A leading business-to-consumer (B2C) construction company specializing in residential roofing and window installations operates one of the most distributed field models in its category. Serving homeowners across more than 80 locations in the United States, the business depends on close coordination between sales representatives in the field, installation crews on job sites, and service teams supporting customers after work is completed.
As the organization expanded into new territories, the complexity of managing customer journeys at scale increased. Sales, installation, service, and marketing each played a critical role in delivering the end-to-end experience, and the systems supporting those teams became increasingly central to daily operations.
Salesforce was selected as the platform to bring greater consistency across these functions, with Sales Cloud, Service Cloud, Field Service, and Marketing Cloud forming the foundation of that strategy. Lane Four’s goal as the preferred implementation partner was to support growth with a connected operating model that could scale across locations without disrupting the work happening in the field. This case study walks through the client’s core challenges and the structural changes we implemented to establish a durable, growth-ready revenue architecture.
Fragmentation Slows the Customer Lifecycle
The challenges did not surface all at once. As the business scaled, multiple CRM platforms were used across sales, service, and marketing, alongside separate tools for scheduling and field operations. Each system supported a specific function, but they operated largely in isolation, without meaningful integration across teams.
This fragmentation made it difficult to manage the full lead-to-cash and service lifecycle. Sales teams captured customer information and commitments in one system, while installation and service scheduling relied on outdated tools outside of core CRM workflows. Marketing activity operated without a strong connection to downstream sales and service processes, limiting visibility across the customer lifecycle. As a result, data often had to be transferred manually between systems to keep work moving.
Scheduling was a particular strain. Coordinating sales appointments, installer availability, and service dispatch required significant manual effort. Changes made in one system did not reliably carry through to others, increasing the risk of misalignment as volumes grew.
With operations spanning more than 80 locations, these inefficiencies became harder to manage at scale. Manual processes persisted, visibility across teams remained inconsistent, and coordinating work across the customer lifecycle required increasing effort. What had once been workable became increasingly constraining as the business continued to grow.
Unifying Workflows to Enable Growth and Scale
The business needed to consolidate its go-to-market and service operations onto a single platform that could support sales, installation, and service at scale. The objective was not simply to replace existing tools, but to establish a unified system of record that connected the full customer journey, from initial lead through installation and ongoing service.
From a leadership perspective, success meant standardizing core processes without disrupting day-to-day operations across a geographically distributed organization. Salesforce needed to support growth into new territories while reducing reliance on manual handoffs and disconnected systems. Visibility across sales, field operations, and service had to improve, without introducing unnecessary complexity or risk.
For frontline teams, success was more practical. Sales representatives, installers, and service teams needed tools that reflected how work happened in the field. Mobile access, reliable scheduling, and timely data updates were critical to keeping teams aligned. Any solution had to fit into existing workflows and be intuitive enough to drive adoption across roles.
At its core, the goal was to unify lead-to-cash, service, and core CRM processes on Salesforce, creating a foundation that could scale as the business continued to grow.
Operational Reality Redefined the Sequence of Implementation
The initial assumption was that value could be delivered by focusing first on sales execution. The original plan prioritized implementing Sales Cloud alongside Field Service setup for sales representatives, followed by Marketing Cloud, with service operations addressed in a later phase. On paper, this sequencing appeared to reduce risk and accelerate time to value.
Discovery challenged that assumption. As Lane Four worked through existing processes with sales, installation, and service teams, it became clear that the boundaries between these functions were not cleanly separated. Sales appointments, installation scheduling, and service work were tightly interconnected, with downstream dependencies that surfaced early in the customer lifecycle.
Field Service, in particular, was not a secondary capability that could be deferred. It played a critical role in how sales commitments translated into operational execution. Limiting Field Service to sales representatives in the initial phase would have preserved the very silos the organization was trying to eliminate and introduced rework as additional teams were brought onto the platform.
The key insight was that delivering value faster did not mean doing less upfront. It meant sequencing work around operational reality rather than organizational structure. By expanding the scope of Field Service earlier to include both sales and installation teams, and by revisiting how service operations would eventually be brought onto the platform, Lane Four helped realign the program to better support how the business actually operated.
Phasing Implementation Around How Work Actually Happens
Rather than attempting a single, large go-live, Lane Four designed a phased delivery that balanced operational readiness with business value. This approach reduced risk while enabling teams to begin benefiting from the platform sooner.
Sales Cloud was deployed to support sales workflows and provide a unified view of leads and opportunities as part of the broader Salesforce rollout. Early in the program, Field Service was introduced to both sales and installation teams, reflecting the operational interdependencies uncovered during discovery. This allowed sales appointments, installations, and field work to be coordinated more effectively from the start.
Marketing Cloud was implemented in a subsequent phase, connecting marketing activities to Salesforce data and improving visibility into lead flow, attribution, and lifecycle management. In the final phase, Service Cloud was brought online alongside Field Service for service teams, enabling case management and service dispatch within the same platform.
Throughout, mobile enablement was treated as a foundational requirement. Salesforce Mobile and Field Service Mobile provided field teams with real-time access to schedules, updates, and customer data, reducing reliance on back-office processes and manual handoffs.
By structuring delivery around operational reality rather than organizational charts, Lane Four ensured that Salesforce became a cohesive platform for sales, installation, and service without overloading teams or creating unnecessary rework.
Integrated Systems Deliver Predictable Operations and Clear Visibility
Following the phased implementation, the organization experienced tangible improvements in operations and team alignment. Salesforce adoption increased across sales, installation, and service teams, supported by structured training and enablement.
Scheduling and coordination became more predictable. Field Service provided a single reference for sales appointments, installation work, and service calls, reducing manual effort and enabling teams to work more efficiently. Mobile access allowed field teams to update schedules and customer information in real time, improving data accuracy and reducing the need for back-office interventions.
Integrating sales, service, and marketing workflows on Salesforce provided a clearer view across the customer lifecycle. Teams could hand off work more smoothly, and leadership had greater confidence in the consistency and completeness of operational data.
By consolidating previously disconnected systems and workflows, the business reduced operational risk and created a foundation capable of supporting continued growth. The phased approach also helped limit disruption, giving teams time to adjust and adopt new processes effectively.
Scale Comes from Aligning Technology to Operational Reality
Field-driven organizations often approach sales, installation, and service as separate challenges to solve. This case highlights a different principle. Sustainable scale comes from aligning technology with how work actually happens in the field, rather than how organizational charts suggest it should.
By prioritizing operational reality, sequencing platform capabilities intentionally, and consolidating multiple CRMs into a single Salesforce foundation, the company was able to reduce friction, improve adoption, and create a system that can scale with growth.
The lesson is clear. Technology alone does not solve operational complexity. Thoughtful design sequenced around real-world workflows, not just feature checklists, enables teams to execute effectively today while laying the groundwork for tomorrow.
For any field-driven business looking to scale, the question is not just “Which tools should we deploy?” It is “How can we align those tools to support the way our people work and our business grows?” If you would like support exploring that question, let’s chat.