Consulting Services

Independent CRM advice to improve business processes, guide strategic decisions, and maximise business outcomes.

Consulting Plans

Our plans are specifically designed around the lifecycle of a CRM initiative and priced to avoid overspending on multiple services that are not directly connected.

How do our services help?

CONTEXT: The business scenarios stated are representative — the names and specifics are illustrative, but the situations are drawn from common patterns seen across CRM consulting engagements. If any of these scenarios sounds familiar, it’s worth a conversation.

CRM Selection & Strategy

Problem: You don’t know which CRM to buy, or whether a platform change is worth the disruption and cost, and you need a plan

Small Business

Sophie runs a 9-person recruitment agency. After five years of copying candidate notes into spreadsheets and chasing clients by email, she loses a placement fee because a follow-up email she meant to send on Monday sat in her drafts until Thursday. She's now ready to buy a CRM — but a quick Google search returns 50 options and every vendor claims to be perfect for her. She doesn't know where to start, what to budget, or what she actually needs.

WHY THIS MATTERS

Without guidance, Sophie is likely to buy the wrong platform — one she saw in an ad, or one a friend uses in a completely different business. A strategy session maps her actual workflow, her budget, and her team's technical level to a shortlist of two options. She gets a CRM that's live within two weeks, not one that sits half-configured for six months.

Medium Business

A 120-person financial services firm has grown rapidly through acquisition. The sales team uses Pipedrive. The marketing teamuses Mailchimp. The support team uses Zendesk. Each system holds a piece of the customer record and none of them talk to each other. The Head of Revenue wants one unified view of the customer — but doesn't know whether to consolidate onto one of the existing tools, pick a new platform, or build integrations between what they have.

WHY THIS MATTERS

Without a strategy, the firm risks spending six months on an integration project that doesn't fix the underlying problem— or buying a new platform that creates a fourth silo. A proper selection process maps the firm's sales motion, integration requirements, and budget to the right platform, with a phased migration plan that keeps the business running while the change happens.

Enterprise

A 1,000-person Australian manufacturing company has a major CRM contract due for renewal in eight months. Leadership is considering whether to renew or move to another platform, with vendors promoting lower costs and comparable functionality. However, different stakeholders have different priorities—IT favours a platform that aligns with existing technology investments, while Sales wants to retain the system the team already knows.

WHY THIS MATTERS

Without an independent CRM strategy and selection process, businesses risk either renewing a platform that no longer meets their needs or switching systems based on internal preferences rather than business value. A structured evaluation provides leadership with an objective recommendation, comparing functionality, total cost of ownership, implementation risk, and long-term business fit so they can make a confident, evidence-based decision.

CRM Assessment

Problem: You have a CRM but it’s not working as you would like— and you don’t know if the problem is the platform, the setup, or the people

Small Business

Marcus subscribed to a CRM eight months ago after watching a demo. His four-person sales team was set up, a pipeline was built - perfect! What happened next? Today, it has 200 contacts with incomplete fields, three pipeline stages that mean the same thing, and only one of the four reps actually logging activity. Marcus is paying money a month for a system nobody trusts. He's not sure if it's the platform, the setup, or his team.

WHY THIS MATTERS

Without an honest assessment, Marcus either cancels his team's CRM and loses the investment — or keeps paying for something broken. An assessment identifies the specific gaps: the pipeline stages need consolidating, two automation workflows would eliminate most of the manual logging, and one rep needs 30 minutes of hands-on training. The fix takes a day, not a platform change.

Medium Business

A 200-person IT services company has had Salesforce for three years. They pay £14,000 a month in licences. But ask any sales manager what their pipeline looks like next quarter and they'll shrug. Deal stages are inconsistent across teams, nobody uses the forecasting module, and the CEO is making revenue predictions based on gut feel. The CRM has become a data graveyard — information goes in but nothing useful comes out.

WHY THIS MATTERS

Without an assessment, leadership either blames Salesforce (and triggers an expensive migration) or blames the team (and creates cultural conflict). An assessment reveals the real problems: three conflicting deal stage definitions, no enforcement of mandatory fields, and a reporting setup that generates 40 reports nobody reads. The platform isn't the problem — the configuration and process are.

