We know the messy reality of Salesforce. **Because we used to be the internal team.**

Fresh out of university, Jan joined Johnson & Johnson — one of the most complex Salesforce environments in the world. Think 30+ Salesforce orgs across global divisions, all stitched together by a single shared services team. Mergers, public-sector compliance, regional differences — it was a battlefield. And in the middle of it: a 150-person internal Salesforce team coordinating with a revolving door of external consultants. It was here we learned how to navigate politics, protect technical integrity, and actually ship at scale.

By the time Jan was leading parts of Johnson & Johnson’s Center of Excellence, he had earned his Salesforce CTA — the highest level of Salesforce certification, held by fewer than 400 people globally. But more importantly, this is where Harrier’s core team first came together. Michael, Wim, Jack, Stephen, Sathish, Jared — we weren’t just coworkers; we were launch partners on thousands of production releases.Together, we saw what worked — and what didn’t. We learned to spot the difference between a solid product manager and a ticket pusher. Between a builder and a body shop consultant. And we became the ones executives turned to when they wanted it done right, not just done. We didn’t just ship features. We built capability.

After years of seeing external consultants overpromise and underdeliver, Jan decided to do things differently. Most partners sent slide decks and juniors. We brought clarity, speed, and the ability to operate like insiders. Jan started contracting, with UIPath as our first customer — and quickly, word spread. We weren’t just delivering projects. We were being treated like part of the internal team. UIPath remains a marquee customer to this day. Harrier grew from real demand for better execution — and better value for money. In the years that followed, more of the Johnson & Johnson Center of Excellence crew joined. We became a remote-first team between Belgium and Ireland. And while most partners bounced from contract to contract, we stuck with our customers for the long haul, building deep, durable relationships.

Without chasing it, we found our natural home in the B2B SaaS space — especially where channel partners drive growth. UIPath, for example, does 75% of revenue through partners. These companies needed scalable, integrated partner infrastructure — and they needed a team who could deliver under pressure. “We’re migrating from Channeltivity to Salesforce in 3 months — hard stop” was our kind of ask.It wasn’t long before Partner and RevOps leaders started calling us directly. Around this time, Anthony joined as a partner. He had been leading Sales Engineering at Salesforce and had seen firsthand how wildly the quality of Salesforce partners varied. The good ones were rare. And he saw in Harrier a team that could finally deliver what customers were actually promised.

We’ve grown to over $3M in revenue, with embedded Salesforce teams supporting dozens of high-growth companies across the US and Europe. To keep up with demand — and hire world-class people — we expanded into Spain.Along the way, we stumbled into another niche: legal case management. Mass torts, veterans’ claims, personal injury — industries with complex intake, high volume, and strict compliance. It’s become our fastest-growing segment. We’re applying the same operational playbook — senior engineers, long-term thinking, and tight integration — to transform how these firms run on Salesforce.Most recently, Michael joined as our third partner. One of the most trusted leaders from our Johnson & Johnson days, he’d worked with every major consultancy out there. And still, he hadn’t seen a team with Harrier’s combination of depth, reliability, and value. He now leads our sales efforts and brings a rich executive network to accelerate our next phase.