#The challenge
The company was running two separate Salesforce orgs with overlapping accounts, divergent automation and no single view of the customer base. Leadership wanted one instance. The merge had to happen without disrupting live selling and without breaking the weekly board-reporting cycle, which meant the schema, the automation and the cutover sequence all had to be resolved before any data moved.
#The approach
Rationalize fields before migrating anything
Assessed roughly 2,900 fields against a 5 percent fill-rate cutoff. About 1,700 carried over; the rest were retired rather than dragged into the new org, so the merge shed schema debt instead of doubling it.
Data migration and collision handling
Consolidated into a single instance holding roughly 50k accounts and 90k contacts — about 48k accounts and 73k contacts migrated in, the balance native to the surviving org — with roughly 1,050 colliding accounts deduped as part of the load rather than left for later.
Metadata, access and record-type remap
Remapped users, roles, profiles, page layouts and record types (a legacy type, a combined new-business-and-expansion type, and a renewal type), and added Google SSO so access consolidated alongside the data.
Automation modernization, not lift-and-shift
Inventoried roughly 60 Process Builder and Flow automations across both orgs. About 30 were slated to migrate and 11 required a full Process Builder to Flow rebuild — identified up front so the effort was scoped rather than discovered mid-cutover.
Cutover sequencing around the business
Sequenced cutover steps after hours to protect live selling and the weekly board-reporting window.
#Outcomes
Two orgs to one
Two separate Salesforce orgs were consolidated into a single instance.
Records in the merged org
The consolidated org holds roughly 50k accounts and 90k contacts, with roughly 1,050 duplicate account collisions resolved during the merge.
Automations inventoried and rebuilt
Of roughly 60 Process Builder and Flow automations inventoried, about 30 were migrated and 11 were rebuilt from Process Builder into Flow.
Schema debt shed rather than doubled
Roughly 2,900 fields were assessed against a fill-rate cutoff and about 1,200 were retired instead of migrated, so the surviving org came out smaller than the sum of its parts.