True to the Core | Dreamforce 2025

All right, welcome to.

We're going to call it. Is it the 23rd true to the course? Should I say that because we have 23 Dreamforces. I feel like I've been with you every dream Force, but where are the costumes? Like, it's kind of a weak showing. I was looking for a little bit more spice here today. Oh, we got some. Oh, thank you. Thank you. Well done. Good sparkles there. Bringing your A game. Well, you guys know what we're doing. We love the energy you bring and the accountability you bring to us to make sure that we stay on point and that Steve Fisher listens to you and does all of the product recommendations that you have because he runs all product strategy. Welcome, Steve Fisher. Yeah, actually, let's go for it because I don't have a clicker. Let's go to this slide and let's welcome everyone. So, Steve Fisher, why don't you introduce yourself? We'll walk down the line. Everyone can say hello.

Sure. Well, it's exciting. I think my last true to the core session was probably 1516.

You prefer to be in the audience, Admit it and tell us what you want versus be up here and be accountable.

That's still what I do. This is my second time at Salesforce. I was at Salesforce from 2004 to 2014. I think really sort of led the creation of the platform for four years, and then I ran engineering for six years. And then after 10 years, I decided I was going to go. I made a mistake and went elsewhere. So I was a CTO at eBay for five years, and then I theoretically retired in 2019. But a couple years later, Mark called me up and here I am back for almost four years now.

But I think you learned a lot at places like ebay and brought it back here.

I think it all worked out for the best.

Thank you for coming back, Meredith.

I'm also boomerang. I was at Salesforce in 2013-2022, and I just came back about six months ago to look after trailhead in the community. So excited. A lot of community folks here today and excited to be back.

Yeah, that was really awesome because we really want to reinvest in the community. I felt like we had a little hiccup there maybe in terms of how we took care of all the communities because it's not just one. So it's great to have you.

Thanks, Parker. My name is Jaish.

First true to the core session. So very excited about this. You look nervous.

I am a little nervous.

I've been with Salesforce for 10 years now.

First time core member as well.

Been leading AI here at Salesforce and.

Privileged to be working on engineering for aging force. Awesome. And the man who's going to answer every single question.

Hi, friends, my name is Kush. I'm a PM on the platform team and I think I crossed my tenure mark this year. So awesome.

That means he's part of KOA Club at Salesforce. When you're at the 10 year mark, it's pretty awesome.

And I'm Liz Trudeau representing the Experience. Org, and I've been here about four years and this is my second true to the core.

Awesome. And we're working on being designed first. Right, Liz? All right. Well, I have no questions. You're weird. I guess you guys don't have any questions. Do we have a lineup for questions? Oh, no, we're going through slides first. I'm going to get you slides. Who's doing the slides?

I'm going to talk to a couple slides.

You didn't tell me you're doing the slides.

Well, I was just told.

We just came from the investor group and they're very excited. So.

Yes. So obviously you've been at the event. You saw the big keynote. I'm sure you've been to lots of sessions and just try and sum up, I think what we've been trying to do really the last few years. As I mentioned, the core platform is extremely near and dear to my heart. That's what I really sunk my teeth into the first four years I was here. But one of the things that I kind of saw being at ebay, as Parker mentioned, what was sort of working for us there, which was when we brought together all the data about our buyers and sellers together, which is pretty big scale. And then when we would layer on at the time predictive AI on top of that. And as we, that allowed us to try and deliver the most relevant personalized experiences to each and every one of our buyers and sellers across every touch point, Whether that was the 100 million emails we sent today or the billions of dollars of advertising that we did, or the web experience, the mobile experience, or the contact center, the call center experience, whatever it was, that kind of was working. And I was just reflecting. The reason I came back was I was reflecting when I retired on my 10 years at Salesforce building our core platform, sales cloud, service cloud, kind of before the large number of acquisitions really started to kick in, that was obviously CRM, but we were building at ebay was also kind of CRM, but it was a very bespoke CRM and it was kind of a different CRM. And the reason I fundamentally came back was it seemed like in the new world, this was back in 2021, massive data, the power of predictive AI, the power of automation, analytics, every possible channel, being able to put the customer at the center. That's really what Salesforce was meant to do. And in the interim, we'd done a lot of acquisitions. And so we had amazing acquisitions, amazing technology, amazing teams, great customer relationships, but a disconnected experience, a disconnected platform. What we have been working on, really for the last four years is, okay, we need to take as the core of what we have, that core platform, the metadata and all the tools, flow and everything that we built on top of that, the deep integration with all the applications. But we need to expand that and allow it to support all the customer touch points, all the customer data. And so that's why for us, things like Data Cloud or Data360, the most important thing that we did is deeply integrated into the platform, which really required us to reinvent the whole metadata layer to two orders of magnitude more scale. It was a very heavy lift, Reinvent kind of all of those core platform tools. We didn't want to build something separate. We wanted to build something that took the existing platform and made it much better. So flow works with data cloud natively, all the page layouts, all the detail pages, all the things that we reports and dashboards, all the core capabilities that all of you know and have given us feedback on. Now, with expanded data predictive AI. But then obviously gen AI hit and ChatGPT hit, and we all had our ChatGPT moment in late 2022, and that required us to reinvent again. But rather than build a separate platform for agents and a separate platform for data, and a separate platform for all of this instead, no, we're going to reimagine dramatically expand that core platform with metadata at the core and all the core capabilities at the core of it, with sales cloud reimagined, with service cloud reimagined, but also with commerce cloud and marketing cloud and Tableau and Mulesoft and Slack, all reimagined to be able to create just a much bigger, more powerful, more capable platform with agenta capabilities at the core. And you've seen over the last year, Agent Force, Agent Force two, Agent Force two dx, Agent Force three, and now, I think what we're releasing at Dreamforce this year, by far the most important capabilities we've ever released, probably as a company because we've spent so much time with most of you, I think, in the trenches, trying to figure out what are these LLMs really good for when it comes to business, and where do they fall short when it comes to business. And we need to bring that all together as part of that unified platform. And so all of that really is what Agent Force 360 is all about. That deeply unified platform, as best we can. Layer of data, AI, predictive and mostly agentic. Reimagining tableau as a semantic layer to give meaning to the data, the visualization layer, automation with flow and integrating flow with mulesoft and bringing all that to the agents, all the data to the agents, unstructured data, data governance, and then all of our applications on one platform. We think that that is kind of what our mission really as a company has been, and we're pretty excited about where we are today.

