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A second opinion, with reasons attached

Architecture reviews, platform decisions, licence sanity checks, build-vs-buy. Seventeen years of Salesforce and CRM projects condensed into answers you can act on. Async by default, calls when it's faster — no theatre, no 40-page reports.

• A decision is expensive to get wrong.
• The vendor's answer needs translation.
• Your team delivers; it just needs a compass.

• You need someone to blame, not advise.
• The decision is already made.

People, process, technology — in that order

For CRM programmes that need to start right, or started wrong and need rescuing. Discovery with the people who'll actually use the system, process mapping before configuration, a roadmap that names the problem before it names the cloud.

• The licence is bought and adoption isn't happening.
• Stakeholders disagree about what success looks like.
• You're replatforming and want it to stick this time.

• You want the org chart left exactly as it is.
• "Transformation" means installing software.

RFPs, RFIs and discovery, without the theatre

I've spent years on the vendor side of these processes: writing the answers, building the demos, standing behind the estimates. Now I can run yours — or read the vendors' responses and tell you what they actually mean.

• You're selecting a platform or a partner.
• The proposals all sound identical and can't be.
• Your consultancy needs pre-sales muscle for a bid.

• The winner was chosen before the RFP was written.
• Nobody can say what problem the purchase solves.

The tools your CRM suite won't give you

Integrations, internal tools, AI agents, portals — the small, sharp things that live next to the CRM and make it earn its keep. Built fast with today's AI tooling, kept honest by two decades of knowing what production means.

• The gap is real but too small for a big integrator.
• You want a working tool, not a programme.
• It has to talk to the CRM properly.

• You need a body in a big existing dev team.
• It's a platform pretending to be a tool.