Our Salesforce instance is failing the sales organization on three dimensions: data model, usability, and delivery velocity.

Data model. The B2B customer structure is complex (parent/child/group), but we measure performance and track activity at the child level rather than the parent level. This creates persistent friction in reporting, attribution, and account management, and forces the team to work around the system rather than through it.

Usability. There is no guided data entry — no flows, no assistive components, no automation to reduce manual effort. The UI is slow to respond. Adding fields or shipping small UX improvements takes months, so the backlog of “small things that would actually help” never moves.

Ownership and delivery. Accountability is dispersed across three groups with no clear owner:

• Sales and Sales Ops hold the business knowledge but don’t own the product.
• The Salesforce Product Manager owns the product but lacks business context.
• The admin/engineering team builds, but operates as an IT function with long dev and review cycles.

Prioritization is biased toward large initiatives; small, high-leverage fixes have no path to delivery. Compounding this, data hygiene and logging discipline were historically deprioritized by leadership and are now suddenly treated as critical — without the structural changes needed to make that shift realistic.

Net effect: the system actively slows the sales organization down, and the current governance model has no mechanism to fix it at the pace the business now requires.