Agentforce is a growing business.
A year ago, Agentforce was just a whisper, an idea. Today, it's the fastest growing product we've ever launched.
Let's talk about Salesforce unveiling Agentforce.
Tell us how big companies are using Agentforce.
It's not just what is possible. It's what you are going to make possible. Humans with agents driving customer success together. This is what AI was meant to be.
This story isn't just about scale. It's about something more profound. It's about a choice. Is AI going to replace us? Are we going to be in command of it? At Salesforce, we've made our choice. We're building AI that elevates people, where agents handle the busy work so we can focus on the work that matters. Because AI, when built with trust, elevates your people. It helps them move faster, think deeper, and connect more meaningfully. Agentforce has now handled more than 1.5 million customer service requests at Salesforce. That's not just a milestone. That's over a million questions answered with precision, a million customers understood with empathy and care. Most of all, more than a million times, our people were empowered to drive greater value. In the future of work, it's not artificial. It's profoundly human.
Around the world, companies are embracing this new way of working, where people and AI partner together across every function, in every corner of the enterprise. When that collaboration works, it doesn't just change how companies perform. It changes how people feel about their time, their impact, their purpose. More time to solve, more energy to connect, more humanity in the loop. This is the agentic enterprise, a transformation designed for people, powered by AI, built on trust. Here's the truth. AI doesn't feel. AI doesn't care. We do. That's what sets us apart. The real miracle isn't building machines that think like us. It's building an enterprise where people can become everything they're capable of being. Welcome to the agentic enterprise.
Please welcome Executive Vice President, Investor Relations, Mike Spencer.
Welcome. Thank you all so much for being here. We're maybe a couple of years overdue, but we're super excited to have you all here. Hopefully, you've gotten a chance to tour around Dreamforce a little bit. If you haven't had the opportunity yet, I strongly encourage you to walk the floor, talk to customers, and in particular, go see Agentforce City. Marc mentioned it on the stage yesterday. I think it's really important for you all to hear directly from customers. You're going to hear us talk a lot about it today. Do get out and see the sites and tour around. We've got a packed agenda today, but I want to start with just a thank you. You have choices. We appreciate your investment. We hear from a lot of you. Feedback's a gift.
We are super excited to have you here, and we're super excited to tell you our story today. You're going to hear from a great group of our leaders. We always start every presentation with a thank you. In traditional analyst day format, we've got to give you the precursor. I'm not going to read the slide, just to say that we are going to make some forward-looking statements today, which are subject to change. Always please refer to our latest filings with the SEC. The agenda: we're going to kick off with Steve Fisher. I'm going to talk about the specifics on the next slide, who is our Chief Product Officer. Miguel Milano, our Chief Revenue Officer, is going to come up after that. Then Robin. We're going to close with Marc and the leadership team for a Q&A.
Marc will be here for the last hour, 1 hour and 15 minutes of the presentation today. Afterwards, we're going to have cocktails out in the reception area. There'll be some demo televisions as well, with some folks demoing some of the technology you're going to hear about and some of the technology you've seen at Dreamforce. Please stop by, ask all the questions you'd like to ask. We are selective in what we put out there. We really want you guys to get a front row seat to some of the tech that we've been introducing this week. Let's talk about the details of what you're going to hear about today. You all have probably seen, if you got a chance to watch the Keynote yesterday, the circle graphic that you see here gives you a layout of our product portfolio.
Steve is going to come up and walk you through where we're at from an innovation cycle standpoint. We've been investing a ton. We'll talk about that. We are super excited about where we're at. We are certainly in a zone where the pace of innovation is rapid. You all know that. You cover our space. You're going to hear Steve really get into it. We are super excited to have Steve here. You all have not heard from Steve before. He is a key cornerstone, obviously, to our product strategy. Following that is going to be Miguel Milano, our Chief Revenue Officer. He's going to come in and take the product vision that Steve's going to paint for you and give you the go-to-market lens in what we're doing there. I'll come back up and talk about that between sessions.
Lastly, Robin's going to come up and give you the financial framework and the monetization structure of all of that. We are super excited with the lineup. Keep your questions to the end. We'll get into the Q&A. With that, I'm going to hand it off to Steve.
Hi, everybody. Good afternoon. Thanks for coming. As Mike also said, it's really very, especially now when things are changing so rapidly, it's really a nice opportunity to get the opportunity to come up here, share kind of our thoughts, and then hear your feedback. Looking forward to the questions later today. I thought we could start by maybe setting a little context about kind of what we've been doing behind the scenes for the last four or so years. As you know, for the first 15 or so years as a company, we were really focused on proving the model, multi-tenancy, metadata, the cloud, CRM, Sales Cloud, our platform, Service Cloud. I was here from 2004 2014. That was a big part of my career, was helping see that through. That was a pretty good ride.
I think we kind of showed that the future of enterprise software was in the cloud. At that point, in order to really complete the story, in order to be able to deliver the full customer experience, we bought a few companies, as I'm sure you're aware. About four years ago, we decided to step back a little bit. During that time, our architecture had gotten a little bit fragmented. The data was somewhat fragmented. The experiences were somewhat fragmented. That was great for the time because we brought in all these amazing teams and capabilities and customer relationships. It really completed a large part of the portfolio.
At that point, four years ago, we decided, Okay, now we need to, because our mission isn't really, Okay, we want to deliver a great experience for sales teams engaging with their customers and service teams engaging with their customers and so on. It's really about, from the CRM perspective, putting the customer at the center and breaking down all the silos so that our customers, the businesses that we serve, can have the best, most relevant, most personalized experience across every touchpoint, and where the business understands everything about the customer and can deliver the best possible experience and build enduring customer relationships. That's really our core, core, core mission. To do that, we needed to sort of re-architect our platform, bring all of those applications together onto a next generation of our core platform.
At the heart of that, what we really started with in 2022 was around data. That's the origin of Data Cloud, or now Data 360. Data has always been the foundation for CRM. If you want to deliver great customer experiences, you need to bring together everything you know about those customers so that you can power your employees and deliver those automated experiences. Similarly, that's when we started re-architecting some of our other major clouds, Marketing Cloud and Commerce Cloud and Tableau with analytics, and reimagining what elements of those should be in this new common platform with data as the foundation.
Predictive AI and automation and analytics and the semantic layer and visualization and all of those capabilities, we were hard at work behind the scenes to really deliver on that promise, the true promise of CRM, putting the customer at the center and having everything fluid across all those touchpoints with data, AI, automation, analytics, all the customer touchpoints and channels in the core architecture. While that's going on, in late 2022, we all sort of had our ChatGPT moment, when ChatGPT hit and we realized, oh, this is going to change everything. I'm sure all of you experienced that. We certainly did. We then spent a lot of time and effort really pivoting the company around what is our role in bringing this LLM, AI, agentic revolution to life and help it be useful for business.
That's a lot of what we've been doing really the last 2.5 years, 3 years or so, first with embedding prompts across the platform, and then early agentic efforts, then a year ago launching Agentforce, and then really embedding that across the entire platform. That's been the journey the last four years. It turned out, in our point of view, that all that work to bring everything together onto one platform was pretty much exactly what was required to help these LLMs actually be useful for business. I thought for the rest of this, I'd walk through that. Last year, another area we were really fortunate was last year when we launched Agentforce, most of our customers had been experimenting with Gen AI, maybe with us, maybe with others, trying to understand how can I make this useful? How can I make this useful?
Something about the experience at Dreamforce or the fact that we had delivered the agentic capability embedded within our platform, the response was a little, it exceeded our expectations, let me put it that way, with initially, in the first few months, thousands and thousands of customers, and now well north of 12,000 customers who are actively building agents within Agentforce and within our platform. Why did that seem to have struck a chord? Not that what we launched last year did everything that was necessary. In fact, it's been quite a year of learning.
I think it did strike a bit of a chord, which is one of the key lessons that we've learned is that the LLM by itself, while it's pretty cool in our consumer world and it's pretty helpful if we want to write letters or help us think about things, it's not particularly useful by itself for business. It needs to be connected, we all know. It needs to be connected to the data. It needs to be connected to the system so it can take action. You need to be able to embed it within the application so it can assist the humans that are engaging, say, with your customers. It needs to be able to work with customers directly. It needs to be able to escalate from a customer to a human. All of these capabilities really need to be not really native within an LLM.
They're not really within the model. They're just outside of the model. The model is astonishing for what it can do with language and basic reasoning. It doesn't do any of that other stuff. That's sort of where we were, in some ways, reasonably well positioned. We've been doing this work, consolidating on this one platform that included data and automation and analytics and sales, service, marketing, commerce, industries, integration, all the capabilities that we had coming together. It turns out that data is not only necessary to fuel customer engagement, it's also absolutely critical to fuel your agents and power your agents. Being in the flow of work, providing that context, all the security, sharing, governance, all these capabilities that we'd sort of been working on really in the context of CRM turned out to be very, very useful to power agents. Of course, that was not enough.
I would say those were all necessary, but not sufficient. That's really the journey that we've been on the last year, is learning with our customers, getting the feedback, working with them, really being in the trenches. When we had 5,000 growing to 12,000 customers building agents, we learned all the things that, Okay, this is actually working pretty well. We also learned all the things that were struggles. That's what we've tried to bake into our platform. The foundation, so our platform, our new Agentforce 360 platform really lives at three primary layers. The first is the data layer. This is what we used to call Data Cloud, now Data 360. I think it's probably the least understood part of our entire architecture, probably a little bit because of the name Data Cloud.
When people hear that, they naturally assume, oh, this must be a Snowflake competitor or a Databricks competitor. That's just not the case. Snowflake and Databricks and BigQuery and Redshift are among our biggest partners. Yes, Data Cloud allows you to bring all your enterprise data together, certainly all your Salesforce data, which is quite a bit of customer relevant data, but also your web data, your mobile data, your back office data, whatever is customer or customer adjacent, or really any data. It allows you to bring all that together and then harmonize that into that single golden customer record. That's very important. Snowflake can do that. Databricks can do that. All these other data platforms can do that as well. The primary difference is that Data 360 is deeply integrated into that common platform that I mentioned earlier.
We had spent the last few years rebuilding our platform, dramatically improving the scale of our metadata, transforming all the tools that are within Salesforce, reimagining all the applications so that if the data is in Data 360, it's in sales. If the data is in Data 360, it's in service, marketing, commerce, all of our industries apps. It's available for analytics. It's easy to integrate. All of that capability was already there. Salespeople do not log in to Snowflake. Snowflake is fantastic, but it's really analysts that tend to log into Snowflake, not salespeople. People in the contact center do not log into Databricks. Databricks is amazing for data scientists. We had these data platforms that have been able to consolidate data, just like Data Cloud, Data 360 can. It was still kind of trapped in those now consolidated silos.
