Work that speaks
for itself

Challenge: A leading national beverage company operated three distinct business units — each with its own ways of working and its own interpretation of how Salesforce case management should function. The lack of standardisation meant inconsistent customer experiences, duplicated effort across teams, and limited ability to report or benchmark performance at a group level.

Approach: I facilitated a series of cross-business-unit workshops to understand how each team was using Salesforce for case management, unpicking the differences and identifying common ground. From there, I mapped both the current state and the desired future state, working collaboratively with stakeholders to design a single, unified process. I documented the agreed process at Level 4 detail — specific enough to guide day-to-day work — while allowing for the small number of genuine exceptions that each unit required. Throughout, I maintained close alignment between the process design and the Salesforce configuration to ensure the solution was practical, not theoretical.

Result: The company adopted one standardised case management process across all three business units. Teams gained clarity on how cases should be raised, categorised, escalated, and resolved — regardless of which part of the business they sat in. Group-level reporting became possible for the first time, and the reduction in process variation led to a more consistent customer experience and simpler onboarding of new staff.

Challenge: A professional services company had outgrown its spreadsheet-based CRM. Sales data was fragmented, pipeline visibility was poor, and reporting was manual and time-consuming.

Approach: Led the end-to-end implementation of Salesforce Sales Cloud — from requirements workshops with stakeholders through to configuration, data migration from legacy systems, and a structured user training programme.

Result: The business gained a single source of truth for its sales pipeline, automated reporting that saved the team hours each week, and a platform foundation that could scale with their growth.

Challenge: A state government emergency services organisation had the ServiceNow Governance, Risk and Compliance (GRC) module included in their licence but had never activated it. Instead, the team was managing the entire GRC process through spreadsheets — a manual, error-prone approach that made it difficult to track risks consistently, maintain audit trails, or report effectively to leadership.

Approach: I designed the end-to-end GRC workflow, mapping out how governance, risk, and compliance activities should flow through the organisation. Working alongside the internal IT team — and without bringing in any external consultants — I configured and implemented the ServiceNow GRC module to support the new process. This included setting up structured workflows, building the necessary forms and views, and migrating all existing data from the legacy spreadsheets into the system to ensure a clean transition with no loss of historical records.

Result: The organisation moved from a fragmented, spreadsheet-based approach to a structured, tool-driven GRC workflow within ServiceNow. Risk and compliance activities became trackable and auditable, reporting to leadership was streamlined, and the team gained a single platform for managing governance processes — all delivered using internal capability and existing licence entitlements.