Enterprise

Following a merger, a 1,500-person professional services firm now operates two CRMs: the acquired business runs Microsoft Dynamics 365, while the parent company operates Salesforce. Both systems are live, but they have different pipeline structures, account hierarchies, and inconsistent data standards across regions and teams. An integration partner has proposed a A$2M consolidation program to unify the systems. Before committing, the CFO is asking a critical question: what systems, data, and processes actually exist today—and what is truly required for a successful consolidation?

WHY THIS MATTERS

Without an independent CRM assessment, organisations risk committing to large-scale consolidation programs based on assumptions rather than evidence. A structured assessment evaluates both environments in detail—data quality, duplication, system usage, workflow relevance, and business criticality—to determine what should be retained, retired, or redesigned.

In practice, this often significantly reduces scope and cost, as a large portion of legacy CRM data and workflows are unused, duplicated, or no longer aligned to how the business actually operates.

Business Process Mapping

Problem: Your CRM is built on top of an inconsistent or undocumented process, so it automates the wrong things

Small Business

Priya owns a 12-person digital marketing agency. She knows her sales process is inconsistent — some clients are onboarded in a week, others take two months, and she's not sure why. A prospect recently emailed asking for the proposal she'd promised, and Priya had no memory of the conversation. She wants to set up a CRM but her operations manager has pointed out that putting a CRM on top of a broken process just automates the chaos.

WHY THIS MATTERS

Without mapping the process first, Priya will configure her CRM around how she thinks the business works — not how it actually works. Process mapping surfaces the gaps: there are four different ways a lead enters the business, proposals are sent without a standard follow-up sequence, and onboarding depends entirely on which team member picks it up. Once the process is clear on paper, the CRM configuration follows logically.

Medium Business

A 180-person software company is rolling out a leading CRM platform to its sales and customer success teams. The implementation is six weeks in and already delayed. The reason: sales says a deal is 'closed' when the contract is signed. Finance says it's 'closed' when the invoice is issued. Customer success says the account doesn't exist until the integration is live. Three teams, three definitions of the same word — and nobody mapped this before the CRM went in.

WHY THIS MATTERS

Without a shared process map, the implementation becomes a political negotiation between departments rather than a technical project. Every configuration decision triggers a debate about whose definition is correct. Mapping the end-to-end customer journey before the build starts — from first marketing touch to first renewal —resolves these conflicts on paper, where they're cheap to fix, rather than in production, where they're expensive.

Enterprise

A 2,500-person Australian logistics and supply chain company is replacing SAP CRM with another enterprise-level CRM as part of a global transformation program. The project is already three months behind schedule. The implementation partner is blocked because critical process documentation does not exist or is incomplete. The CRM architects need clarity on how deals are approved, how customer and account hierarchies are structured across regions, and how sales handover to operations is managed. However, each regional business unit has developed its own way of working over time, and there is no consistent, end-to-end view of the process across the organisation.

WHY THIS MATTERS

Without clear, documented business processes, CRM implementations are built on assumptions rather than reality—leading to rework, delays, and scope changes once the system is tested against actual operations. Structured process mapping across regional teams establishes a single, agreed view of the global standard while identifying legitimate regional variations. This gives the implementation partner a clear and accurate foundation to build from, reducing ambiguity, accelerating delivery, and preventing costly redesign late in the project.

Sales & Account Management

Your team manages customer relationships reactively, losing accounts and deals that astructured approach would have kept

Small Business

James runs a 7-person building supplies business. He has 60 trade accounts — builders and contractors who reorder regularly. Three of his best accounts placed their first order with a competitor last month. When James investigated, the competitor's rep had visited each site twice in the past quarter. James' team hadn't been in contact with any of those accounts in four months. Nobody had a system for knowing which accounts needed attention and when.

