Top 3 AI-Driven Salesforce Trends to Watch in 2026

Top 3 AI-Driven Salesforce Trends to Watch in 2026

We’re past the hype cycle. The latest AI-driven Salesforce trends 2026 reveal a fundamental shift in enterprise software. The market data tells the story: Gartner predicts that 40% of enterprise applications will include task-specific AI agents by the end of 2026, up from less than 5% today. IDC forecasts AI spending will reach $632 billion by 2028, with year-over-year growth of 31.9% between 2025 and 2029. This isn’t an incremental change — it’s a fundamental shift in how enterprise software operates.

The executives we work with aren’t asking whether AI will change their business—they’re asking how fast they can move without breaking things. After implementing dozens of Salesforce AI projects over the past year, three trends are emerging that separate the organizations making real progress from those still stuck in pilot purgatory.

1. Autonomous Agents Are Actually Working (When Implemented Correctly)

Salesforce Agentforce autonomous AI agents improving customer service efficiency,” “AI agents in enterprise automation.

The trajectory is clear: Gartner’s best-case scenario projects that agentic AI could drive approximately 30% of enterprise application software revenue by 2035, surpassing $450 billion, up from just 2% in 2025. More immediately, the AI agents market itself is expected to grow from $7.38 billion in 2024 to $47.1 billion by 2030, representing a compound annual growth rate of 44.8%. Among the most impactful Salesforce AI trends, autonomous agents are demonstrating measurable ROI.

Real-World Impact

But market projections aside, the data coming out of early Agentforce Salesforce autonomous agent deployments is surprisingly good. According to Salesforce case studies, reMarkable deployed an AI agent named “Mark” in just three weeks and has since handled over 18,000 service conversations, with customer satisfaction scores improving week over week. Wiley reported achieving a 213% ROI from their Service Cloud integration, with Agentforce increasing self-service efficiency by over 40%.

These aren’t theoretical improvements. Real companies are reporting measurable operational transformation. Shoe Carnival expects Agentforce to handle 40% of customer call volume while reducing case escalations from 75% to 35%. Asymbl automated daily lead engagement and achieved coverage equivalent to a team five times larger, saving $575,000 annually while scaling targeted engagement by 427%.

Best Practices for Implementation

What makes these results possible? The agents aren’t just sophisticated chatbots — they’re autonomous systems capable of reasoning through multi-step processes. Salesforce’s own help site has handled over 1 million conversations with resolution rates of 86% and rising.

Lessons from Real Deployments

In our own implementations — including deployments for a leading food manufacturing company, a national real estate investment trust, a financial services firm, and internally at A5 — we’ve seen this pattern consistently: successful deployments start small, with tightly scoped use cases and obsessive attention to guardrails.

Common Pitfalls in Struggling Implementations

The pattern we observe in struggling implementations is consistent: organizations treat Agentforce like traditional automation — throwing requirements over the wall to IT and expecting magic. The more successful approaches look different. They start with high-volume, predictable interactions where the cost of failure is low. Password resets. Order status inquiries. Appointment scheduling. Once those work flawlessly, they expand to more complex scenarios.

Psychological Value for Customers

Salesforce’s support team found that customers are more willing to ask AI agents questions they might hesitate to ask human representatives, likely out of fear of judgment or embarrassment. There’s genuine psychological value in having an autonomous system that never gets frustrated, never judges, and is available at 3 AM when your customer needs help.

Data Access and Security Considerations

The catch? Your agents will surface whatever data your users can access. Which means if your Salesforce permissions are a mess, you’re about to find out the hard way. In one of our financial services implementations, we discovered this during the first week of testing — the agent had access to client data that should have been restricted to specific teams. These results highlight the growing importance of AI-driven Salesforce trends 2026 for organizations adopting autonomous agents. Before deploying any agent, audit your security model. The agent doesn’t care about org charts or implicit trust — it follows permission sets. 

Ready to explore how autonomous agents could transform your customer service or sales operations?

Let’s talk about your specific use case and what a phased deployment strategy would look like for your organization.