Is that all?

That's it. That's all I got. That's all I got.

Pretty awesome.

Just one more slide. We've also really worked hard. Sometimes you can be a demanding audience, and we really appreciate that. I was taught by Jacob, who works with Mark and does all the keynotes. Feedback is a gift. Sometimes you got to work your way into accepting that. But once you get to that point where you welcome and treat feedback as a gift, that's how you actually get a lot better. And so we continue. Hopefully we're reinvesting in the community. You know, some of the things that we've tried that we've done the last year, giving more insights, the monthly meetings, bringing slack onto idea exchange, sharing our roadmaps much more broadly. These are just manifestations of what really matters is the engagement and the dialogue and, you know, keeping us honest and putting our feet to the fire when it needs to be done. And it really. I mean, I don't. We could just not be the company that we are without the unbelievably deeply engaged community that all of you represent. So we just are so grateful for all that feedback.

All right. But I think we've delivered on some feedback, haven't we?

Yeah, we do. So let's dive right in. We've got a few exciting updates.

Want to try to soften you up by saying we did do some stuff for you.

There you go. We did.

Please. Because we did.

All right, so let's go to the next one. So if you haven't heard already, we've brought AgentForce into setup. We appreciate your patience, but again, this is an example where we're bringing Agentforce to help address a number of your long standing requests. Requests like hey look, show me a list of users with a particular permission, show me all users which are frozen, help me troubleshoot permissions, et cetera. Right. So it's in pilot right now and just in pilot itself we believe that we'll knock out about close to 120,000 IDX points and in the next few weeks and months as we go to beta and ga, we will also address a number of your long standing requests along the way. But clearly really appreciate the partnership. Shout out to Andrew Russo, he's been a strong proponent for this as well and all of the feedback that you have provided. Next Lists and Records continue to get some love on the list side of things. We address some of your long standing requests around multisort across related lists list related list. We brought dynamic related list over to Mobile Record Pages and Object Home. Record Home and Object Home have both gotten more than 30% faster as well. So again closing out a good number of points there as well. Next if you haven't heard already, Agent Force Vibes so go for it. Again, the ability to use natural language to build out your app, build out your LWCs, your APEX and so much more. But there's more than just Agent Force Vibes that the team has delivered. One of your biggest long standing asks has been around State Management. So LWC State Management. No longer do you have to do prop drilling. So we have this out of the box as available. This is your top pass by the way. Lightning out this has probably been the one beta that's probably given Gmail a run for its money, but it is now generally available and so lots of good progress on this front as well.

Next.

Scale center is now generally available across all editions, bringing a ton of insights. Whether those insights pertain to Lightning Performance Scale, softwool, bunch of different insights and then obviously Apex Guru is built in giving you all the recommendations and as you can see we've had quite a few Apex recommendations already been implemented. Next and finally on this side, alm, our application lifecycle management side of things, we continue to improve it. We have expanded the testing providers. You've got Agent testing, you've got flow testing, Apex Unit tests also available. We've also improved the DX inspector. Again this is the one in your sandboxes. There's a little bar at the top which shows you all of the metadata changes that you're making. You have the ability to track them, you have the ability to now push them directly from from the DX inspector into your DevOps as well. And we have a few items also in beta and dev previews. We're bringing DevOps center to core, so no longer do you need a managed package. We also have a set of mcps that allow you to sort of identify and sort of go through the application lifecycle management via invoking these MCPs. So good progress on this front. Next.

Awesome. As Steve said, feedback is a gift. And we now have 28 global leaders who are part of our community advisory board who are giving us lots of feedback. Feedback and so really excited. We have them serving an 18 month term. Some of them are here in the room today. We have sub communities subcommittees that are focused on different areas of feedback. We've done a sentiment survey and we're taking action on a lot of the things that came up here at True to the Core last year. Hopefully you're seeing some of them in your experience here at Dreamforce. We've also rebooted the Salesforce architecture program. So if you're curious about what we're doing there, please check out the. Please check out the Architect Vista to hear more about what we're doing with the Salesforce architecture program. And we've rebooted the Salesforce military program so we have free certifications happening for our.

Yeah.

For 86,000 members of the Salesforce military. So really excited to see that program get off the ground. And trailhead, the other part of my world is True to the core. We know Steve loves trailhead. He has almost a million points on trailhead. Yeah. So we're going to have to do a big celebration for Steve. And of the new badges that we've built this year, over 270% of them are for our core products and industries. So really looking at how we could continue to skill reskill, upskill with our core products as well.

Another thing I'd say is we're using it really heavily internally now. So like, and Steve's actually pushed this really hard. Like everybody in Salesforce needs to learn agent force. So everything you're learning, we're really trying to learn as well and make sure our employees do the same. And then if we don't like the trails or we think they need to be better, which we do provide our.

Own feedback, we do get a lot of feedback.

You get the benefit of that. But just know that this learning system is something super valuable for Salesforce as well.

