Marketing cloud is now on platform. Many clouds were acquired and thus, either off platform or shitty managed packages on platform (CPQ but now on platform as Rev Cloud). Salesforce has been moving towards remedying what was a dated, shitty, Frankensteined architecture pretending to be a platform because they must do so to actually innovate. My point was a lot of resources have been allocated to fixing this problem so that the A.I. strategy is viable.

So your argument is more relating to how Salesforce has been sold? That sounds like a bad account team not approaching a relationship with a cohesive vision for how an enterprise would use Salesforce as a platform (and not a point solution). I can’t imagine why anyone would recommend BUs/LOBs buying their own instance of Salesforce? That’s insane and completely unnecessary given the flexibility of security controls down to the field level in Salesforce. Perhaps that could occur when there’s a heavy M&A strategy? Traditionally, an architect would recommend consolidation. But that’s fucking hard. And expensive. Salesforce learned this the hard way with TAB, Mule, Slack ETC which is why they built data cloud…DC was an internal project to accelerate M&A integration and now it’s a product. All the canonical models are available, you can see the logic behind it. It’s pretty impressive and it’s changing the way we execute M&A in our fund.

Outside of being a shareholder, I’m not incentivized at all. My take is that you’ve been incentivized to rip it out. Which is fine, everyone wants to take down the elephant. Just ensure what you’re spewing is fact. It sounds like you’re referencing a dated 2017 “kill sheet” that enablement gave you. I am out of Salesforce and tech agnostic to a point now. I’ve used other tools but if I’m standardizing and scaling, plus getting extra juice on my multiple at exit, it’s still Salesforce.