Getting that data to support your customers or power your agents, there was a big divide. It was very complex and expensive and fragile to cross that chasm. That's the problem that Data 360 really, really, really solves. Because what we did was we sort of pioneered these zero-copy data federation relationships. If the data is in, with just a few clicks, the data is in Snowflake, the data is in Data 360. If the data is in Databricks, the data is in Data 360. It's not physically there. It's virtualized there. The metadata is there. From the consumers of Data 360, it might as well be there. Remember, if the data is in Data 360, it's in Sales Cloud and Service Cloud and Marketing Cloud and Commerce Cloud. You see where I'm going.
Now, all of a sudden, with just a few clicks, all that work that our customers had done with Snowflake and Databricks and BigQuery and Redshift, now the value of that was multiplied significantly because it could all be activated to serve the customer. If the data is in Snowflake, now it's just natively in Sales Cloud. No ETL, no complex processes, no batch processes, no real-time, no nothing. It's just there. That has been, I think, a big unlock because it solves that problem of being able to take all your enterprise data, create those golden customer records, and use that to serve your customers. Of course, ChatGPT hit. All of a sudden, not just structured data, but also unstructured data and agents.
Similarly, all those documents, all those complex documents, all those simple documents that were kind of not really available to serve enterprise software, they can now be unlocked. They can be unlocked for the humans. Most importantly, they can be unlocked for the agents. That's really the role that Data 360 plays. It's really the glue between all the enterprise data and your customers and your agents. That's why it's been quite a successful ride. That's layer number one, the data. Data is the foundation. It's the foundation for CRM. Obviously, the AI revolution is a data revolution. The next layer is the agentic layer, the Agentforce layer. This was the key for us last year and why I think we saw such interest from our customers was that it was embedded within the platform.
It had immediate access to all that data that our customers were already putting into Data Cloud, now Data 360. It was connected into all of the applications. It was accessible through all of our channels that we support, SMS and WhatsApp and chat and now voice. That was not, you didn't need to kind of do all this integration where you have an agentic platform over here and a data platform over here and your applications over here. That is very complicated. Now it was all together in one platform. That said, we really have been, I don't think I've ever been on a more interesting and intense learning journey than I have been in the last almost a year since we launched Agentforce. We're all new at figuring out, Okay, exactly what are these LLMs really good at? Exactly what are they not really good at?
They're very good at language. That is astonishing. Now all of a sudden, you have software infrastructure that can understand language, can generate language. Who saw that coming? I certainly did not. Amazing. They have some basic reasoning capability. What we've kind of learned is it's more limited than you might think. We've been on a journey when we had Agentforce first launched. Where are our customers struggling? That's really the roadmap of Agentforce. We did Agentforce 1 almost a year ago. Mostly the value there was it was integrated in the Salesforce platform. You had a nice ability to use prompts to be embedded in the brain of the agent. You could take advantage of Data 360. You could take advantage of things like Flow and Apex and MuleSoft to be able to act across the enterprise.
That's sort of the basics of an agent, you feed it the data. You feed it the APIs. You tell the agent what role it is, its topics, kind of its mission in life. Hopefully, it uses its reasoning ability to take the utterance and take action and give a response. That's basically the heart of an agent. Here's what we found. First, our customers were reluctant to release these agents because they needed to have confidence through testing. Testing an agent is a little tricky because the output is nondeterministic. You're not going to always, for the same input, you don't always get the same output. We're not used to that, actually. We're used to having you give an input, you get an output, you test it, you move on. In the world of AI, you need to use AI to sort of validate the AI.
You can also use the AI to create more exotic, challenging test cases. That was our testing center that we launched last December. The next challenge was, Okay, now I'm confident. I put out my agent. How's it going? What's working? What's not working? How do I optimize it? That was the next set of releases, as we provided the complete, all the session information, all the details, all the analytics, all the tracing available so that our customers could see from the macro level, how is this performing in the contact center? How are the agents performing overall? How is it performing as a sales agent? All the way down to the micro of exactly what did the agent say when and why, and everything in between. Then the ability to use AI to help uncover challenges and make recommendations and things like that.
That's what we released over the summer. Those were, I think, big breakthroughs for why customers, why you're starting to see at the event, large customers seeing success with agents. There were a couple of other things that we learned that we're just now releasing. I'm going to go, oh, it's Okay, because I think these are really interesting insights that we learned. I'd like to go a little bit technical and kind of describe what's going on, because I think this helps us explain, or at least me understand, why it's been so easy to build a killer demo, but why has it been so hard to get agents that actually deliver the goods? Here's what we found, really in two key areas, in addition to the ones I already mentioned, two key areas that were a bit surprising.
One was that even that the agents, so we would have customers tell the agent in natural language through prompts, like everybody's doing, first do this, and then do this, and then do this, but never do this, or always do this. If this is true, then do this, but otherwise, do this. If you looked at the prompts for all of our customers, they're riddled with that. What happened was that the LLM would maybe most of the time do what you told it to do, but not all of the time would it do what you told it to do. That's kind of been the experience, that the reasoning ability, the ability to always follow instructions, that's not really the LLM's strength. The realization was, if you actually know what you want the agent to do, don't go to the LLM.
Just say, do this, and then do this. If this, then do this. Else, do this. Kind of the basics back to the traditional software role that we're all used to. I think maybe we thought the agents could kind of just figure it all out on their own, but they get very confused. They can't do that. They're designed not to do that. They're designed really to figure out the next word to say. They're not designed to always do what you want. In the world of business, there are some things where you want that creativity, but there are some things where you actually just need it to do the same thing every single time. That's where we would have our customers write those prompts. It didn't always work. It mostly worked, but it didn't always work.
They would redo the prompts and redo the prompts and get into what Srini calls the prompt doom loop, where you just endlessly, and then if it's not listening to you, you'd say, never do this, and you'd put it in all caps and repeat it three times. Literally, that's what our customers were doing. It's like, Okay, this is a big unlock. That's what Agentforce script is. Agentforce script is the ability to be inside the brain of the agent, because the agent is not the LLM. The agent is running in our platform. Agentforce is the agent, and the LLM is infrastructure that the agent can use when appropriate. Now you can actually just say, first do this, and then do this. If this, then do this. It's kind of back to the future in a lot of ways.
While that's true within the brain, it's also true writ large. There's kind of this sense out there that I'll just ask the agent in the future, I'll just ask the AI what to do, or I'll tell it what to do, and it'll just figure it all out. It'll look at all the data, it'll look at all my APIs, and it will figure out the next step. The first thing we learned was, actually, if you don't constrain the agent to maybe no more than six, seven, eight things that it should be paying attention to, it gets very confused. We learned, even within those six, seven, eight things, use the LLM where it's appropriate. Do not use it where you actually know what to do. That's this deterministic capability with Agent Script. All of that has sort of said, Okay, software is still software.
In the world, in business, when you actually know what you want, whether it's for compliance reasons or you just want to execute your business process 100% the way you want to execute it, then just use the enterprise software you've been using all along. That is still really, really useful. It's not to say that the agent isn't an astonishing capability. If you go to help.salesforce.com or you go to www.salesforce.com and engage with our agents, it's light years ahead of where bots used to be before. That's also true on the inside. If somebody's in the contact center helping a person, maybe they came from that customer-facing agent, and then it got escalated to a human, it's really good that that's the same agent with the same context guiding that human. That is astonishing. Everything else needs to basically kind of work the way it did.
If you want it to work 100% of the time, we already know how to do that. This allows us to do something else. That was a huge learning. The second learning was what we're calling intelligent context, which is with unstructured data, which historically has kind of not been useful for business software other than maybe as an attachment. By unstructured data, I mean documents. Theoretically, what we first built into Data 360 was you would upload your documents. We would break them up into kind of bite-sized pieces that an LLM could digest. If you throw a 400-page document in an LLM, it turns out it gets very confused. It's kind of slow and expensive. Then you would put it in a new kind of database where the agent, the LLM, the agent could ask the question and get back the answer. Here's what we found.
The answer was right about 40% of the time. Our customers were spending half their time in the prompt doom loop. Really, you could never get out of that. The other half of their time was trying to reprocess the data, all those documents, so that the LLM would understand. Intuitively, why would that happen? For example, one of our customers is a pharmaceutical company. They would have these complex documents to describe symptoms and all that. The document was starting with a flowchart. The flowchart would have all the elements in the flowchart would then say, continued on page 203 or continued on page 700. The basic way of processing that would not work. They would have tables within tables within tables. They'd have these pictures. They would have these complex documents designed for humans, actually probably a little hard even for humans to understand. That's this intelligent context.
That's where we've rebuilt Data 360 and its unstructured data pipeline to be able to take those complex documents and, using AI, feed it into these new databases so that rather than 40%, it's like in the high 90% of accuracy. This is where our customers were spending all of their time. It was on the prompts. It was on getting the data to actually give. It was all about accuracy. It was all about repeatability. It was all about balancing the creativity with the determinism. We're really, really excited. We think maybe, given all the feedback we've gotten and being in the trenches as we've been for the last 12 months, that these two capabilities, amidst many other capabilities, we think these two capabilities are going to be a big, big unlock. We obviously also launched Voice, which hopefully you'll get a chance.
If you go to the campground, you can go, and we got boost. You can go build your own voice agent in like five minutes. It's pretty cool. I would recommend it. We're very proud of the voice interaction, getting that to be low latency and interruptions and all of that. That was non-trivial at the level of scale that we need and the openness that we need. We're pretty happy about that. We've also rebuilt the entire builder experience so that you can kind of use AI to help you build the agent, that you can have a natural language prompt like our customers did. They push a button, and the AI will turn it into Agent Script so that you don't need to build the Agent Script yourself. If you're a hardcore programmer, you can also get raw access to the core code that is the agent brain.
We're pretty happy about these are, we think, going to be breakthrough capabilities. The final part of the architecture, so there's the data. There's the agentic layer. The other thing we've really been doing, this was not true really a year ago, but we have really rebuilt our applications. You can have, if data is over here and the agentic layer is over here and every application is totally separate, it is a heavy lift to get the full value and productivity. Because we'd already put everything together onto a common platform, that's what we started four years ago. We've really turned all of our apps into Agentforce apps, the Agentforce sales from the SDR that Marc talked about in the Keynote, answering all the calls or all the when people would come to us and we wouldn't call them back.
We are because we didn't have enough people, but now with agents, we do. Through account planning and prospecting, the entire sales experience is now augmented by Agentforce. The entire service experience, customer-facing and for the people in the contact center and for the service managers with the command center, all fully agentified. Field Service, Marc talked about his experience with Eaton. Now whenever anybody goes out in the field, they have an agent there supporting them. Marketing, turning every one-way message into a two-way conversation, and also agents helping you build campaigns. Commerce with an agentic, a buyer agent, a shopper agent, a merchant agent. Analytics, so now with our reimagined Tableau, now built natively on Agentforce with the semantic layer giving business meaning to your data, the visualization layer that we've now pulled, abstracted out and made available across the entire platform.
Now you have a data analyst, which is an agent at your side, able to ask deep, hard, challenging questions and pull back all the amazing Tableau visualizations across the board, including now with IT Service as a new offering that we just launched this past week. Every single one of our apps is now fully Agentforce enabled. All of our industry applications, with over 200 agents and agentic actions now being released this month, everything in this platform, all the apps, the data, the agentic layer, all the applications are all working together so that rather than having to figure out how to do the integration, the complex integration, bring everything together, it all just works naturally, seamlessly as one fully integrated platform, both to serve your customer better and also to power those agents.
