TRANSFORMATION & LEADERSHIP
Leading a Salesforce Transformation from Business Case to Launch
Post Office / Payzone Senior Marketing Manager 2023–2024
Post Office and Payzone needed a more sustainable way to manage customer relationships, improve visibility across teams and create the foundations for future marketing automation.
Transformation Leadership · CRM / MarTech · Business Cases · Commercial Modelling
- End-to-end
- Programme delivered from business case to launch
- Sales Cloud + Marketing Cloud
- Integrated transformation scope
- Planned BAU transition
- Launch designed with ongoing ownership and adoption in mind
01The challenge
Where it started.
Turn a fragmented customer-management problem into a viable cross-functional transformation programme.
02What I led
What I led.
Led and managed the implementation project end to end.
The transformation journey
From a business problem to a live capability.
- 01
Business case
Define the business problem, opportunity and investment case.
- 02
Discovery
Align stakeholders, requirements and programme scope.
- 03
MVP
Prioritise the first usable release and critical customer and sales journeys.
- 04
Build
Coordinate delivery across internal teams and implementation partners.
- 05
UAT & training
Test the solution, prepare users and support change readiness.
- 06
Launch
Move from implementation into live operation and planned BAU ownership.
“Transformation starts with a business problem, not a platform.”
Business case
The commercial argument came first.
- £1.2m
- Modelled opportunity
- Modelled annual gross-margin opportunity
- 3:1
- Target ROI
- Target return used in the investment case
These figures formed part of the investment case used to support the transformation decision.
What I led
Leading the programme from the business side.
- Business case development
- Programme governance
- Stakeholder alignment
- Implementation partner coordination
- Requirements and prioritisation
- UAT
- Training and change readiness
- Launch planning
- Transition towards BAU
I led the programme end to end from a business and marketing perspective. Salesforce configuration and technical build sat with the implementation partner and internal technology teams.
How it was led
Clarity
A clear commercial problem and objective.
Alignment
Stakeholders agreed on scope and priorities.
Delivery
Coordinated build, testing and launch readiness.
Adoption
People, process and ongoing ownership.
The technology mattered, but the programme depended on clear commercial objectives, stakeholder alignment and adoption.
03Impact
What it delivered.
- Launched
- Implementation launched
- UAT & training
- Completed as part of launch readiness
- BAU
- Transition planned
04What I learned
- What worked
- Connecting the technology programme to a clear commercial problem helped keep stakeholders focused on the outcome rather than the platform.
- What I would strengthen
- Build adoption measurement and post-launch value tracking even more explicitly into the programme from the start.
- What it reinforced
- Transformation succeeds when governance, people, process and technology move together.
What people say
“Using his expertise and in-depth knowledge of Marketing, he guided both his internal team and Credera to a successfully completed project.”
Next relevant work
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Let’s talk about what I could bring to your team.
I’m currently exploring senior marketing leadership opportunities where marketing has a meaningful role in shaping customer strategy, commercial growth and the wider business.