Ben Fuller

Salesforce just dropped Agentforce 360. Everyone's asking: "Can AI really replace our contact center agents?" The answer? Yes...and no. After analyzing real healthcare deployments, here's what the data actually shows: ✅ YES for: 77% call deflection on routine tasks, 80% reduction in handle time, 24/7 availability ❌ NO for: Empathy, complex problem-solving, emotionally charged situations The truth? 75% of patients still want a human for sensitive issues. The winning strategy isn't replacement—it's creating "Super Agents" where AI handles the noise and humans focus on what matters: trust, judgment, and care. Tomorrow's newsletter breaks down: → Real ROI metrics from healthcare contact centers → Why the hybrid model wins → How to train agents for the AI era → The human-in-the-loop framework that works This isn't about choosing sides. It's about strategic deployment. Not yet a subscriber? Link in comments 👇 #HealthcareAI #PatientExperience #ContactCenter #HealthcareLeadership

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Great insights here if you are thinking of customer resource management, impact reporting, grants management and more. Thanks Megan Andrews-Sharer!

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After 15 years in the rev tech space and 5,000+ conversations with CROs, VPs of Sales, and Enablement leaders, here's my take on the FUTURE of revenue enablement in light of AI. A few weeks ago, I talked to the CRO of a ~1,000 person SaaS business. Here's what I asked him: “What’s the biggest change you’ve made in your first few months?” His answer was not: • Changing territories or quotas • Rolling out a methodology • Upgrading messaging It was this: "I cut my enablement team from 17 people down to 4.” Think about that. His first major decision as CRO wasn’t about growth mechanics. It was about cost justification. They were dead-set on getting to the Rule of 40 as a business. The enablement team could not show credible revenue impact. So, they're out. I saw that pattern show up all of 2025 and see it steepening in 2026: Revenue enablement is dying – unless it evolves into "revenue risk management." Most execs see enablement teams as: • A cost center • A content factory And most critically, one that cannot attribute its work to revenue outcomes A decade+ ago CMOs everywhere became obsessed with revenue attribution. They went from squishy execs to having a true seat at the table. If enablement leaders want the same ascension, they must do the same. Death to Vanity Enablement. Life to *Revenue* Enablement in the purest sense of the word. Here's the essay. Let me know what you think: https://lnkd.in/gMqxGePt

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I long heard the opinion that Salesforce can't work in an SMB setting. I have over 100 clients who would disagree. The bad reputation comes from setup. The mistakes I see most are: 1. Trying to customize everything 2. DIYing the setup 3. Attempting to solve every edge case If it feels overbuilt or clunky, your team will never buy in. We see issues of all kind: process issues, expectation setting issues, change management issues, go-live issues. But not one of these is unique to Salesforce.  I’ve seen companies write off technology for years after one bad rollout. That first impression can stick and it can sting.  If you’ve had a bad Salesforce experience as an SMB, I’d love to hear your story. What went wrong for you?

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“You should consider abolishing all of your scrum meetings.” That was Toby Dykes speaking from direct experience with our FSFA team, the group responsible for the Salesforce app used every day by our sales reps. And it landed hard. His observation was simple and uncomfortable. The team were going through the motions. The ceremonies were happening. But the value had quietly drained out of them. Stand-ups as status theatre. Ceremonies as calendar fillers. Process continuing out of habit rather than purpose. Not because the team lacked capability or intent, but because the system around them had stopped serving the work. That sparked a much broader conversation. Team Topologies as a leadership responsibility, not a delivery framework. Autonomy as something you actively create space for, especially in high-pressure frontline systems like FSFA. Psychological safety as the reason teams either speak up and adapt, or comply and disengage. What really stuck with me was this: When teams no longer see value in the rituals, it’s rarely a team problem. It’s a signal that leadership needs to rethink how work is structured, how trust is expressed, and how much bandwidth is being consumed by process instead of outcomes. If we want teams to feel ownership, energy, and pride in what they’re building, we have to be willing to remove things that no longer help, even if they once did. Great conversation Toby. Honest, grounded, and exactly the kind of challenge senior leaders should welcome. Question for others leading platform or frontline tech teams: How do you tell the difference between “agile discipline” and “process inertia” and what have you been brave enough to stop doing?

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