A team with a bad Salesforce experience behind it, and £20m of pipeline missing from the CRM.
An eight-week project with weekly releases took the business off spreadsheets: adoption rose, licence numbers grew and the edition moved from Professional to Enterprise.
£20m
of previously unrecorded pipeline surfaced in the CRM during the project
A training provider running on spreadsheets.
Meyler Campbell is a professional training provider based in the UK. Its work involves several groups of people at once: clients, faculty, participants and coaches. Salesforce was in place, but most of the day-to-day processes were still managed on spreadsheets.
The result was a CRM that few people understood the value of, and a CEO without visibility of what was actually happening in the business.
Low adoption, and no single source of truth.
Staff had a low opinion of Salesforce, and little understanding of what it was for. Some had already had a bad experience with it. With processes living on spreadsheets, there was no single place to see clients, faculty, participants and coaches together, and no reliable reporting for the CEO.
The objectives were clear: establish Salesforce as the system of record, create one source of truth for everyone involved, and make sure it was integrated, reportable and tied to the business's objectives.
The approach
The project began with two workshops, before any configuration, then ran as an eight-week project with a release every week.
1. Align Salesforce with the goals
A comprehensive workshop to align Salesforce with Meyler Campbell's strategic goals, identifying the key metrics and the updates needed to support them.
2. Listen to the people using it
A second workshop to uncover how staff really felt about Salesforce: their pain points, training needs and the gaps they could see. Weekly releases and feedback kept the key stakeholders involved throughout.
3. Fix the data and the records
A data quality assessment and remediation, with ongoing validation rules to keep it clean. Account and Contact records were revamped to give a single source of truth, and the database of coaches was brought up to date.
4. One approach to opportunities
A consistent approach to Opportunity management, so deals were recorded in the same way across the business.
5. Visibility for the CEO
Executive dashboards for sales activity at company and programme level.
6. Bring the operation into Salesforce
Core operational processes were integrated into Salesforce, and historical data that was missing from the system was uploaded. Moving from spreadsheets needed careful change management, so training and process refinement were worked through closely with the team to keep disruption low.
What the project produced
£20m of previously unrecorded pipeline surfaced in the CRM during the project, in opportunities that had not been visible before.
Core operations moved into Salesforce, giving the business visibility it had been missing.
Adoption rose. More people used the system, licence numbers increased and the edition moved from Professional to Enterprise.
£20m
of previously unrecorded pipeline surfaced in the CRM during the project
8 weeks
from start to finish, with a release every week and continuous feedback from key stakeholders
Professional → Enterprise
Salesforce edition, after adoption and licence numbers increased
Pipeline figure measured in a Salesforce report. Engagement ran 2023 to 2024.
Scott and team worked really well to give confidence and enthusiasm to a team that had previously had a bad experience with Salesforce. Through a calm, respectful and warm approach he got them all onside and fully embracing the new approach. Scott was excellent in fitting the way Salesforce was set up for us to meet our workflow and business needs. We have made tremendous progress as a result.
This journey started with a diagnostic. So does yours.
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