Au Revoir, Salesforce

August 12, 2012 – that’s the day my Salesforce journey began. And let me tell you, what a ride it’s been! Today, I’m signing off from this incredible chapter in my life. Yes, it’s bittersweet...

Today, December 16, 2024, is my last day at Salesforce. I’m signing off from this incredible chapter in my life. My Salesforce journey began on August 12, 2012. What a ride it’s been! Yes, it’s bittersweet. Yes, I’m still processing the fact that my Salesforce adventure ends here. And yes, I have a lot to say – so buckle up for a mix of gratitude, irony, and a sprinkle of life lessons.

MERCI Salesforce for an Unforgettable 12 Years

Back in 2012, I was closing my second startup. My wife and I were broke, with a three-year-old and a newborn. Stability seemed like a distant dream. Enter Salesforce – the superhero of our story – offering not just a paycheck but a lifeline.

Working on Community Cloud (later Experience Cloud) was like strapping into a rocket ship headed for the moon. We took it from $0 to over $1 billion ARR. I grew in ways I couldn’t have imagined. Leading Partner Relationship Management (PRM), I had a front-row seat to what it takes to build a world-class product.

I owe a massive shoutout to Adi Kuruganti for hiring me. To this day, I’m not sure what he saw in me. It was one of those rare times in my life where I was deeply challenged yet felt incredibly supported. And to my teammates and colleagues – you know who you are – thank you for making these years unforgettable. If you’re ever in Castro Valley, DM me on LinkedIn. Coffee’s on me.

So, What the Hell Happened?

Let’s rip the band-aid off: I was part of the recent layoffs. Not a huge surprise. Amazon’s “manager-to-IC ratio” memo from earlier this year seems to have gone viral among Fortune 500 companies. Consultants (I see you, BCG) have been busy helping execs “optimize”. Translation: “Cut costs and make it look strategic.”

Salesforce’s 9% YoY growth, while respectable, isn’t the 30%+ we were used to . Layoffs were inevitable. The past few months have seen a steady stream of VPs exiting stage left.

Were they low performers? I hope not for my pride’s sake. My team closed over 100K idea points two years in a row – the most at Salesforce. The four VPs in my cloud, including me, weren’t exactly slouches.

But layoffs are rarely personal. They’re a cold equation:

• Can the business run without this person?

• Are they working on a strategic project?

• Can we reorg their team under someone else without too much fallout?

And, let’s be honest, there’s a subjective element. If your work isn’t visible or if your boss doesn’t fully understand its impact, you’re more likely to get the axe. I’ve written before about the importance of being seen and heard in product management. At senior levels, this is doubly true.

Lessons Learned

Enterprise software is a labyrinth. And when times get tough, execs have to make hard decisions. My three key takeaways:

1. Strategic Visibility Matters: The projects you’re on dictate how safe your role is. If it’s not tied to leadership’s priorities, brace yourself.

2. Don’t Just Follow the Flow: It’s easy to coast when you’re comfortable. I knew I wasn’t being challenged in my later years at Salesforce, but I stayed the course. Looking back, I wish I’d pushed harder for roles that aligned with my entrepreneurial drive.

3. Speak Up, Even When It Feels Awkward: Too often, I avoided “showing off” in leadership meetings. It felt unnecessary. Turns out, it’s necessary.

Would I Have Done Anything Differently?

Probably. When Experience Cloud merged into Platform, I felt a part of me fade. I missed solving customer problems and innovating. Instead, I was building platform components – essential work, but uninspiring for someone who thrives on entrepreneurial challenges.

I’m passionate about AI and its potential to transform businesses. What an irony that, as Salesforce shifts its focus to AI, they let go of a PM among the 1% most advanced in AI at the company. I integrated LLMs and AI tools into my daily workflow, created GPTs, and deeply understood AI’s limitations. Over the years, I became highly versatile, seamlessly switching between inbound and outbound strategic duties. Yet, this expertise wasn’t enough to secure a spot in the last reorg.

To be fair, I don’t think it was even under the control of my cloud leaders. Salesforce has become a massive enterprise software company, a well-oiled machine that runs in predictable ways. If you want a seat at the cool kids' table, you have to earn it -and get lucky.

Still, I’m proud of my team’s contributions. Everyone thrived and added their piece to the edifice. Two of my PMs were promoted in the last 12 months –yes, I was surrounded by SWAN PMs!

What’s Next?

First, detox. I’ve spent the past weeks cooking for my family, playing tennis with my childhood buddy Laurent, and experimenting with more AI tools. Giving myself time to process has been crucial. After all, I turn 50 next year, and I want my next move to count.

Over the years, I’ve lived and worked in six countries, each offering its own unique adventures and lessons. Experiences like those remind me that a layoff, while inconvenient, is a small blip in the grand scheme of life. Getting kicked in the butt can often be the best nudge toward an exciting new adventure.

I have a few ideas brewing, but that’s a story for another day. For now, I’m savoring the lessons learned and the memories made.

MERCI SALESFORCE FOR AN AMAZING 12 YEARS. And to everyone reading this: onwards and upwards!