Salesforce Delivery-as-a-Service

Working with Fortimize is different by design.

Fortimize is different by design.

No change orders. No scope debates.

No lengthy requirement documents dressed up as accountability. Delivery-as-a-Service is built for how Salesforce users actually work.

Celebrate Alignment

Traditional delivery creates a cycle of change orders, delays, and second-guessing that chips away at user confidence.

Instead, embrace change early, align as you go, and build momentum instead of doubt with Delivery-as-a-Service.

Traditional delivery creates a cycle of change orders and second-guessing that chips away at user confidence.

Instead, embrace change and build momentum instead of doubt with Delivery-as-a-Service.

DaaS is Delivery-as-a-Service

Transparent pricing

Fees map to Salesforce products. No surprises.

Plain contracts

Goals stated, not objects. No legal fortress.

No change orders

Most changes are absorbed, not penalized.

Direct access

You work with the people doing the work.

Flexible exits

Capacity-based. Not locked in for 18 months.

Decisions stay close

Risk surfaced early. Context carried forward.

“Working with Fortimize is the least stressful thing we have going on. We picked a good cadence, we're ahead of schedule and under budget. Even when we need to pivot, it's the least stressful interaction on the planet.”

Melissa May

Root Capital

Agile. Built for real business outcomes.

Pre-Sales

Goals are defined in plain-language contracts and transparent terms.

Compare Terms →

Kickoff

Shared backlog, not a legal doc. Teams maintain full visibility.

Compare to T&M →

Go Live

Change management runs every sprint. Users arrive ready to use tool.

Design Momentum→

Adoption

Each win compounds the last creating self-sustaining teams, not dependency.

Create Ownership →

You already know T&M is broken

Traditional projects focus on delivering documentation rather than delivering value and what customers actually need. Extensive documentation creates a false sense of security while actually making problems more expensive to fix later.

The T&M Failure Point

SOWs locked before anyone knows what they need

Change orders every time reality doesn’t match the document.

“That’s not in scope” — the phrase that kills trust and momentum.

Success measured by delivering a piece of paper, not delivering value.

Users told about the solution at the end, instead of building it.

Budget blown by end of project, nothing left for what comes next.

How Fortimize Solves It

Goals defined before scope. Scope evolves as you learn.

Changes expected, absorbed, and logged without stopping.

“Will that help us hit your goals? Let’s figure out how to include it.”

Success is measured by what your team can actually do after go-live.

End users are part of every sprint. By go-live they’re excited!

Capacity model. Budget and roadmap stay intact.

Getting Started

You can see what it costs before we ever talk.

Transparent pricing isn’t a sales tactic. It’s proof the model works.

Here’s exactly what working together looks like, before any commitment.

Implementation

Financial Services Cloud

Connect with core for customer 360°

$229K • 12 weeks

Data Intelligence

Data 360 In-a-Box

Two systems in. One truth out.

$70K • 12 weeks

AI & Automation

Employee Agent

AI-powered internal support.

$20K • 4 weeks

Ready to stop defending a scope?

Traditional T&M Salesforce Delivery is Broken

Every time we explain our delivery model, it takes a minute to help people break free from the old assumptions.

Somehow, we’ve all been conditioned to believe you can predict exactly how long something will take — even when the details, dependencies, and people involved are completely unknown. It’s comforting, but it’s a lie.

T&M doesn’t actually lock your vendor into delivering on their commitments. It locks you into a contract that often balloons with every change order.

Recently, our COO, Victoria Smith, reflected on where our delivery model began — the moment it clicked, and why “we’ll die on this hill,” because it is the only delivery approach that truly works the first time.

A True “There Has to Be a Better Way” Story

From Status Updates to a Full-Blown Therapy Session

I’ve delivered hundreds of Salesforce projects. And if I’m being honest… not once has the final result ever matched the original statement of work.

After years of leading service organizations and delivering Salesforce projects, I found myself asking a question that every delivery leader has wondered at some point:

"Why does the SOW the client signs never quite match what we deliver — and more importantly, what they actually need?"

Victoria Smith

COO

It was one of those late afternoons in a Toronto office — the coffee was cold, the snacks were gone, and the conversation had shifted from “status update” to “existential crisis.” We were venting about the usual suspects: the handoff from sales that felt like a game of telephone, the change orders that multiplied like rabbits, and the inevitable “this isn’t what we asked for” conversation at the end of every project.

And then, in the middle of our collective therapy session, my colleague Syed—with decades of agile project experience—laughed and dropped the mic:

"The first mistake is assuming the client knows exactly what they want, and how to get there."

