Salesforce has lost half its market cap in the last ~year. Spending time and money to acquire a calendar scheduler shows just how badly they have lost the plot.

I know this is an HN meme but can someone look at https://www.getclockwise.com/overview and explain why an internal team couldn't build this in a couple of weeks? And it's not like Salesforce is lacking engineers - they employ 83,000 (!!) people globally.

▲

JumpCrisscross 6 hours ago | parent | next [-]

> Salesforce has lost half its market cap in the last ~year

They're also at record revenue [1].

[1] https://investor.salesforce.com/news/news-details/2026/Sales...

▲

chronic20001 3 hours ago | parent [-]

> They're also at record revenue [1].

I too have revenue of $1 billion but with $2 billion in expenses

	▲	JumpCrisscross an hour ago \| parent \| next [-]
		“FY26 operating cash flow of $15.0 billion, up 15% Y/Y, and free cash flow of $14.4 billion, up 16% Y/Y. Returned $14.3 billion to shareholders, including $12.7 billion in share repurchases and $1.6 billion in dividends.” Like, literally bullet pointed.
	▲	hallway_monitor 3 hours ago \| parent \| prev [-]
		I mean wow, talk about making it up in volume, but hell I would take it.

▲

apparent 6 hours ago | parent | prev | next [-]

Typically when a company is acquired and the product is swiftly shut down, the value sought was the team. Although Salesforce has plenty of engineers, they may not have a team that does what the Clockwise team does.

▲

santoshalper 6 hours ago | parent [-]

Or they may just think the clockwise team is great and is willing to pay a small premium to get them.

	▲	jacquesm 5 hours ago \| parent \| next [-]
		That means that for the acquirees that was the only option on the table so GP is likely right.
	▲	apparent 5 hours ago \| parent \| prev \| next [-]
		Yeah, the question is how much they paid and what other options the Clockwise team had. I wasn't going to speculate about that, since I've no idea.
	▲	4 hours ago \| parent \| prev [-]
		[deleted]

▲

bitwize 5 hours ago | parent | prev | next [-]

Because the features need to be planned by product people, broken down and turned to stories in JIRA. The dev teams need to get together and play planning poker to determine who gets what story and approximately how long it should take. They need to coordinate with the DevOps and security teams in order to ensure it complies with company requirements/best practices concerning authz/authn, o11y, etc.

The good news is the company is headed into a bright and glorious future of productivity. The CEO has been completely one-shotted, and over last weekend he vibe-coded together a companywide TODO app. The submit button glitches out of existence and it authenticates any company email address without even a password, but its existence means the CEO is a dev now just like you. Token and SLOC count KPIs will be implemented next quarter.

▲

ares623 6 hours ago | parent | prev | next [-]

Is the Clockwise founder mates with anyone in Salesforce?

▲

Eufrat 6 hours ago | parent [-]

Probably. The Clockwise folks were from a startup that was bought out by Salesforce before they left to do this.

IMHO, the problem with Clockwise is that there was never a compelling product or a moat they could build with in the space. It was trivial for Google or anyone else to just implement similar enhancements.

	▲	tedivm 5 hours ago \| parent \| next [-]
		I interviewed with Clockwise years ago and was offered a position, but ultimately I decided to pass for this exact reason. This system is great, and I actually used it and loved it, but it was a feature rather than a product.
	▲	paxys 6 hours ago \| parent \| prev [-]
		Yeah, that would explain it.

▲

6 hours ago | parent | prev | next [-]

[deleted]

▲

moomoo11 7 hours ago | parent | prev [-]

Clockwise has thousands of companies using it already.

Buying the company gives them those customers. They shut it down presumably so they can do something with those customers they bought.

Making software is easy. Don’t kid yourself. If you’re a swe you’re an expense line item. Getting distribution is hard.

▲

paxys 6 hours ago | parent | next [-]

How does shutting the product down get them any customers?

"Hey you've been paying for this calendar thing for a while, but won't be able to any longer. Go use one of their competitors instead. BTW have you tried our CRM?"

▲

mushufasa 6 hours ago | parent | next [-]

To be fair, Salesforce IS a CRM and can offer people project/time/calendar/team collaboration features, even if it's not a DIRECT competitor to a modern wave of time management startups.

	▲	skeeter2020 2 hours ago \| parent [-]
		You don't typically buy clients via acquisition and then cancel them before you convert them, though...

▲

moomoo11 an hour ago | parent | prev [-]

Because you might shift them to another product line?

I don't personally care about Salesforce and think they're a low/mediocre company, but having seen acquisitions at my last company we'd shut them down but roll them into our ecosystem.

Obviously there's churn, but that's why you spend MONTHS doing due diligence to figure out if the strategy is sound. For example, most of the customers of one product we acquired were already using our product for other things, or competitor platforms. So, we managed to roll a bunch of enterprise customers onto our platform.

Its not just LOOK AT ME I WROTE SOME CODE :D lol

Or they might just be buying out the team to help them build out something to address gaps in their product.

But it is not just "why can't they just make it themselves"

▲

QuesnayJr 7 hours ago | parent | prev [-]

Just shutting it down seems like the worst way to keep the customers. They'd be better off rebranding it as Salesforce Clockwise and then slowly transitioning them.

I suspect it's more of an acquihire.