.png)
Scaling Operation Without Losing Our Grip: Inside the HARMONY Framework
We’ve been thinking a lot about how to scale support for multiple client-facing services—especially those under our Loyalty umbrella—and still keep things running smoothly. Enter the HARMONY framework (yes, we are pretty proud of its name). It’s not just another operations model; it’s something we designed to bring structure and flexibility into an increasingly complex environment. As we grow, we can’t afford to treat each Salesforce org (the foundation of our Loyalty services), tool, or integration as a separate island. HARMONY helps us manage them together, without dropping the ball on quality.
Let’s be honest—scalability sounds great in theory, but in practice? It gets messy. One of our key goals is to enable seamless expansion across different clients and Salesforce orgs, without ending up with a dozen fragmented systems and colleagues losing focus and not being able to understand priorities. The idea is to support both our Loyalty and our non-Loyalty orgs (as we do have such Salesforce support services) under one cohesive model. So whether we're onboarding a new external client or integrating a new internal team, the process should feel familiar. Maybe not identical—but predictable enough that nobody's starting from scratch.
Efficiency is another cornerstone. We realized that assigning dedicated teams to every client or platform just wasn’t sustainable, and to be honest, financially not viable. Instead, HARMONY relies on technology-focused support teams that aren’t tied to a single org or client. That way, we stay flexible. Standardized workflows, shared tools like Teams, SharePoint, Jira and Confluence, and a few carefully placed automation rules help us cut down the noise. It’s not perfect—we still tweak things as we go—but it’s miles better than juggling disconnected processes.
Transparency is where things get a little tricky. We’ve found that even well-meaning clients can lose trust when they don’t know what’s happening behind the curtain. So we’ve built structured communication practices into the framework. This means defined channels, regular updates, and performance dashboards that don’t require a decoder ring to understand. It’s about offering transparency and building trust, not just logging data.
Of course, one size never really fits all. Customization is baked in. Clients can opt for modular SLA packages, request unique onboarding flows, or configure reporting to fit their internal rhythms. Some want direct platform access; others just need a reliable contact point. We try to keep the core consistent while offering enough flexibility to make it feel tailored—because it should.
Then there's resilience. We operate in a multi-client environment, and priorities are constantly shifting. It’s inevitable that conflicts arise. That’s why we’ve set up escalation paths, fallback procedures, and regular reviews. It’s not just about putting out fires. It’s about being ready for the next one—and learning from the last.
Governance and compliance round things out. We centralized license management, track changes, and audit incidents. Sounds dry, I know—but it’s essential. And with regulations tightening everywhere, especially around data access and privacy, we’d rather be ahead of the curve than playing catch-up later.
.png)
What’s Actually Covered
Under HARMONY, we handle two main service categories. First, we’ve got the Loyalty Services—these are Salesforce-based solutions that support client-facing loyalty programs like MOL Move and others (keep your ears open, some big announcements are coming). Clients might have separated orgs, or might share a common one the overall architecture and technical approach is shared. This lets us maintain consistent onboarding, reporting, and support while still customizing things where it matters.
Then there are the internal MOL Salesforce orgs—not exactly Loyalty-related, but still under our care. We use the same support model here, which saves us time and avoids duplicating effort. That said, these internal orgs often have different workflows and goals, so we’ve had to stay flexible. Tailored documentation and onboarding help bridge that gap.
From a technology standpoint, the framework touches quite a few domains. Salesforce Service Cloud is our incident management hub. Salesforce Marketing Cloud supports campaigns and customer communication, with Business Units split by client. Mulesoft handles integrations between dozens of front-end and back-end systems, while Azure supports the backbone of our services. Then there’s mobile—where most customers actually interact with us—and the Salesforce Data Cloud, which ties everything together for reporting, insights and segmentation.
We try to maintain org separation where it matters, but we also centralize where we can. IT Service Management tooling, Jira, and Confluence are shared across the board, creating a unified workspace. Even licensing is centrally managed, with client-specific allocations to keep things clean and fair.
How Support Actually Works
The team structure is built around technologies, not clients. That means one team covers Salesforce Service Cloud, another handles Mulesoft, and so on. These teams are non-dedicated by design—shared across clients and orgs. It’s a more efficient use of resources, even if it does mean we need strong coordination. Each domain has a Lead to oversee things and prioritization, and to step in when something gets stuck.
We keep support hours simple: 8 to 18 CET, Hungarian business hours. No on-call rotations. Clients know what to expect, and we’ve built a holiday schedule that reflects real availability. Requests and incidents come in through our central ITSM Portal, which we offer guest access to, so clients don’t need licenses just to get help. Email and direct platform cases (for licensed clients) serve as backup channels.
There’s a centralized priority queue where everything lands. Issues are scored based on their impact and urgency, then routed accordingly. Escalations follow clearly defined paths—from Level 1 triage up to domain leads or even management, if needed. The goal isn’t to avoid escalation, but to make sure it happens quickly when necessary.
Requests for new features or changes follow a similar path, logged in the ITSM portal and tracked in Jira for CAB approvals and development. Changes are coordinated across domains, and we keep documentation up to date in Confluence. It’s not glamorous work, but it keeps us sane—and keeps clients in the loop.
Communication Is Everything
If there’s one thing that makes or breaks a support model, it’s communication. For clients, we keep it straightforward. The Salesforce based ITSM Portal is the primary channel. We use templates to keep messaging clear and professional, and we stick to SLAs as best we can. But we’re not rigid robots. If something needs a human touch—or just a plain-language explanation—we make sure to provide it.
Internally, the story is about coordination. We use Salesforce Service Cloud for incident, request and problem management, Jira for development tasks, planning and time booking, and Confluence for documentation. It’s a familiar stack, and it helps everything stay in sync. We’ve also put effort into refining our workflows. Incidents flow to the right team. Requests get prioritized based on real impact. And changes don’t go live without proper documentation, review and approvals.
Escalations follow a three-tier path. Level 1 covers the basics. Level 2 brings in specialists. Level 3? That’s when we pull in leadership—because sometimes, you need a decision, not just another fix. The rules aren’t just written down—they’re practiced. And when things go south (they sometimes do), we make sure lessons are captured.
We also hold regular training sessions for our teams, maintain open feedback loops with clients, and hold ourselves to high documentation standards. It’s a lot of work, but we think it pays off in fewer surprises and more trust.
What Success Looks Like (and How We Measure It)
We track the usual KPIs—incident resolution time, uptime, and SLA compliance. But more than the numbers, we care about trends. Are we improving? Are the same issues coming back again and again? Are changes lead to incidents? Are clients getting value, or just a checklist of deliverables?
Reports go out weekly or monthly, depending on the client. Internally, we review performance regularly to keep ourselves accountable. There’s a central dispatcher team who triages incoming issues, resolves the fair portion of them and assigns them otherwise.
The HARMONY framework is still evolving. We learn something new almost every time we onboard a client or resolve a major issue. But the foundation is solid. It gives us room to grow without growing chaotic. And in a world where complexity is only increasing, that kind of structure feels like a small but meaningful win.