2. Data Cloud Isn't Optional Anymore — It's the Foundation

Salesforce Data Cloud unified customer data architecture,” “AI-ready enterprise data integration.

Why Data Cloud Matters

The numbers don’t lie: by 2027, 75% of hiring processes will include certifications and testing for workplace AI proficiency. By 2028, Gartner predicts that 90% of B2B buying will be AI agent-intermediated, pushing over $15 trillion of B2B spend through AI agent exchanges. These projections rest on a single assumption — that organizations have their data house in order. Most don’t.

Here’s the reality most enterprises face: data lives everywhere.  Systems that don’t talk to each other. Customer records scattered across a dozen platforms. Marketing running on one version of reality while Sales operates on another. Another critical insight from AI-driven Salesforce trends 2026 is the non-optional nature of Data Cloud. 

Zero-Copy Architecture Advantage

Data Cloud is forcing organizations to confront these issues because AI exposes every data quality problem that’s been accumulating. In Q1 fiscal 2026, Data Cloud’s annual recurring revenues grew 120% year-over-year and the platform stored more than 22 trillion data points. More than half of Fortune 500 companies are now using Salesforce Data Cloud AI , and the platform is generating approximately $7 billion in annual revenue for Salesforce.

The adoption numbers are staggering, but they don’t capture why Data Cloud is different from every previous data integration project. Nearly 60% of Salesforce’s top 100 deals in Q1 included both Data Cloud and AI capabilities, and roughly half of new Data Cloud bookings came from existing clients. That second statistic matters — existing customers expanding their investment signals real value, not just good salesmanship.

What changed? The zero-copy architecture. For decades, data integration meant expensive ETL processes, lengthy migration projects, and the risk of creating yet another data silo. Data Cloud connects to your existing infrastructure — Snowflake, Databricks, AWS, whatever you’re running — and activates that data within Salesforce without moving it. You’re not replacing your data warehouse; you’re unlocking its full potential.

When organizations implement Data Cloud, the conversation typically starts the same way: “We need unified customer data for our AI initiatives.” But the real work isn’t technical — it’s organizational. Who owns customer data governance? What’s your single source of truth for customer identity? How do you resolve conflicts when Sales says one thing and Marketing says another?

Results from Real Implementations

In our real estate client implementation, the challenges were instructive. The organization was dealing with duplicate lead records from every new inquiry, fragmented customer activity views across sales teams, and a disjointed tour booking process that made tracking engagement nearly impossible. Before we could deploy Agentforce agents, we had to solve the data architecture problem — introducing a community inquiry object to properly connect leads, accounts, properties, and tours, then automating inquiry creation with email-matching triggers to prevent duplication.

That foundation work enabled Data Cloud’s search and RAG capabilities to deliver significantly improved apartment search results based on city, community, and amenities. More importantly, it made the AI-powered tour booking agent actually useful — prospects could find available apartments matching their specific needs through conversational interfaces instead of frustrating manual searches and phone calls. The result: enhanced lead quality, reduced call center dependency, and increased occupancy rates. But none of that would have worked without fixing the underlying data structure first.

Data Cloud processed 7 trillion inbound records in a recent quarter, with 1.2 trillion activations that drove customer engagement. Those activations represent real business actions — personalized marketing messages, AI-generated insights, automated service workflows. But they only work when the underlying data is clean, current, and correctly mapped.

The organizations seeing results have invested in data governance before deploying AI at scale. They’ve established clear ownership, implemented quality controls, and defined their customer data model. The ones struggling are trying to use AI to fix their data problems, which doesn’t work.

3. Trust and Security Have Become Board-Level Concerns

Einstein Trust Layer Salesforce AI security and governance,” “responsible AI compliance in Salesforce.

Regulatory and Compliance Risks

Gartner’s prediction is stark: by the end of 2026, over 1,000 legal claims for “death by AI” will be filed due to insufficient guardrails. In sectors like healthcare, finance, and autonomous vehicles, the risks of poorly governed AI systems aren’t hypothetical — they’re material liabilities that boards and C-suites are now actively managing. Organizations need to implement trusted AI frameworks to ensure responsible Salesforce AI deployment.

