Mid-Market Commerce & CRM Modernization

A growing golf equipment manufacturer undertook a phased modernization of its CRM and commerce ecosystem, spanning Salesforce Sales Cloud, Service Cloud, Marketing Cloud, CPQ, and Commerce Cloud, fully integrated with ERP, payment processing, tax engines, and custom order systems.

The transformation was delivered across four releases over 16 months, progressively expanding from foundational case management through end-to-end order lifecycle enablement.

This was a mid-market organization scaling quickly, without deeply documented processes or standardized product models.

The program was executed across four releases, each delivered on time relative to charter targets:

I – Service Foundation

Established the Service Cloud foundation and normalized customer data structures, with structured case management, user security models, approval workflows, email-to-case, and customer data integration.

II – Sales & Prospect Lifecycle

Expanded Salesforce into Sales lifecycle management, implementing prospect handling, territory logic, web-to-case automation, and Acuity appointment integrations.

III – Commerce & Order Integrations

Delivered end-to-end eCommerce integration, including object model extensions, real-time order APIs, XML transformation logic, and Marketing Cloud triggered sends tied to order events.

IV – CPQ, Payments, Tax & Order Lifecycle

Implemented CPQ-based order creation, with Braintree payment integration, tax calculation, order edit/cancel/refund processes, split-tender logic, and complex approval workflows.

The organization operated across disconnected systems with limited documentation of its own product catalog and order lifecycle. As the program expanded into CPQ, eCommerce, tax, payment processing, and ERP integration, the lack of standardized product modeling created significant complexity for the project.

Resolving end-to-end order processing required months of intensive business analysis across dozens of stakeholders spanning Sales, Marketing, Player Support, Finance, and Technology. Product structures, pricing logic, tax calculations, inventory alignment, and payment workflows had to be reconciled across multiple systems before integration development could stabilize.

Mid-program, scope pressure increased when the business introduced multiple iterations of a custom Commerce Cloud component allowing customers to build custom clubs online. This functionality was not part of the original scope and introduced additional integration and pricing dependencies.

These dynamics created repeated schedule risk, requiring executive-level tradeoff discussions to maintain release cadence while protecting core delivery objectives.

Becky served as Program-Level Project Manager and Business Analyst across all four releases. She operated as the bridge between executive sponsors, business operators, and technical delivery teams, helping them understand project complexity and risk in business terms

Her leadership included:

• Owning release charters and phased scope governance
• Managing stakeholder communications across business and technical leaders
• Running RAID logs and executive steering discussions
• Leading cross-functional requirements discovery across 10+ stakeholder groups
• Managing territory logic, approval workflows (including up to 30 approval paths), and automation design
• Building integrations requirements across CRM, ERP, Commerce, tax, and payment platforms
• Overseeing data migration and normalization strategy
• Facilitating UAT strategy, training and release readiness

Over 16 months, Becky guided a mid-market organization through a full-stack CRM and commerce modernization, aligning fragmented systems into a coordinated, integrated environment capable of supporting continued growth.

All four releases were delivered according to planned timelines despite scope pressure and evolving product complexity resulting in an 18% lift in sales.