Brandon Metcalf

I’ve built, scaled, and landed successful acquisitions for multiple companies rooted in the Salesforce ecosystem and focused on solving the operational challenges that hold teams back. My background and passion for building technology companies shaped how I lead — build for scale, move with pace, stay close to execution, and focus on what actually works.

Today, I lead Asymbl, The Workforce Orchestration Company. We help organizations design, manage, and scale hybrid workforces where humans and digital workers operate as one.

Our approach combines digital labor strategy to onboard digital workers, recruiting software to hire human workers, and deep platform expertise that connects it all across Salesforce, Slack, and the wider enterprise. That includes everything from intelligent agents and predictive systems to workflow automation and orchestration across applications.

Inside Asymbl, we run this model ourselves. Digital workers now operate across multiple functions of our business, working alongside our teams every day. We prove every innovation in our own operations before bringing it to customers.

The future of work isn’t human or digital.
It’s human and digital, orchestrated as one.

Ambassador

We're hiring. Expanding our HQ in Austin, growing in India, and adding remote opportunities! 

56x growth in 3 years. Not slowing down.

Why Asymbl?

You'll join a leadership team with over a century of combined Salesforce experience. Repeat founders with successful exits. Former Salesforce leaders. Operators who've built and scaled global organizations. We've done this before, and this is the biggest opportunity yet.

You'll work at the intersection of Salesforce, AI, workforce tech, and the future of work. Workforce applications to recruit and support human workers. Digital labor strategy to onboard digital workers. Platform expertise to bring it all together.

You probably hear us talking about Workforce Orchestration. We're not just talking about it, we're living it. Our teams are achieving 30% to 70% productivity gains with digital workers working alongside them. Human and digital workers orchestrated as one cohesive workforce. That's not a pilot program. That's how we operate. If you want to be on the forefront, you need to be at Asymbl. 

And we invest in our people. That's not a talking point. It's one of our six core values: unlocking our team's potential and providing the support and opportunities they need to thrive.

Austin:

➡️ VP, Sales - We're not selling software. We're selling a new way to work. Workforce applications, digital labor advisory, Salesforce consulting. Multi-dimensional selling at the intersection of SaaS, services, and AI. You'll report to Michael Clark, our CRO. 7 years as a top-performing sales leader at Salesforce. Former Senior RVP with repeated national rankings.

➡️ VP, People Operations - Build and expand the People function for a company where human and digital workers operate as one. Lead globally across the US, India, and Canada. Reports to me.

➡️ Account Executives - Help business leaders reimagine how work gets done. Recruiter Suite. Digital Labor Advisory. Salesforce consulting. Sell outcomes, not transactions.

India & Remote:

➡️ VP, Engineering (Jaipur) - Own the engine behind everything we ship. Architecture. Delivery. Engineering excellence. You'll report to Shivanath Devinarayanan, our Chief Digital Labor & Technology Officer. 16 years building on Salesforce. Salesforce MVP Hall of Fame. Founded and exited a top-tier Salesforce consulting firm.

➡️ Plus many more roles across Jaipur and remote.

The future of work isn't coming. We're building it.

Link to apply in comments.

#hiring #Austin #India #leadership #futureofwork #digitallabor #Salesforce

CEO & Founder at Asymbl | Orchestrating the Workforce of the Future

We just announced an expanded multi-year collaboration with Salesforce, and it's a big deal for what we're building at Asymbl ... and for accelerating workforce orchestration for our customers.

This isn't a new relationship. We are a Summit Partner and have been deep in the Salesforce ecosystem since day one. What's changing is the scale. 

Agentforce 360 Platform, Data 360, and Slack give us the infrastructure to connect data, people, and AI in real time, with Salesforce putting their forward deployed engineering team alongside ours to accelerate what we're building together.

Today, Asymbl's workforce is almost a 50/50 split between human and digital workers. That hybrid workforce generated approximately $5 million in productivity impact in 2025, and we expect that to grow to between $8 million and $11 million this year.

We have customers of all sizes whose digital workers have successfully gone live, with many more in delivery now.

→ Staffing & recruiting, technology, consulting, healthcare, professional services, and more 
→ From ~$20M revenue to multi-billion dollar enterprises

The orchestration patterns, governance frameworks, context graphs, and workforce applications we've built internally are the foundation for how our customers scale digital labor responsibly.

We got there by treating digital workers like teammates, with managers, job descriptions, success criteria, and coaching. We prove it inside Asymbl first, then we bring it to our customers.

What I'm most excited about is what comes next....

We're expanding our services, launching new digital workers, and releasing AI-first workforce and recruiting products that I can't wait to show you. All of it designed to help our customers orchestrate work across the full spectrum of the agentic enterprise.