Six months ago, Einstein Trust Layer was an IT talking point. Today, it’s showing up in board presentations and compliance reviews. The shift happened fast, driven by two forces: regulatory scrutiny of AI systems and the very real risk of autonomous agents making consequential decisions with bad data

Einstein Trust Layer Capabilities

The Einstein Trust Layer isn’t marketing fluff. It includes zero data retention with large language models, data masking of sensitive information, and toxicity detection to filter biased or unethical responses. Salesforce Einstein Copilot and the Trust Layer help maintain governance and AI security standards. The system provides comprehensive audit trails recording how data is used and processed by AI models, creating transparency around agent decisions. 

But here’s what matters for implementation: the platform handles infrastructure security, but you’re responsible for configuring it correctly. We’ve seen organizations deploy Agentforce with overly permissive access controls, essentially giving AI agents keys to the kingdom. The Trust Layer automatically tags records as “GDPR,” “HIPAA,” or “PII” based on predefined rules, enabling organizations to apply precise, policy-driven controls at the field, object, and record levels. 

The regulatory landscape is tightening. The Trust Layer is designed to meet GDPR, HIPAA, and CCPA requirements, with features like automated consent management, data minimization workflows, and comprehensive audit trails to demonstrate compliance. For healthcare organizations, the system supports field-level audit trails with up to 10 years of retention and Shield Platform Encryption with FIPS 140-2 validation. Boards now consider AI-driven Salesforce trends 2026 when evaluating AI compliance and governance frameworks.

Configuring AI Security Properly

What we’re seeing in implementations across food manufacturing, financial services, and real estate: organizations in regulated industries are treating AI governance as a distinct discipline requiring cross-functional collaboration. Legal, compliance, IT, and business stakeholders need to agree on policies before the first agent goes live. Who approves AI decisions? What data can agents access? When does a human need to intervene?

At A5, we deployed Agentforce internally before recommending it to clients. That hands-on experience taught us that certain workflows need explicit human oversight built in from day one. Salesforce’s support team found that certain conversations are better suited for humans to handle, so they configured Agentforce to direct customers asking about renewals to live support engineers. That’s not a technical decision — it’s a business policy encoded in the system.

The organizations getting this right are building comprehensive frameworks now, before they’re forced to by regulation or incident. They’re defining acceptable use policies, establishing human oversight protocols, conducting regular security audits focused on AI-specific threats, and training teams on the unique risks of autonomous systems.

What This Means for Your Organization

Interconnected Transformation

These three trends — autonomous agents, unified data platforms, and trusted AI governance — aren’t separate initiatives. They’re interconnected pieces of a larger transformation that Gartner estimates will account for nearly $58 billion in market disruption by 2027 as AI agents challenge mainstream productivity tools for the first time in 30 years. Staying ahead of AI-driven Salesforce trends 2026 requires clear strategy, robust data foundations, and trusted AI governance.

You can’t deploy effective agents without clean, unified data. You can’t scale AI responsibly without robust governance and security. Enterprises adopting AI in CRM 2026 are seeing measurable ROI and operational efficiency gains. Success depends on understanding and implementing AI-driven Salesforce trends 2026 across strategy, data, and governance. And according to IDC, the global economic impact of AI solutions and services will reach $22.3 trillion by 2030 — making this not just a technology decision, but a strategic imperative.

Gap Between Leaders and Laggards

The gap between leaders and laggards is widening. Organizations that started building these foundations six months ago are now deploying production agents handling real customer interactions. The ones still debating AI strategy are falling behind competitors who are shipping code.

Principles for Success

From our experience implementing these systems, success comes down to a few principles:

Infographic showing key principles for successful Salesforce AI and Agentforce implementation — start small, set clear guardrails, ensure data security, and scale responsibly.

Start with strategy, not technology. Define clear business objectives and identify high-value use cases before you buy anything. “We need AI” isn’t a strategy.