That's really the Agentforce 360, really a reconceptualization, a reimagination of our entire product suite. Very, very different from where we were a year ago and dramatically different from where we were four years ago, which was what I sort of described at the beginning, where we have, it's about the humans and the agents and the apps and the data all working together with the data layer, the agentic layer, and then all the applications built on top of that platform, all working together seamlessly, synergistically. These are not silos either. In fact, we're seeing the world of sales and the world of marketing, these worlds are really blurring. Generating pipeline, now that you can have one-to-one conversations at massive scale, the lines are really blurring between marketing and commerce, the lines are really blurring between all of those in service, the lines are really blurring.
That's really to the benefit of our customers and especially their customers, because now they can be treated as an individual and not kind of siloed off by the particular department that they happen to be talking to. It's really been the dream of CRM. Now through the data layer and the agentic layer, we think we're on the verge of being able to deliver those incredible experiences that have been so challenging in the past. Ultimately, that's what we really mean by the agentic enterprise, having this agentic layer powered by data that infuses all the applications, all the touchpoints, everything that the employees are working with, all the engagement that customers have. They're elevated by agents, or they can engage directly with agents, and it all works seamlessly together, the humans and the agents working together to drive customer success.
We believe that that is really kind of our core strategy. Our advantage is that it's all come together on one platform, putting the customer at the center, deepening trust, elevating employees, building enduring customer relationships. Hopefully, that gives you a sense of kind of where we've been on the last four years, where we've been in the last 12 months. It's been an extraordinary 12 months. I've been in this business a long, long time, and really, nothing has been like the last 12 months of learning and iterating and engaging and figuring out this new, astonishing technology, what it's really great at and what it's not so great at, and how can we kind of take advantage of all the capability, but also deal with all the challenges in the areas that, particularly in the world of business, it's not that good at.
That's kind of what we think we've really delivered for this Dreamforce. That's what I got to say. All right. Thank you. Hopefully, that was helpful. I'm going to turn it back to Mike.
That was awesome. Good job. Okay, thank you, Steve. That was great. I really want to commend Steve and his team for behind the scenes what you all don't see. He mentioned it a few times, but I really want to emphasize it is the, you'll hear Marc talk about the beginner's mind. Steve has done a tremendous job over the last couple of years of really embedding the concept that feedback's a gift, whether it's coming from customers, whether it's coming from internal use of the products, listening to the feedback, responding to it, and incorporating it into the product. It's really helped us start to advance it.
You all have heard from us on a regular basis about how important customer success is. That starts with incorporating and listening to the feedback and being responsive to our customers. It's really been a core part of our journey. With that, I'm very, very pleased to introduce Miguel Milano. He's another boomerang to the company, our Chief Revenue Officer. The thing I'll highlight about Miguel, which you all will appreciate as fellow finance folks, Miguel is a math guy at heart. We have some very, as you might imagine, for those that know me well, some very healthy math debates at times. Miguel is always ready to go toe to toe on any type of math equation and get into it. I really respect the work he does and the healthy debates that we have at times as we argue about how high his forecast should go.
With that, I'm going to hand over to Miguel. Great job.
Hello, everyone. I'm Miguel Milano, President of the company. I joined in 2011. As Marc said, in 2020, I left for a 3.5 year internship at a great company and then came back, lured by the amazing opportunity that I was seeing ahead of us. I'm the lucky executive in the company that gets to take to market the incredible innovation that Steve and his team and also Srini have built over the years. Like he said, the last 12 months have been so incredible. Let me start by thanking all of you. We don't take this lightly. This is an incredible audience. We are so proud that you are here hearing us. Hopefully, you spend time also talking to our customers, looking, feeling the energy, the momentum. This is my 12th Dreamforce.
I haven't seen this energy, this momentum ever, the dynamic environment, the amount of partners, the amount of customers. Hopefully, you get that also in your minds. Today, I want to cover three topics. Okay, I'm going to go straight to the point. I think we are going to really get you under the hood. You are going to see things that you haven't seen before. I think they are going to be very enlightening. First, I'm going to double down a little bit on the agentic enterprise opportunity. This is unprecedented. I've been 25+ years in sales. I haven't seen anything like this coming at me ever in the last three decades. You are going to see how we have developed a playbook to really go fast and scale to capture this opportunity.
Second topic is I want to ensure you that we have been investing wisely for the last 12 months to be ready for this opportunity. Third is, with the Robert Hintze quote, I'm going to show you real examples of customer success. I'm going to tell you how we have reimagined in my partnership with Srini here. He drives customer success also. How we have reimagined our customer success. I'm going to tell you some very, very cool stories of some additional customers. I'm going to even have some customers here on stage with me. You saw Marc at the Keynote yesterday with five customer stories. I have my own five customer stories. They are a lot of fun. They exemplify what is happening right now in the company. Agentic enterprise opportunity. Every company, this has never happened before.
This reminds me a little bit of the 2010 to 2020 decade where I joined the company in 2011. It was kind of a lucky moment. Because at that point, every company wanted to go to the cloud. They wanted to go to use CRM applications in the cloud. We were the lucky recipient at the time because we were the best platform. We were scalable, we were secure, we were multi-tenant. For me, it was an incredible decade because I was running International, first Europe, then International. Every country that we would go in, every account, every industry, every customer started implementing Sales Cloud, Service Cloud, Marketing Cloud, Field Service, Analytics, et cetera. It was like a marvelous decade. I feel that we are in front of the next golden decade. What is happening is that every customer, every customer wants to become an agentic enterprise. Why?
Because they want to go faster, they want to grow top line, they want to drive productivity, they want to reduce cost, they want to increase the NPS, the customer success. They want to make the lives of the customers better, more available, more proactive. They want to empower the employees. Now, they know that AI is going to enable that. They want to transform themselves. They want to bring conversational UI to every channel. Every company now wants to have conversational ways to access their customers. They want to leverage a single source of truth. That's why I love so much Data 360. Once the data is in Data 360, it's everywhere. It's also in the minds of every single agent. We want employees to be augmented with AI, but we also want agents to execute autonomously when required. It's a combination of the two.
This is probably one of my biggest learnings in the last six months. Everybody was very excited about AI until we realized that letting AI just do things wasn't good, no bueno, as my boss says. We want to make sure that we built a platform where probabilistic reasoning lives together with deterministic execution. Deterministic execution is the apps, the workflows that have been built for many years. We want to make sure that humans and agents are orchestrated in a seamless way. Everything needs to operate as usual in a secure platform where governance is maintained. Data sharing models are maintained. This is an agentic enterprise. If you become an agentic enterprise, you have all these benefits, the growth, the productivity. This is happening. Every time you guys talk to some big customers, mid-sized customers, small customers, by the way, small customers have had this very clear.
They want, they don't have CIOs. They don't have Chief AI Officer. They don't have CIO. They don't have CTOs. They just go for it. They want embedded AI, embedded agents in a platform. That's why we're going so fast in the low end of the market. If you talk to any size customer, they're going to tell you that. We've understood this. We've kicked tires. We've experimented. We are ready to go. We want to become agentic enterprises. What I've done on my end, I have 29,000 people in my organization. I have 14,000 plus account executives, sellers. We've created, we need everything that every time we do something, we need to do it at scale. We've created like a playbook. We call it a sales motion to really win the hearts and the minds of the executives, particularly the CEOs. We do always the same thing.
This is very similar to the playbook that we had when we were convincing customers to go from on-prem CRM to the cloud CRM. We start with a point of view. What is the vision? What does an agentic enterprise look like for you, customer, in your specific industry? I'm going to show you an example that makes it very clear. We have point of views for every industry, for every domain, for every process. We know the agents that are most likely going to impact specific business KPIs. Of course, we live in a world where customers have already made a lot of technology decisions. We don't believe that customers need to implement all our technology stack and, Okay, I'm sorry. I know you invested five years in a data lake. You need to use Data 360. Of course not.
In fact, I tell customers when they've done work in Redshift, BigQuery, Snowflake, Databricks, I tell them, "Miss Customer, Mr. Customer, you just won the lottery." I am going to multiply the ROI of that investment immediately. Steve said it earlier. Ask customers, how many people logged in into Snowflake last week? Nobody. The data is secure, is governed. It's not activated. It's not driving value. We need to respect the architectures. We need to add to that architecture and power that architecture. Of course, we do demos. That's the easy part. Fortunately or unfortunately, I think it's fortunately because that gives customer confidence, we do pilots. Most of the times, we do pilots. In fact, many of the stories that you're going to see today, the stories that you heard yesterday, started with a pilot.
Because they need to prove that the agent can operate, can work, can engage with customers. Once they feel that they're ready to go and deploy not just one agent, but many agents, they need the right commercial construct. I think one thing we've learned is that customers, they don't really understand. There is a lot of unknown in these tokens, data ingestion, how much am I going to consume, how much am I going to pay you. We've made it very easy for customers. As you see, we are meeting customers where they are. We have so many ways for customers to contract commercially with us. Let me show you quickly an example of point of view. Then I'll talk to you a little bit more about pricing. This is a telco company. I go in front of the CEO, and I explain what the agentic enterprise is.
I typically start with the description of an agentic enterprise. I give some examples. I say, listen, we can help you become an agentic enterprise. This is your roadmap. This is the life cycle of a customer. These are key processes. These are specific, specific agentic use cases you can deploy. Of course, a regular customer, the execution bandwidth that customers have, they're very busy. Their IT departments, they cannot swallow all that in one bite. We basically, with our professional services, with our FDs, or with our partners, we built a two or three-year plan so that they start deploying use cases. Every one of these use cases impacts business KPIs and drives value. I'm sorry, every CEO gets enamored when I show this slide to them. They want to become an agentic enterprise. They didn't know how. We're giving them the roadmap on how to do it.
By the way, this is based on many years of experience. We have industry teams. We also work with partners. Imagine we have slides like this for every industry. We have all the agents. In some cases, we've already built these agents out of the box in our industry clouds. Now, pricing, we're meeting customers where they are. There are customers that say, listen, I don't want to get confused with consumption, etc. I want seat-based licenses. We created seat-based editions, like Agentforce 1 Edition or Agentforce for Sales or Agentforce for Service. That essentially is, if you have already 10,000 users of Service Cloud, I'm going to give you the superpower of AI and agentic for those 10,000 users. We upgrade you to Agentforce for Service, and now you have unlimited, unlimited, unmetered. We don't meter it.
It's unlimited access to Agentforce for employee-facing agents. That's pretty cool. Now, oh my god, as a service agent in a call center, I'm going to have 20, 30, 40, 50 agents that are going to be working for me. It doesn't matter what they do. It's already covered in the SKU. Yes, customer. They love it. Of course, the price of the SKU increases significantly, and that is a top-selling SKU that we launched in Q2. There are customers that want to go into the consumption world, but they just want to buy fuel, credits. They're a bit more scared. They still don't know. Okay, pay as you go. Or you do a pre-commitment, like you do with the hyperscalers. You commit certain amounts, but you only pay when you consume the revenue. Okay, we have that. On the right side, we have new offers.