Stay tuned....

https://lnkd.in/g6KNR66y 

#workforceorchestration #digitallabor #Asymbl #Salesforce #Agentforce #Slack

Open article: Asymbl Announces Expanded Collaboration with Salesforce to Advance Workforce Orchestration with AI by asymbl.com

Asymbl Announces Expanded Collaboration with Salesforce to Advance Workforce Orchestration with AI

We've been hyping Slack as the environment for the future of work for what feels like years now, and honestly that's not going to stop.

That future is here, and we're running it every day.

Our workforce is hybrid, human and digital, and orchestrating them as one team requires more than just good intentions — it requires the right mindset and solutions, and Slack is a huge part of that for us.

It's not just where conversations happen, it's where our people and digital workers get context on what's going on across the business, execute and complete tasks, and stay on top of what needs their attention next.

That's what makes the whole system work as we keep expanding our digital worker fleet, and we're expanding it fast.

Our Chief Digital Labor & Technology Officer, Shivanath Devinarayanan, is joining Ryan Batty, VP of Global Field Marketing at Slack, to talk about exactly this on: 

📅   March 10th 
🕙   10:00 AM PST 

If you want to hear from people who actually live this every day, register below.

Link in comments.

#futureofwork #digitallabor #workforceorchestration #Slack

$800 billion in software market value wiped out last week, and everyone is debating whether SaaS lives or dies.

The stock market is doing what it does, trying to figure out how to price something genuinely new. That makes sense. But from the standpoint of actual SaaS value and the companies trying to get real returns from AI, I think the wrong question is being asked.

The real shift isn't about what happens to software. It's about what happens to the workforce that operates inside it. When part of your workforce is no longer human, the questions that matter most aren't about models or platforms. 
They're about who designs the work, who coaches the digital workers, and who understands the outcomes deeply enough to direct them.

I wrote about this in a new LinkedIn article, building on what I'm hearing from Jensen Huang, Jason Lemkin, the All-In crew, and what we're learning firsthand at Asymbl with 150+ digital workers running alongside our human team.

The SaaSpocalypse isn't about software. It's about work.

#futureofwork #digitallabor #enterpriseAI #workforceorchestration

Last week, roughly $800 billion in software market value got wiped out. The media called it the "SaaSpocalypse," and everyone with an opinion rushed t

Open article: The "SaaSpocalypse" Isn't About Software. Its About Work. by Brandon Metcalf • 7 min read

The "SaaSpocalypse" Isn't About Software. Its About Work.

For every $1 spent on software, $6 goes to services, and AI is making it possible to deliver that work at software margins. That stat comes from Julien Bek at Sequoia in a recent piece called "Services: The New Software," and it's worth reading.

Their core thesis is that the next big company won't sell tools, it'll sell the work itself.

A big thank you to Julien, as this is the thesis behind Asymbl and what we’ve been broadcasting for well over a year.

I'd push the thinking further though as I believe it's beyond the work itself, its the outcome that the work produces. That's a different accountability model entirely.

The article frames intelligence and judgement as the two axes that matter. I'd add a third: wisdom. Knowing the patterns is intelligence. Applying experience is judgement. Understanding why a decision was made so the organization retains that knowledge over time, that's wisdom, and it's what makes a digital workforce compound instead of just perform.

I'd also add the layer that makes all of it work: workforce orchestration. Not just the automation, but designing how humans and digital workers operate as one team, with roles, success criteria, coaching, and measurement. The humans don't go away, they are the strategic layer.

Julien talks about translating "spec into code, text, debugging." This part is incredibly important. The human should be the subject matter expert for the spec, meaning they need to understand the why, what, and motivation for success, and then ensure what was produced actually delivers the outcome.

This is how we operate at Asymbl today and the outcomes we deliver for our customers.

Respect to the Sequoia team for putting a framework around it. The thesis is real.

Julien's blog is in my comments, check it out and feel free to share perspective.

#digitallabor #futureofwork #AI #workforceorchestration

I always wanted to become a paella cook, but my path led me to spend 20 years in finance and tech - eventually becoming a fintech entrepreneur and a frustrated paella aficionado.

I did my time in Investment Banking across NYC, Sao Paulo, Zurich, and London. But I redeemed myself by pivoting to tech, where I launched four fintech products back-to-back.

Today, I’m the co-founder and CEO of Abacum, the leading FP&A automation platform helping finance teams in the mid-market drive efficient growth and deliver business impact.

My partner in crime, Jorge Lluch, and I built the product we wished we had in our previous finance roles. Solving a problem that used to make us bleed in the head has been a dream come true.

We’re on a mission to make finance teams the heroes of their organizations.

“Cool, but what exactly does Abacum do?”

• Drives efficient growth through more accurate revenue forecasts, advanced scenario modeling, headcount planning, and OPEX control.
• Provides real-time access to all your operational and financial KPIs in one place, automating Board decks, monthly performance reviews, and reforecasting reports.
• Boosts budget owner accountability with structured collaborative workflows and actionable to-dos.

