Case Studies

Shockwave Medical | Johnson & Johnson (J&J)

Quote to Cash – CPQ

Business Challenge

A global revenue environment required Salesforce, CPQ, pricing, contracts, finance, order management, billing, provisioning and downstream processes to operate as an integrated quote-to-cash ecosystem.

My Role

As Senior Business Systems Analyst, I worked across business and technical teams to translate complex commercial requirements into scalable system and process designs.

What I Owned and Influenced

I partnered with Sales, Finance, Business Operations, architects, developers, QA/UAT and enterprise stakeholders to gather, prioritize, document and validate business requirements.

My work included Salesforce and CPQ requirements, pricing structures, validation logic, reporting requirements, country-specific business rules, GPO entitlements, legacy agreements and dependencies across downstream financial systems.

Systems Integration

I performed field-level data mapping across Salesforce, CPQ and Oracle finance environments to support reliable information flow through quoting, order management, invoicing, billing and revenue recognition.

Delivery & Release Readiness

I supported UAT, defect triage, release readiness, stakeholder communication and post-launch stabilization across global pricing, contracting and revenue-system changes.

Palo Alto Networks

Predictive Churn Model applied to Gainsight

Customer Intelligence & Salesforce Transformation

Business Challenge

Improve the organization’s ability to identify customer-risk signals while creating a more structured process for delivering Salesforce improvements.

My Role

I partnered with Product, Engineering, Sales Operations and business stakeholders to clarify business objectives, translate requirements into user stories and validation criteria, prioritize work and support delivery through the full SDLC.

Predictive Customer Intelligence

I coordinated requirements for a predictive churn initiative, translating business objectives into use cases, data requirements, validation criteria, reporting requirements and delivery priorities.

Operational Impact

Through stronger requirements definition, sprint-planning support, issue resolution and cross-functional alignment, project delivery timelines improved by approximately 40%.

WHITE HAT SECURITY

Predictive Churn Model applied to Gainsight

Revenue Intelligence, Forecasting & Territory Operations

The Business Challenge

A lean Sales Operations organization needed better data quality, more disciplined territory and account ownership, and greater visibility into pipeline and forecasting.

Rather than treating these as isolated technology problems, the opportunity was to strengthen the underlying revenue operating model connecting customer data, account ownership, sales coverage, pipeline management, and forecasting.

Data Quality & Revenue Intelligence

ZoomInfo data was integrated with Salesforce to strengthen account and prospect intelligence and give Sales teams more reliable information for segmentation, targeting, territory decisions, and account management.

Territory & Account Strategy

I supported Salesforce Enterprise Territory Management, including territory hierarchy, account segmentation, ownership alignment, and bulk account reassignment based on factors including revenue, geography, and ZoomInfo data.

Forecasting & Pipeline Visibility

I helped deploy Clari alongside Salesforce to strengthen pipeline visibility, forecasting, and management decision-making.

Connecting stronger CRM data with forecasting intelligence gave leadership greater visibility into the health and movement of the sales pipeline. The initiative contributed to a reported 15% improvement in sales efficiency and more than $2MM in annual revenue impact.

Sales & Marketing Alignment

I also partnered with Sales Operations and Marketing Operations to address Salesforce-Marketo synchronization, lead-routing, CRM adoption, and data-quality issues affecting the handoff between Marketing and Sales.

Mojo Networks

GTM Systems Transformation for a Scaling Technology Company

At Mojo Networks, I supported the evolution of the company’s GTM technology environment during a period of growth, working across Salesforce, territory management, partner operations, marketing automation, integrations, data governance, and user enablement.

Business Challenge

As the company scaled, its commercial infrastructure needed to support increasingly complex requirements across direct sales, channel partners, account ownership, lead management, marketing automation, and reporting.

The opportunity was to create more scalable processes while maintaining reliable data flow between Salesforce and the systems supporting Marketing and Partner operations.

Salesforce & Territory Strategy

I led the design and go-live of Salesforce Enterprise Territory Management for the growing sales organization.

The initiative included defining territory hierarchies, account-assignment criteria, ownership rules, and sales-coverage structures designed to create clearer accountability and more consistent routing across the organization.

The objective went beyond Salesforce configuration: the territory model needed to translate the company’s sales strategy into a scalable structure for who owns which accounts, how the market is covered, and how opportunities are routed.

Marketing Automation Transformation — Marketo to HubSpot

I supported the transition of the company’s marketing automation environment from Marketo to HubSpot, while maintaining alignment with Salesforce and protecting critical lead-management processes.

The migration created an opportunity to simplify marketing operations, improve segmentation and campaign execution, automate repetitive activities, and provide Marketing with a more scalable platform for managing customer and prospect engagement.

A critical component of the work was maintaining the connection between marketing activity and Salesforce sales processes, including lead capture, campaign attribution, data synchronization, and Sales handoffs.

The broader objective was not simply replacing one marketing platform with another. It was ensuring that the new marketing automation environment supported a more efficient lead-to-sales operating model.

Salesforce Partner Portal

I also supported the deployment of a Salesforce-based Partner Portal designed to strengthen collaboration with the company’s channel and partner ecosystem.

The portal provided partners with a centralized environment for accessing relevant resources, information, and sales-related capabilities while improving the flow of information between partners and internal teams.

The implementation supported areas including:

• Partner access to business and sales resources
• Lead and opportunity collaboration
• Improved communication between internal teams and partners
• Greater visibility into partner activity
• More standardized partner workflows
• A scalable foundation for managing a growing channel ecosystem

The business objective was to move partner interaction away from fragmented processes toward a more structured digital operating environment.

Systems, Governance & Adoption

Across these initiatives, I also supported Salesforce administration, third-party application coordination, Lightning improvements, user access, roles, permissions, data controls, and ongoing operational support.

These foundational capabilities were important because successful GTM transformation depends on more than launching new applications. Systems must remain usable, secure, governed, and connected after go-live.

Leadership Perspective

GTM systems rarely operate independently.

Territory management determines ownership. Marketing automation influences demand and lead flow. Salesforce connects that activity to the sales process. Partner technology extends the revenue model beyond the direct sales organization.

When these capabilities are designed together, technology becomes more than a collection of applications—it becomes the infrastructure supporting how the company goes to market.

For a scaling organization, the goal is therefore not simply to deploy more technology. It is to create an operating model in which people, process, data, and platforms reinforce one another as the business grows.