Yeah, absolutely. We have over 13 million badges that were earned this year and over 3 million are hands on. We know you love Getting hands on and getting into the org. So we're really trying to push more of that content into the trailhead experience. And we just launched Streak, so we know Steve's going to keep up his streak. But who else in the room is going to keep up their weekly streak? That's something that we've had live for a couple of weeks.

I have private streaks. Steve doesn't know about it, but okay.

So we have over 100,000 learners that have already earned a streak. So I'm excited to see what that number looks like next year. And of course, our new skills. So over 9 million trailblazers skilled up on trailhead and over 200,000 people who've earned Agent Blazer champions. So new content has dropped this quarter as well. Awesome. Well, I am pleased to announce that SLDS 2 is now GA and it is live for all major editions and major clouds. And this is a huge upgrade for our design system and really an unlock for consumer grade experiences. If you haven't seen it, please visit us at Camp Design in Trailhead Forest. What you get with this is not just a new theme, but you get increased branding and theming options for your whole organization. UI flexibility, accessibility, preferences. It is a major improvement. There's one feature that I'm really excited to share with you and with that I need the help of Cassie Yu, who is an administrator at Aristotle. Welcome, Cassie. Cassie has had a question for us almost every true to the core and we're going to ask you one more time. Can you ask that question? So when are we going to have Dark Mode? Thank you for asking, Cassie. I am pleased to say that Dark Mode is finally here. It is beta, it is live in starter orgs and it is coming soon to sales cloud and service cloud. And this is a major win for accessibility and also for users across the globe who prefer this. Thank you, Cassie, for advocating for this and speaking on behalf of your users and for the entire community.

And since I've been spending a lot of time in Slack, I'm looking forward to Aubergine Mode as well.

Yes, well, that is possible with the theming and branding options. Should that be your preference sense.

All right, let's roll. Let's get the questions going. We have mics here. Just one mic. Oh, oh, we're skimping it down this here. Only one mic for you guys. All right, fire away.

Okay, so I'm Tom Bassett, senior solutions architect from London and I've been a little bit creative with with my question, so bear with me. Where is the trust where is the care?

The trailblazers show up but is salesforce their data exposed? Agent for security flawed we're holding the.

Line while you're missing the calls where is the trust?

Where is the truth?

We built this ohana we're standing with you. We give our time, our hearts, our.

Drive yet we're treated like marketers, keeping the dream alive.

Where is the trust?

Where is the proof? Funding is gone while programs stay aloof.

We rise together we shine, we fight as trailblazers we demand what's right.

I guess I'll give that to Meredith. I'm not sure where to take that. That was, like, right there.

That was a really fair question. I think that's a lot of what we're doing with our community advisory board. And there are folks in this room who are part of those subcommittees are helping to shape that. So one of the things that we're looking at, we have a lot of our executives who go out to these streaming events, to our community events. I know Jim Roth. You were in Austin with us recently. We're going to get more of our executives on the road, and we're going to bring them to the community events so they can hear your feedback firsthand. So it is a. Is a big. We have our community sentiment survey launching in November. So keep giving us that feedback. We are making changes. And we hear you.

What did we stop funding.

The certification days, for example?

There are other examples, but.

Yeah.

CGL swag. Yeah.

Well, we can solve all of this, you know, and I think some of it is we just lost our focus. I'm sorry. You know, and we didn't have a leader like Meredith. No offense to her. I forget who was running before. That was a little harsh.

Actually. Leah did an amazing job. I mean, she was right. The community advisory board, off the ground. She was really instrumental.

No, but.

All right, I'm sorry. I don't think we had a focus on it as a company. And Leah, you can. You can hit me later or give me the feedback of what was stopping you, I think, because I'm sure that there are many forces that we just lost our way. I don't know why we keep losing our way. And maybe that's why we're going to eternally. This is like a dream. I'm eternally stuck on this stage. I'm having you give us feedback. Yeah. Leah, why don't you challenge what I said? Because now lay it on.

I thought I was just going to.

Be a participant, pick up what I'm putting down.

Well, I'm definitely going to pick up what you're putting down because it's wrong. Ok, let's be very clear as a company, there were things where we did have to make budget cuts and yes, swag was one of them and we did bring it to the community. And I did a ruthless prioritization exercise around what is more important, certification swag, this or that. And a lot of times you have the teams, you have our amazing trailblazer community team who is advocating really hard inside these walls and saying this is what's important for the community. We must do this. So there has been budget cuts. Absolutely. And we've had to ruthlessly prioritize on certain things, but yet we did reinvest in things like relaunching the military program, which was really important, relaunching the architect program and all of these things take funds, it take headcount. So when you see headcount coming in those places, that is money, that is investment. It may not be in the investment that you want around a plushie, but it's an investment in a program that's serving a wider community. So there have been shifts, but things have been happening. We haven't lost our way, we're finding it. It may not just be in the way that is always what people see, but it is indefinitely in the way that's going to serve a wider community. Thank you, Leah.

Thank you. I really don't know how I'm supposed to follow that. I do not have anything in iambic pentameter or anything like that for you, but that was awesome. So my question may have already been addressed and it might be part of LDS2, I don't know. But we have all this wonderful data and we've been given all these incredible tools how to manipulate it, to share it, to show it. But in dashboards we're beholden to the 14 different color palettes that are part of the reports give us. Why can't we have custom colors to brand our dashboards?

That is a completely legitimate question. I am actually going to turn that to our design systems team. Adam Doty, do you want to take that?

We.

So two things. One thing is, is on the roadmap we have a.

The next generation theming and branding will be rolling out in a release or two.

But for data visualization we are investigating that actively right now.

I just don't have a release date for that. But make sure that's on the idea exchange so we can track it. We are actively looking at that, especially for data visualizations and dashboards and reports.

And all that kind of stuff.

So it's related to the theming and.

Branding roadmap, but it's separate and. So let's talk.

