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Four practices. Each exists because it solves a specific problem — not because it rounds out a portfolio.

Salesforce

Salesforce

The problem

The sales process changed and the CRM still mirrors the old design. Reports stop matching reality, the team builds a parallel spreadsheet and leadership loses visibility of the pipeline.

We work from sales process design through to supporting what is already in production.

Implementation. Sales Cloud and Service Cloud built from the real process, not the one the handbook describes. Object modelling, qualification criteria, automation and permissions designed with the people who use them.

Rework on what already exists. This is the most common case. Salesforce is there, it was implemented years ago, and the process moved on. We review the data model, the fields nobody fills in, the automation nobody understands anymore, and put the system back behind the current process.

Integration. Connecting ERP, billing, marketing and in-house systems, with data governance defined — which system owns each piece of information, and what happens when two sources disagree.

Support. A request queue, configuration changes, new fields and reports, handled by people who know your org and do not restart their understanding with every ticket.

Dedicated squad. An allocated Salesforce team when the volume justifies its own cadence, plugged into your prioritisation process.

Who usually reaches out

Sales Director, Head of RevOps, CRM owner, IT Director

Signs this is your case

  • The sales team keeps a spreadsheet running alongside Salesforce
  • Pipeline reports do not match what leadership sees in the field
  • You pay for licences and use a fraction of what was implemented
  • Each business unit has its own data standard and its own rules
  • Integration with ERP, billing or marketing is redone by hand every month
  • Sales was restructured and the CRM never caught up

See our Salesforce work →

Software Development

The problem

The operation depends on a system that does not exist — or exists as a spreadsheet, an improvised form and manual work nobody can audit.

We build custom software when what the operation needs is not available off the shelf.

From discovery to production: domain modelling, architecture decisions, construction and delivery. We work with .NET, Java, Python, Node.js and PHP on the server; React, Angular, Vue, Swift and Kotlin on the front end; AWS and Azure for infrastructure.

The stack follows the problem and what your team can maintain afterwards — not the preference of whoever builds it.

Who usually reaches out

Non-technical founder, Head of Product, Business Director

Signs this is your case

  • A business-critical process runs on a shared spreadsheet
  • There is a digital product on the roadmap and no team to build it
  • The current system was built by someone who left and nobody touches it
  • Two departments maintain the same data by hand and the numbers disagree

Strategic Consulting

The problem

A technology decision is stuck. There are viable paths, conflicting internal opinions and no outside reading to separate real risk from preference.

We come in when the question is not yet "how do we build it", but "what do we build, in what order, and what do we deliberately not do now".

Assessment of the current situation, risk reading, defined path and follow-through on execution. We deliver a grounded decision and stay until it becomes real — consulting that hands over a deck and leaves does not solve the problem you actually have.

Worth stating what this is not: we do not issue legal opinions or investment recommendations.

Who usually reaches out

CEO, COO, Department Director, Board

Signs this is your case

  • A platform decision has been waiting months for consensus
  • You are entering a new market and do not know what technology must support
  • A merger left duplicated systems with no convergence plan
  • Budget is approved and there is no clarity on where to start

Stackforce HH — Staff Augmentation

The problem

The backlog is bigger than the team and hiring does not close in the time the roadmap demands. Every role open for two months is a delivery that slipped.

Allocated professionals for your demand, without growing fixed headcount.

You define the profile and seniority; we work inside your process, your tooling and your quality bar. Salesforce, back end, front end, mobile, data and infrastructure.

It makes sense when the need has a defined horizon, when the seniority required is hard to hire, or when a large project would freeze the rest of the roadmap if absorbed internally.

Who usually reaches out

CTO, Head of Engineering, Head of Product, IT Director

Signs this is your case

  • Developer roles open for more than two months
  • A launch with a public date depending on a hire that has not closed
  • A one-off need for specific seniority that does not justify a headcount
  • The whole senior team on one project and the rest of the backlog frozen

Talk to Stackforce

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