For Kern County teams whose Salesforce org grew by accident, with fields nobody fills in, automations that conflict and reports that leaders quietly stopped opening.
Kern County orgs rarely become unwieldy overnight; the clutter builds through years of one-off additions. An energy contractor added service lines, a retailer added stores, a health provider added clinics, and each addition left extra fields, record types and automation. Reps and coordinators now work around the system, and leaders pull numbers from elsewhere. We start with usage data and interviews, remove what is not used, simplify pages for each role, consolidate automation into maintainable Flows and rebuild the reports each manager relies on.
Retail trade, about 6.7% of the metro's 2024 GDP, spans regional chains, auto and equipment dealers and neighborhood stores. Customer-facing retail teams in Kern County often run service and marketing in Salesforce with years of inconsistent case categories and duplicate customers. We clean up case reasons so reports reveal why people contact you, merge duplicate records, and align marketing preferences, so service and marketing work from one accurate customer record.
Oilfield service companies and energy contractors frequently find their Salesforce orgs carrying separate processes for each service line, built at different times. Bids, job tickets and customer contracts are tracked inconsistently, and managers cannot compare margin or activity across lines. Optimization standardizes the core process, keeps genuine differences as record types, and rebuilds reporting so leadership can see work performed and revenue by customer, lease and service line in one place.
Health providers here use Salesforce for referrals, outreach and patient access, and as clinics are added, the org fills with location-specific fields, duplicate queues and reports that count the same referral in different ways. We consolidate queues and routing, simplify referral records so a coordinator can log one without hunting through tabs, and rebuild reporting around consistent definitions, so leaders can compare referral volume and conversion across communities without reconciling spreadsheets first.
Before redesigning anything, measure which fields are filled, which reports are run and which users log in. Many Kern County orgs carry fields added for one project years ago. Tuck those out of sight for a while, and delete them only after nobody has asked where they went.
Field staff across a large county work on phones and tablets, often with weak signal. Keep mobile layouts short, use quick actions for common tasks and confirm offline behavior for the objects crews need. A lean mobile experience does more for adoption than any desktop improvement.
Sit with each manager to learn which decisions their reports should support, then rebuild those reports and dashboards together. Reports designed with the person who uses them get opened every week; reports built from a requirements list written by someone else often do not.
How our salesforce optimization works →
Client names are anonymized, and these projects are not specific to Bakersfield.
Usually it is. Slow mobile experiences often come from heavy page layouts, too many related lists, unnecessary automation on save or offline settings that sync far more data than crews need. We profile the mobile screens technicians actually use, trim them, adjust offline priming and test in real field conditions. The goal is a few taps for the most common tasks, which is what gets crews to use it.
Often both, for different purposes. Salesforce reports and dashboards work well for daily operational views, such as open cases, pipeline and today's jobs. Tableau suits analysis that combines Salesforce with production, harvest, billing or field data. Optimization cleans up the Salesforce data and definitions first, because Tableau dashboards built on inconsistent CRM data simply present the inconsistency more attractively.
Set up light governance: a single intake route for change requests, a short review before new fields or automations are added, naming conventions and a documented list of who owns each part of the org. Managed services can run that process for you, or we can train your internal admin to do it. A health check every so often confirms the org is staying clean.
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