At Solution Junkies, I specialize in designing and implementing bespoke Salesforce solutions for medium to large charities, focusing on enhancing their operational efficiency and impact. I lead complex projects, including a notable £800k initiative, and collaborate with high-profile clients such as Wrap, Maggie’s Cancer Centres, Beat Eating Disorders, Fareshare, and Barnabas Fund.My role encompasses:NPSP: Utilizing the Nonprofit Success Pack to optimize donor and fundraising management.Bespoke Integrations: Developing custom integrations to ensure seamless data flow and system interoperability tailored to client needs.Programme Management: Overseeing project development and delivery, ensuring alignment with client goals and achieving impactful results.Nonprofit Cloud: Leveraging Salesforce's Nonprofit Cloud to enhance operational capabilities and support strategic initiatives.Data Cloud: Utilizing Salesforce Data Cloud to improve data management and analytical insights for better decision-making.With a proven track record of delivering transformative solutions, I am dedicated to helping charities harness Salesforce’s full potential to advance their missions and achieve their strategic objectives.

Helping Non-Profits get the most out of their systems and software. Experience with Blackbaud, Salesforce NPSP and Microsoft Dynamics. Specialising in Integrations to link business systems creating greater efficiency, allowing organisations to spend more time on raising money.Salesforce NPSP experience:Design - Creation of a Donor Performance Index (DPI) to show donor giving broken down over years (New, Lapsed, Core, etc), building pages for charity to capture travel and impact trip data (flights, accommodation, budgeting, reminders, scheduling), developed a process to capture and remind users to collect Gift Aid and designed a process to import donation data from multiple sources seamlessly into SalesforceThis was then all built out plus customisation of standard objects (Accounts, Contacts, Opportunities, Relationships, Affiliations, GAU, Campaigns, Activities, Enhanced Recurring Donations, NPSP Settings) creating email alerts and process builder flows.Security - established profiles, permission sets and users, 2FA.Have given training, showing core users how to use the day-to-day objects within Salesforce and navigate around the UI.Migration - Mapping and moving Funds and Campaigns, Account, Contact, Relationship and Donation (Opportunity) data - (20,000+ rows of data)Integration - Using native (Gmail, MailChimp) and bespoke (Zapier to integrate, giving forms, PayPal, JustGiving, Xero, Cognito Forms)Reporting - produced monthly accounting reports and dashboards - DPI, New vs Lapsed, Upgrade/downgrade, monthly income, histogram of donor groups (major, mid value, etc), funds given to, donations by time, donations by campaign, donors/new donors by campaign, Total Active vs inactive, GDPR consent vs no consent, GA gaps, pledges not received in a given timeframe.

An increase of current responsibilities within the directorate plus:People Management – Line management of 3 functional teams, monitor and matrix manage the functionality of departmental teams in their alignment, application and accountabilities so that the department is maximizing its potential for influence through effective execution.

Productivity Management – plan and manage the operational practices and performance of the Strategic Relationships directorate so that they are optimising productivity in servicing frontline relationships. Process Management - manage the ongoing development, implementation and monitoring of systems, processes and pipeline for the Strategic Relations directorate so that frontline relationships are well supported, resourced and serviced.Project Delivery – actively contribute to the strategic alignment, coordination and implementation of directorate projects so that they are continuously improving internal operations and external offerings.

Responsible with the day-to-day running of the donor database; with 6000+ constituents. Successfully increased adoption by the staff through homogenization of procedures. Integrating US and Lebanese financial systems, my work has ensured an accurate central information point.I produce timely and insightful reports regarding donor giving to provide an overview of the organizations’ capacity for the CEO and Directors.My first focus was to make data compatible between two different systems and communicate with two different finance departments on two continents. I negotiated a new way of working between the departments to ensure delivery of prompt, synchronised and accurate information. One of my initial roles was to identify the streams of work carried out by the Department Relations Team and develop a system to coordinate and capture progress. I have achieved this through implementing Office 365, allowing a team spread over three continents to communicate and share information virtually. Then I ensured roles were defined and developed central meetings and processes in which to deal with issues or roadblocks to progress.One of the NGO’s highest priorities is increased funding from Foundations. I centralized this focus by coordinating 2 teams in the US and Lebanon and developing a process in which we have assessed over 400 foundations from around the world and have sent over 50 individually crafted applications.With one team based in Houston and another in Beirut good communication is paramount to successful teamwork. By documenting processes and building a library of everyday procedures, new staff can assimilate more easily, this will invariably prevent individuals from ‘re-inventing the wheel’ and increase productivity and longevity within the organization.Developed a "Grass Roots" Scheme to mobilise low levels giversTasked with finding an improved procurement system for the Beirut Baptist School.

Problem solving and analysis of Oracle Human Resources and Learning Management software. This involves liaising with customers regarding queries and issues, and then managing the expectations of the client throughout the issue lifecycle while adhering to strict SLA timeframes.Part of a project team commissioned to test and launch new software for automatic TUPE. Responsible for understanding the process in depth in order to liaise with customers to offer guidance and advice. Responsible for analysis of software and diagnosing issues, keeping customer informed and using project skills to track progress and timeframes.Responsible for creating and delivering bespoke training. This involves collating data; presenting it in a user-friendly format and talking through any issues and assumptions that are raised.Authored the ‘Business As Usual’ process manual for the successful TUPE software. This was written primarily for the customer base to outline the process, all information that is transferred, expectations of all parties involved and timeframes for a single event. Now published for use by the NHS.Maintenance of a knowledge database (Wiki) of known issues for the software, detailing bugs, corruptions and workarounds, responsibilities for HR, Workstructures, Reports, Business Intelligence, Systems and Learning.

Managed email migration from McKesson to NHS.net domain. This involved liaising with stake holders in and outside the business to ensure a smooth transition. Set up pilot group and workshops, captured and recorded findings; worked closely with Solution Architects and moved through to Go-live with 33 Systems and over 3000 targets switched to new domain on time.Managed switchover of internal websites from McKesson to IBM. This involved liaising with technical team to design and build new VM’s (Production and DR) then manage the migration of websites from current to new. This held critical information so needed to be managed with minimal disruption to service, therefore had to plan and manage downtime and consider many different variables.Coordinated device clean-up for 150 user’s laptops, mobiles and tablets. Worked closely with third party to resolve issue of company sensitive documentation on devices transferring to new organisation. This involved managing a controlled purge of information through running automated scripts on c drives, while simultaneously wiping mobiles and tablets of non-contract related emails and documentation.

Analysis of staff data (sickness, performance, training) found more efficient ways of working within the data set and HR systems.Good understanding of employment legislation, the Data Protection Act, Information Governance issues and the principles of Equality and Diversity.

Management of Specialist Obesity Service outcomes database Chair of Service Improvement GroupDesigned workload monitoring tools, analyzing data and developing process