"Real value in Salesforce, held back by friction."
Their words, from their own discovery. Then: a technical review before any build, a super user academy, and every user trained in their own region.
8.1/10
team confidence after training, from below the midpoint in every region before
Five countries, five systems, and a forecast in Excel.
The Torrington Group brings together specialist businesses across furniture, design, fit-out, laboratories, procurement and sustainability, delivering commercial projects across the UK, Europe and globally. With 49 Salesforce licences, sales teams work across multiple languages and currencies, managing everything from smaller transactional orders to complex, project-based opportunities involving installation dates, delivery addresses, margin percentages and payment terms.
Salesforce ran the sales cycle. Around it: Apollo, via a partner, for delivery, invoicing, commission and every deal under £25k; Microsoft Business Central generating the Job ID that gated Account creation; SharePoint for documents; Outlook, where most client context actually lived, and Excel, where the real forecast was quietly kept. Not a broken business. A capable one, spending too much of its energy on the seams between systems.
We ran a discovery workshop. Here's what the reps actually said.
On 10 March 2026 we sat down with the sales teams and wrote down what they told us, verbatim. This is the part most case studies skip, and it's the part that matters, because the diagnosis came from the people living with the system:
"Most of the business is very transactional and SF is time consuming to fill in for a £5K sofa."
"Job number is the number 1 blocker and challenge. Repeat orders should be much easier."
"Don't feel like I want to put data in because the information is hidden. Want to know what has happened with the client. Info is emails."
"Just give me one Opp to work."
"No visibility once it goes to closed won. Can't follow up easily to see if the client has paid, have the goods been delivered."
Too many fields with no clarity on which mattered when. No notifications. Regional inconsistency degrading comparability. Integration gaps forcing duplicated effort. Reporting with no local-currency views. No documented standard for Leads, Opportunities or Account ownership. And the client's own executive summary, written before a word of our copy existed:
"The teams see real value in Salesforce but are being held back by friction."
Salespeople don't hate Salesforce. They hate friction. The Torrington Group's own users arrived at the same sentence independently, which told us the fix wasn't a new system. It was taking the friction out of this one.
The approach
The engagement was scoped in early March 2026 across five deliverables. It ran in the order every engagement should, and almost none do.
1. Review before recommending
A two-hour stakeholder workshop and a four-hour technical org review (data model, security, automation efficiency) before any training was designed. Surfacing the blockers first is what stops enablement teaching people to use a broken thing.
2. Build internal champions
A three-day, in-person Super User Academy in London: "Show and Teach", built around The Torrington Group's own processes with hands-on configuration scenarios. Goal: internal champions handling Level 1 support and adapting the system as the business evolves. Capability that stays when we leave.
3. Train every user, in their region
Three full-day sessions (Frankfurt on 31 March, London on 2 April, Lyon on 7 April), with the same nine-module core, each adapted to regional process. Worth noting: the original scope was two half-day virtual sessions. The client upgraded to three full days in person while the engagement was running. They bought more of it while it was happening.
4. Guidance in the flow of work
Supered configured so answers appear where the work happens, including a "Zero to Hero" path that ramps new sales hires in their first week, and a Super User path for continuing admin development.
5. Triage, and thirteen refusals
Forty-four items identified and classified: 17 minor updates, 10 larger builds for scoping, 4 documentation items, and 13 process decisions we explicitly refused to build around until the client had made them. Lead definition. The BD-to-AE handover. Account-per-legal-entity. The £25k threshold. Fiscal year close. Each recorded with its decision owner and why it blocks configuration. Taking complexity out means not building it in while nobody's decided.
6. Fix, then keep it moving
May's enhancement work: Opportunity Teams and Splits for cross-regional margin attribution, call-off orders against master POs on the standard Orders object, a dedicated Record Type for US dealer deals, referral partner tracking, BD KPI dashboards, quick-action partner Account creation, plus a stage-gated path showing exactly which fields matter at each step, with alerts on missing data. Then the part that stops it all drifting back: a six-month retainer, and most of it has been reporting. As the board's questions have changed, the dashboards have changed with them, so the data and analysis for every board meeting comes straight out of Salesforce, instead of someone digging for it by hand. That ongoing ownership is what Momentum is →
Measured by their surveys, not our adjectives
Before we started, every regional team scored Salesforce below the midpoint on whether it helped their daily work. After training, confidence scored 8.1 out of 10. Both numbers are real and both come from the client's own surveys. Nothing to unpick.
8.1/10
"I feel more confident using Salesforce after this session", post-training, from below the midpoint in every region before
89%
rated the training Very Good or Excellent (19 respondents across three sessions)
3 countries
every user trained in person, in their own region, within eight days: Frankfurt, London and Lyon
Post-training survey, 19 respondents.
"Working with Scott has been an absolute pleasure. He is always calm and considered and relishes a challenge. He has always viewed everything as if we were his number 1 client. At all times we felt valued and important. Solid deliverables and timescales balanced with great vision and technical ability."
Justin spoke to multiple vendors before choosing. What decided it: feeling genuinely listened to and understood, and that we kept it simple where others got carried away.
This journey started with a diagnostic. So does yours.
The Reset: sixty minutes, a written findings document, £2,500, refundable for fourteen days. What we found here, we can find in your org.
Book the Reset