Yeah, absolutely.

Thank you.

Yeah.

Hi there. I'm Elan. I've been here before. I appreciate that you listen to our feedback and that's why I work so hard to give you heartfelt feedback because I really care about making some changes. I'm going to try super hard not to go on for a long time. AI is incredible. We've all used it to some extent. We've seen the amazing things that it does. I used Asian Vibe last week and it blew me away when I had a 10 minute put together a 10 minute prompt. It did amazing things. Then I kept trying to tweak stuff and it did a couple of things and then it stopped working. Then it told me that LWC can't do this thing and I was like, hold my beer. Because in five minutes I did it. After spending two hours trying to get it to do stuff that it just failed and fell on its face over and over. But hey, maybe I'm just a bad prompt builder. Last night I was working on a challenge that you give us so I could win a prize downstairs. And part of it involves talking to an agent that you all built. And it's like, you know what? I can't really figure that out or help you, so why don't I get a staffer to help you? What table are you at? And I'm like, listen, I'm in my hotel room, on my own computer, over and over and over. Why don't I get you a staffer to help you with that? The point I'm trying to make is that AI is not a solution for everything. But for the last two years, you all mark, everybody has been pushing AI and Agent Force as the solution for goddamn everything. And the truth is that I can build interfaces. We all can build interfaces for our customers that are better for them, smoother for them, quicker and less expensive for us to run than if we put an agent in front of them. And one example that you all saw is people complained about taking the search bar off your help center. I think you've reversed that or at least said you're going to reverse it. So that's cool. I appreciate that you listened. But I come to Dreamforce to learn some stuff. I come to TDX to learn some stuff. And for two years I've heard nothing but Agent Force. And honestly, I'm not seeing the value in Dreamforce that I used to see and I really want to keep coming back. And if you respect me and the rest of the audience, I hope. Thank you. What I was going to say is that I hope you keep building the incredible tools that you've built with AgentForce and you keep pushing the entire concept of AI solutions forward because you've done a truly amazing job. But I know you're doing other things. I want to know more about Flow Builder. I want to know about App Builder. I want to know about SLDS2 reports, dashboard improvements, sales service. There's so much that you do that we use every day and I would love to learn about it, but I can't. Because you won't talk about it. Because it seems like Agent Force is the only thing you want us to know about. It sounds like they agree.

I'll jump into that one. They jumped to the last one. That went so well. Yeah. Anyway, you know, these shows are a lot about. We need to talk about the future and where we're going and the big things that we're doing. We have a lot of things we could talk about, but there's limited time and space. But it's good feedback. Maybe we need to create some space for some of these things. You know, some of it's incremental. Like what you're looking for is incremental. It's all good stuff, but it's incremental and we need to do it. And that's really what we're talking about in this room. That's why we create this space. I think TDX is another place where we need to do more around the platform and admin. But we'll look at it, but it's not going to stop us. We're still going to have Dreamforce be. This is the future. This is where we're going. AI, blah, blah, blah. Data, Slack.

Absolutely. Just make room for all of it. That's all we're wanting to do.

It's hard to make room for all of it, but we'll take that into account. And maybe there's spaces that we don't have that maybe this is an easy solve and we just need to create those spaces where you can. Can you can find that we still have a. We still have a merit.

So I think there's an element, Parker, of what we can do with our community events, too. We can go out to the community. Right. We can bring our.

We want you to come to Dreamforce. Like, I was trying to answer, like, I don't want you to Stop coming to Dreamforce. Okay. I'm.

Yeah, we have 30% more of our sessions are by the community, for the community. So this year we have a bigger space. So you will see that in Agenda Builder. You can go and you can see and the numbers are there in terms of Dreamforce right now. But I do think there's an element of going out and evangelizing and bringing our makers, our product and engineering teams to the community. Right. And having those conversations. So that's something that I want to get going with my team and all of the product folks here and getting them out and having those conversations. So you should look forward to that happening. And I think at TDX we have an opportunity to take that feedback and bring it in, I think. I have a question.

I appreciate your feedback. A lot of the teams that I work with, they work on a lot of things that you mentioned. This year, actually, we've had, in full fairness, we've had a few more sessions than before. We will take your feedback. We will improve. On the subject of vibes, please catch up. I'd love to catch up with you and understand where you ran into and then we'll go from there.

Thanks. Yeah, I have a slightly different take on it maybe because I think yes to everything that was said, but I think the last couple of years, I think have been at least we believe strongly that the gen AI and LLMs represent a fundamental shift as big or bigger than the cloud shift. We have significantly invested in those areas. That has to come from somewhere. We put about half of our investment into what we call trusts, security, availability, all that. We can't sacrifice that even then with that significant investment. That's a challenge. But we do believe, we do believe, I believe that the next generation of setup, I mean we've been having setup is a challenge to navigate, as you all know better than anybody. And for 20 years we have punted on we need to re architect setup. But now we believe that it's going to take a little time because these AI things, they don't always exactly work the way that you think they're going to work. That's the lesson that we've been learning and relearning and relearning, especially the last year. But we think that that is a completely new way of how do you configure and be creative and get our platform to do what you want it to do and integrate with other platforms and create the next set of flows and the next set of code and the next set of agents. And that is Agent Force vibes, which was ga, what, a week ago. I'm sure it's got a long way to go, but we think that that and the Gentix setup and all the other things that we're doing are the right path forward and that, you know, we may be wrong on that. I don't know. But I think if we hadn't put. And that's whenever you. When there's a disruption like this. Salesforce was born out of a disruption which was cloud and a lot of other companies that were much, much bigger were the giants in the industry. They got hit by the innovators dilemma. They did not jump on it and they're not doing so well these days. We don't want that to happen to us and we don't want that to happen to you. For me, I was thinking about this question which I was expecting and maybe this is. Maybe this won't resonate, but I think of the word trailblazer and trailblazers are blazing the trail, going where people haven't been before. And at least in my view, and I think we all have conviction on this, that AI represents that and we're on this journey and it is not easy. And did we get it a year ago when we launched Agent Force, it was, I think probably as good as anything out there in the industry. But it had a lot of issues which we learned over the last year. But all the. You couldn't do testing, you couldn't do observability, you couldn't do traceability. And the big lesson we learned was you could prompt as much as you want and the AI was still not going to do what you wanted every single time. So we needed to add agent script and determinism and that is taking a lot of our energy and a lot of our investment. And the same thing around data, especially unstructured data. It turns out that just creating and embedding and putting in vector database is not good enough. And so there's no question now at some point will that surge on investment start to normalize and that will just become the new normal. And Salesforce is agentic and the way you engage with Salesforce is agentic. And the agents are working better and the security issues are in the past. We're working as hard as we can to get to that day. But I think if we hadn't done that surge, I think we would just be kind of the companies that we left.