These are very, very exciting. These are big. One piece is flex agreements, and this is very interesting. I think you're going to like what I'm going to say now. We thought, like you thought, if works shift to agentic, to agents, we may have less humans doing that job. That's a fair thought to have, right? A year ago, we didn't know that really humans and agents need to be working together, and there's many more things that humans are going to be doing. We wanted to build agreements. We call them the flex agreements, where if a customer believes that by shifting to agents, they're going to have less humans, therefore they don't have to pay for the Service Cloud licenses or the Sales Cloud licenses, we give them the option in the contract.
We call them flex agreements, where they can use the investment in the seat-based licenses to fuel more consumption. This rationalization of seats, as we call it, is actually not happening. We have very few customers asking for that, and those that are asking for that, the seats are not going away. You know what? It gives a sense of reassurance to the customers that they can have the flexibility. The one that I'm most excited about is the ILS, the Agentic Enterprise License Agreement. Let me double click on it. Mark and I came up with this over the summer. If I can, maybe one second, maybe. Yeah, perfect. Marc and I, Marc spent a month in Europe last summer. We started visiting customers, all CEOs. Customers are already past the phase, we call it the technology phase, where they were kicking tires and experimenting.
CEOs, for the most part, they're tired. They're saying, Okay, I just want to transform. I just want to use AI everywhere. We are clear that there are very few technology vendors that can do this for us. We want Salesforce to do it. We are worried about the pricing. After many meetings, we realized that uncertainty of pricing, in fact, predictability of cost was very important for CEOs. We put together something very simple. It was not easy. It was one of my debates with Mike. Mike, just trust me. Okay? Just trust me. Flat fee, unlimited usage, unlimited usage of Data Cloud and Agentforce for our customers. They can deploy any use case they want for two, three years. They can ingest as much data as they need for those agentic use cases.
Of course, we have some wording so that they do not go crazy with data ingestion for any other thing. Also, some MuleSoft because sometimes you need to bring the data and make it easy for them. Obviously, this unlimited consumption agreement comes with a step change in how we monetize the customer. The reality is, it also comes with a step change on how they use our software. They now are using our software as a digital labor platform. They are going to deploy many, many use cases. This is, I mean, it has to do with CRM, but it does not have to do with CRM. We are identifying all our CRM apps, but there are so many other use cases that are adjacent to CRM that now agents can do.
We are giving them the construct, the predictability for them to go big with Agentforce and Data Cloud. By the way, some of them are saying, you know what? Why do you not throw in some of the seat-based licenses? I give you more money. I do not want to be counting licenses or analytics or Tableau Next or market. We are very flexible. ILS are mostly on the consumption side. By the way, we also layer success resources. Our own success resources, Signature Success, is an offering that really, really is the high end of the market to how we are very proactive, how we manage adoption, consumption, how we take care of any problems that the customer has. We also have FDs. I will talk about FDs in a second on professional services. We also bring partners.
Sometimes we invest in the partners as part of this ILS. We have already signed. We put this together mid-July. We have already signed a dozen of them. Until Friday last week, we had 150 ILS being negotiated right now in the pipeline. After Marc announced this in his Keynote on Monday, this number is probably going to be doubling very soon, all of them for this H2, a lot of them in October, many of them in Q4. I want you to understand one thing. These ILS, this is not we're adding one extra cloud. We are not adding 10% more AOV. We call it AOV, so subscription too. This is a step change. In some cases, a multiplier impact in our monetary relationship with our customers. I always say it. The only reason customers pay us 50% more, 200% more, 300% more is because they're using that differently.
They're using a different budget pool, which is the digital labor. They're driving tremendous value. Very excited about that. You're going to hear a lot about that in the earnings call. Let me go to the second topic. This is an obvious one. I want to make sure we haven't done this that frequently in our company. We've been for two or three years. The reality is, after COVID, we haven't invested a lot in capacity. We have plenty of capacity. The demand also wasn't there at the scale that we're seeing it today. We've been pretty conservative. Last year, after Dreamforce, we were blown away. I told this story at the earnings call. I will repeat it here. It's basically public. Marc told me last year when we launched Agentforce. Agentforce came live, I think it was October 25 or October 26 last year.
We had five days to close a quarter. He asked me, Miguel, close 20 deals because I want to talk about them in the earnings call. I'm like, Okay, Marc. I don't have an SKU. I don't know how I'm going to close 20 deals in five days. I don't even have a contract too. Miguel, figure it out. I called my team. I have 15 amazing OU leaders. We were ready to deliver. We have great relationships. We have a lot of customers that trust us. The day before the launch, Marc calls me and says, Miguel, you need to sell 50. I'm like, Marc, you told me 20. I can't 50. I'm like, Okay. I called. Net-net is, six days later, we closed 206 deals. Okay, 206 deals. Then we closed 3,000+ . I'm talking paying deals, 3,000+ in Q4. I had committed 1,000.
This is out of control. We realized that a huge opportunity was unfolding ahead of us. We decided to invest heavily in capacity because, at the end of the day, demand was there. Supply has two components at Salesforce. One is the Steve component, the product component. If I don't have capacity to take to market, that supply doesn't get anywhere to the demand. This is the process that we went through. We decided, Okay, what are the high-impact strategic times that we are not covering yet? If you look at the left side of the slide, can we really capture those times? I'm going to plot a few areas where we invested there. On the right side, we say, Okay, what are the places that today we're already seeing growing and have higher productivity?
Third, we say, Okay, let's make sure that we don't go into crazy places where the cost to book is too high. We like low cost to book. Sometimes I'm Okay investing in an area with higher cost to book if that solution is very, very sticky and has high productivity. The net-net is, that's how we were thinking a year ago when, after two years, I was given a tremendous budget to hire capacity. By the way, when I say capacity, it's ACEs, but also with all the golden ratios. It's ACEs, it's BDRs, it's whatever, specialists. As an example, as an illustration, these are choices that we made, we've been making in the last few years. If you look on the left side, big times that we think we can capture easily, more in international public sector.
We are very big in public sector in the U.S., but really, in international, we have great business in Australia, New Zealand, a little bit in the U.K. That's pretty much it. That's humongous, humongous opportunity because we have all the use cases. Missionforce is the same. It's government, but for defense. Life Sciences, as you know, we were selling all around the commercial area of Life Sciences. We decided to go big into the commercial side. We just launched a product this week, but we have already 80 customers, including some of the biggest pharma companies in the world, that are betting on us for the future versus staying with Veeva in their new platform. I mean, this is incredible. It's incredible to see how these big pharma companies are telling us, the only reason we were in Veeva is because we couldn't buy Salesforce.
The only reason we like Viva is because Viva was on your platform, was scalable, was extensible, was secure. That's what we want for the future. We put the IP in our platform to complement the pieces that we don't have. It's skyrocketing. Integration, field service, revenue. The different colors are either markets, segments, products. The other side is, what is growing? What is growing fast? What is high productivity? Marc likes to say, Miguel, grow what is growing. That's pretty simple. Simple things are powerful. We've invested in, I mean, I'm not going to go through all the areas. All those areas are growing a lot. Most of them have very high productivity. That's how we have been using our dollars to invest in capacity.
The other thing that I'm doing is, particularly because there is a lot of new people, new AEs, new seller capacity, we are making sure that the productivity is there and that we increase productivity. I'm not going to go in the interest of time in all the details. We continue to drive very strong performance culture. We give, obviously, sellers that are not performing the opportunity to perform. If they don't, we move them out. I think we have the best sales team in the world. I've been in several companies. This is very powerful. We've revamped enablement. For six months, I've been the Chief Enablement Officer of the company also. The goal was to accelerate the time to sell. We've reduced it by a third. I told you about the higher-end SKUs. They bring big tickets, bigger ISPs, which at the end increases productivity of the AEs.
We're simplifying our go-to-market, not to have too many specialists. Consumption flywheel. This is for somebody that has been sitting, that has been selling license, seat-based licenses most of my life. To see this is like glory. It's like heaven. I told you guys that 40% of our Agentforce and Data Cloud business, which is growing a lot, came from customers refilling the tank. What you probably didn't calculate in the math is, we started the year only with a few thousand, 5,000, less than 5,000 customers, paying customers of Agentforce plus Data Cloud. By the way, with an Agentforce platform that was being built as we were speaking at the time, now fast forward 12 months. At the end of this year, we have now more than 10,000, more than 10,000 paying Agentforce and Data Cloud customers.
We're going to finish with more than 20,000 paying customers, Data Cloud and Agentforce. Imagine next year, all these customers are coming to us, and they're going to refill the tank. That's very, very exciting. We want to be very lean. The whole company, in every part of the organization, you're going to hear from Robin, we are eating our own, drinking our own champagne. We are identifying all our processes. This is my process. I'm using SDR agents to follow leads that before nobody followed. 75% of our leads, we didn't follow ever. Now, with SDR agents, we're starting to follow thousands of them. We've closed already hundreds of deals through these agents. It's incredible. They're better than our human SDRs. Now they complement. I mean, it's unfair because they only touch the low-quality leads, and they still perform very well.
We have on Slack a sales agent to support our sellers throughout everything, preparing the, doing account research, preparing the briefings, doing competitive intelligence. We're going to have more and more agents. This is to increase productivity of the AEs. We've invested wisely and we are keeping an eye on productivity and increasing productivity. Now, what Robert Hintze wrote is customer success. We have reimagined customer success in the era of agentic. You see the word net new AOV? It's going to get a little bit confusing. I like math, but it's important, and you're going to perfectly understand it. The whole company, Salesforce, is aligning behind these four letters: net new AOV. The reimagination of customer success, and this is in tight partnership with Srini, we've created a group of people. You've heard FDs, forward deploy engineers.
The reason this is like a mix between professional services to implement things and engineers that understand product in the same profile, which is kind of difficult. Recruiting and enabling this team is complex.
We are now in the multi-hundred people. We want to grow this to close to 1,000 by the end of the year, beginning of next year, and we'll probably continue to grow. At the same time, partners are building the same capability. Why? Because these ever-changing platforms, I mean, we have weekly releases of Agentforce. We used to have releases every four months of Sales Cloud, Service Cloud. Now it's every week. We need direct connection, direct feedback between the customers. We have 13,000 implementations right now of Agentforce between them and the product team. Obviously, we are not in the 13,000, but we are in the most important ones, in a few hundred. This is very important. The ecosystem. We have come up with programs. We spend time with Deloitte, with Accenture, with our top partners. They're building these, they're building their capability. They're enabling their people.