On a personal note, family always comes first. I live in New York with my amazing wife and three high-energy kids. For me, success is when my kids use my back as a walking mat - keeps them busy and gets the knots out.

Quick facts: I practice Vipassana meditation. Fan of Stoicism, especially Epictetus. I journal daily. Vegetarian.

I enjoy martial arts, surfing, and eating embarrassing amounts of chocolate. Originally from Spain, I’ve lived in India, Brazil, Switzerland, the US, and the UK, and I miss them all.

If anything from above interests you, follow along for more content. While I mostly talk shop, you might also catch the occasional post about my quest for the perfect paella.

Julio Martínez

SAVE THE DATE: April 9th, NYC 🗽
Abacum "What-If" Summit 🔥

We in Finance are being asked the same question from every direction: “What’s your AI strategy?”

Here at Abacum we are privileged to talk to the sharpest Finance leaders every day and one thing is clear: 

Everyone is experimenting but few have a clarity of what great looks like and what strong AI adoption in finance actually looks like.

The program is intentionally built for Finance by Finance with sessions including:

→ A moderated fireside chat with OpenAI on how to actually scale AI in your org
→ A live boardroom simulation where we navigate the trade-offs of AI-driven decisions
→ An interactive audience-voted debate on the future of finance

👉 Spots are limited and we are almost at capacity today. 
Request an invite here: https://lnkd.in/gCffk7ST

cc David Bhattacharyya, CFA Wei Loke Matt Ghering Sruthi Lanka Vanna Krantz Richard Harem, CFA Evan Pincus Rakib Azad Brian Weisberg Chris Brubaker Fraser Hopper Tania Secor CJ Gustafson Christian Wattig Meghan Curtin McKenna 🔥

Co-founder & CEO at Abacum | AI-native FP&A that Drives Performance

One of the underrated parts of being a founder is having other founders you can speak honestly with.

When Ali Hussain and I get together, we skip the surface-level updates and go straight into the nitty gritty. What's working but most importantly, what isn't.

The hiring decisions that keep you up. The growth bets you’re rethinking. The things that look confident from the outside but feel messy inside.

There’s a different depth to the conversation with founders (especially ones in a similar stage and industry). You don’t have to explain the pressure, it’s already understood.

From our first conversation, I could tell we share the same drive and it’s reflected in the way we’re building Tabs and Abacum .

I always leave those mornings feeling lighter, sharper, and eager to plan the next one.

The future is bigger.

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One of my favorite Slack channels at Abacum is #kudos.

It’s where wins get called out in public.

Big ones. Small ones. Quiet moments that could easily go unnoticed.

Recently, someone dropped a note that might sound dull on the surface:
a new member logged in.

But then you read the name: Eduardo Saverin.

What I loved wasn’t the name itself (even though, yes, that was pretty great).

It was that someone chose to make the moment a shared one.

Wins don’t need to be big to matter. Credit doesn’t need to come from the top.

In a fast-moving company, it’s easy for small signals of progress to get swallowed by the next task. 

#kudos is how we slow down just enough to lock those moments in.

Most finance leaders agree on one thing: AI is going to transform finance. And much of that transformation started with OpenAI.

The technology they introduced has triggered a wave of change that is reshaping how companies operate, how decisions are made, and increasingly how finance teams work.

Which raises a simple question: how is OpenAI’s own finance team using it?

David Bhattacharyya, CFA and Wei Loke will be joining the "What-if" Summit to walk through how their finance organization is adopting AI internally.

People are exploring AI with a few use cases, but they haven't yet bridged the gap to a resilient operating model. 

Scaling AI responsibly requires knowing exactly where it adds leverage versus where it simply adds noise to the system. 

We will explore what CFOs should realistically expect from their teams in this next phase and how to structure investment across functions. 

Join the conversation and register today: https://lnkd.in/gCffk7ST

We 3x'd revenue and raised over $100M without increasing headcount and here's what every founder should learn from that inflection point.

At some point in every growth company, the instinct is the same. Hire.

Revenue is climbing, customers are coming faster, the roadmap grows, and the team feels stretched.

We hit that moment at Abacum.

And we paused.

Not because we wanted to prove a point, but because we wanted to understand whether hiring would actually accelerate us or just give us a safety net.

We ultimately chose to keep headcount flat as a forcing function.

It forced ownership. 
It forced real capital allocation discipline. 
It forced clarity on ROI. 

It also created the opportunity for us to put our own platform under real pressure and make sure Finance was truly shaping decisions, not just reporting them. 

The lesson is not that hiring early is wrong, sometimes it's 100% needed to get you to the next level.

But hiring can also delay the hard problems.

I wrote about this inflection point in Fortune last week, read the full article below in the comments.

