10+ CRM Systems Audited
Nobody could name one specific problem. That was the problem.
Lead volume was healthy. Campaigns were performing. Sales activity looked strong. Yet new-business conversion had gradually declined, and leadership reports contradicted each other. Marketing reported one number of qualified opportunities, sales reported another, finance had a third figure for closed revenue.
Rather than rebuild anything, we ran a complete audit across all six layers of the CRM environment.
We evaluated duplicate contacts and companies, missing ownership, lifecycle inconsistencies, incomplete records, invalid values, unused properties, conflicting fields and integration-generated records. Roughly 18% of active contact records carried meaningful data-quality issues.
Reconstructing how prospects moved through the system uncovered one of the largest problems. Marketing lifecycle stages and sales pipeline stages had been developed independently, so a lead could appear qualified to marketing while appearing unqualified or inactive to sales.
We audited every active opportunity against time in stage, last activity, next activity, amount, close date, probability, contact association, owner and source.
A large share of pipeline value sat in opportunities with no meaningful sales activity for weeks. More than $600,000 required immediate validation, re-engagement or closure. Leadership had been forecasting from it.
Every active workflow was documented and sorted into critical, useful, redundant, conflicting and deprecated. Several old workflows were still writing to properties that newer workflows depended on. One lifecycle property could be changed by three different automation paths.
Attribution was unreliable. Several lead sources were being overwritten when representatives updated records manually, which meant campaigns that were generating opportunities looked less effective than they were.
Nobody owned CRM governance. Marketing owned forms. Sales operations owned pipelines. IT owned integrations. Sales managers created properties. No one controlled the architecture as a whole.
Seventeen significant operational or revenue leaks, grouped by severity: critical for immediate revenue or reporting impact, high for significant operational risk, medium for efficiency and data quality, low for optimization. Instead of a hundred-item recommendation document, the deliverable was a 90-day remediation roadmap.
An audit should not just list what is technically wrong. It should answer four questions: where are we losing revenue, where are we losing time, what data can we not trust, and what should we fix first.
That is the difference between a CRM checklist and a CRM audit.
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Your Turn
The Audit tells you which one, with evidence, in one to two weeks, for a fixed fee.