Dandy is a fast-growing medical technology company transforming dental care through digital impressions and AI-driven workflows. As they scaled from early traction into a national footprint, the Salesforce platform that had carried them through market entry began to buckle under the weight of growth. They needed a foundation built for enterprise scale, without slowing down the business.
The Challenge
Dandy’s original Salesforce instance was architected by a technical co-founder to support initial market entry. It worked for the early team, but as headcount grew and the go-to-market motion matured, the gaps started to show. Core objects were structured around founder intuition rather than enterprise process. Reporting was inconsistent because key fields were missing or duplicated. Territory logic was driven by tribal knowledge instead of governed rules, which meant reps were chasing the same accounts and pipeline accuracy was eroding week over week.
Sales and operations leaders had stopped trusting the dashboards. Post-sales teams were running parallel systems in Zendesk and monday.com with no visibility into Salesforce, and Salesforce had no visibility into them. Every new request to the admin team turned into a debate about whether to patch what existed or rebuild it properly. Momentum was at risk, and so was the data integrity Dandy needed to make decisions at scale.
The Approach
Madison Ave took the opposite of an incremental approach. We rebuilt the foundation from the ground up, in parallel with daily execution, so the sales team could keep selling while we fixed the plumbing underneath them. The work was sequenced around the customer lifecycle, with each phase closing a specific gap before moving to the next.
We started with the record architecture. Core objects, fields, and automation logic were restructured so that every record had a clear owner, a clear lifecycle, and a clear reporting story. Picklists were consolidated, validation rules were rewritten to match how the business actually sold, and the trigger framework was simplified so future admins could read it without a map.
From there we modernized the post-sales workflows. Zendesk ticket activity was surfaced inside Salesforce so account owners could see service load alongside pipeline. Project work that had lived in monday.com was migrated onto a project-based structure native to the platform, which gave leadership a single view of delivery health across the customer base.
To keep the build moving without overloading Dandy’s internal team, we used our flexible delivery model to source specialized talent within 14 days. A senior solution architect led the architecture rebuild, with a data lead handling migration and cleanup, and a Salesforce admin embedded with Dandy’s ops team to translate technical decisions for non-technical stakeholders.
The Outcome
The transformation moved Dandy from a founder-built instance into a durable, scalable enterprise platform. System stability improved measurably. Deployment cycles became predictable instead of reactive. Sales and operations leaders started using the dashboards in their weekly reviews again because the numbers finally matched what they were seeing on the ground.
Most importantly, the rebuilt foundation gave Dandy room to grow without paying the structural tax twice. New territories, new product lines, and new post-sales workflows could be layered on without re-architecting the core. The platform became something the business could lean on instead of something it had to work around.
What this engagement demonstrated, and what carries forward to other high-growth healthcare and life sciences companies, is that stabilizing the core architecture is not a cleanup project. It is the single biggest unlock for long-term scalability.