Whoops.

That we left behind and we don't want that to happen. And we feel, I guess I feel that that's part of our responsibility, not only to our customers and to our investors and everybody else, but all of you who have kind of bet your careers on us being at the forefront and blazing that trail with you. And so I think it's not just the what did we talk about at the show? I think it is somewhat reflective, maybe not 100%, but somewhat reflective of where we have been investing because we are determined to be relevant for the next 25 years like we've been for the last 25 years. And there's just no question that data, and especially AI is going to be at the forefront of that. And I think you acknowledge that. So it's partly you're reflecting on the event, but you're also reflecting on the reality of where we've been investing because this is not easy. Reinventing our platform, taking that to the next level, reinventing our applications for the future, you know, bringing, reinventing how we think about data, reinventing our core tools, things like Agent Force, vibes. We're all kind of this, I think this really, at least for me, it speaks to what it means to really be a trailblazer and be on and it's uncomfortable. You're not going to get it right the first time. And we super value all the feedback that we get from all of you and from all of our customers as hopefully we're going to be able to collectively through that feedback loop, get there faster than anybody else in a better place, than anybody else in a stronger place. And we want all of you to help lead us in that direction and have that feedback. And does that mean we're going to make some bumps along the way? Probably more than maybe we did in the, you know, in the lead up in a pre agentic world when we were more in the performance zone and now we're kind of in the transformation zone. And so it's difficult and uncomfortable, but also I hope that kind of, it's a little bit energizing also because we don't exactly know what the future is going to be, but we're going to create that future together. And that's. So that's what we've been spending our time on. Thank you. Thank you.

Hi all. So I think it's important to criticize. I think it's also important to praise when things are done right. So I came up here at TDX and I asked you to fund community. I asked why there wasn't a golden hoodie and you answered and you responded. And I want to say thank you for the things that you have done. Because I know Sasha Taylor's team has been very busy giving out more golden hoodies at this event, and it's been visible, and I think that's important. I also want to say, I think Parker, you said maybe we've lost our.

Way around community, and maybe I was wrong. I think that was proven.

And I don't necessarily know that you've lost your way, but I think you may have lost a little bit of touch. And I think that's because there's so many people who come into the company who have never experienced the community. And how can you understand something that you've never experienced? So I have an ask and Meredith, you've alluded to this to a point, and thank you for that. But I think it doesn't go far enough. I would like to challenge you to put in your 2026 fiscal year 27, whatever's coming up, V2 mom that every employee goes to two community events a year, whether virtual or in person. Because if they don't understand it, how can they support it? How can they evangelize it? And how can they truly internalize what community has meant to this company and to all of us? And I would also like to challenge you to send your executive team to one community dream and event around the world each year.

Thank you.

Michelle knows that she has my support, so hopefully, Parker and Steve, we have your support too.

I think it's an excellent point. And as Meredith talked about, I've been heavily evangelizing trailhead within the company because technology is changing so fast that all of you are kind of probably ahead of where most of our own employees are. But I think maybe this. I really resonate with what you just said, and it would, you know, it would be very empowering for all of us to do that. So I think, you know, I'll go and we'll talk about, you know, that what you said is really going to stick with me. And when our next senior leadership team meeting, we're going to talk about that and we'll see if we can make that happen.

Thank you. Hi. I was at the microphone last year and that was a comment about customer support. I am a third party Salesforce consultant, so I run a business where I help your customers and clients. And mine love Salesforce as much as we all do. And support was not showing love to a nonprofit client that I had. Spoiler alert. I did get a great response from customer support, got people involved because I spoke at the mic and after another six or seven weeks, got the issue resolved. So that was the good news. I'm at the MIC this year because I want to talk about the issue that started the whole thing. And that is, I think, a very simple thing. And it has to do with experience cloud and login licenses and the way the count is calculated. So I'm not great at math. I'm going to make it super easy. It's a 1 to 20 ratio. So if I have a community established, an experience cloud experience set up, And I think 100 people are going to log in once and never again, then I buy the login licenses, 100amonth, and that gives me in the background, 20,000 licenses. 120. 20, yeah. So when I reach the capacity of community licenses, then nobody new gets a license and nobody can log in. So I was working with a small nonprofit. They had 650 licenses a month. They hit the 13,000. No more people could log in. Their business was basically halted. They are a small nonprofit. I immediately opened the case and I.

Said.

