Leo Pasqualin
I work on operational systems — CRM, intake, routing, and follow-up — where execution breaks down.
Most issues are not tooling problems. They are structure, ownership, and workflow problems.
I focus on making systems run cleanly first, then applying automation where it actually holds.
This work is applied through Beacon Bridge Strategies (BBS).
Examples of operational systems I've worked on:
- –Reduced CRM update time by ~50% by restructuring workflows, ownership, and data handling
- –Rebuilt a CRM with ~7,000 records into a clean, segmented system that could actually be used day-to-day
- –Designed an intake → routing → follow-up system handling ~25,000 contacts without breakdowns
- –Automated order intake and PO processing for a manufacturing business with 2,000+ dealer accounts
What I Do
I work on the operational layer of a business — where CRM, intake, communication, and follow-up systems start to break down.
Most of the issues show up in the gaps between systems: CRM not reflecting real activity, email threads disconnected from customer records, orders not flowing cleanly into ERP, and follow-ups getting lost between tools.
- –Clean up CRM structure and data integrity
- –Fix intake, routing, and communication workflows
- –Make core systems (CRM, email, ERP) communicate reliably where it matters
- –Build follow-up systems that actually execute
- –Apply automation once the system is stable
Most systems do not need more tools first. They need clearer structure, ownership, and controlled communication between systems.
How It Works
I approach this work in three phases:
Audit
Understand how the current system actually operates — not how it is supposed to work. Identify where things break, where information is lost, and where manual work is being created.
System Design
Restructure the workflow so core systems (CRM, email, ERP, intake) behave consistently and information flows cleanly between them. Define ownership, data flow, and where automation actually makes sense.
Implementation
Apply the changes in phases — cleaning data, fixing workflows, and introducing automation without breaking existing operations.
Example
A high-volume DTC manufacturing business had processed dealer orders manually for decades.
Orders came in via email, data was re-entered into the ERP, and the entire process depended on reps to track, validate, and execute.
We introduced a structured intake layer to detect incoming orders, extract key data, generate ERP draft orders, and trigger follow-up tasks where needed.
Reps shifted from manual entry to review and approval, with clear visibility into what required attention.
Order handling became predictable, data quality improved, processing time dropped significantly, and the system no longer relied on inbox-driven execution.
About
I've spent years working inside businesses where CRM, communication, and operational systems don't behave the way they should.
Missed follow-ups, unreliable data, constant back-and-forth between tools, and too much manual work just to keep things moving.
Most businesses do not have a tooling problem. They have a structure problem.
I focus on fixing that first — making systems behave consistently, defining ownership, and creating clear flow between them.
Automation only works once the system is stable. Otherwise, it adds another layer of failure.
What I Don't Do
- –I don't build custom software from scratch
- –I don't add tools before fixing the system
- –I don't manage ongoing operations or teams
- –I don't take on work without clear ownership
Contact
Email: leo@bbstrats.com
If you want a second set of eyes on a workflow, send it over.