This document discusses maximizing the impact of Salesforce through DevOps principles and practices. It notes that CIOs are being measured on how productive remote workforces are and if companies can fully serve customers digitally. DevOps practices like automating processes can yield $5 million in benefits according to a survey. The document outlines an agenda to discuss Salesforce DevOps capabilities, why DevOps is important, how to estimate business value and risk from DevOps, and how organizations' ability to change depends on their ability to deliver digital experiences through apps developed by their teams.

1. Maximizing the Impact of
Salesforce Through
DevOps
Principles and Practices
Andrew Davis, Copado

3. Forward-Looking Statement
Statement under the Private Securities Litigation Reform Act of 1995:
This presentation contains forward-looking statements about the company’s financial and operating results, which may include expected GAAP and non-GAAP financial and other
operating and non-operating results, including revenue, net income, diluted earnings per share, operating cash flow growth, operating margin improvement, expected revenue
growth, expected current remaining performance obligation growth, expected tax rates, the one-time accounting non-cash charge that was incurred in connection with the
Salesforce.org combination; stock-based compensation expenses, amortization of purchased intangibles, shares outstanding, market growth and sustainability goals. The
achievement or success of the matters covered by such forward-looking statements involves risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if
any of the assumptions prove incorrect, the company’s results could differ materially from the results expressed or implied by the forward-looking statements we make.
The risks and uncertainties referred to above include -- but are not limited to -- risks associated with the effect of general economic and market conditions; the impact of
geopolitical events; the impact of foreign currency exchange rate and interest rate fluctuations on our results; our business strategy and our plan to build our business, including
our strategy to be the leading provider of enterprise cloud computing applications and platforms; the pace of change and innovation in enterprise cloud computing services; the
seasonal nature of our sales cycles; the competitive nature of the market in which we participate; our international expansion strategy; the demands on our personnel and
infrastructure resulting from significant growth in our customer base and operations, including as a result of acquisitions; our service performance and security, including the
resources and costs required to avoid unanticipated downtime and prevent, detect and remediate potential security breaches; the expenses associated with new data centers and
third-party infrastructure providers; additional data center capacity; real estate and office facilities space; our operating results and cash flows; new services and product features,
including any efforts to expand our services beyond the CRM market; our strategy of acquiring or making investments in complementary businesses, joint ventures, services,
technologies and intellectual property rights; the performance and fair value of our investments in complementary businesses through our strategic investment portfolio; our
ability to realize the benefits from strategic partnerships, joint ventures and investments; the impact of future gains or losses from our strategic investment portfolio, including
gains or losses from overall market conditions that may affect the publicly traded companies within the company's strategic investment portfolio; our ability to execute our
business plans; our ability to successfully integrate acquired businesses and technologies, including delays related to the integration of Tableau due to regulatory review by the
United Kingdom Competition and Markets Authority; our ability to continue to grow unearned revenue and remaining performance obligation; our ability to protect our
intellectual property rights; our ability to develop our brands; our reliance on third-party hardware, software and platform providers; our dependency on the development and
maintenance of the infrastructure of the Internet; the
effect of evolving domestic and foreign government regulations, including those related to the provision of services on the Internet, those related to accessing the Internet, and
those addressing data privacy, cross-border data transfers and import and export controls; the valuation of our deferred tax assets and the release of related valuation allowances;
the potential availability of additional tax assets in the future; the impact of new accounting pronouncements and tax laws; uncertainties affecting our ability to estimate our tax
rate; the impact of expensing stock options and other equity awards; the sufficiency of our capital resources; factors related to our outstanding debt, revolving credit facility, term
loan and loan associated with 50 Fremont; compliance with our debt covenants and lease obligations; current and potential litigation involving us; and the impact of climate
change.
Further information on these and other factors that could affect the company’s financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings it makes
with the Securities and Exchange Commission from time to time. These documents are available on the SEC Filings section of the Investor Information section of the company’s
website at www.salesforce.com/investor.
Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.

4. Introductions
Andrew Davis
Sr. Director, Research & Innovation
Copado
@AndrewDavis_io

5. Agenda
03
02 Salesforce DevOps Capabilities
01 Why DevOps?
“CIOs are being measured on whether their company’s workforce is fully productive while
working remotely and if the company is able to serve its customers entirely digitally.”
$5 Million In Benefits
17% of Respondents
State of Salesforce Report 2019
Automating the Process
04 Estimating Business Value / Risk

6. You Have an Important Job

7. Those Who Build Your Org Build Your Company
Your Organization’s Ability to Change is Determined by Your Ability to Deliver Digital Experiences
Your development teams build your apps
Service
Cloud Dev
Team
Customer
Customer Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Service
User
Service
User
Service
User
Service
User
Service
User
Service
User
Service
Cloud App
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Customer
Your apps support your employees
Your employees support your customers
Dev teams have an exponential impact on
your business
What’s the most important link in this chain?

