Senior Manager, Salesforce Platform

Platform Ownership & Strategy Own Salesforce as a long-term platform , not a collection of features Set and maintain a clear vision for: Architecture, Automation patterns, Custom vs standard trade-offs, Ensure Salesforce evolves deliberately as the business grows and changes Team Leadership Lead and grow a cross-functional Salesforce team, including: Functional architects / Flow specialists, CPQ specialists, Admins and developers. Create space for specialists to own their domains while maintaining coherence across the platform. Establish clear ownership boundaries, decision-making norms, and review practices. Technical Direction Be hands-on enough to: Review designs, Challenge assumptions, Spot architectural risk early. Hands-off enough to: Trust domain experts, avoid becoming the single point of failure. Promote consistent patterns across Flows, CPQ, integrations, and data models Business Partnership Act (or better still, grow your team members into a position where they can act) as the senior Salesforce partner to: Sales / SalesOps, Global Services, Global Support, Revenue Operations / Finance, Legal. Translate business strategy into platform priorities. Push back on short-term fixes that create long-term fragility. Delivery & Operational Excellence Balance roadmap work with operational stability Ensure: Clean deployments and release management, Sensible technical debt management, Strong documentation and knowledge sharing. Establish metrics for platform health, not just delivery velocity What Success Looks Like Salesforce supports complex business processes without constant firefighting. Specialists can move fast within clear architectural guardrails. Sales, Support and Service teams trust the system and rely on it. New products, pricing models, or service motions don’t require rethinking the entire platform. The Salesforce team is seen as a strategic partner, not an order-taking function.