There are 165,000 certifications on Agentforce in our partner ecosystem. We are starting to invest in them. Now we have a contract with them. Okay, I'm going to give you this money to go to this account, but you need to deliver this consumption and this number of agents and this data ingestion. This is what hyperscalers do. This is what all the data-led companies do. We were not doing it because we were not used to that. Now we are. Finally, NNUV. I would say NNUV is king or queen. Okay? The whole company has been aligned around that. NNUV, I'll go into some detail. NNUV, first of all, definition is bookings minus attrition. Okay? Attrition is when customers don't renew the contracts. Booking is when customers buy more subscription. Okay? The importance of NNUV is the following.
The reality is that on this line, the most important line is the light blue line, which is the AUV growth. Take AUV growth as the lead indicator of revenue growth in the future, right? If the AUV is the sum of all the subscriptions that we have, take out professional services revenue. If AUV accelerates, revenue will accelerate a few months later. If AUV decelerates, revenue decelerates. Okay? We've been seeing in the last few years how our revenues have decelerated. Okay? We don't like that. You don't like that. I don't like that. It's a reality. Okay? Revenues have been decelerating because the market we were in was getting tighter. We were becoming bigger. It's harder to grow, to accelerate the growth in those conditions. We were competing with SaaS budget also from even other domains.
You saw under the first shaded area that NNUV was growing less than the AUV was growing. The key thing here, let me wrap up. Let me come back one second. The key thing here is that the AUV growth is what we want to accelerate. In this company, AUV has been growing every year, and it will continue to grow every year for the years to come. It has been decelerating, the second derivative. For the AUV growth to accelerate, which is what we want, there is one thing that needs to happen. You can do your models, and you'll see. The NNUV growth needs to be higher than the AUV growth. Let's take this as an example. Last year, I think last quarter, we announced our subscription revenue was 9%. Our AUV is more or less 9% growth.
If the NNUV, which is what we add, is the difference between the bookings minus the attrition, if that piece that we put on top of the AUV, if that piece is growing less than 9%, the combined resulting AUV is going to continue to decelerate. You understand? Okay? If the NNUV growth is less than 9%, the AUV growth will be 8.7%, 8.5%, 8.5%, 6.5%. Disaster. We don't want that. Our obsession is for the NNUV, which was what we add on top of the AUV, to grow faster than the AUV. If the NNUV grows 11%, 12%, and we put it on a base that is growing 9%, the AUV accelerates. That's key. When those two lines cross, we will start seeing AUV immediately, AUV acceleration, and then months later, revenue acceleration.
I think one of the huge quote-unquote announcements that we are sharing with you is those lines are crossing as we speak. After three years of NNUV growth being significantly below the AUV growth, in fact, for three years, it was negative. It just dragged down the acceleration of the AUV. Now the lines are crossing as we speak. I have full confidence that the dark blue is going to continue to go up. Why? Because bookings are accelerating, because the capacity is coming online, the innovation is unprecedented, what we are delivering, because the agentic enterprise opportunity is a monster opportunity, because the low end of the market is already on fire. We had the best month last month. When I say the best month, I'm talking 30%, 40% growth in the low end of the market. It's crazy.
That was only one month, but we will grow close to 20% on the low end of the market. We haven't seen this kind of growth in the low end of the market for a long time. The consumption flywheel is kicking in, and it's becoming a bigger and bigger component of our total bookings. Next year is going to be even bigger. You have all those points at the bottom. We are betting big on Agentforce. It's going to take a bit longer for Agentforce, but that gives me a lot of confidence that the booking is accelerating. We put in place a lot of programs to reduce attrition, to slow down the attrition growth. NNUV, which is the difference between bookings that are accelerating and attrition, which is decelerating, is going to accelerate significantly. The graph is going to look better and better.
That's going to have a big impact in the revenue and a big impact. It's going to have an impact in the revenue. We're going to talk about it later. Robin will give you more detail. Super exciting, super exciting. What is more exciting is to hear about the customers. These are the five customers that Marc talked about yesterday. I'm not going to go and talk about them right now because you heard the stories. I'm just going to say one thing because the theme is the same for everyone. These customers are embracing Salesforce to help them become agentic enterprises. The whole theme of agentic enterprise started less than a year ago. Put that in context. In most cases here, there's been already a step change in the way they use Salesforce and in the ways we monetize the relationship with them.
I just want to leave you with a quote from Laura, the CEO of Williams-Sonoma. She said something in the interview yesterday, so it's public. She said, you know she showed her some of the use cases of agents in some of the websites. She said, it's only a small beginning on just one brand. We have many brands, as you know. We're looking forward to using different versions of this on all our brands. I want to take you to this slide with the telco footprint with 80+ agentic use cases. I'm going to show you an example of a telco company that has already 10 of those in production. There's 70+. Only to start, the relationship has had already a step change. Let me go fast through some other examples. I'm going to go very fast through the top three.
I am going to invite two customers, CaixaBank and Vivint, to join me on the stage so that they tell you their own stories. Before I talk about these five cases, I could not resist adding this little thing at the bottom of the page that says that I looked at the top before I came to this meeting, the top pure LLM providers. People think that the LLMs are becoming the new CRM applications, and SaaS is the end of SaaS. Just in the last year, they have tripled the spend in our CRM applications, sales, service, marketing, and Slack, analytics. That is pretty cool. I probably anticipate that to be probably times 6, times 10 in the next two years.
It is not the end of SaaS. It is a new chapter of SaaS. It is a new chapter of SaaS where, yes, there may be a conversational interface. There will be a conversational interface to consume the enterprise applications. You need the agentic execution through the robust workflows that have been built for years. Secure, governed. That is the future of SaaS. Let me take Eaton, leading intelligent power management company. All the stories are the same. Great relationship. They were enjoying our core clouds on the left side. I divide this slide between the pre-agentic and the agentic. By the way, the line in the middle is one of the months since October last year till now. The beautiful thing is everything is happening very fast. The size of the columns is at scale. It is a business that they do with us. They were a happy customer.
Look at the clouds that they were using. They were using mainly for sales, service, field service, marketing. They came to Dreamforce last year. Every customer is the same. They came to Dreamforce last year. We realized that we built a digital labor platform. They started thinking, oh my god, if I could do all these things in all this process, if I can identify in this case, since Dreamforce last year, we built more than 80 different use cases with Eaton. As of today, we have 150 use cases built. Of those, we have 40 more or less use cases in production performed by six different agents. They entered into, how many months ago? Three months ago, they did a step change in the relationship with us. They added Agentforce and Data Cloud. They are starting to deploy all these agents. Pretty significant.
By the way, the size of that column does not include already committed bookings because we have ramped the deal. That column is going to already grow without doing anything much more in the future. This is a step change. This is not adding one cloud and adding 10% to the business. Second example is Finnair. My god, I love this company. I was having dinner with the CIO last night, and the use case is amazing. The first, same thing, stable relationship. Look at the clouds that they had, our core applications. Our core applications, 10 years, more than 10 years of a customer of Salesforce. They were using Sales Cloud, Service Cloud, analytics. They were a happy customer in the low million dollars, a few million dollars. They came to Dreamforce. CEO was here. CIO was here. They were blown away by Agentforce.
They immediately came to us. In fact, they were one of our few initial customers during Q4 last year. They built a number of use cases that they wanted to deploy immediately. They actually didn't invest a lot. It was a pilot, a few hundred thousand dollars. The first agent is called Sisu. Sisu, which in Finnish, means resilience in times of disruption because they used the agent for when people travel got disrupted, that they could call an agent, and the agent would figure out everything. Now they use it for loyalty. They are plugging Amadeus. They're having double D thousand conversations per week. We are negotiating a pretty large agreement, an AELA, to essentially the size of the bar on the left is going to more than double very soon. I'm hoping for October. If not, it's going to be November. For sure, they're going to do it.
They are very excited. Next example, One New Zealand. This is the largest telco company in New Zealand. The CEO is here with us this week. He's not here today attending, although he actually wanted to be here. I said, you know what? I already have an international customer. I need an international customer and a U.S.-based customer. This is the pre-agentic phase. Again, happy customer. The nuance here is that in the agentic phase, in addition to Data Cloud and Agentforce, they also added Communications Cloud to put a layer of industry on our Sales and Service Cloud. You already see how the step change in the relationship, which was already in the millions, now is obviously more than double. We are currently negotiating with the CEO. Again, we're hoping that it's going to happen this week or next week to double the bar on the right again.
We're going to get into the double-digit millions of dollars only because they have built 80 use cases. They already have 10 agents in production. Their main agent in production is a very simple one. It's for self-serve of B2C customers to move them from prepaid to postpaid. Yesterday, the CEO sent me a message and said, Miguel, I just want you to be the first one to know. By the way, I'm a telco engineer by education, and I was very close to this customer. I just want you to know that the conversion rate of Agentforce agent to move people from prepaid to postpaid, which is what they want because postpaid customers last longer and spend more per month, is four times better than our human agents. The guy is blown away. He has the whole team here.
He has a list of 80 use cases that he is deploying. He doesn't have more flex credits, etc., to deploy them. We're going to do a big step change. This is a multiplier effect. In most cases, the more agents they use, the more they realize that they need the apps, our core apps, to execute. I have customers that didn't have Sales Cloud or Service Cloud. Because they have agents now, they are buying the core apps. Not only is there a flywheel effect, a consumption flywheel, but there is a product flywheel from core products to agentic products to more core products to more agentic products. The consumption flywheel is a different flywheel. It's very exciting. I can show you more slides, or I can invite two real customers to speak with me here on stage. What do you prefer, slides or customers? It is my honor.
I need to do a little intro, Luiska, one second, because this is very close to my heart. We need to go fast, by the way, because I'm, as usual, running out of time. Mike's introduction was too long for me. This is very close to my heart. This is personal. The reason, I mean, probably the main reason I'm here in front of you today is because in 2000, sorry, in 1993, I got a phone call from CaixaBank that they have awarded me a full-ride scholarship to go to MIT. I spent two years at MIT. Totally changed my life, full ride, paid by CaixaBank. I'm forever grateful. The King of Spain gives the scholarship to you, together with the CEO of CaixaBank. I'm an American that I met in Boston. I'm here because of that. I really have a lot of love for this company.
I have even more love because they're an incredible customer of ours that are growing a lot. I want to invite Luiska, Luis Javier. He's the COO of the bank. It's the largest bank in Spain, 20 million customers, 40,000, 50,000 employees. To be on stage, I'm going to ask you the same question that I had in this slide. I'm going to ask him live. Luiska, please give him a big round of applause.
It's a pleasure to be here. I don't know why all the people prefer me than to.
The slides.
The slides. I think it's better for you, the slides.
Just in case, we have it as a backup. Luiska, same three questions. Number one, we had a great relationship for many years, for more than 10 years. You were using us, what we call our core products, across the bank, I think 38,000 Financial Service Cloud licenses and many other things. Can you tell us how was that relationship before the agentic moment?
Okay, we started our relationship 15 years ago because we have problems with our customer engagement. The first two tools that we used were Sales. Sales for us was really important. Okay, but.
Sales Cloud.
Sales Cloud. We started with all of our branches and started to introduce other tools, Salesforce tools. We have a huge range, all of them. In fact, our ecosystem about the commercial areas of the whole ecosystem is Salesforce ecosystem because we believe that it was really important to integrate all the activities, the commercial activities in the same tool of Salesforce. Okay? Now.
