Business Systems, Lifestyle Home Products

At Lifestyle Home Products, I built a centralized Salesforce authentication service and ten Apps Script pipelines pulling from Salesforce, Google Workspace, and a handful of outside vendor and recruiting APIs into Google Sheets warehouses. Those warehouses feed the company's day-to-day reporting: a native Salesforce dashboard, an executive scorecard, and a set of interactive dashboards I built with Claude. The token broker and the dashboard pipeline were built with another co-op; everything else, individually. I also spent part of the term documenting accounting processes that had never been written down.

LHP's operational data was scattered across Salesforce, Google Workspace, and a handful of point tools (Rilla, Regal, JazzHR, Xero) that never talked to each other. Worse, the ten-plus Apps Script pipelines that did the talking each managed their own Salesforce login independently, which broke silently under scheduled triggers and put the company's Salesforce credentials at risk if enough failed at once. Reporting had the same problem from a different angle: Tableau, which the company depended on, had been fully deprecated with nothing built to replace it. Separately, a handful of critical accounting processes existed only as tribal knowledge in one person's head, with no documentation and no plan for what happens if they're ever unavailable.

Alongside the pipelines, I used Claude to build a set of interactive dashboards, one per warehouse, each with year, month, product, and region filters, sortable charts, stat tiles, and target-vs-actual coloring. Two are live today: a Cycle Time dashboard and a Software Usage & License Audit dashboard, both driven entirely by Apps Script and Claude.

Ran in parallel with the technical work: converted one accounting controller's undocumented process knowledge into a structured set of SOPs, written docs plus recorded video walkthroughs, built against a consistent seven-part template covering trigger, systems required, steps, exceptions, common errors, output, and escalation contact.

Documented 10+ processes end to end, including bank reconciliation, payroll, government remittances, and vendor payment cycles. While mapping three unrelated processes, I noticed they all hit the same root cause: the accounting platform can't import journal entries from a CSV. I flagged it as one consolidated recommendation instead of three separate ones.

Reduced key-person risk for finance operations that previously depended on one person's memory, and produced a reusable template that generalizes beyond accounting.

This work was directed and reviewed at the leadership level (C-suite and various VPs) before rolling out to the teams that depend on it daily.

Ten production pipelines, a centralized OAuth service, and a set of Claude-built interactive dashboards now run LHP's operational reporting. Separately, the accounting documentation initiative reduced key-person risk across 10+ previously undocumented financial processes.