimed. Delivered work, with measured outcomes, is on the work pages.
Sales working in one system, finance in another, and a nightly file transfer in between that somebody rebuilds every time an upstream field changes.
Every interface between the two systems gets written down with its direction, its trigger and its system of record. Most of the trouble in these estates is two systems both believing they own the same field.
What you get
Interfaces are built with error handling, retries and logging from the start rather than added after the first incident.
What you get
Run in parallel with the old mechanism, compare, then retire the old one deliberately rather than letting it linger.
What you get
This is a business decision, not a technical one, and it gets escalated to a sponsor in week one. We will not build an integration on an unresolved ownership question, because it will fail in production as a data argument.
Contract tests catch it on the day rather than at month end. That is the difference between a ticket and a reconciliation exercise.
Decommissioning is a scope item with a date, not an afterthought. Two mechanisms running in parallel indefinitely is how estates end up where this one started.
Other shapes
