Enterprise software · Certinia (Salesforce)
Salesforce Developer
Forecasting tools that Siemens and Thales rely on to plan their people and their budgets.
- Company
- Certinia (Salesforce)
- Category
- Enterprise software
- Timeline
- Aug 2025 – present
- Services
- Feature ownership · Forecasting tools · Enterprise software
THE CHALLENGE
Certinia's software helps more than 1,400 companies work out who is going to work on what, and what it will cost. Firms like Siemens and Thales plan their projects with it.
When forecasting is wrong at that scale, the damage is quiet and expensive: people get double-booked, projects run over, and margin disappears without anyone noticing until the quarter closes.
It has to be right every time, across thousands of requests a month, without ever getting slower.
WHAT I BUILT
I build and own forecasting features from end to end — working out what the feature actually needs to do, building it, and seeing it through to customers.
That means taking a large, vague piece of work and breaking it into something a team can deliver, then building both the calculations underneath and the screens people use, so the two actually agree with each other.
Every change is reviewed, tested by hand and released daily. Customers get improvements continuously instead of waiting for a nervous once-a-quarter update.
The short version
Certinia builds the software professional services firms use to plan their people and their project finances. I build the forecasting side of it — the part that answers who is available, what a project will cost, and whether it will make money.
It is used by over 1,400 companies, including Siemens, Thales and Salesforce itself.
What was at stake
A consultancy lives or dies on whether the right people are on the right projects. Get the forecast wrong and you either have expensive people sitting idle, or you promise a client someone who is already booked.
Neither failure announces itself. They show up months later as a margin that came in lower than promised — which is exactly why the numbers have to be trustworthy.
Owning features rather than tickets
I take a piece of work from the point where it is still a rough business need through to it being live. That means asking what problem it actually solves, breaking it into pieces the team can deliver in order, and staying with it through to release.
It matters commercially because the expensive mistakes in enterprise software are rarely bugs. They are features that get built exactly as described and turn out to solve the wrong problem.
Building both halves
I build the calculations that produce the forecast and the screens people use to read it. Doing both means the interface reflects what the numbers actually mean, rather than a screen designed against an assumption about how the maths behaves.
Testing like people depend on it
Finance teams make real commitments on these figures, so the work is covered by automatic checks at several levels, and I test changes by hand before approving them. It is unglamorous, and it is the reason customers can trust a number they have never verified themselves.
Shipping every day
Changes are reviewed and released daily rather than saved up. Small, frequent releases are easier to check and easier to undo — so improvements reach customers sooner and with less risk attached.
Where it landed
- Forecasting used by more than 1,400 companies on the platform.
- Live with enterprise customers including Siemens, Thales and Salesforce.
- Thousands of resourcing requests handled every month.
- Improvements released daily rather than batched into large updates.
THE OUTCOME
Forecasting trusted by 1,400+ companies, Siemens and Thales among them.
- 1,400+
- Companies using the platform
- Siemens & Thales
- Among the firms using these features
- Thousands
- Resourcing requests handled each month
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