Over the years, I’ve learned one important thing:
As a CRM Architect, Dmytro Havrylov has seen that CRM problems are rarely about software.
CRM problems are rarely about software. They are about context, scale, and readiness, which explains why most CRM implementations fail in real businesses.
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That’s why I don’t try to work with everyone. I focus on companies where CRM can truly become a business operating system, not just another tool employees avoid.
Below is a closer look at the types of companies I work with and why this matters.
Small and Mid-Sized Businesses Ready to Scale
Many small and mid-sized companies reach a point where growth starts creating chaos.
More leads, more customers, more tasks — but no structure.
At this stage, CRM is no longer optional. It becomes the backbone for sales, operations, and customer communication. I help these businesses design CRM systems that grow with them, not against them.
Companies Outgrowing Excel and Fragmented Tools
Spreadsheets, email inboxes, chat apps, and separate tools may work at the beginning.
But over time, they create silos, duplicated data, and confusion.
When companies start asking questions like:
- “Where is the real data?”
- “Why do different teams see different numbers?”
- “Who is responsible for this client?”
It’s a clear sign that Excel and disconnected tools have reached their limit.
This is where a properly designed CRM system makes a real difference.
Teams Struggling With Low CRM Adoption
One of the most common problems I see is a CRM that technically works but is ignored by employees.
Low adoption is usually not a people problem.
It’s a system design problem.
I work with teams where CRM feels complicated, slow, or irrelevant. By redesigning workflows around real daily tasks, CRM becomes something people actually want to use.
Businesses With Complex Workflows and Integrations
Sales, finance, logistics, support — modern businesses rarely operate in simple linear processes.
I work with companies that need:
- Custom workflows
- Multi-step approvals
- Integrations with accounting, messaging, ERP, or external systems
CRM in these cases must reflect how the business truly works, not force the business to adapt to generic templates.
Companies Operating Across Multiple Departments
When CRM is limited to sales only, its value is capped.
The companies I work with understand that CRM should connect:
- Sales and finance
- Operations and logistics
- Support and customer success
This cross-department visibility is what turns CRM into a real management tool, not just a sales database.
Bringing Structure and Clarity
If your CRM feels chaotic, underused, or constantly “almost working,” the problem is usually not the platform.
It’s about:
- Structure
- Clear ownership
- Logical processes
- And a system designed for real people, not ideal scenarios
This is where my work begins.