David Giller
I help leaders make better Salesforce decisions by challenging the request, tracing it back to the business problem, and identifying what actually needs to happen next. Diagnosis before prescription.
Salesforce problems are rarely just Salesforce problems.
Salesforce turns business decisions into fields, workflows, permissions, reports, and automation. When the business is unclear, that ambiguity eventually shows up in the system.
A reporting problem may really be a definitions problem. Poor adoption may be a workflow-value problem. Technical debt may be years of reasonable exceptions with no one deciding what should be retired. My job is to keep the diagnosis open long enough to determine whether the problem is Salesforce, the process around it, or both.
The request is the starting point. Not the diagnosis.
A new Flow, dashboard, cleanup project, AI agent, or CRM replacement may be the right answer. I don’t assume it is. I trace the request back to the business problem, test what the outcome depends on, and recommend only what the evidence supports.
I challenge the request
Before we build, I trace the request back to the business outcome, test the evidence behind it, and look for other explanations that may fit the facts.
I translate between business and Salesforce
I translate technical reality into business impact for leaders, and business priorities into practical dependencies and next steps for Admins and IT.
I recommend the smallest responsible move
Sometimes the answer is to fix Salesforce. Sometimes it is to simplify, redesign, pilot, wait, or replace. The goal is the right work for the outcome.
I leave teams more capable
I explain the reasoning, document the decisions, and help internal teams build the understanding they need to make stronger decisions after I leave.
I separate capability from readiness
A demo can prove capability. It does not prove your data, process, governance, or operating reality can support the use case - or that it is worth the investment.
I make complexity discussable
I turn technical constraints, business ambiguity, and competing priorities into clear decisions that leaders and delivery teams can understand and act on.
I was trained to question the first explanation.
Law taught me to test the claim. Six Sigma taught me to trace the process. Salesforce taught me where unresolved business decisions eventually show up.
Legal training taught me to define terms carefully, test competing explanations, separate claims from facts, and consider the consequences before making the case.
At GE and NBCUniversal, I was trained as a Six Sigma Black Belt and applied that discipline during the NBC–Universal integration: define the problem, understand the process, find the cause, and measure whether the change worked.
Across GE Capital and years of consulting, I kept seeing the same pattern: business ambiguity eventually becomes fields, automation, reports, workarounds, technical debt, and user behavior inside Salesforce.
Today I bring those disciplines together to define the outcome, trace what it depends on, and recommend the smallest responsible Salesforce or AI decision.
The combination is the point: test the claim, trace the cause, understand the system, and leave the client better equipped to make the next decision.
Calmly. Practically. Directly.
Pressure is real. It is not a diagnosis. I help teams separate evidence from frustration, competing narratives from facts, and urgency from what actually needs to happen next.
I’m not trying to create a perfect Salesforce org. I’m looking for the smallest responsible change that improves the outcome - whether that means cleanup, clearer ownership, process redesign, automation, or leaving something alone.
If Salesforce is the problem, I’ll say so. If the real issue is ownership, governance, process, architecture, or expectations, I’ll say that too. The goal is not blame. It’s clarity about what needs to change.
Good consulting should leave your team more capable.
I’ve led Salesforce communities, taught enterprise teams, spoken at Salesforce events around the world, and taught at the college level. The point has always been the same: help people understand the reasoning well enough to make better decisions themselves.
Salesforce Community Leadership
Led the NYC Salesforce Admin Group, founded the Northern NJ group, and have been invited to speak to Salesforce Admin communities around the world.
Salesforce Stage & Community Speaker
Repeated speaker at Dreamforce, TrailblazerDX, Salesforce World Tours, and community events - including the 2019 Customer Success Keynote: Your Path for Succeeding with Salesforce.
Enterprise Educator
Trained enterprise teams, including end users at NBCUniversal, GE Capital, Weichert Realty and Capital One IT professionals working toward Salesforce Admin certification, alongside years of college-level teaching and professional training.
Salesforce is not the business. It’s the mirror.
When Salesforce looks broken, don’t assume the platform is the problem - or that it isn’t. Ask what Salesforce is revealing about how the business actually runs. Then diagnose which part truly needs to change.
If this approach sounds like what you need.
Salesforce Diagnostics →
See how we diagnose what’s actually failing, what needs attention now, and what can safely wait.
Case Studies →
See how diagnosis turned Salesforce problems into clearer decisions, stronger systems, and measurable business outcomes.
Insights →
Practical thinking on Salesforce, AI readiness, technical debt, adoption, governance, and better technology decisions.
Before you make the next Salesforce decision, get clear on what’s actually failing.
Bring the problem, the pressure, or the proposed solution. We’ll separate symptoms from causes, identify what matters now, and define the clearest next move.