Real results from real projects.

Salocin Group were growing their Microsoft Business Applications practice quickly, but without the foundations to support it. There was no established architecture standard, no repeatable discovery or delivery methodology, and no environment strategy to govern how projects were built and deployed. At the same time, complex client projects needed delivering and couldn't wait for the foundations to be laid first.

Joel joined as Technical Architect and took on the interim Head of Business Applications role. He built the practice infrastructure while delivering client work in parallel: a four-tier ALM pipeline across Dynamics 365 Sales, Customer Service, Customer Insights Journeys and Data, and Power Platform; the Salocin Solution Blueprint used as the standard architecture document across all projects; and a structured discovery methodology to govern early-stage work. Client deliveries ran concurrently: a Customer Insights architecture for Cardiff University integrating SIMS, Gecko, and Campaign Monitor through an Azure Data Factory and SQL pipeline; a Customer Insights Quick Start for the University of Birmingham that became a reusable delivery package; and a Power Platform case management solution for Richmond and Wandsworth Council's Refugee Services team.

The practice moved from ad-hoc delivery to a structured, repeatable model with shared standards. The Solution Blueprint and environment strategy became tools used across every engagement. The university Quick Start became a packaged offering. Client projects were delivered with governance and quality the practice hadn't had before.

Genus PLC's Power Platform environment had grown organically across five value streams without consistent solution management, version control, or deployment processes. Solutions were being exported and deployed as unmanaged across environments, creating risk and making collaboration between teams difficult. At the same time, their PIC division needed Customer Insights Journeys implemented and adopted by the North American marketing team.

Joel designed and delivered a three-stage Power Platform strategy, working single-handedly across architecture, documentation, and delivery. Stage one established a Solution Management Strategy, merged existing solutions into a single base solution, and created regression test scripts. Stage two addressed environment strategy and ALM: designing a full environment strategy, decommissioning legacy environments, establishing unified coding standards, and building Azure DevOps automation pipelines for continuous integration and deployment. Alongside this, he designed and implemented the full Customer Insights Journeys solution for PIC's marketing team, covering data segmentation, journey orchestration, email campaigns, event management, and compliance configuration, then delivered a structured training programme to build the team to self-sufficiency.

Genus had a Power Platform practice with documented strategies, automated pipelines, and consistent processes across all value streams. The Customer Insights Journeys platform went live for the North American marketing team, with users trained and confident from day one.

The Royal College of Nursing were running Microsoft Dynamics 2013, a platform well past its operational limits. Alongside the platform upgrade to Dynamics 365, they needed a bespoke Complaints and Case Management system built to support their professional body functions. The project required careful engagement across technical teams, business users, and senior management, with a significant proportion of staff coming to it with no prior CRM experience.

Over nearly two years, Joel led the Dynamics 2013 to Dynamics 365 upgrade alongside the design and delivery of the Complaints and Case Management system. He worked with staff across the organisation to gather requirements and shape solutions, managing two parallel workstreams while keeping stakeholders at all levels informed and confident. Alongside the delivery, he ran training and enablement covering Security Roles, Workflows, Advanced Finds, and Power Platform capabilities, becoming the go-to point of reference for Power Platform throughout the engagement. A consistent thread was making technically complex decisions genuinely understandable to people who needed to trust the solution.

The RCN completed the platform upgrade and went live with the new Case Management system. Power Platform became a genuine internal capability rather than an external dependency. The team came away confident in both what had been built and how to use it day-to-day.

Bupa Dental (then operating as Oasis Healthcare) had Dynamics CRM and ClickDimensions installed but the marketing team lacked the knowledge and processes to use it effectively at the scale their patient database required. The IT team also had internal projects stalled for want of deeper Dynamics expertise.

Joel worked with the marketing team to get them fully operational on ClickDimensions: configuring the platform for high-volume operation, setting up automated campaigns and ad-hoc sends, building dashboards and reporting, and designing the data and consent management processes for compliant marketing at scale. He delivered a structured three-day training programme covering CRM structure, ClickDimensions operation, Advanced Find, campaign management, reporting, and a practical application day where the team planned, built, and ran a live campaign end-to-end. He then worked with the IT team on internal Dynamics projects to improve day-to-day productivity.

The marketing team moved from minimal usage to running campaigns at serious scale. Customer communication and engagement increased directly as a result. The IT team's internal projects were delivered, improving how the organisation used their Dynamics platform across the business.