Salesforce Strategic Business Systems Analyst
Sole Salesforce Business Analyst and Administrator responsible for two Sales Cloud orgs architected to scale to 55+ users across four work units, with 24 users trained and active at time of departure. Led the inherited org's rebuild through hyper-care and steady-state post-go-live support, then designed and built a second org from scratch during that org's maintenance phase, coordinating Salesforce implementation partners as needed. Org 1 — Inherited Platform (3 Work Units) Inherited a minimally built, underutilized, undocumented org with no architecture strategy; rebuilt the data model, expanded functionality, and created all technical documentation from scratch. Led expansion to a third work unit migrating off a deprecated legacy platform: conducted discovery workshops, business process analysis, epic and BRD authoring, and led basic build with intern support; partnered with the implementation partner on the complex data migration needed to complete the platform transition, and delivered go-live training for the first 10 users. Transitioned to steady-state support, owning intake and root-cause investigation for 200+ change requests and training items (95% change requests and training items, 5% technical bugs). Org 2 — New Platform (3 Work Units, Built During Org 1 Maintenance) Conducted fit-gap analysis between Org 1 functionality and new program requirements; authored BRDs and epics, and defined process flows for a net-new work unit and two work units migrating off Org 1 onto an optimized architecture; documented decisions, risks, and open questions using a RAID/RAIDQ framework, applying AI-assisted drafting (Microsoft Copilot) always reconciled against personal notes for accuracy. Performed basic build of all three work units and completed data migration independently for both migrating work units with intern support before partner engagement. Coordinated partners for complex custom architecture and third-party integration, partnering closely with the engagement's solution architect, project manager, and Flow-focused administrators to deepen hands-on architecture, timeline management, and configuration skills. Led UAT for the new org build, translating the partner's user stories into Gherkin-style test conditions and training interns to probe negative and edge-case paths; coordinated test materials, acceptance criteria, and testing timeline with 5 super user stakeholders, contributing to a notably low post-launch defect count. Across Both Orgs Built and maintained Salesforce reports and dashboards supporting operational visibility for directors and program leadership; conducted org health assessments and fit-gap analyses on both platforms, both achieving green status. Reviewed implementation partner invoices against contracted deliverables and scope, coordinating with senior leadership to confirm billing accuracy and ensure all requested deliverables were fully received. Managed data governance across both orgs: data retention policies, field-level security, permission set and profile governance, and third-party integrations configured with dedicated service accounts rather than personal credentials; surfaced governance findings to directors and stakeholders for resolution decisions. Maintained formal SDLC discipline: changes logged and migrated through developer sandbox, full-copy sandbox, and UAT sign-off before production, with documented rollback procedures at each stage. Built full training infrastructure and drove user adoption, gathering feedback from super users and end users to guide ongoing platform improvements across both platforms.
Penn State University — Office of Entrepreneurship & Commercialization