Fix your data before deploying AI. You cannot automate your way out of data quality problems. Clean data, clear governance, and unified customer models are prerequisites, not nice-to-haves.

Build security and governance from the start. Bolting on compliance after deployment is expensive and risky. Establish policies, define access controls, and create audit mechanisms before your first agent goes live.

Embrace iterative deployment. Every successful Agentforce implementation we’ve seen started small, measured results obsessively, and expanded gradually. The failures tried to boil the ocean.

Invest in change management. Technology is the easy part. Getting your organization to trust AI, understanding when to intervene, training teams on new workflows — that’s where implementations succeed or fail.

The AI Revolution Is Here

The AI revolution isn’t coming — it’s here. The question facing executives isn’t whether to adopt these technologies but how to implement them in ways that create genuine business value while managing risk appropriately. Based on what we’re seeing in the field, 2026 will be the year that separates organizations making real progress from those still talking about it.

Frequently Asked Questions About Salesforce AI Implementation

Implementation timelines vary based on complexity and data readiness. Simple use cases like password resets or order status inquiries can be deployed in 3-6 weeks with proper planning. More complex scenarios involving multiple systems and decision logic typically require 8-12 weeks. However, data preparation and security audits often take longer than the actual agent configuration. Organizations with clean data and clear governance policies move faster.

Based on publicly available case studies, organizations are reporting ROI ranging from 213% to over 400% within the first year. Cost savings come from reduced call center volume (up to 40% reduction in some cases), increased self-service efficiency, and improved conversion rates. However, ROI depends heavily on implementation quality, use case selection, and data foundation. Organizations that skip data governance work rarely achieve projected returns.

While Agentforce can function without Data Cloud, effectiveness is significantly limited. Agents need unified, real-time customer data to deliver personalized, context-aware interactions. Organizations attempting to deploy AI agents on fragmented data typically see poor response quality and low user satisfaction. Nearly 60% of Salesforce’s top deals now include both Data Cloud and AI capabilities, reflecting this interdependency.

Security starts with proper permission architecture before deployment. The Einstein Trust Layer provides data masking, zero retention with LLMs, and audit trails, but you must configure access controls correctly. We recommend comprehensive security audits, field-level encryption for sensitive data, and least-privilege access principles. In regulated industries, involve legal and compliance teams from day one to establish data handling policies.

Early success is concentrated in industries with high-volume, repeatable customer interactions — retail, real estate, financial services, food service, and professional services. However, regulated industries like healthcare and financial services require additional governance work upfront. The key differentiator isn’t industry — it’s data maturity and organizational readiness for change management.

Yes, through MuleSoft, APIs, and Data Cloud’s zero-copy architecture. Data Cloud connects to major platforms including Snowflake, Databricks, AWS, Google BigQuery, and custom systems. However, integration complexity increases with system age and data quality issues. Organizations with modern APIs and clean data structures integrate more smoothly than those with legacy systems.

The top mistakes we observe: starting with overly complex use cases, skipping data governance work, inadequate security configuration, insufficient change management, and treating AI as a purely technical project. Organizations that succeed treat AI implementation as business transformation requiring cross-functional collaboration, clear KPIs, and iterative deployment strategies.

Agentforce pricing starts at $2 per conversation, with volume discounts available. Data Cloud uses consumption-based pricing tied to data volume and activations. However, total cost of ownership includes implementation services, data integration, ongoing maintenance, and training. Organizations should budget for the full ecosystem, not just licensing. Most enterprise implementations require 3-6 months of professional services support.

Teams need both technical and conceptual training. Administrators require training on Agent Builder, prompt engineering, security configuration, and testing protocols. Business users need to understand when to escalate to humans, how to interpret agent performance metrics, and how to provide feedback for improvement. Change management is often more challenging than technical training.

Key metrics include conversation resolution rate, escalation rate, customer satisfaction scores, time to resolution, cost per interaction, and agent accuracy. However, metrics should align with specific business objectives. A sales agent might be measured by qualified leads generated or pipeline velocity, while a service agent focuses on first-contact resolution and CSAT scores. Establish baseline metrics before deployment.