How do we get 13,000 to be a bigger number? Because nobody can log in. And because they weren't paying for the highest level of support, nobody answered for three days. So I was going in and manually deleting community licenses where people hadn't logged in in two or three years. But the bottom line is, with the 20 times ratio, in less than two years, if I truly had 100 new people log in every month and they never logged in again, my licenses would be consumed in less than two years. And the answer that kept coming back from Salesforce was, you have to buy more licenses. And I kept saying, but we're not using more than 650 license logins a month. We're paying for login licenses. They are not supposed to be calculated at a limit. Can't you just raise the limit? We can't raise the limit unless you pay for more licenses. That's changed your contract. But we're not exceeding the 650. So I hope that made sense. Somebody's nodding. So I just want to know why it can't be easier that it has to be a change to a contract and somebody has to pay more money or an admin like me has to go in the background and manually delete or deactivate a bunch of licenses so that a business doesn't come to a screeching halt.

No, I appreciate this feedback as trust. We should not be halting one's business. I'd love to follow up with you. We will double click into this and get to the bottom of it.

I think historically we're just all focused on licenses and named licenses and we've added a ton. That's more thinking of usage. And we should just look at this totally differently because that's essentially what you're asking. You're saying just have more of a usage based model and maybe okay, fine, there's overages and we won't charge if it's over X. You know, I think we can rethink the feature in a very different way so that you don't even have to do any of that math like you did. Because I kind of have followed it and just make it just a simpler model. And we're trying to simplify our pricing across the board. It just sounds like this area is a little antiquated.

Thank you.

Thank you.

Hi, my name is Jeremiah Doan and I'm a technical. Oh by the way, sorry, interview. We're going to go till 5:15 so we've got extra time. My name is Cher Mai Doane and.

I'm a technical architect at Block. My question may seem slightly hyper specific.

But it applies to a broader concept.

That I have a question about.

So for me, speeding up the ability.

For developers to get environments quickly allows.

For them to quickly solve bugs, reduce.

Issues with product usability and ultimately deliver faster on the platform. We are exploring the usage of Scratch orgs.

However, in the exploration we found that we cannot use Org Shape by way of this. This also means that we have to.

Enumerate every feature that we need enabled.

For Scratch orgs, as well as scripts to sanitize metadata and deploy data to.

Scratch Org environments to make it meaningful for developers.

This is obviously very cumbersome and time consuming on the initial setup. So my question to Salesforce in this audience is one what is Salesforce doing.

In terms of making the usage of Scratch orgs easier?

But broader speaking, what is Salesforce doing.

To make the developer experience and release cycles more efficient so that we can deliver better product to our customers, internal and external?

Vivek, do you want to. Yeah, go for it. Dilip, Thank you for your feedback. I'm the product manager for Scratch Arcs and I would love to connect with you because the whole purpose of Scratch Arc Shape is to enable you to not have to explicitly specify each of the features. So if it's not working in your case, I would love to connect with you and find out what could be going on. Because the fundamental reason why we have Shape is to solve these kinds of use cases.

Then to the broader question about what are we doing about developer experiences and making it easier for us to deliver product to our customers and speed up early cycles.

So in terms of scratch arcs, one of the things that we shipped last year is the concept of scratch arc snapshots that enables you to spin up scratch sharks with lot of packages and metadata much faster. So we have intensely worked for the last couple of years to improve performance of any long running operations, be it packaging, being spinning up the scratch organ, all those things. I would love to hear what specific challenges you are having. But in general we have and we continue to invest in making the developer experience and the developer productivity much better on our platform by looking at each operation and seeing how we can fine tune and improve both the performance as well as the reliability.

Awesome.

Thank you.

So since this is true to the core, I think security fits in the whole concept of the core platform and there's been some things like connected apps that have some security concerns and areas for improvement.

One of those is that if you.

Have a connected app with say a third party app that's going to work.

In the user context, there's no way.

To actually lock down that app to say you can't access this special object or these fields, even though we want the user in Salesforce to have access.

To those, there's no way to say, oh well, that connected app can't touch those.

So you can't actually have like the principle of least privilege with a connected.

App with a third party integration.

That's part one. Part two is Salesforce has trust as its number one core value. However, there are paid extra add ons.

Like Security center, event monitoring, transaction security.

Policies and multiple other ones that are all paid add ons. So is Salesforce having some issues with alignment between having profit versus trust with the paid add ons to allow us as customers to have trust? I understand that there's large orgs that.

Might not need the features, so like maybe field history tracking that's in SHIELD.

Isn'T needed for everyone that stays paid.

But things like Security center should be.

Included I think for customers so we can have a trusted safe experience.

So for point one, Cheryl did mention that you had this feedback, so I appreciate it. We'll definitely look into it. I think it's a good point for us to consider. Point two, do we have Marla? There you go.

Yeah. Hi. All right. Hi. It's a good question. It's very valid and I'm glad that you asked it. So first of all, I want to say that in terms of trust versus Profit. We spend a lot of time and effort and money on security that comes.

Out of the box.

It is absolutely our number one value. Things that are table stakes that should be required, that need to be there, are there out of the box. We have a phenomenal security team. We have a cybersecurity team that is working seven hours, seven days a week, 24 hours a day, not the reverse of that and doing things like advanced monitoring and protections. Things that you're not things that you're not going to see but that you will hear about if, if they're catching something that is like, that's relevant to your work. So that's, that's thing one that is like inherent in the platform. It is a very secure platform. Two is in terms of like how do we decide if a thing is paid or free? It is partially like hey, that's the. These are not things everybody needs. The things that are paid add ons are advanced protections that are not going to be something that every single customer of Salesforce is looking for. And if we do think things fall into that camp, we do make them free. And so things like. And they're from the same team. So you mentioned Security Center. The Security center team also does Security Health Check. That is where when we're like we should have that but we shouldn't make it paid, we're sending it to Security Health Check. So that same team is actually super heavily invested right now in a bunch of updates to Security Health Check. More metrics, more data. We're making it proactive so it just runs in the background instead of you showing up and clicking a button and then figuring out your health score.

And.