Finance teams are being asked to answer a question that most planning tools were never designed for.

Not "what happened?"
Not "what could happen?"

But rather, "Which path are you backing and why?"

When targets move and decisions can't wait, rebuilding the model isn't the answer. Neither is another export, another version, or another "give me a few days."

Scenario Studio is our answer to that moment.

It's built to make trade-offs explicit, put options side by side, and help finance teams commit to a direction with confidence as opposed to just handing leadership more analysis to interpret.

Over the next few weeks I'm unpacking this shift in a webinar series alongside Christian Wattig,  Nicolas Boucher, and CJ Gustafson. 

We dig into where traditional planning breaks, where AI genuinely helps, and what it actually looks like when finance shows up to shape a decision instead of reporting after one is already made.

If you join, you'll also get a real backstage look at Scenario Studio in action.

The first session is tomorrow and you won't want to miss this series.

👉 Register here: https://lnkd.in/ec2BeUzh

Grateful to amazing customers like Helena Schoen from Pleo for sharing this feedback.

Implementation isn’t flashy. It’s hard work, and there’s almost always more ahead than behind. 

But when a sophisticated customer tells us they feel the impact already, even before everything is fully live, that’s when you know you’re doing something right.

What stood out to me here wasn’t just that the implementation is going well. 

It’s that the team feels supported, trusts the people working with them, and can already see how this will change the way they operate.

That’s customer obsession in practice.
Showing up consistently.
And caring deeply about the outcome, not just the go-live.

It's moments like these that make me incredibly proud of what we're building at Abacum and the team behind the scenes.

Everyone says their product is “AI-native,” but what does that actually mean in practice?

I recently spoke to Christine Hall about what this looks like inside finance.

First, the architecture has to support AI from the ground up. Most FP&A tools were built 20+ years ago, so AI ends up bolted on top rather than integrated into the system.

Second, AI needs to disappear into the workflow itself. Cleaning data, generating models, flagging anomalies while Finance teams focus on the analysis.

When those two things come together, Finance gains something more valuable than just speed.

They gain cognitive clarity, the ability to understand what’s happening in the business and drive performance.

Full interview with Fintech Nexus in the comments below.

Finance is the most under-leveraged function in the business.

Every meaningful decision eventually runs through finance. Hiring plans, pricing changes, GTM bets, capital allocation...Finance is where all those threads meet.

This positioning should make finance proactive by default. 
But in practice, it often does the opposite.

More often than not, finance is brought in once decisions already have momentum. A hire has been promised. A budget has stretched. A plan is already in motion. 

At that point, finance isn’t shaping outcomes, it’s reacting to them.

The irony is that finance is already at the center of the business, their leverage is built in.

Unlocking it isn’t about getting a seat at the table (which they already have), it's about having the right tools that truly empower them to accelerate performance.

I had an absolute blast covering this topics as well as many others last week on the etn. show with Luke Knight and Ronan Chambers!

One of the proudest moments of my career was the day I realized I was no longer needed. 

Years ago, I rebuilt a finance and strategy team across a 10,000+ person company. 

We reached a point where the team was killing it and I could disappear for a month and nothing broke.

My key deputy at the time managed teams independently.
The rolling budget process worked like clockwork. 
Models drove action and better results.
Emergencies were handled without escalation.

That kind of organization used to take years to build, last time it took me about 7 years. AI agents drastically compress that timeline. 

Automated agents can now handle the repetitive work that FP&A teams used to spend hours on. 

This fundamentally changes how you should structure your team. 

The new FP&A analyst is not a spreadsheet operator, they’re an agent manager and a strategic operator. 

Build around smart, creative, curious people who can adapt, solve a range of problems, and go out of their way to automate the grunt work. 

Hire correctly, and you'll find you'll need fewer people but those people will be essential.

If you're interested in this shift, I breakdown it down in depth in my weekly newsletter linked in the comments below.

Most FP&A teams are organized around first-order thinking. They're built to explain what happened but often not prepared for what happens next.

Are we hitting plan?
What’s our burn?
What changed this month vs last?

Necessary questions but inward-looking ones. 

The biggest shocks of the last five years probably didn’t start inside the company, they started somewhere else in the ecosystem. 

A customer’s customer slows down.
Regulations change.
Tariffs increase.
Capital tightens.

By the time those second-order effects show up in your forecast, they’re no longer “signals.” They’re revenue misses, cash gaps, or execution problems.

The strongest FP&A teams don’t just model internal drivers, they map dependencies.

Who do our partners rely on?
What drives our customers’ revenue? 
How sensitive are we to a shift in funding markets?

That’s where finance becomes strategic.

Not by predicting every shock, but by understanding exposure, identifying a few meaningful external signals, and building optionality before pressure forces the decision.

I write every week about the FP&A trends and challenges we’re seeing at Abacum (newsletter linked in the comments below).

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