8. You Need
Good Tools
to do Your Job

9. Build the capacity to build
You’ve got ideas. What’s limiting your ability to realize them?
Skill Constraints?
Team Constraints?
Technology Constraints?
Process Constraints?
DevOps
■ 208X more deployments
■ 106X shorter lead times
■ 7X fewer change failures
■ 2,604X faster recovery times
The power of DevOps
Professional
Services

10. Salesforce makes it easy to build

11. Easy is Great*
*
Some conditions apply

12. Easy
The trouble with Easy:
⇨ Fast ⇨ More ⇨ Complex

13. Things add up

14. Bigger orgs with bigger teams
need to be increasingly careful

15. Production
Make it easy to move changes
Friends don’t let friends run projects without DevOps
Build Test Run
Risk of
Failures
BIG
Deploys
Infrequent
Deploys
Long Test
Cycles
Poor
Quality
Delayed
Feedback
Project
Delay
People Yelling
at You
Complex
Coordination
Hard to
Deploy
Bad Option #1:
No Process
Bad Option #2:
Slow Process
Production
Test
Dev
Sandboxes
Deploying
Data is Even
Harder
Job 1:
Make Deployments
Easier

16. Fast
Production
Build Test Run
Develop live
in Production
Safe
Production
Test
Dev
Develop and Test
in Separate Orgs
Production
Test
Dev
Orchestrate with DevOps
DevOps Platform
How can you achieve BOTH speed and reliability?
Build from scratch
on Traditional IT

17. What would you like to learn here today?
Have you started to implement DevOps practices on your team?
What are your biggest challenges in the development process?
Ask your questions in the chat

18. AUTOMATION
Let the robots do the work

19. SALESFORCE ORG
as Source of Truth. Ad Hoc
Component Releases
SOURCED BASED DEV
as the Single Source of Truth,
Manual Branch Management
STORY DRIVEN RELEASES
for better collaboration/merging
btwn multiple devs and teams
CONTINUOUS DELIVERY
of changes to production
to get faster time to value
CONTINUOUS INNOVATION
Get insight into every part of the
delivery process, and target
improvements
INNOVATION VELOCITY
SECURITY
AND
TRUST
05 CONTINUOUS INNOVATION
04 CONTINUOUS DELIVERY
03 AGILE RELEASES
02 VERSION CONTROL
01 SELECT & DEPLOY
The DevOps Journey: Continuously Improve Time to Value
5 Steps to DevOps Enlightenment
Velocity
Maturity

20. More frequent
Deploys
Production
Test
Dev
Sandboxes
Job 1:
Make Deployments
Easier
Easier to
Deploy
Level 1: Make it easier to deploy with a better change set
Initial improvements should focus on making it easier to deploy
Improved
Satisfaction
Level 1: Select & Deploy

21. More frequent
Deploys
Production
Test
Dev
Sandboxes
Job 3:
Make Deployments
Automated Improved
Satisfaction
Level 2a: Version Control, Scripts and Generic CI Tools
This is the minimum sane level to operate at. But it’s hard to advance
Job 2:
Version Control
makes things
Safe & Sane
Level 1: Select & Deploy
Level 2: Version Control
History
Tracking
Easier
Coordination
Dev
Faster to
Deploy

22. Production
Test
Dev
Sandboxes
Improved
Satisfaction
Level 1: Select & Deploy
Level 2: Version Control
Dev
Fully automated
Deploys
Deploy
Data too
Level 2b: Version Control with Commercial Tools
Better ROI than building your own.
Intelligent
Salesforce Deployments
Auto-resolve
Errors
Seamlessly Deploy
Complex Changes
Single Source of
Truth
Track all
activities

23. Production
Test
Dev
Sandboxes
Level 1: Select & Deploy
Level 2: Version Control
Dev
Story-based
Deployments
Work Progress
Tracked
Automatically
Level 3: Story-based
Deployments
Frequent
Deploys
Fast
Feedback
Better
Quality
Reduced
Delay
Happy Users
Avoid
Failures
Short Test
Cycles
Simpler
Coordination
Small
Deploys
Level 3: Story-based Deployments
Integrate work planning and tracking with testing and deployments

