David Giller
I help companies make better Salesforce decisions when the system has become hard to trust, hard to change, or hard to explain — with evidence, not panic.
Salesforce problems are rarely just Salesforce problems.
Salesforce sits at the intersection of process, data, automation, reporting, user behavior, and leadership decisions. When those drift apart, Salesforce becomes the place the dysfunction shows up.
A field changing unexpectedly may look technical — but behind it there’s often overlapping automation, unclear ownership, or a process nobody defined. A dashboard people don’t trust may really be bad definitions, duplicate fields, or teams working outside the system. That’s the work I care about: not blaming Salesforce, not defending it — diagnosing what’s actually happening.
I bring evidence into the room.
I don’t assume the platform is innocent. I don’t assume it’s guilty. The work is to separate symptoms from causes — then help the company make the next decision clearly.
I speak both business and Salesforce
Many problems fail in the gap between technical teams and leadership. For leadership: clear findings, risk, business impact, decision options. For admins and IT: practical next steps, evidence, dependencies, priorities.
I don’t sell panic
A frustrated team makes expensive decisions fast — that’s how companies replace systems before understanding what failed. Replacement may be right, but it shouldn’t be the first guess.
I don’t create consulting fog
You don’t need a giant report full of vague recommendations. You need clarity: what’s happening, what’s most risky, what can wait, and what leadership should decide.
Before my Salesforce career, I practiced law.
I look for evidence. I separate claims from facts. I listen for what people are saying and what the system is showing — and I don’t assume the loudest complaint is wrong, or that it’s complete.
Years of building cases on evidence — reading the record, testing every claim, and arguing only what the facts could support.
Consulting, training, process improvement, adoption, reporting, and data quality — across orgs of every size and state of repair.
Brainiate brings both together: prove what’s actually failing before anyone spends to fix, rebuild, or replace Salesforce.
That combination matters, because Salesforce work isn’t only configuration — it’s how people use the system, how leaders decide from it, and how technical choices either support or distort how the business actually runs.
Calmly. Practically. Directly.
No blame theater, no vendor drama, no embarrassing the admin team, no treating users like they’re stupid. Everyone is usually seeing part of the truth — the work is putting the pieces together.
I’m not interested in theoretical Salesforce purity. Sometimes the fix is automation, sometimes cleanup, sometimes clearer ownership — sometimes it’s telling leadership the system isn’t the main problem.
If it’s technical debt, I’ll say so. If it’s poor governance, unclear process, a bad implementation, or unrealistic expectations — I’ll say that too, carefully and clearly. The goal isn’t comfort. It’s clarity.
Salesforce is not the business. It’s the mirror.
When Salesforce looks broken, the better question is rarely “What’s wrong with Salesforce?” — it’s “What is Salesforce revealing about how this business actually runs?” That question moves the room away from blame and toward evidence.
If this sounds like your situation.
If Salesforce has become hard to trust, start with evidence.
Not panic. Book a diagnostic call and we’ll identify the best first step.