Read the latest blogs, news and views from Infomentum.

I’ve wanted to go to Dreamforce for a decade. Salesforce Marketing wasn’t exaggerating - it was unforgetable (as was the Cabernet Sauvignon).  Without sounding as middle aged as I am, I literally felt like I was living in the future. 

Driverless cars dropping us off at dinners. Robots walking through the conference. An agentic business development representative more efficient and competent than I’ve seen in more than a decade of sales experience. Then there’s Dreamforce itself. Tens of thousands of people across the campground. 1,600 sessions to choose from. Gwen Stefani opening the keynote. And then Dreamfest.

So yes, there was a lot going on and I’ve finally gotten round to my wrap up!

Welcome to the 11th (yes, 11th!) part of my blog series on MuleSoft's Anypoint Code Builder.

A lot has changed since I first started exploring the development environment. With every release, Anypoint Code Builder has become more capable and easier to navigate, helping developers spend less time searching through tricky projects and more time building, testing and improving integrations.

A once-in-a-generation opportunity for policing - but reform has to be about more than structures.

Today HMICFRS published its State of Policing 2025–26 report, describing police reform as a once-in-a-generation opportunity to improve the service provided to the public, and it’s difficult to argue with much of the sentiment.

Having recently wrapped up an IT service management (ITSM) implementation for a large police force built on Agentforce IT Service, I’ve been thinking about what comes next. Not just for the force, but for organisations in general. ITSM has traditionally focused on making it easier for IT teams to manage requests, resolve issues and keep services running. But the need for simple, well-managed services doesn’t stop at the IT desk.

When we talk about digital accessibility, the conversation often begins and ends with websites: screen-reader compatibility, keyboard navigation, colour contrast and alternative text.

These things are essential, but in the public sector, accessibility must go much further.

For most of my career, I've worked in and around public services, particularly policing, but also alongside a wide range of partner agencies responsible for supporting citizens through complex and often challenging journeys. Although the services themselves are very different, the questions citizens ask are remarkably consistent:"What's happening?" "What happens next?" "Do I need to do anything?" "Who can help me?"

Today, citizens expect answers to those questions quickly, clearly and through the channels they prefer to use. They increasingly compare their experience of public services not with other public services, but with the best digital experiences they encounter elsewhere in their daily lives. Yet many public sector organisations still struggle to provide timely, proactive communication throughout a citizen's journey.

Artificial intelligence (AI) has spent the last few years making promises. Now, with the emergence of agent-based AI, it's starting to deliver them.

For most organisations, AI adoption has followed a similar pattern: a chatbot here, an automation there, maybe a co-pilot bolted onto an existing tool. Useful, but also somewhat limited. These are instruments that respond when prompted. What they don't do is take initiative, hold context, or carry a task through from start to finish. 

That changes with AI agents.

When people talk about the future of IT Service Management, the conversation almost always revolves around AI.

AI agents. Automated resolutions. Predictive insights.

But there is a less glamorous topic that deserves just as much attention: Asset Management. After all, an AI agent can't fulfil a hardware request, recommend sourcing options, or automate lifecycle processes if it doesn't know what assets exist, where they are, or whether they're available.

In my experience working with public sector organisations, one of the biggest challenges isn't a lack of technology - it's a lack of visibility.

A blueprint for project health monitoring using weighted milestones, Fibonacci estimation, and risk-informed progress tracking.

Every project manager (PM) gets asked the same question: Are we going to finish this project on time and on budget? To answer it, they usually would rely on delivery plans, burn charts, milestone trackers, and team estimates...

And whilst these tools are useful, they rarely provide the PM with a single, structured view that brings together delivery progress, budget consumption, and delivery exposure in a way that supports consistent judgement. Experienced PMs often develop a strong instinct for when something is drifting. That instinct is real and earned. But instinct alone is difficult to evidence, difficult to transfer, and difficult to defend when delivery confidence needs to be explained. That is the structural gap this framework addresses.

Policing organisations operate in one of the most demanding service environments in the public sector. IT services are mission-critical - any disruption, however small, can have a direct impact on frontline effectiveness.

At Infomentum, we’ve seen first-hand how IT Service Management (ITSM) functions within policing are under constant pressure. High volumes of requests - many of them low complexity - create a persistent challenge: how to maintain service quality while enabling IT teams to focus on more strategic priorities.

From my own experience as a senior police leader, the impact of this is very real.