24. Level 4: Continuous Delivery
Create a seamless flow of value from development to production
Dev 1
Branch : env 1
Authenticate
Dev 2
Branch : env 1
Authenticate
INT
Branch : int
Authenticate
UAT
Branch : uat
Authenticate
Hotfix
Branch : hotfix
Authenticate
Prod
Branch : prod
Authenticate
Never let any two developers/teams
get too far out of sync
(continuous = DAILY)
Continuous Integration
Get changes to production
quickly, safely, and sustainably
Continuous Delivery
Level 1: Select & Deploy
Level 2: Version Control
Level 3: Story-based
Deployments
Level 4: Continuous
Delivery

25. Level 5: Continuous Innovation
Metrics-based optimization, experimentation, and learning
An iterative and
experimental approach is
the hallmark of DevOps
Level 1: Select & Deploy
Level 2: Version Control
Level 3: Story-based
Deployments
Level 4: Continuous
Delivery
Level 5: Continuous
Innovation

26. SALESFORCE ORG
as Source of Truth. Ad Hoc
Component Releases
SOURCED BASED DEV
as the Single Source of Truth,
Manual Branch Management
STORY DRIVEN RELEASES
for better collaboration/merging
btwn multiple devs and teams
CONTINUOUS DELIVERY
of changes to production
to get faster time to value
CONTINUOUS INNOVATION
Get insight into every part of the
delivery process, and target
improvements
INNOVATION VELOCITY
SECURITY
AND
TRUST
05 CONTINUOUS INNOVATION
04 CONTINUOUS DELIVERY
03 AGILE RELEASES
02 VERSION CONTROL
01 SELECT & DEPLOY
The DevOps Journey: Continuously Improve Time to Value
5 Steps to DevOps Enlightenment
Velocity
Maturity

27. THE CHALLENGE RESULTS WITH COPADO
The Salesforce
CoE has set the benchmark
for DevOps across Linde.
- TIMO SCHMITT
Head of Salesforce Platform
ⓧ Slow, quarterly release process
ⓧ Overwrites and conflicts
ⓧ Manual, erroneous merges
ⓧ Lack of transparency
☑ 3-day strategic DevOps workshop with multi-year roadmap
☑ Integration between Bitbucket, Azure Boards, and Copado
☑ Added quality gates to enforce governance and automate checks
☑ CI/CD across all workstreams
☑ DevOps 360 Analytics & Values Stream Maps
Linde added $5.1M in annual ROI with a
culture of continuous improvement
42X
more stories delivered
each quarter
13X
more releases
#1
Highest performing
development team at Linde

28. What level (1-5) is your team operating at today?
What are your biggest challenges in moving changes?
Discussion on Automation

29. BUSINESS VALUE / RISK
The economics of innovation

30. How Salesforce Calculates ROI

31. The Software Value Stream and the Four Key
Metrics
Time
Efficiency
3. Failure
Rate
4. Recovery
Time
Planning Building Testing Deploying
Value
1. Lead Time
2. Deployment
Frequency
The Software
Value Stream

32. Increase the ROI of Salesforce by 250% over 5 years
Assumes:
● 2,000 Salesforce Users
● 10 Admins/Devs
● $100/user/mo
Salesforce License
● Salesforce costs =
50% licenses + 50% staff
● Salesforce ROI is 545%
over 5 years (per IDC
Analysts)

33. Customers Achieve Big Gains With Copado DevOps
HOURS SAVED PER YEAR
4,500
MORE FEATURED DELIVERED
40%
FEWER PRODUCTION BUGS
94%
REDUCED LEAD TIME
75%
MORE FREQUENT DEPLOYMENTS
4.8x
FASTER TIME TO RECOVER
192x
HIGHER FEATURE ADOPTION
100%
Increase Innovation
Velocity Reduced Downtime Increased
Adoption
Simplified
Collaboration
CONTINUOUS
DELIVERY
DEVOPS 360
ANALYTICS
FIRST YEAR RESULTS
AI
TESTING
VALUE-DRIVEN
PLANNING
COLLABORATIVE
DEVELOPMENT
BUSINESS IMPACT:
$89.6M
High Tech Hardware Company
35,000 Salesforce Users
90 Admins / Developers
Copado customer since 2020
DEVELOPMENT TEAMS
8

34. Understand the impact of IT improvements
➔ Get your team to think about company-wide impact
➔ Understand how DevOps has financial impact
➔ Encourage goal-oriented improvements
➔ Help the CxO appreciate the impact

35. What are the main value drivers from your IT team?
What are the main risks/inefficiencies in your team?
Discussion on Business Value

36. NEXT STEPS

37. ● Reach out to your Salesforce CSM or AE
● Let them know you attended the Salesforce
and Copado DevOps session
● Your CSM and AE will work with you and one
of our DevOps Experts to understand your
current state and the value structured
DevOps could have on your organization
How to Learn More!

38. THANK YOU!