They also had CaixaBank. They're one of the biggest e-commerce platforms in Spain because they want to finance the goods, and they sell a lot. Commerce Cloud was also part of it.
Yeah, yeah, Commerce Cloud. We use Commerce Cloud. In fact, daily, 38,000 employees use Salesforce tools. For us, it was an enabler. It was the first stage because we don't want to create our own tools. In the financial entities, historically, you have owned tools to develop some kind of activities, commercial activities. Now all of our, I always say that our employees, they call Salesforce tools misclientes, my customers. I think when we speak with them about, Okay, what do you prefer, take the misclientes tools or go to create a new tool, an internal tool? I always say, please don't touch, don't touch.
Love it.
My Salesforce tools.
This is a perfect example of what Salesforce used to be, right? Happy customer. Misclientes is my customers. Everybody uses it. They use everything, all our products. Meetings, millions of dollars of business with them every year, very successful, growing a little bit every year. We've added more users. Okay, let's give you a bit more Marketing Cloud, a little stuff. Okay? Now, what happened again? What happened last year? You guys, your team came to Dreamforce.
Yeah.
What happened?
My team came to Dreamforce. After that, this is my first Dreamforce. My team came and said, Okay, we have one opportunity because we are now involved in a transformational project called Cosmos. Okay? Cosmos is how we can go to the future, Okay, in our business processes. The most important issue is that we saw the opportunity after looking at other vendors, other possibilities in the market. We thought, Okay, my god, it's Salesforce's view, fits with our needs in our transformational platform, Okay, Cosmos. We have one opportunity to make a jam in our relation. Previously, it was, Okay, it's a vendor, Salesforce is a vendor that has probably the best CRM. Now we are thinking that we need to take advantage of the AI, generative AI, and the agentic. This was for us really important because our whole ecosystem is Salesforce.
If you want to create value for your customer and your business processes, we thought that it was really important to have diverse partnerships. Salesforce was the best partnership.
You looked at other vendors, right?
Yeah, several vendors. As you know, there are several vendors in the market, more than three or four. In deep, we selected Salesforce. It started with, we are a bank. As a bank, we have a strong regulation. We need to be really confident about secure transparency. For us, our supervisors need to know that you have the control of all your interactions. That was really important for us. Agentforce and Data Cloud must, for us.
Did you put Data 360 across the company?
We put.
Agentforce only to 8,000 of the 30,000 employees?
Yeah, 8,000 because you need to start with, we thought that it was important to start with the remote advisors and with the contact center. For us, our remote advisors are around 3,000. The contact center is over 2,000 people. There are other activities, internal activities like customer satisfaction areas or other apps. That 8,000 was the key point to start with the best.
That's what's happened in the last few months. We signed this contract, by the way, it was a step change in the already healthy relationship. I think we added like 60% more, and we started in December last year. There's been progress now. I think, I don't know, you've deployed already live agents.
Yeah, we have one agent that is now in production, one agent, and enrolling at this moment eight agents more, all around the customer needs.
Okay, last question, super fast. What is the future? I mean, we only sold you to eight. We only gave superpowers to 8,000 of your employees. Is there a future for us in the bank?
Yeah, yeah, we look at the future in this way. Okay? We believe that the future of our company is to be an agentic company. I think that we will have a hybrid organization with human and agents. Agents make the same tasks that the humans sometimes. We need to know how we can evolve our organization because it's a cultural question. We want to change completely our business processes. In fact, we are deeply, deeply sure that Salesforce could be, for us, the best partner for the future and for this future. Miguel, if you help us continue to drive our customers' needs and improve our business processes, I assure that Salesforce will be happy.
We'll be happy.
We'll be happy with you.
Thank you so much, Luiska.
Thank you so much.
Thank you so much.
Sorry, because I must take off.
Okay, thank you.
Bye.
Great story, very, very close to home. I'm very proud that Luiska could do it. I'm going to finish with the now, you know, back here to the U.S., close to your home. I'm going to invite here on stage Ryan Gee. He's the Senior Vice President of Engineering of Vivint, the leading smart home and security company in the U.S. You all know the company. We're going to tell the same story. It's like a broken record. Ryan, where are you? Are you here?
I am.
Oh, perfect. Thank you. Big round of applause.
Thank you so much.
All right, all right. By the way, you've already seen my questions. It's pretty remarkable what is really happening. I have to thank you because you took the largest bet on Agentforce when we launched it. You were one of the first customers, and you were the largest one. You came and told us how excited you were. Before we go into that moment, again, same question. Tell me how the relationship was with Vivint before Agentforce and Data Cloud.
Yeah, we had a 15-year relationship. Vivint is a smart home and security provider that delivering peace of mind to our customers is utmost important. That customer experience is important. The first 15 years has really been building on Sales, Service, Marketing Cloud, the core components of Salesforce. We really honed in that customer experience. Serving millions of customers on the platform is where we honed in and focused on building on that platform and the value associated with that.
Love it. Super successful customer, happy, you know, growing moderately every year. Your team also came to Dreamforce last year, and you saw Agentforce. What happened?
Yeah, we saw Agentforce. Vivint is a fully vertically integrated smart home company. We were excited about what we heard. There was some hesitation. Being a fully vertically integrated company, we had to prove it and put it to the test. We actually did a bake-off where I put two teams. We had a team that did a DIY approach, and I had a team that did the Agentforce approach. It was a stark contrast for what we saw with the DIY approach. By the time they were rolling out the infrastructure, the security, and looking at scaling it, the Agentforce team had already deployed and started gaining business value. It was a huge immediate notice that going with a platform that we had already built on over those past 15 years, we could leverage some of the main components of flows, triggers, Apex.
Everything that we already built automatically worked within the platform, and we had a massive head start on top of where we were.
Yeah, I mean, this is so beautiful. This is the Customer 360 advantage. This is the apps that are there for deterministic execution, the flows, the Apex code, everything that is ready for agents to execute. That was the big aha for you. Okay, you came in, you made a bet, you negotiated very hard, which is Okay, that's fine. It was still a substantial deal and a substantial increase in the relationship. Tell us what's happened in the last year.
Yeah, in the last year, we've deployed agents across really the customer service, elevating and increasing the experience to our customers in two ways. We have assisted agents and autonomous agents. The assisted agents are really helping lower the learning curve for our customer service representatives, making their job easier. That was a huge win, improved our handle time with our customers. The second piece, as we start rolling out autonomous agents, we rolled out Ava, our autonomous Vivint agent, and doing troubleshooting with our customers. We've graduated that to complex cases, things such as making payments through Ava, scheduling technicians, rescheduling technicians, some complex tasks using the power of the platform. A lot of the things that we've built over the years. The beauty of the platform is we've been able to scale that and run the pilot for voice.
Relatively easy, pivoting from chat to voice has been a quick and great fast pickup for us as a company.
Love it, love it. Perfect example. The last question is, how do you see the future of our relationship? Do you think we're going to be happy with you guys? Are you going to be happy with us? How is it looking?
Miguel, we've got really exponential use cases in front of us. Keep building this platform. What we're looking at is orchestrating agents across boundaries, internal and external. What we've seen, there's certainly promise in front of us in what we're doing. We're excited for that. Thank you.
You're the best. Thank you so much.
Before I get fired out of this company, I'm going to go very fast. Listen, it's all the same. It's not that complex. It's the worlds at Salesforce that we had had a great relationship with our core products, with customers. Agentforce came in just 12 months, step change, changes in the relationships, in the way they use our software as a digital labor platform, but also the way that we monetize that relationship because we are adding significantly more value to the customer. This is a multiplier effect. Robin is going to talk about three, four times multiplier effect that we see in all our relationships. You've seen a bunch of examples. It is very exciting. Again, unprecedented opportunity, the three messages, unprecedented opportunity ahead of us. We know how to capture this opportunity. We've been investing wisely to capture the opportunity.
We've reimagined customer success to deliver the opportunity together with our partners. The last sentence is, welcome to the next chapter of SaaS. Only Salesforce has the Customer 360 apps, which are the deterministic workflows, the Data 360, the single source of truth, and the Agentforce 360 platform to deliver the agentic enterprise at scale. Thank you so much. Sorry for being a little overtime.
Thank you, Miguel. That was great. Hope everyone absorbed all of that. Like I said earlier, when I introduced Miguel, he's been a huge champion for us, leading the way on the go-to-market side of things. As you highlighted, enablement's been a huge topic for us internally over the past, especially the past six months, trying to catch up with all the product innovation that Steve started the presentation with. With that, I'm super pleased to introduce Robin Washington, our COO and CFO, our Chief Operating and Financial Officer. I know some of you have had a chance to meet with her, but many of you have not yet. I'm very, very pleased to bring her up here and introduce her and have her take you through the monetization of everything you just heard about.
Good afternoon, everyone. It's an honor to be here. As many of you know, prior to me taking on this role a little over six months ago, I was a member of the Salesforce board for a very long time and a Lead Independent Director. You know that old saying, when you're on a board, it's very different than an operator. It is. I've learned so much since I've been here that I didn't know, even though I was a longtime board member. I came here because I truly believe in the opportunity that we have. The more I've dug in, the more I believe in the opportunity that we have. I want to start my presentation with one of my favorite traditions at Salesforce, and that's a big thank you. I want to thank all of you all as investors for your support, your warm welcome.
I appreciated the opportunity to talk to many of you during my listening tour. I also want to thank the leadership team who has been helping onboard me. As you can tell, we've got some great storytellers. I don't know, Miguel, maybe a CFO in the making. It's been wonderful to get to work with these leaders in a different way. I also want to be sure to give a shout-out to the Investor Relations team led by Mike Spencer. Putting this together is a tremendous job, prepping us all with everything going on with Dreamforce, with customers and everything. Thank you to the IR team and everyone else coordinating. They do an amazing job. I constantly get great feedback from you all about the information you provide. As Mike said, we're always learning. We look for additional feedback going forward.
I'm going to catch up a little bit of time since Miguel, our CFO, used some of mine because ultimately, I want to get to Q&A where you guys can ask us questions. I'll go quickly. You heard the story of how we got here, the replatforming, the building of the Customer 360, what will allow us to provide the agentic enterprise to our customers. Miguel shared a little bit about the growth investments that we've made, the focus on growing capacity where we need it to grow, as well as net new AOV and our extreme focus on customer success. As he said, it is now a metric going into FY 2027 for every employee in the company. It's going to be critical as I lay out our financial framework. I'm going to cover our financial framework.
How do we tie this all in a bow and pull it together? As I'm sure all of you want to know, what does this mean to your models and the numbers? Let's dive in. I'm going to restart with this slide because I want to ground you with where we are today. As I said, I think a CFO in the making, so I don't need to explain net new AOV. As you can see, we have had some lower stage growth for a while. That is reaccelerating. The excitement that you've heard yesterday from our customers, hopefully, you've gotten to see many of the Keynotes, gives us great confidence in our ability to turn the curve here and see ICV accelerate going forward. What does that mean?
