Global CRM Consolidation Project Manager Simulation — DHL Group

The scenario

DHL Group operates four separate Salesforce Sales Cloud instances — one each for North America, EMEA, LATAM, and APAC. Each region built its own org over the last decade with its own pipeline stages, opportunity field model, account hierarchy, and product catalog. The four orgs share a logo and not much else. When the Global Chief Commercial Officer asks 'what's our pipeline,' four different reports come back with four different definitions of 'qualified,' 'committed,' and 'closed-won.' The program you are inheriting will collapse those four instances into a single global Salesforce Sales Cloud org with one taxonomy, one stage definition, one product catalog, and one set of forecasting rules. The business driver is straightforward: DHL's Group Strategy team cannot run integrated commercial planning when four regions count revenue differently. The CFO has set a January 1 fiscal year reset as the go-live date — the global org goes live, the four regional orgs go read-only, and the Q1 forecast cycle runs on unified data. The Chief Commercial Officer is the executive sponsor and has named the program 'One Pipeline.' Deloitte is engaged as the implementation partner with a $4.2M fixed-price SOW for migration and configuration plus a $1.1M T&M envelope for change management and enablement. The hard part is not the technology — Salesforce knows how to merge orgs and Deloitte has done this dozens of times. The hard part is that each regional VP of Sales believes their version of pipeline stages and account hierarchy is the right one to become the global standard. NA has the largest book of business and the loudest voice. EMEA has GDPR and works council obligations that bound what data can move. APAC is the smallest but fastest-growing region and is the most willing to adapt. LATAM is the smallest region and feels routinely overlooked in global programs. The PM's job is to land a defensible taxonomy that every region can sign up to — and to do it across a 13-hour spread between Singapore and Mexico City before the January 1 cutover.

What you'll do as the project manager

• →Cutover all four regional Salesforce Sales Cloud orgs to a single global Sales Cloud instance by January 1
• →Achieve >95% data parity between source orgs and the global org at cutover (account, contact, opportunity records)
• →Land a unified opportunity stage model and product catalog approved by all four regional Sales VPs by Day 18
• →Decommission the four regional orgs to read-only within 30 days of go-live (out of scope for this 27-day program)
• →Stand up a Global Salesforce Centre of Excellence (CoE) to replace the four regional admin teams

Project management skills you'll build

The challenges you'll navigate

• •Regional VPs disagree on the unified opportunity stage model — taxonomy debate stalls the Plan gate
• •GDPR or LGPD data residency constraints uncovered late force scope changes to data migration
• •Cutover-eve data parity failure in one region forces a go/no-go call against the fixed January 1 date
• •Regional Salesforce admin team consolidation triggers attrition and capability loss before go-live
• •Deloitte's data quality remediation work exceeds the fixed-price SOW envelope, triggering change orders

Technology & stakeholders

You'll manage 8 stakeholders, including Klaus Reinhardt (Global Chief Commercial Officer, DHL Group), Sabine Holzapfel (Director, PMO Sales & Marketing Programmes), Raj Venkatesh (Lead Salesforce Architect, DHL Global IT), and more.

What you'll walk away with

A verified, shareable record of a completed enterprise project — plus the PMO deliverables you produced along the way (charter, project plan, SteerCo deck, closure document). It's real, demonstrable project management experience you can put on your resume and speak to in interviews.

Frequently asked questions

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