Take the Next Step: Your AI Readiness Assessment

The gap between AI leaders and laggards is widening every quarter. Organizations that started building these foundations six months ago are now deploying production agents handling real customer interactions. The ones still debating AI strategy are falling behind competitors who are shipping results.

At A5, we’ve implemented Salesforce AI across food manufacturing, financial services, real estate, and our own operations. We understand what works, what doesn’t, and how to navigate the technical and organizational challenges that derail implementations.

Here’s how we can help:

AI readiness framework highlighting key steps for organizations to prepare Salesforce systems, data, and teams for 2026 AI transformation.

AI Readiness Assessment: Evaluate your data architecture, security posture, and organizational readiness for AI deployment (Read our AI Readiness framework)

Data Cloud Strategy & Implementation: Build unified customer data platforms with proper governance and integration

Agentforce Deployment: Design, build, and deploy autonomous agents with comprehensive testing and security protocols

AI Governance Frameworks: Establish policies, security controls, and compliance measures for regulated industries

Change Management & Training: Prepare your teams to work effectively with AI systems

The organizations winning with Salesforce AI aren’t the ones with the biggest budgets — they’re the ones with clear strategies, strong data foundations, and partners who understand implementation realities. Leaders who embrace AI-driven Salesforce trends 2026 holistically across data, automation, and security will outpace competitors.

Ready to move beyond pilots and into production? Contact A5 today to discuss your Salesforce AI strategy.

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Satch Patel, Executive Vice President, MD, UK & EMEA

Satch brings 25+yrs of enterprise global solution experience having contributed to the growth of some of the worlds largest marquee software and hardware giants in the industry from Oracle Corporation, Sun Microsystems, Cisco/EMC, to Apttus & Salesforce.
 
Satch has helped many blue chip organisations realise their vision to modernize their systems from the front office to back office revenue operations to meet the demands of today’s radically transforming and digitally-driven business models, having worked with the likes of Linklaters, CliffordChance, Barclays, RELX Group, Microfocus, Novartis, Siemens, PayPal, Vista Equity Group Companies, London Stock Exchange, TPICAP and Princes Trust.
 
With his leadership approach, experience and passion for helping companies drive transformative change, Satch has a deep expertise in many industries, technologies and best practices across the lead to revenue lifecycle and how driving such digital transformation(s) can improve business growth and increase operational efficiencies  as well as preparing businesses for M&A activities.

Brion Schweers, Board Observer

Brion Schweers is a Senior Vice President of Product Management at Salesforce, currently managing the Revenue Cloud Solution Excellence team. During the past 30 years, Brion has assisted enterprises around the world in transforming their business by focusing on their Product-to-Cash processes. Prior to joining Salesforce Brion was VP & GM, CPQ at Apttus, VP, Sales & Success at A5 Consulting, served on the OAUG ConfigSIG Board and spent 15 years at Oracle in various roles related to their CX and CPQ products. Brion is also the executive Sponsor of Vetforce – Carolinas and is actively involved in the Salesforce Military program where he mentors Veterans and their spouses with actionable, personalized career advice.

Joseph Truhe, Board Member

Joseph Truhe has over 20 years of investing experience. Prior to joining Jefferson Capital in 2013 Joseph was a Portfolio Manager with Whitney Bank in New Orleans, Louisiana, where he oversaw the company’s Trust accounts and served as the Energy sector analyst for the Hancock Horizon Funds. Prior to Whitney, Joseph worked as an analyst and member of the investment committee at HFR Asset Management, a multi-billion dollar hedge fund platform in Chicago, Illinois. There, Joseph reviewed and maintained investment discretion over the firm’s Event Driven and Asia-focused hedge fund allocations. He was also responsible for the expansion of the firm’s Asia-focused fund offerings.  Joseph holds a BA in Economics from Yale University.

