The constraints differ by sector, and they decide the architecture.

Retail, universal, and private banking. The recurring problem is not Salesforce, it is the boundary between Salesforce and the core banking system. Positions, transactions, and product data live elsewhere, and every design decision follows from how much of that you replicate against how much you read on demand.

Work has covered Financial Services Cloud, core banking integration including Avaloq, advisor facing processes, and sharing architecture that has to satisfy both an operating model and an auditor. Release processes in this sector carry evidence requirements, which changes how the pipeline is designed rather than being a documentation exercise at the end.

Digital first insurance moves faster than the systems underneath it. The pressure lands on the integration layer, where policy, claims, and pricing services were built at different times under different assumptions.

Portals on Experience Cloud, service processes, and the integration architecture beneath them. The useful work is usually consolidating interface patterns so that adding a product does not mean adding another bespoke interface.

Telecoms carries the most product complexity of any sector we work in. Catalogue, eligibility, and order decomposition interact in ways that make apparently small commercial changes structurally expensive.

Communications Cloud and Vlocity, Omnistudio and OmniScript guided processes, order management, and product catalogue design. The common failure is treating the catalogue as configuration rather than as architecture, at which point order management becomes unpredictable.

National employment services, which means citizen facing systems under procurement rules, accessibility obligations, and public scrutiny. Requirements that are optional in commercial work are not optional here.

Citizen portals, Lightning Web Component front ends built to accessibility requirements, and a MuleSoft integration layer across government systems. Multiple suppliers commit to the same platform, so release discipline and interface contracts carry more weight than in a single vendor programme.

Cruise and marine supply. Guest and customer data arrives from booking, onboard, loyalty, and commerce systems that were never designed to reconcile, and the identity problem has to be solved before anything downstream is trustworthy.

Data Cloud for unified customer data, Marketing Cloud, B2B Commerce for marine supply, and the data model connecting them. Operations spanning vessels and time zones put constraints on integration timing that a purely shore based design does not anticipate.

Two and a half years inside Salesforce Professional Services, plus architecture delivered on programmes with global consultancies including IBM.

The value of the Salesforce period was pattern recognition. Seeing enough implementations across enough sectors makes it possible to tell early which problems are local to one client and which are structural and will recur.