And we're making it so that you can subscribe to it. So if your score changes, you can go figure out why and then we're going to give you remediations on how to correct it. So that whole set of features which is akin to it's like the free version of what would be paid in Security center is, is very. Is getting some serious investment right now and you're going to see some, a lot of new things coming out in the next release. Same with event monitoring. When things are in event monitoring they all. Event monitoring team also supports all of the free security events and they're just not called event monitoring. They just go to the platform. Things like login anomalies, login events are all just out there on the platform. Maybe you should be tying them more closer together so you can tell the difference really between what, hey, this is the same capability but this is the free version. This is the version that we think not every customer is going to need or want or want to pay for overall in the platform is just platform wide tax. But that's sort of like that's how we make that determination and how it works right now.

So does that mean we can have Security center included?

Some of those features that should be free are going to be in security health check. But why don't we talk afterwards? I would like to hear what pieces of it you're like these things specifically because security center sounds like. Yeah, that's a good idea. That sounds like security. It should be free. But really what we're looking at is like thing by thing. Where should this go? Is this free? Is this paid? What's the cost to serve? Who's the right? Which customers are using it? And not every customer wants those capabilities. The things that we make free and available on the platform are the things that are coming from that same team, but they're going into a different place.

Thank you.

Hey y'.

All.

I appreciate the opportunity to have a career on this platform. And I created that career on this platform because you all created a space for a lot of people and back in the day you spoke out and did some justice work for what happened in Indiana. You my first dreamforce. I packed safe needle kits for nonprofit here in San Francisco. And it's one of my favorite things. I don't actually think that that's my like a nonprofit I'm going to bound my identity to. But the fact that you cared about the global community and serve the global community, it feels like Salesforce is stepping back from that. And I would love to know or see how you can continue investing in.

Your local community and global community in.

A way that brings more people along than leaving people behind.

You want to take that?

Yeah, sure. So I can tell you one of the things that we're doing in our global workforce development team. So we're working with agencies all around the world. We have a team in India, in Europe, in the US and we're finding these organizations and we're finding up and underrepresented students in the world and we're training them up on the Salesforce platform platform. So that is emotion that we have within our community teams through our philanthropy teams as well. We have some grants that we've announced this week. I will be asking for more of those types of supports and partnerships that we can do because I do feel like it is our responsibility to reskill, upskill, prepare the global workforce for where we're going. And I think that's something that we're going to continue to double down on and you're going to see more of those investments as we go into next year.

Thanks.

Thank you.

Hi, my name is Chris Pfeiffer. I'm a senior architect with Attain Partners. We work primarily in nonprofit higher ed space. This is an issue that came up, true to the core. Last year was just having a conversation with a client about permissions at licenses and the integration user. And I had to explain to them you have to actually use an extra license, a normal login license. You can't assign a permission set license to an integration user. And so they like, you've got critical objects in nonprofit cloud you cannot write to. With the integration user, you have to.

Use a full license.

It does make sense. It seems like it'd be really easy to fix. The second thing I wanted to flag, and this may be I'm actually going to ask for more agents, maybe the only one here. I'm looking at all the different sessions I've seen while I'm here. The agent force for setup is the thing that I look at and I say that's going to change the life.

Of everybody in this room.

What can we do to get it faster? Get more of the features, get broader coverage across all of setup? Because that's the thing that you're going to get an advocate inside every single org saying, look at this, this is really cool.

This just saved me a day's time.

And we should go look at agentforce.

For the rest of our work. Good question. Thank you. I'll start with the second one first. So in our first rev, we focused on 40 or 40% of the traffic. It's about handful, 50 to 60 use cases for each one of them. We've actually handcrafted actions for each one of them. But the reality is that setup is so democratic, it's got like thousands of use cases. So how do we scale? So that long tail use case. The long tail use cases, that's where we're focused on right now, where we don't have to create specific actions for each one of those use case, but provide enough grounding so the agent knows what to do. That's what you can expect to see. Fingers crossed on our path towards tdx, but that's the path.

Just to say a little bit more about what Kush is talking about with the metadata grounding, there's been a lot of work under the hood to really what does it take so that an agent can understand the meaning of all the metadata and some of that metadata we provide, but a lot of that metadata you provide and the more descriptions and we've had descriptions forever. Does everybody fill in the descriptions? No, I get a required field. Well, maybe we should because although people will put in. But maybe we should and maybe. So we are creating and leaning in on how can you provide the metadata about the metadata so that the agent can then understand it. And this is happening so fast. And we felt like, well, before we really unleash all of setup, let's see if we can really nail the most important use case which is around managing users and user permissions and understanding what users have access to, which has been. It's a very confusing part of our platform. But and so that's step one. But under the hood we've been really thinking about how can we vectorize our metadata and use AI to understand the metadata and all these metadata grounding infrastructure that we're going to make available to all of you. But also most. Most value will be with the agents. That's kind of the plumbing we've been building, I think. I hope. I'm pretty optimistic you're going to see a real acceleration of a reinvention of setup and by next year hold us accountable to that. But I'm optimistic and confident that you'll be here again and hopefully you'll say it's really made a big difference. Will we be done? Probably not, but I think it will be substantially further from where it is today. It's a bigger priority for us.

And on the subject of the first one, we've heard this integration user sort of feedback quite a bit. Let's catch up. We really need to get to the bottom of it. Yeah, thank you. Actually, there's a. Do you want to add to that?

Yeah. Thank you. Jeremy Westman, product manager for the Enterprise.

API team, which includes the integration user. We're actually working with the licensing team.

And the nonprofit cloud team on this very issue. We have to open.

There are some changes required to the PSL licensing mechanism such that a cloud.

Team which owns the PSLs can then.

Make their PSLs available to the integration.

User at no additional cost.