Steve Swartzman, Board Member

Steve Swartzman is a Principal and co-founder of CPC. Previously, as a co-founder of C3 Capital, he helped originate and manage over 35 investments, including national brands such as American Apparel, Traeger Grills, and Grunt Style. Steve’s chief focus remains consumer brands and e-commerce enablement businesses, and he currently serves on the boards of Grunt Style, Accel Clinical Research, Spoke Custom Products, Warne Scope Mounts, and New World Natural Brands.

Prior to C3, Steve structured and managed subordinated debt investments at KC Venture Group, and he spent 7 years as a Vice President with Citibank in New York, managing client relationships for emerging markets clients and structuring over $1 billion in complex trade financings. He is a past President of the Midwest chapter of the Small Business Investment Alliance, and he serves on the board of the International Center for Music at Park University in Kansas City.

Steve received a MBA from Columbia Business School and an AB in History and Literature from Harvard College.

He resides in Kansas City, where he was raised, with his wife Evelina and two sons, Harrison and Zandy. When he’s not working, his favorite activities are fishing, golfing, and eating.

Charles Scripps, Board Member

Chad has over ten years of experience investing in dynamic, growing businesses in diverse industries and geographies. His private equity experience includes HIG Capital, which has over $12B in capital under management, and AEA Investors, which manages over $3B of invested and committed capital. While at HIG and AEA, Chad led diligence, structuring, and financial analysis of potential and existing investments, and completed transactions in the industrial products and consumer services industries. Chad also has experience investing in the public equity markets, most notably as a Managing Director at Fox Point Capital, a $1B fund seeded by Julian Robertson of Tiger Management. He invested across a number of industries, including industrials, financials, technology, and consumer products, and led Fox Point’s international research. Prior to focusing his career on investing, Chad was a management consultant at McKinsey and Company, solving strategic problems for the world’s leading companies. Chad earned an MBA with Honors in Finance from the Wharton School at the University of Pennsylvania and a BS with Distinction in Chemical Engineering from the University of Wisconsin-Madison.

Lester F. Alexander II, Board Member

Les Alexander is a partner with Jefferson Capital Partners where he provides mezzanine and equity capital for growth and buyout transactions. Mr. Alexander is a member of the firm’s investment committee and serves on the board of directors of several portfolio companies where he is actively involved in strategic planning and corporate governance. Prior to joining Jefferson Capital, he worked at Advantage Capital Partners where he completed several portfolio company investments and served on the investment committee. Before becoming a private equity investor, Mr. Alexander served as president of Ferrara Fire Apparatus, Inc., a leading fire truck and emergency vehicle manufacturer. At Ferrara, he was responsible for managing a workforce of 450 employees producing over 300 vehicles annually for its domestic and international customers. As an investment banker for 15 years with such firms as Howard Weil, Southcoast Capital, and J.C. Bradford & Co., Mr. Alexander completed over 50 public offerings of debt and equity securities, private placements, and merger and acquisition transactions totaling more than $7 billion for public and private companies in a variety of industries. Mr. Alexander is an adjunct professor at Tulane University and Loyola University where he teaches graduate and undergraduate classes in investment banking, private equity & venture capital, advanced financial management, investments, and entrepreneurship. He is also the board president for Benjamin Franklin High School, a public charter school in New Orleans. Mr. Alexander is the former Chairman Finance of the Association for Corporate Growth (ACG) and served on the global Board of Directors. He is a founder of the Louisiana chapter of ACG and was a recipient of the ACG global Meritorious Service Award and the Louisiana chapter’s Outstanding Service Award. Mr. Alexander received his bachelor of science in Commerce from the University of Virginia in 1989 and his MBA from the University of North Carolina in 1993.

Patrick F. Healy, Board Member

Based in Kansas City, Mr. Healy is a co-founder of C3 Capital. He has been an active private equity investor since 1985 and was a co-founder of C3 Holdings in 1994. Prior to this time, he sponsored and structured equity investments in real estate. He gained extensive workout and restructuring experience as chair of the creditor’s committee of a $1 billion bankruptcy and from being called upon to rescue a publicly-traded company from a major fraud. Mr. Healy was a senior tax partner at Mayer Hoffman McCann, a regional CPA firm, for eleven years. He received a Bachelor of Science in Accounting from the University of Kansas.