As we look out over the next five years, we are excited about the opportunity that we have to return to double-digit growth and continue that acceleration, particularly with the products and the go-to-market motion that you just heard about. Keep in mind that this $60+ billion FY 2030 revenue target that I'm providing you excludes Informatica. What does that mean? It's a 10% organic CAGR between FY 2026 and FY 2030. Now, keep in mind our model that I explained on the previous page. Given the fact that we have had this drag, it will take us a little bit of time till you see that fully reflected in subs and support revenue. I'm predicting now, and you guys all know I'm conservative, probably 12 to 18 months. Importantly, we are confident in our ability to reach $60+ billion by FY 2030.
In addition to that, as you know, we're very focused on profitable growth. One of my key goals as CFO is to deliver Salesforce as not only an agentic enterprise but a lean agentic enterprise. In addition to our $60+ billion, we're also looking at being 50 by FY 2030. How do we measure our view on the rule of 50? Subs and support growth at constant currency percentage plus non-GAAP operating margin. Don't delay here. What I'm going to go into in a little bit more detail over the next 20 minutes or so are the various pillars in how we get there.
As you've heard me on the Q1 and Q2 call, I'll continually update you in terms of the progress that we're making, our growth drivers, our focus on operational excellence, and of course, very important to you and for us to continue to deliver shareholder value, responsible capital allocation. We do all that very focused on what's very fundamentally important here at Salesforce in accordance with our core values. Let's dive into the growth drivers, some of which Miguel talked about. I want to kind of frame it with you how we think about it financially. Let's start with our TAM. There is a massive agentic growth opportunity ahead of us. Over the next five years, we anticipate that AI apps and platform spend will exceed $600 billion. We believe that we are well positioned with everything you just heard from Steve and Miguel to take advantage of that.
Fueling that is this focus on digital labor, a $13 trillion opportunity over the next five years. One of the things that we found out when we read your research reports, when we talk to customers you heard from too today and you've heard all week, we know that CIOs are shifting where they spend budgets. We know that we're moving from discussions about AI to actually deployment of agents. We also know, as you've heard, that the apps are driving the operationalization of AI. Why is that important? It's important because if you think about all the FUD out there about SaaS being dead, we believe it's a myth. We believe it's a myth because of what we're seeing our customers do and our opportunities like this. There is a 5x plus opportunity of increased spend in app and platforms over the next five years.
We're positioned to take advantage of it. We've talked about Customer 360. I view it growth 360. What are those four pillars? What do we need to focus on? The first three are tried and true. We've talked to you about them before. Let's think about multi-cloud. We know that 85% of our ARR comes from customers where they have four or more clouds. As you know, we continue to take advantage of how we package, bundle, and deliver support options to our customers. We are meeting customers where they are, whether they're buying our agentic products or our core clouds. We also have a balanced portfolio. We focus not only on geographies, but on industries and on segments. As you heard Miguel talk about, as you've heard us talk about, the adoption that we're seeing in SMB and lower has been accelerating tremendously.
We're starting to see it in our enterprise customers as well. The one area that I really want to click in for you in the next couple of slides is innovation. I always learn so much when I listen to Steve talk because he really gives the story behind what we've been up to, as he said, for the last three to four years. It is that innovation, particularly as it relates to Agentforce and Data Cloud or Agent 360. We change the names of our products around here so much. I always have to keep up. That consumption flywheel, that's what's going to drive our overall growth through our innovation. I asked the team, let's look back in time. I'm new. What have we really invested organically? Everyone when I talk to when I'm on is talks about our M&A.
Over the past three years, and you heard Steve talk about what he and Srini and all the teams have been up to, we have invested over $10 billion in organic R&D spend. The products that I've listed are just the start. Steve talked about the replatforming and everything else we're doing. What does that drive? That drives our belief that our organic innovation is going to allow us to reaccelerate to double-digit growth. Prior to taking on this role in some of my board work, I spent 12 years in the biotech space as the CFO of Gilead. When we talked about our operating model, we used to talk about the investment in R&D, the harvesting of that investment as we commercialized products. Ultimately, it gave us the dollars to continue to reinvest and grow our company. That product lifecycle was anywhere from 8 years to 10 years.
That's not the case today. You heard Steve talk about just the tremendous innovation where we didn't even have Agentforce when we were here last year at Dreamforce. It came on after that. Our acceleration of innovation, our replatforming, our integration of our platform well positions us for the agentic era going forward. Let's talk specifically a little bit more about data and AI. What are some of the proof points? I know that's what you all want to understand. In Q2, we talked about a $1.2 billion Data 360 plus AI, our ARR, 120% year-over-year growth from Q2. You'll also remember that in Q1, we talked about the $100 million in Agentforce revenue. As of Q2, inclusive of that Agentforce revenue and our new products, Slack is an example, employee agents, we grew our agentic AI ARR 400% or $440 million in revenue.
Again, we're just getting started. Let's talk a little bit more about the drivers of the consumption flywheel. Steve talked about all the gyrations of going through to get agents to work, being simplistic, moving to deterministic. The usage case starts when basic agents can answer questions, take action. We ultimately want them to be proactive. You heard from the two customers about how they're leveraging agents to work side by side. What does that enable? It enables us to continue to support our customers 24 by 7. It enables our customers to have more authentic relationships and customized relationships even if they're not in the stores. What we believe is that with our deeply unified platform, our ability to move our customers from agentic over time to agentic enterprises is huge. It just keeps that flywheel spinning.
I have to figure out a way to make that go up and to the right. That's our goal. This is a really important slide. I want you guys to all click in because constantly, Robin, Miguel, Marc, Steve, Srini, how are we going to monetize the agentic enterprise? We are confident in the significant ARR expansion opportunity that we have as customers adopt the agentic enterprise. Most of our customers today are more at the fundamental level, averaging three clouds, mid-tier level of support. As they continue to move towards agentic, pre-agentic, expanding additional clouds, adopting industry solutions, a 1.2x ARR uplift. You heard from a few customers that are just beginning the agentic journey. I'm going to show you a few examples.
As they adopt Agentforce and support and core expansion, and we believe even if in the future, as you heard Miguel say, we're not seeing much of it today, but even if we see some seat optimization, we still believe we have a 1.5x- 2x opportunity relative to the ability to increase ARR. The key point is going forward, moving our customers to agentic, leveraging the fact that you're going to have agents and people working side by side, scaling our customers' areas of support, solving difficult problems, reducing costs, reducing complexity. That is the agentic enterprise. As customers adopt our Agentforce wall to wall, internally and externally, supporting their customers, we see 3x- 4x ARR uplift. I'm going to take you quickly through a few examples. I'm not bringing up customers. Don't worry. Here's an example, consumer goods customers starting with Agentforce.
You can see when they've adopted it over time. You can see the revenue going back through fiscal year 2021. They started with a few of our clouds. They adopted more, moving to Agentforce, 1.5x since adopting Agentforce relative to the ARR that we're attaining. A telecom customer, they led with Data Cloud. Every customer is at a different point on their journey. There, as they started with Data Cloud, then adopted Agentforce, 1.4x increase in spending upon adoption of Agentforce. My last example, consumer electronics. This customer led with AI and data. You can see them adding MuleSoft, but look at the acceleration of our ARR as they've started adopting Agentforce. As we said, we're early in the cycle. Yes, we are at an inflection point. Yes, getting to that double-digit revenue growth is going to take time. We see it.
Our customers see it. The opportunity is ours to capture. Again, $60 billion+ FY 2030 revenue target, excluding Informatica. Our pillars I just walked you through: multi-cloud, pricing and packaging, our balanced portfolio, and most importantly, our innovation. My second pillar of focus, operational excellence. As you know, we've been very focused on profitable growth. We've continued to drive profitable growth while investing in innovation for all the reasons and contexts that you've just heard about. Over the last five years, as you can see, we're on track to nearly double our operating margins. There are some basic fundamental principles of how we've been doing that because, yes, you've heard about investments. We are investing in high-growth areas, but we're rebalancing our headcount across the business. Some of that we're doing leveraging Agentforce. You've heard us talk about help.com. You've heard Miguel talk about SDRs.
When you think about operational excellence, it's also the processes. We are focused on ruthlessly prioritizing where we spend our dollars. We're driving discipline and efficiency. Most important, we're zeroing in on being customer zero. That's critical to us being the lean agentic enterprise. What's our playbook? Miguel has a playbook for go-to-market. We've got a playbook of how we're going to become the lean agentic enterprise. Miguel talked significantly about sales productivity. I'm going to talk about other components of our business. Srini, who had support, has been focused on Hyperforce, public cloud. What does that do? That helps us with gross margins. We have been maniacally focused on customer health. Do we have the right level of ratios? Are we a performance culture? Are we leaning in in our spans and layers? We're looking at all those areas.
We have really attributed all of this to a beginner's mind as to how we run our business and being a lean agentic enterprise. We also are leveraging our hub strategy, not only for sales, but for other areas. There are low-cost options for us to run our business. We're doubling down in order to continue to focus on our lean agentic enterprise. Lastly, AI efficiency. We hear about it a lot across our industry. It's real. We're taking advantage of it. We're doing it primarily by leveraging our own products, Salesforce on Salesforce. I'm very proud to partner with our Chief Digital Officer, Joan Zirello. We are stepping back and looking at all of our processes, starting with our lead to cash. What can we do to agentify it? What can we do to simplify it? How do we leverage our own products to get better?
I talked a little bit about this before. Leading as customer zero is critical to us being a lean agentic enterprise. I've covered a lot of these. On the sales and marketing side, we know that's a huge opportunity for us. COGS, R&D, I've talked both about these. If you think about it, what's happening in customer service? We're also reallocating resources. We're able, because of our focus on Salesforce, help Salesforce, we're able to reallocate some of those folks to proactive service versus reactive service. We're able to use some of those folks with the skill sets to really develop those forward-deployed engineers who are critical to customer success. What does that mean? It's going to improve our net new AOV, again, another part of that inflection point that we talked about. Of course, there's G&A efficiency.
Like every customer out there that's experimenting, and particularly for us, we've trained everybody on creating agents. We've got a lot of them out there. We're honing in, like everyone else, and deciding what are the high-impact agents. For us now, there's about 40. They're across our enterprise, working side by side with our employees on improving the employee experience, enabling our sellers, allowing us to better engage with our customers, and driving our operational efficiency. The last area I want to briefly cover for you all is capital allocation. We talked about profitable growth. What does it drive? Cash flow. We talked about our growth in operating margins. We are also on track to actually triple our free cash flow. I'm sorry, we have been on track to triple our free cash flow in five years. Of course, it'll keep going up as we meet those overall long-term objectives.