WHY THIS MATTERS

Without a structured approach, James' team can only react — they call accounts when they remember to, or when a complaint comes in. Setting up a simple account tiering system in the CRM (A, B, C accounts by revenue) with a contact follow-up process for each tier means his team knows every week exactly which accounts need a call or a visit. This gives James' team needed support to manage and maintain good relations with his accounts.

Medium Business

A 120-person software company with a 20-person sales team is 30% behind its A$12 million ARR (Annual Recurring Revenue) target. Management believes the solution is to push the team to add more deals to the pipeline, but the CRM shows that 40% of opportunities have remained in "Proposal Sent" for over 30 days with no follow-up activity. The problem isn't a lack of opportunities or pipeline volume — it's a lack of engagement. The deals aren't lost. They're just being forgotten or ignored after the first contact.

WHY THIS MATTERS

Without visibility into sales behaviour, management only see outcomes — deals won or lost — not the activity that drives them. By identifying stalled opportunities, automating reminders, and standardising follow-up, the business can improve opportunity progression and make better use of the pipeline it already has. The pipeline already exists — it just needs to be worked.

Enterprise

A 380-person Australian professional services firm manages around 300 enterprise accounts worth ~A$180M annually. Account ownership sits with the partner who originally won the client, with little structured handover or visibility across teams. As a result, cross-sell opportunities are missed, renewals are inconsistently managed, and when senior partners leave, key client relationships often do as well. The firm has lost an estimated A$5M in revenue over 18 months due to this pattern.

WHY THIS MATTERS

Without a structured account management model, client relationships remain dependent on individuals rather than the organisation. Right now, the company’s customer relationships live in people’s heads—mainly individual partners. That’s risky because if those people leave, the knowledge and relationships often leave with them. Creating account plans, stakeholder mapping, and renewal tracking in the CRM turns this into a managed process—improving retention, surfacing growth opportunities, and reducing revenue leakage from key account turnover.

Reporting & Performance Visibility

Management is making decisions based on gut feel or manual spreadsheets because the CRM isn’t producing trusted data

Small Business

Aisha owns a 15-person event management business. Every Friday she sends a progress update to her two co-founders. It takes her two hours to pull together: she exports from their booking system, copies data into a spreadsheet, counts jobs in progress manually, and writes a summary. By the time she sends it, some of the numbers are already wrong. The co-founders have started asking for the report on Thursdays so they have time to follow up. Aisha is building reports instead of running her business.

WHY THIS MATTERS

Without automated reporting, Aisha is spending roughly 100 hours a year building a Friday spreadsheet. Setting up a simple live dashboard in their CRM — active jobs by stage, revenue this month vs last, outstanding proposals — takes four hours to configure and delivers the same information in real time, automatically. Aisha gets her Fridays back and the co-founders get data they can actually act on.

Medium Business

The Head of Sales at a 150-person business prepares a quarterly board report. It requires chasing multiple managers for sales updates, combining different spreadsheets, and reconciling conflicting pipeline figures. At the last board meeting, valuable time was spent debating whether a A$1.3 million opportunity should be included in the quarterly forecast because different reports showed different numbers.

WHY THIS MATTERS

When there isn't a single source of truth, leaders spend more time questioning the data than making decisions. By creating consistent CRM reporting, agreed sales stages, and standard forecasting rules, the business can produce reliable reports directly from the CRM, giving management confidence in the numbers and allowing board discussions to focus on business performance rather than data accuracy.

Enterprise

A 1,800-person Australian financial services group operates across multiple regions, with each country submitting pipeline reports in different formats and definitions. The Group CRO’s team spends several days each month manually consolidating this data into a single executive view. In one case, a A$10M opportunity was missed in consolidation and only surfaced later through a regional update, raising concerns at board level.

WHY THIS MATTERS

Without standardised, real-time reporting, leadership decisions rely on manually prepared data that is slow, inconsistent, and prone to error. A unified CRM reporting structure creates a single source of truth across regions, providing accurate, real-time visibility and removing the risk of material pipeline gaps in executive reporting.

