“What was the moment this product clicked?” —
An enterprise sales rep at a company with 200+ employees who did not choose Salesforce. It was there when they arrived. They've been trained on it twice. They use about 20% of its features and have found workarounds for everything else. They log activity because their manager checks. They update opportunities because forecasting requires it. They do not believe Salesforce makes them better at sales. They believe it makes their manager better at measuring sales.
What are they trying to do? —
What do they produce? —
It's Friday afternoon. They have 4 opportunities to update before their manager reviews the pipeline Monday morning. They completed a demo Wednesday that they haven't logged yet, had a discovery call Thursday, and sent a proposal that isn't reflected in the system. They also need to change the close date on a deal that slipped. They're doing all of this from memory, because they took notes on paper and left them at the office.
Uses Salesforce 3–5 times per week, primarily for logging activities, updating opportunity stages, and accessing contact records before calls. Has a Salesforce admin they contact maybe once a quarter. Uses it on desktop; has tried the mobile app and given up. Their personal sales process lives in a combination of email, a notes app, and their own memory. The relationship between that system and Salesforce is entirely one-directional: Salesforce receives data, it does not inform their process.
Pairs with `salesforce-admin` for the gap between how the system is configured and how it's used. Contrast with `salesforce-power-user` to map the full range of rep engagement with the platform. Use with `sales-manager` to surface the CRM design tension between rep experience and manager visibility.