The Product Growth Strategy That Drove $95M in ACV Growth and $275M in AOV Expansion

COMPANY NAME
Salesforce (Internal)

WHERE THEY WERE BEFORE
When MapAnything was acquired by Salesforce, the product entered a new chapter. It was no longer operating as a standalone startup, but as a product expected to perform at the same level as Salesforce’s enterprise-grade portfolio. This shift raised expectations around capability depth, integration quality, reliability, and the ability to support large global customers.

While the product had strong potential, its revenue profile, enterprise workflows, and market positioning were not yet mature enough to accelerate growth at scale. Annual Contract Value stood at approximately $5 million, and Annual Order Value hovered around $25 million. These were meaningful numbers, but far below what the market opportunity and Salesforce’s distribution power made possible.

To unlock enterprise growth and compete in larger deal cycles, the product needed a stronger value narrative, deeper feature support, improved usability, and tighter alignment with enterprise workflows. Without these changes, Salesforce Maps risked being viewed as a lightweight add-on rather than a core, revenue-driving platform.

PROBLEMS
Internally, it became clear that the product had been designed primarily for SMB and mid-market use cases. After joining Salesforce, enterprise customers expected more sophisticated workflows, greater scalability, higher performance reliability, and capabilities aligned with complex operational needs.

These gaps created friction during sales cycles. Larger customers raised concerns about feature depth, scalability, and usability. Some workflows required manual workarounds, pricing did not clearly map to enterprise value, and certain usability gaps made the product feel less mature than competing solutions. Together, these issues slowed deal velocity and limited expansion potential.

MY ROLE
As the Product Manager responsible for strategic initiatives within Salesforce Maps, I played a central role in guiding the product’s evolution toward enterprise readiness. This responsibility included roadmap ownership, cross-functional alignment, customer and field feedback analysis, competitive evaluation, and defining improvements required to support larger customers.

I worked closely with engineering, UX, sales leadership, solution engineers, product marketing, and customer success teams to design and deliver enterprise-grade enhancements. This included expanding product depth, redesigning workflows, improving data handling and performance, introducing new capabilities, and strengthening overall usability.

In parallel, I helped align the product’s vision with Salesforce’s broader go-to-market strategy by shaping product positioning, messaging, and the value story needed to support larger, more complex deals.

BENEFITS OF THEM MAKING THE CHANGE
As these internal product improvements were delivered, Salesforce Maps became more relevant across multiple enterprise use cases, including field service, logistics, territory planning, asset management, and workforce optimization.

The product became significantly more attractive to enterprise buyers and better suited for seven-figure and multi-million-dollar deal cycles. Salesforce Maps transitioned from a tactical add-on to a strategic platform component that supported broader customer workflows and revenue growth.

IMPRESSIVE MEASURABLE METRICS

• ACV grew from $5 million to $100 million

• AOV grew from $25 million to over $300 million

• Deal velocity increased as larger opportunities entered the pipeline

• Expansion deals closed that were previously out of reach

WHERE THEY ARE NOW
Salesforce Maps is now a fully enterprise-ready product with capabilities that support complex global workflows. It integrates deeply with the Salesforce ecosystem, meets the expectations of large organizations, and consistently drives multi-million-dollar revenue opportunities as part of Salesforce’s platform strategy.

The following case study highlights product leadership and outcomes achieved in prior corporate roles before founding ProductGrowth Labs.