So the plan is at the moment, you get five integration user licenses at no additional cost.

As part of your, you know, your. Org addition, you would be able to get say, five PSLs which you could associate to an integration user in that same model.

Okay, Just a camera. Go for it.

Three very quick things. One, this is. I'll just add my voice this is the most important, best part of this conference every year. Please never stop doing it. Two is a follow up from a question you got last year. I believe it came in online about duplicative users. You know, one user and multiple orgs being charged for each entrance. I was wondering if you had an update on that because we happen to be in contract talks right now. I even shared the clip last year of you saying, yeah, one user should be one user and not be charged to be in multiple orgs. And the account team looked at me like I had two heads, which is kind of funny because we were talking about how many licenses I should have. I'm wondering if you have an update on that because we have 65 users in two orgs and that's pricey for a nonprofit.

Again, pricing and packaging keeps coming. I don't have an update on that, but we need to solve it. I get that, but we have examples where to your point, 65 users, but they're in two orgs. We also have examples where people are using one license for many users. We've seen that too.

Fair enough.

We just need to simplify it all. Steve literally led the way with the team around the digital wallet and a lot of the work we've done for consumption based pricing. We've looked at lots of new pricing models for Agent Force Data Cloud. Not that we need something new and fancy for this, but I think we can solve it because we have new ways of counting and calculating that we can leverage for use cases like that. But I don't have an update. I'm sorry.

Okay, thank you. Lastly, the. The community. Giving back to community and investing in that. I have been a user group community leader for the last five years and I wouldn't be where I'm at if it weren't for the community groups I was in before as community group leader. And I'm stepping down this year for me a community group leader because this is the fifth year in the row where either the budget got smaller or the. Or the rigmarole for using the budget got more challenging. And I just wanted to say that the user group leaders are volunteer cheerleaders for Salesforce, that bringing on new people, helping them get past exams and investing in the community because someone gave us and we want to give back. So I just want to say I get budgets are limited, but if the budget's limited, then give us some freedom. If the budget's big, then. Then tighten down like how it could be used. But that's, that's my.

Let me Publicly apologize to Leah. That was totally uncalled for. I'm so sorry. We went through a bunch of activist investors for a period of time that was traumatic for us and we damaged the business in many different ways. We cut things that we then were later like, we rehired people that we had that layoff. We're like, oh, yeah, we shouldn't have done that. We shouldn't have done this. I think we did damage at the top of the company. Just said everybody cut, and then that's carried down. It's the bureaucracy of a big company. And that mandate. Didn't see what happened in some areas. I think what we did more recently when we looked at not just the communities, but also trailhead, we were bringing multiple things together and we brought it back up to the management team under Mark and we looked at it again, partly because of this feedback, partly because of trailhead. It was like multiple things. We're talking about enablement and it's got that visibility again that really has forced us to look at it and then reassess at the top of the company. I just think we need to try not to do that again. But it's been a hard period and we did some damage because of some unforced errors because of op margin and rule of X. And you know, you know what that means for the investors, which are all important. But then when you look at the amount of money for this company, for some of the things we're talking about here, we can do this.

Well, economics is the study of decisions when resources are limited. So I get. Resources are limited. You can't put all the money into everything you want to. And if you can't put them into the groups, that's okay. But then just give them a lot of freedom. But don't give them little and then tell them jump through 50 hoops to use the little.

That's.

That's the piece that was really painful to me was that I don't have much and it's really hard to use.

Okay, well, we'll work on that.

I digress. Thank you so much. I really appreciate it.

And we'll be transparent. We're not going to do everything and we just need to be more transparent. What do we have? What can we do? And we'll just tell you and you can get angry. It's like when, you know, people get angry at Steve if he's not funding some part of the product. Well, you do decide where you allocate, where we spend. Like you said earlier, we're going to move everything to AgentForce or Data Cloud and maybe some teams like, oh, I don't like that.

But I think your point on flexibility, I hadn't heard that point before, so I really appreciate that. I think that's totally fair and we should at least take a look at that, if not more.

And I just want to thank you for being community group leader and all that you're doing. I think it's probably we're at a point where we need less swag and more skills and more certs. And so I think that's where we need to look at the spend and make sure that we're putting it back into education and skilling and we'll take it back.

All right, we are basically out of time, but we're going to take one more question.

Okay, I'll try to make this quick, but for Experience Cloud, going through all the genic stuff and things like that, I'm not seeing it on your graphs. I'm seeing commerce, I'm seeing other things. I'm not seeing it available for Experience and maybe that's just an oversight, but it would be useful if we can hook that up and make it available for customers. Second thing would be, can we please, please, please get the dynamic page layouts ported over to Experience Cloud? I mean, I should. All the, all the features I've seen come to Experience Cloud have been more pro code, more build it yourself. And that's great if that's what you want to do. But if you're trying to be agile and make things go quickly, you know, being able to just drag and drop the same kind of fields, have dynamic, you know, layouts and things like that would be a huge, huge time saver. And then lastly, can please get some love for the security and sharing model in Experience Cloud because it is, you know, sharing sets just don't cut it. So that's my 5 cents.

So the client, Sonoma Williams. Right. So you saw the Agent Force Chat client there that we're going to be looking at bringing into Experience Cloud. Right. So that it's available across all of the various templates. Right. So that's number one. Number two on your number two question was around page layouts, right? Dynamic page layouts. That's been on our roadmap. We have to assess it. I realize that, you know, we have to work through the priorities over and.

Over and over again.

Right.

Years and years.

And then the third one is. Third one was around the sharing side of things. Right? Yeah, that. Let's catch up offline and double click into your points.

Thank you.

Yeah.

All right. I want to thank everyone for one more true to the core, the 23rd, as I'll call it. And I hope everyone enjoys Metallica.