Real Estate Investment Company's Automation Journey
Client: Fair Deal Home Buyers (FDHB)
Industry: Real Estate Investment
Objective: Streamline operations and scale the business from six figures to seven or eight figures through workflow automation and integration with Salesforce.
Background:
FDHB is a real estate investment company that purchases distressed homes, renovates them, and sells them for a profit. The company had ambitious plans to expand its operations beyond Milwaukee and scale into new markets. However, inefficient processes were hindering growth, especially in the dispositions part of the business, which deals with selling the renovated homes.
Challenges:
Over-Reliance on Salesforce: The company was using Salesforce exclusively, not just as a CRM but attempting to force it into a process management role, which it wasn’t designed to do.
Pushback on Process Street Integration: Initially, the company resisted the idea of incorporating Process Street, preferring to stick with Salesforce despite its limitations.
Process Inefficiencies: Without a dedicated process management tool, there were numerous bottlenecks, particularly in the dispositions and transactions processes.
Scalability Issues: Disorganized processes made it difficult for the company to grow beyond Milwaukee, and onboarding new hires was inefficient.
Solution:
Anis Misaghi introduced Process Street to FDHB as a solution to their process management challenges, while still retaining Salesforce for its intended use as a CRM. After a lot of pushback, Anis convinced the company to integrate Salesforce with Process Street through automations and mail merge fields. This allowed Salesforce to remain the CRM while Process Street handled process management—its core function.
Key workflows and integrations developed included:
Salesforce Integration: Automating tasks using mail merge fields, ensuring seamless communication between Salesforce and Process Street for a unified workflow.
Dispositions Workflow: Managing the process of selling houses, including due diligence, pre-closing, post-closing, and professional cleaning.
Transactions Workflow: Detailed workflows for buying from sellers and selling to new buyers, automating tasks and ensuring proper documentation at each step.
Training and Scalability: Clear workflows enabled efficient onboarding and training of new hires, setting the company up for growth.
Results:
Successful Salesforce Integration: The integration allowed the company to keep using Salesforce for CRM while shifting process management to Process Street, saving significant time and reducing customization efforts.
Increased Efficiency by 20%: The new workflows eliminated bottlenecks in the dispositions process, speeding up sales cycles and improving transaction accuracy.
Cost Savings of 30%: By reducing errors and inefficiencies, the company saved money and freed up resources for growth.
Increased Profitability by 25%: With faster sales cycles, better documentation, and reduced errors, FDHB saw a 25% increase in profitability as they expanded beyond Milwaukee.
Improved Decision-Making: With better process visibility and tracking through Process Street, leadership was able to make more informed, data-driven decisions.
Client Feedback:
After initially resisting the switch to Process Street, the company was thrilled with the results. They realized that while Salesforce is a powerful CRM, it simply wasn’t designed for process management. The combination of both tools allowed them to scale effectively and optimize their operations for the future.
Short Summary:
"FDHB was overly reliant on Salesforce and initially resisted my suggestion to integrate Process Street for process management. They were trying to use Salesforce for everything, which led to inefficiencies, especially in their dispositions and transactions processes. I convinced them to integrate Salesforce with Process Street using automations and mail merge fields. This allowed Salesforce to remain their CRM while Process Street managed their workflows. The result? We eliminated bottlenecks, saved costs, and positioned the company to scale from six to seven or eight figures by improving process visibility and efficiency. They are now expanding beyond Milwaukee, and new hires can be trained seamlessly."
