Business problem & context
Sales teams migrated to Salesforce; ESP representatives subsequently adopted an internal insurance quoting application using Salesforce customer information.
Enterprise implementation / 2016–2018
Salesforce + HALO: two connected rollouts
Translating agent workflows into practical adoption of a CRM and insurance-quoting application.
Product implementationDigital adoptionLearning strategy
PROJECT AT A GLANCE300+
Employees trained across two centers
300+ employees · 2 sales centers01 / THE BUSINESS CHALLENGE
What needed to change.
Sales representatives transitioned to Salesforce and, later, ESP insurance representatives adopted HALO, an internal quoting application drawing customer information from Salesforce. Both systems needed to fit the pace of real customer conversations.
02 / MY CONTRIBUTION
Where I came in.
I observed agents at work, participated in recurring workflow discussions with Salesforce and internal stakeholders, supported sprint demonstrations and pilots, and designed and delivered training for more than 300 employees. HALO was a subsequent, narrower rollout for ESP representatives.
03 / DESIGN & DELIVERY
The work behind the work.
01 ↗
Observe
Shadow sales agents to capture existing system use, bottlenecks and workarounds.
02 ↗
Iterate
Contribute to weekly workflow sessions, sprint demonstrations, tests and pilots.
03 ↗
Enable
Develop departmental examples, train-the-trainer support, demos and coaching.
04 ↗
Reinforce
Help teams adopt Salesforce and then HALO with job aids, feedback and change communications.
04 / VISUAL WORKFLOW
From challenge to adoption.
ILLUSTRATIVE WORKFLOW · NOT A CLIENT SYSTEM SCREENSHOTCONCEPT / Camping World / Good Sam
01ObserveShadow sales agents to capture existing system use, bottlenecks and work…
→02IterateContribute to weekly workflow sessions, sprint demonstrations, tests and…
→03EnableDevelop departmental examples, train-the-trainer support, demos and coac…
→04ReinforceHelp teams adopt Salesforce and then HALO with job aids, feedback and ch…
05 / OUTCOME & EVIDENCE
What can be said.
The broader change initiative reported 27% higher sales productivity. Another team calculated the figure; the underlying baseline, period and attribution across the two programs are not available.
Role and attribution boundaries
I contributed to user discovery, enablement and phased deployment; I do not claim product ownership, system engineering or independent calculation of the productivity outcome.
HOW THE WORK CAME TOGETHER
From business need to usable experience.
An evidence-based overview. Where formal measurements or historical details are unavailable, that limitation is stated instead of filling in the gaps.
Discovery & needs analysis
Observed real agent workflows and participated in working sessions, iterative testing, sprint demonstrations and pilots.
Audience & performance gaps
More than 300 learners across two sales centers needed practical enablement; ESP representatives faced a distinct quote-preparation workflow.
Learning or technology solution
Role-relevant Salesforce training, departmental demonstrations, job aids, coaching, train-the-trainer support, and HALO-specific enablement.
Design & development approach
Phased rollout and user feedback informed how sales teams transitioned between general CRM use and the narrower quoting workflow.
Tools & implementation
Salesforce, HALO, training, communications, pilot groups and stakeholder workshops; product configuration was not independently owned.
Outcomes & lessons learned
The broader change effort reported 27% higher sales productivity. The baseline, attribution and calculation details were not retained.