Syed Ahmed

Project Manager

I’d like to say that there was silence, but there were a lot of groans — he was right.

Clients absolutely know the outcomes they want: more members, better visibility, happier teams. What they don’t know (and shouldn’t have to) is the exact configuration of fields, objects, and automations required to get there. Yet here we were, forcing them to write a 47-page requirements document before they even knew what was possible.

It was like asking someone to design their dream house before they’d ever seen a hammer.

Related: Salesforce Success Is Earned After Go-Live

What if We Started Scoping Progress?

After that conversation, the mood in the room shifted from venting to problem-solving — which, for a delivery team, is a far more comfortable gear.

If the problem was how we defined success, then maybe the answer was to redefine it.

We stopped trying to scope perfection up front and started scoping progress.

Once I’d had that lightbulb moment, the answer was obvious: agile delivery. Sprint by sprint, focused on business outcomes. Easy… right?

Well, not so fast. There was one teeny-tiny problem: how do you sell that?

Procurement teams love their SOWs. They want numbers — this many fields, that many objects, three automations, and a partridge in a pear tree. And “we’ll figure it out as we go, but trust us, it’ll be great” isn’t exactly a comforting line item.

So, we got creative. Partnering with a few brave clients (shoutout to them for being our early adopters and guinea pigs), we rewrote statements of work around business outcomes instead of feature lists.

It wasn’t “build twelve objects and four automations”
It was “make the lending team faster”
“Give leadership real-time visibility”
“Reduce handoffs”

And almost immediately, everything got easier. Projects moved faster. Collaboration improved. Clients stopped feeling like passengers on a runaway train and started acting like co-pilots.

It was still agile — but suddenly it was manageable. Predictable, even.

The change orders disappeared, the arguments faded, and the energy in the team shifted from reactive to proactive.

That was the first time I realized: Delivery doesn’t have to feel this hard. It can be structured and flexible. And guess what? It worked.

We deliver faster, more flexibly, and with less drama — and no one missed the giant spreadsheet of made-up estimates.

Progress Doesn’t Pause — It Pivots

When I joined Fortimize, that thinking finally found its home.

Here, everyone is an owner — not just in name, but in accountability. That mindset changed everything. We stopped “delivering projects” and started owning outcomes with our clients. We took what worked — the agility, the focus, the progress-over-perfection mindset — and gave it structure. Predictable, repeatable, transparent structure.

That became Delivery-as-a-Service.

Operationally, it’s simple: we scope for time and materials but plan and bill by monthly outcomes. This model gives teams room to shift priorities without penalties, bureaucracy, or re-scoping chaos.

Progress doesn’t pause — it pivots. And the difference shows. Projects stay aligned, communication stays open, and both sides move in the same direction.

Brendan, one of our longest-tenured teammates, said it best:

"Our business has never felt more aligned — like a well-oiled machine from top to bottom. It’s an unmatched and seamless experience for all of our customers."

Brendan Conniff

Technical Architect

That alignment isn’t luck. It’s what happens when structure serves people, not the other way around — when delivery stops being a transaction and becomes a true partnership.

Agile Doesn’t Have to Give Your CFO Nightmares

Even now, this is still the question I hear most often:

"“How do you sell agile in a fixed-budget, fixed-time world?”"

It’s a fair question — because most organizations are conditioned to think predictability and flexibility can’t coexist. But they can.

The answer is focus and ruthless prioritization. We don’t try to do everything at once. We deliver what actually moves the business forward. Think of it like Marie Kondo for software — if it doesn’t spark business value, it doesn’t make it into the sprint.

The second objection is always about budgeting. CFOs don’t want surprises, and traditional agile can sound like one long “we’ll see.”

So we fixed that too.

Delivery-as-a-Service spreads investment over time, blending flexibility with financial clarity. Instead of a massive, rigid invoice tied to static scope, clients plan predictable monthly or quarterly spend while continuously improving their Salesforce platform.

The system stays fresh. The spend stays steady. The CFO sleeps at night.

It’s simple, transparent, and sustainable — exactly how Salesforce delivery should be.

Why We’ll Die on This Hill

Today, 90% of our customers run on Delivery-as-a-Service, and we’re convinced it’s the only way Salesforce projects should be done in today’s economic climate.

The era of massive implementations, disappearing teams, and dusty systems is over.

Salesforce is a living, breathing product — and we’re its co-parents. We grow it, improve it, and make sure it behaves.

This isn’t about “projects” anymore. It’s about partnership — predictable costs, continuous value, and outcomes that actually matter.

And frankly, after years of doing it the old way… we’re never going back.