Chris Waters, VP of Strategic Sales

As Vice President of Strategic Sales, Chris guides and influences all strategic sales activities at A5 , starting in presales activities, successful sales methodology, sales process, and continued revenue generation and expansion opportunities. Furthermore, he will provide oversight in strategic sales function for the company and develop strategic sales plans that will promote growth in sales and customer satisfaction. Chris has proven his commitment to sales leadership and organizational success through field leadership as National Sales Manager at Deluxe Corporation, Field Sales Manager within the Social / Analytics Cloud at Oracle, US Regional Manager for CPQ Major Accounts at Oracle and now as Vice President on Sr. Leadership Team at A5.

Keith Fox, GM Salesforce Canada

Keith Fox is a software and consulting veteran for the past 34 years. Keith started his career at EDS which was followed by 4-year stint offshore in Bermuda. Keith then returned to Canada where he held a number of progressive sales and technical positions with software companies such as Sybase, BEA, and Oracle. After his stint with Oracle, Keith founded Cloudware Connections, a premier Salesforce consulting partner. 11 years down the line, Cloudware was acquired by A5, and Keith joined as GM for Canada.

Tarun Sharma, Vice President Delivery

Tarun Sharma is Vice President Delivery at A5 and is responsible for customer success, project operations, recruitment, resource utilization, and sales operations functions for Oracle practice. As a business and technology leader Tarun helps businesses develop solution strategies to streamline the sales process and improve customer relations to drive revenues, profits, and build brand loyalty. Tarun has led customers through digital transformation journeys. He has commanded strategic and tactical initiatives to shorten sales cycles, increase deal values and productivity, improve brand awareness and help organizations become easier to do business with. He has helped customers modernize their sales enablement tools and present a single source of information to support an omni-channel sales approach. This includes global roll-out for multiple business units included multi-currency and multi-language. Tarun graduated from Texas A&M University with a Master’s degree in Industrial Engineering.

Adam Rosenfield, VP of Salesforce Practice

As Vice President of A5’s consulting practice – Adam is responsible for both strategic alliances with partners and expanded sales growth through the entire portfolio of A5 services. With over 20 years of Sr. level management consulting expertise – Adam has worn multiple hats in his career including practice development, sales, and client advisory. He has sold & delivered countless enterprise transformational initiatives creating a measurable competitive advantage for his customers. In addition to various technical software certifications, Adam holds an undergraduate and master’s degree in Accounting & Information Technology from the University of Texas at Austin and resides in El Paso Texas with his wife and 3 children.

PJ Alfrejd, CFO

As the CFO, PJ is responsible for all things financial at A5. With over 20 years of experience in financial leadership positions, PJ has worn all the hats required of a growing tech business. His extensive knowledge of the consulting industry, experience with M&A, and strength in operational finance is another catalyst to take A5 to the next level in its growth trajectory. PJ is a CPA with a BS in Accounting from the University of Illinois, Urbana-Champaign, and has held various finance leadership positions at Exodus/Savvis (acquired by Centurylink), Neohapsis (acquired by Cisco), and mFoundry (acquired by FIS).

Vinay Kruttiventi, President & CEO / Chairman of the Board

As the CEO of A5, Vinay plays an active role in all aspects of day-to-day business operations. He is also actively involved in establishing a strategy and vision for the company. As a true customer advocate with Salesforce and Oracle product development, Vinay is actively engaged in various industry user/special interest groups. Since founding the company in 2004, Vinay has grown the business into a leading Salesforce, and Oracle partner focused on multi-cloud transformations.

Vinay has successfully implemented and architected CPQ solutions and multi-cloud complex transformation projects for various Fortune 500 companies since 1996. He has a strong authority over industry, process, and technology in Configure-Price-Quote and ERP applications. Vinay graduated from Osmania University with a Bachelor of Engineering degree and JNTU (Jawaharlal Nehru Technical University) with a Master in Technology degree.