Salesforce wasn’t the project. Rebuilding the operating model around how Foodji actually sells was.
A Salesforce project that needed depth, not another technical vendor
Foodji had already started its Salesforce journey before Checkpoint came in. The previous partner had not delivered the depth, detail, or customer-journey understanding the project required. That was the real problem — not the platform.
Foodji’s sales motion is more complex than a standard SaaS pipeline. The company sells a workplace food solution with physical units, location complexity, operational handoffs, subscription dynamics, renewals, and multiple stakeholders across the customer journey.
- Physical units deployed at workplace locations — not a clean software-only deal
- Multi-location accounts where each site has its own context and timing
- Operational handoffs between sales, deployment, and account management
- Subscription and renewal dynamics layered on top of the initial sale
- Multiple stakeholders per opportunity with different decision criteria
A shallow Salesforce implementation could capture records. It could not accurately reflect how Foodji sells, qualifies, deploys, manages, and expands customer relationships. Foodji needed someone to come in, understand the customer journey properly, and fully manage the implementation from a strategic and project-management perspective.
Treat it as an operating-model problem, not a technical cleanup
Checkpoint took ownership of the implementation by first re-anchoring the project around Foodji’s actual customer journey. The Pipedrive-to-Salesforce migration became part of a broader operating-layer redesign — the migration was the moment to reset, not the goal in itself.
Discovery
Reconstructed the customer journey in operational detail: how leads come in, how accounts and locations relate, where deployment sits in the timeline, how renewals and expansion play out. Identified where the existing implementation approach had been too shallow to support the way Foodji actually sells.
Design
Clarified how leads, accounts, opportunities, locations, Foodji units, and renewals should be represented in Salesforce. Aligned sales process, system architecture, and reporting logic so the platform supported the commercial motion instead of fighting it. Specified qualification, opportunity structure, and the renewal/expansion model.
Build
Ran the Pipedrive-to-Salesforce migration as a reset point rather than a lift-and-shift. Moved into Salesforce with a clearer view of the sales process, customer lifecycle, object model, and operational handoffs. Built the system Foodji could actually use to run the revenue function — not just record it.
Launch
Managed the implementation workstream with structure and accountability that the previous engagement had lacked. Aligned reporting to the redesigned object model so dashboards reflected how Foodji actually qualifies, deploys, and renews — not the old Pipedrive shape pushed into a new tool.
Optimize
The relationship evolved when Thorsten Schaar joined as VP Sales. Checkpoint stayed on as a fractional RevOps partner and senior sparring function — not because Foodji lacked internal capability, but because Noah already understood the system, the implementation history, and the commercial logic behind every Salesforce decision.
An operating foundation, not just a finished implementation
Foodji ended up with more than a completed Salesforce rollout. The company had a stronger revenue operating foundation, a partner who understood the customer journey behind the system, and continued advisory access as Thorsten led the sales organization forward.
- Salesforce that reflects the actual business model — lead, account, opportunity, location, unit, and renewal logic that mirrors how Foodji sells, deploys, and expands
- Pipedrive-to-Salesforce migration as a reset, not a copy — the move into Salesforce was used to clarify the sales process and operating handoffs, not preserve old assumptions
- Project-management ownership and accountability — an implementation workstream that was structured, paced, and accountable in a way the previous engagement was not
- System-level continuity for the new VP Sales — Thorsten inherited a relationship with someone who already understood why decisions had been made and how the system could evolve, instead of a black-box implementation
- A senior RevOps sparring partner — a sounding board for process decisions, a challenge function for sales-ops priorities, and a reliable external operator who could move important RevOps topics forward without needing to be re-onboarded each time
- Lasting value beyond execution — the original project was implementation recovery; the lasting value was a trusted operating partnership combining system history, RevOps judgment, and commercial context
Checkpoint came in when we needed more than a technical Salesforce partner. We needed someone who could understand our customer journey in detail, take ownership of the implementation from a strategic project-management perspective, and help make Salesforce work for the way Foodji actually sells.
After I joined, Noah became a trusted sparring partner. He understood the history, the system, and the commercial context, so I could rely on him whenever we needed to challenge a decision or move an important RevOps topic forward.
VP Sales · Foodji
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