Implementation Oversight

Problem: Your CRM implementation is over budget, behind schedule, or has been handed over in a state your team can’t use

Small Business

Tom's 11-person logistics company bought user licenses to a major CRM six months ago and were referred to a local partner by the vendor. The partner set them up with a basic configuration in week one, customised their CRM with light workflows and custom actions in the following weeks, then handed over a 40-page admin guide and disappeared. Tom's office manager spent three weekends trying to follow it. The pipeline is set up wrong, the email integration has never worked, and the team has quietly gone back to using their messaging app to manage leads. Tom has paid for licences to a system nobody uses.

WHY THIS MATTERS

Without hands-on implementation oversight, small businesses like Tom's are handed a tool and expected to figure it out. Dedicated oversight during the first 4–6 weeks ensures the implementation partner is configuring the pipeline correctly, connecting email, running team training sessions, and is available to fix issues as they arise. This can equip a team for success in using an expensive software and can be the difference between a CRM that sticks and money written off.

Medium Business

A 140-person Australian wholesale business engaged a CRM implementation partner with a planned go-live in May. It's now October, and the system is still not live. The project has been delayed by changing requirements, unanswered business questions, and unclear decision-making, while implementation costs have continued to rise with little value delivered.

WHY THIS MATTERS

Without independent implementation oversight, it's difficult to know whether delays are due to genuine complexity, unclear business requirements, or poor project governance. An independent consultant keeps the project aligned to the agreed objectives, helps resolve business decisions promptly, and provides leadership with a clear view of progress—reducing delays, controlling costs, and improving the likelihood of a successful CRM implementation.

Enterprise

An 1,100-person Australian retail group is rolling out a new CRM across ~280 users in 7 business units. The implementation partner is effectively running scope, timeline, and configuration decisions, while the Group IT lead has limited prior CRM delivery experience. Six months in, concerns emerge that scope is expanding through ongoing change requests, with limited challenge or visibility from the client side.

WHY THIS MATTERS

Without independent oversight, the client relies on the implementation partner to define and control scope—creating risk of uncontrolled change, cost growth, and delivery drift. Independent oversight keeps the build anchored to the original brief, validates change requests, and ensures decisions stay aligned to business value rather than delivery convenience.

Fractional CRM Advisor

Problem: Organisations often have people responsible for delivering the CRM, but nobody responsible for ensuring the CRM delivers the intended business outcomes

Small Business

A family-owned wholesale food distributor has 10 employees. The owner manages customer relationships using spreadsheets, emails, and memory. They recently purchased a CRM but after a couple of months, only two staff members use it consistently.

HOW AN ADVISOR HELPS

Customer follow-ups are being missed. Some retailers haven't ordered in months. Sales staff all work differently. Reports can't be trusted. The owner doesn't know whether the CRM or the team is the problem. They don't need a full-time CRM manager. They need an experienced advisor to establish simple sales processes, improve CRM adoption, define useful reports, and provide guidance for a few months while the business develops better habits.

Medium Business

A distributor with 80 employees supply independent retailers has expanded into several regions. Sales, customer service, and marketing all use the same CRM, but each department has developed its own way of working. Eventually, sales forecasts are unreliable, marketing doesn't trust the CRM data, account managers complain that customer histories are incomplete. This leads to executives receiving conflicting reports. Each department believes the CRM is the problem. However, the real issue isn't necessarily the software. Rather, it seems more likely that the business processes are not aligned.

HOW AN ADVISOR HELPS

Hiring a permanent CRM Director isn't justified, but they need someone who can: align departments, standardise processes, improve reporting, advise leadership, and oversee improvements over the next six to twelve months.

Enterprise

A national manufacturer is implementing a new CRM across sales, service, and field teams while an external partner builds the system. Internal teams are still focused on day-to-day operations. Leaders are getting conflicting input, departments disagree on requirements, and scope is expanding. There’s no clear, independent view on whether the project is still aligned to the original business goals.

HOW AN ADVISOR HELPS

They already have delivery and technical teams, but no independent business voice. A Fractional CRM Advisor keeps decisions aligned to business outcomes, challenges assumptions, flags risks early, and ensures the CRM delivers what the organisation actually set out to achieve.

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