We have a capital allocation framework. We've doubled down and invested on organic innovation. We've also done some inorganic innovation. We have a responsible M&A framework in which we're doing it. We delivered and returned cash to shareholders via our dividend and our share repurchase program, which I'll talk about on the next slide. We're also focused on reducing stock-based comp. Since the inception of our program, we've returned over $29 billion via share repurchases. As you know, last quarter, we announced an additional $20 billion buyback. What we're letting you know today and committing to is for the second half of FY 2026, we're doubling down on share repurchases. We expect to buy back another $7 billion of shares in the next six months. As you can see, it's a high percentage of our free cash flow.
Over time, it's been about 80% of our free cash flow since inception of the program. I want to click in quickly to M&A because I know it's something that we get asked about. We're focused. I work hand in hand, as does the leadership team, with our M&A team. We've got these three pillars that we've looked at: tech and talent, adjacencies, as well as strategic M&A. You heard us in the Keynote talk about Regrello. We have quickly integrated Own and Spiff. The return on those investments have been amazing, and they're driving revenue growth. All of this has been guided by our responsible M&A framework. A quick update on Informatica. We expect it to close either in Q4 or Q1. We're working through the regulatory process.
It has been an amazing, to the extent you can, ability to work with that leadership team and figure out how we quickly integrate. Steve talked about why Informatica is important. I know for all of you, you want to understand the value. We talked about a clear timeline for accretion. We talked about using our balance sheet and not being dilutive and getting in at the appropriate valuation. What I'm pleased to say is we've worked through our integration plans as we work with their leadership team. Six months ago, I talked about the fact that we expected it to be accretive within two years. Now it's one. Another example that we're focused, we're being responsible, and we're delivering on what we said we're going to do.
In summary, delivering the lean agentic enterprise, our profitable growth framework, three pillars, our growth drivers, which you've heard about, our target, $60+ billion in organic growth, excluding Informatica by FY 2030, a focus on operational excellence, a profitable growth framework of 50% by FY 2030. You see the measurements below. Finally, a continued focus on free cash flow expansion and reduction of SBC. As I said, our model takes a little bit of time. We're all very committed to delivering on these long-term objectives. I believe our CEO is here. I'll turn it over to Mike, and Mike can introduce them.
Thank you, Robin. That was great. Robin's not wrong. Our CEO is here. Because we're running a bit tight, we're going to combine a couple of things. I'm going to have the crew bring up the leadership team and Marc with that. Then we'll ask Marc to say hello. Just a couple of logistical dynamics I wanted to highlight really quickly. The deck will be posted. It's being filed with the SEC currently, so you'll have access to all those materials. Once we're done with Q&A, we definitely encourage you to stick around, have a drink. We have many members of our leadership team that will join, so there'll be lots of folks that you can pepper questions to, if so interested. Of course, we'll be available after as well. With that, I'm going to ask Marc and the leadership team to come on up and join me on stage.
Then we'll get into the Q&A. Marc, welcome.
Thank you.
Are you all enjoying Dreamforce so far?
Yes.
All right. Good. We have flights for you down to Oracle World now. The buses are leaving from the lobby of the St. Regis in 10 minutes.
Okay. Good job.
With that, we'll go straight to Q&A. If we can turn up the lights a bit so I can see who's out there. We'll start over here with Kirk. We got Mike running. Sorry, they'll catch up to you in a second.
Thanks very much, Kirk Materne with Evercore ISI. Marc, you had a lot of customers up on the stage with you yesterday. Clearly, everybody's talking about AI. Customers seem to be having some trouble sort of going from the perceived value to seeing the value. I was just curious, when do you think that could change? Meaning you had some big customers on stage. Do you guys need to have a more industry-focused approach to this, meaning solving problems in each industry with AI to make sure that you get tentpole customers in each of those industries? Over the next 12 months, when we come back, does the FOMO kick in from other leaders that aren't there already? I think everybody's been waiting. I'm just kind of curious on your thought process on the timing around that. Thanks.
I think it's a good question. First of all, I just want to welcome you all to Dreamforce. I'm very happy that everybody's here and making the commitment to be here. We're very grateful to you. We know that you do have your choice of conferences, to kind of reference my joke. We're glad that you do come here. I hope that you do have a good time and that you have a safe experience while you're here. I've been on the road for about three weeks nonstop now. We've been in front of hundreds of customers previewing this. The Keynote is really linked to one fundamental thing that happened about three months ago, which just became incredibly clear to us, and it directly addresses your question, which is that what customers want to hear is that other customers are adopting.
There is no question that what we've seen in the last three years is that the speed of innovation has outpaced the speed of customer adoption. That's because it was only about three years ago that we all got on ChatGPT for the first time and said, oh, here's a new foundational piece of technology that's going to change everything. It's an awesome moment in technology whenever that happens. Now, after three years, of course, what happened was we kind of, first of all, began to integrate it in. That was our kind of GPT series of products. Last year, you saw us deliver Agentforce as a product. Now you see us delivering Agentforce as a fundamental platform that is kind of underneath now all of our products.
What we've had to be able to do, and I think Steve just did a beautiful job articulating, oh, hi, Steve.
Hey, Mark.
Steve did a beautiful job articulating kind of the vision for what has happened. This kind of just systemic, deep, fundamental integration of this technology so that it's consumable by companies. You know, because these companies, like the ones that you saw yesterday, maybe some of the most important companies in the world, maybe some of the most important CEOs or C-level officers in the world, all said the same thing, which is they love this idea that they want to be able to consume this technology. They need to consume it through these applications. They need to consume it through this technology. They can't just DIY it. They can't just kind of build their own model or do all this and then think that they're going to all of a sudden become this quote-unquote agentic enterprise. They need a fundamental application platform.
That power is what we're trying to demonstrate. I think that to your point is number two, is that as we've spoken to these customers, they want to speak to other customers. I'll just stand up so you can see me. They want to speak to other customers. They want to hear from other customers. They know what we have to say. What we have to say doesn't bear as much as the customer. That's why I'm actually probably the number one thing that I'm looking for at the end of this conference is actually reading a lot of your reports. Also, how many of you here are going to do surveys while you're here of our customer base? Raise your hand. Yeah, and those surveys. Become
Very meaningful to us. I think what the surveys are going to say is that we've kind of hit this threshold where the customers are adopting. You saw this moment in the Keynote at the beginning when I said, "How many of you are already adopting Agentforce?" You saw how many hands went up. It was a significant number. I think that this is kind of what's happening. They want that validation to hear from an Athena at Pepsi or a Richard Smith at FedEx or a Michael Dell or a Laura Alber or whoever it is, or 50,000 of them across the street, by the way. They're all talking to each other on how to do it. That's why they're here, right? We've never had more people at Dreamforce. Our pipelines have never been bigger. Our revenue projections have never been higher.
Our cash flow has never been higher. Our profitability has never been higher. I don't think our product line has ever been more relevant and more powerful. For all of these customers who want to now achieve this next level of capability in their company, how are they going to do it? You go to all the conferences. You are the experts in enterprise software. How will they achieve this if they don't use this platform? Maybe there's some other things they can do. We're not operating at the productivity level, as you know. We're operating at the core, fundamental enterprise mission-critical layer so that these companies can deliver this capability. They all want to get to this next level. We are showing them here is exactly what to do. They want to know what it is. They want to know why it's important.
They want to know exactly how it works. We're just laying it out. While we're doing that, you saw that we also bumped into some new segments like supply chain. Here's Michael Dell. He's running 20,000 suppliers on Agentforce supply chain today. It's important for us that not only does he come here to say, "Yes, I'm running service." I don't know if he was watching. Were you watching him during the Keynote in his face? He's looking directly at me. There were certain moments in the Keynote where, like, we got the field service and the different things that he hadn't seen, some of the new products. He's like, "Oh, you know, I'm going to go get some more of that." There are things that we can do to help him to achieve his vision of Dell becoming an agentic enterprise.
There's something that we can do for all of our customers to help them to get to the next level. Remember, we have, I don't know, 150,000 core customers on the Salesforce platform and about a million on Slack. On all of those customers, we're trying to bring them to a whole new level. If you're with a Salesforce executive, have them show you their phone, how we're already doing this at Salesforce. Have them show you the agents running on Slack. I was just across the street. I'm on this Yahoo stream, and I'm with these journalists. I'm like, "Look, here's my phone. Here's Slack. Here's Agentforce in Slack. Let's renew this customer now.
Let's sell to this customer now." I think, unlike probably some of the other shifts that we've been through, and we've been through so many, we've been through the cloud, social, mobile, even AI 10 years ago, Einstein, and now agentic. Customers are surprisingly looking to us first, which is why I hired Joe Inzerillo about a year ago from Sirius XM and said, "I need you to help me to rapidly move for Salesforce to become an agentic enterprise." We took him, and we took him out of the G&A function, and he works directly for Steve. That movement, basically, for me was that, "Okay, let's just go function by function by function." First was service and support. You've already seen that here we are. It's only been live, for what, nine months? We're delivering $1.6 million or so, probably more now, service conversations.
1.8.
1.8? Okay.
8.7.
Tech support available 24/7 at Salesforce. $1.8 million of support. You guys can probably already know my numbers. Like, why am I even saying it? The humans have done $1.8 million. You understand how it's working. You saw the omnichannel supervisor. You saw how we're moving things back and forth. We had to show that. Sales, here we are, 26 years in. All of a sudden, we were like, I guess there's about 20 million- 100 million people we didn't call back in the last 26 years. We just didn't have enough people to call everybody back. Yes, we have the Sales Cloud. We have our 15,000 AEs or whatever it is out there, complemented by the managers and the SDRs and the whole ecosystem. Now there's an agentic layer, even with all those people, calling back this week, 50,000 people.
Probably less than that. In total, more than 100,000 people in total.
So far, 100,000 people that we've been live, just calling people back that we haven't been able to reach, qualifying, evaluating, etc.
We've closed deals, we've closed hundreds of deals.
As we kind of go from product by product by product, capability by product by capability, how are we defining humans and agents working together? In the process, the pipelines have expanded. We're hiring more reps. You saw the distribution capacity expansion. It's been very important. All of a sudden, we found segments of the business in the world that we didn't realize that we were not selling aggressively into. It was a huge surprise to Miguel. We didn't really go through it in detail. Obviously, Salesforce sells into six key segments. It sells into the small business, or we call it 0- 200 employees. It sells into what we call the medium business, which is kind of 200 employees to like 1,000 employees. It sells into the general business, which is kind of 1,000 employees to 2,000 employees.
Kind of the very large business, even though this doesn't really qualify very, very large businesses, but over 2,000 employees, and to the software market, the ISVs and so forth and so on, and the governments. In those six segments, all of a sudden, Miguel's like, "Whoa. Oh, I didn't realize. Oh my god, look at that growth. Look at this growth rate. Look at that growth rate." As we're adding capacity, all of a sudden, we're like, "Oh, well, because that isn't exactly what we were doing in the last three years," which is very clear why. We don't have to go through the details of the history. We were not watering all the trees. We were not watering all the plants. All the gardens were not. It turned out, like a lot of places where we had deforested, the seeds were still there. We just needed to water.
All of a sudden, we saw growth. That's very exciting. We've significantly invested in the product and technology and innovation strategy. You've seen kind of that next version. There's never been a more exciting time. You saw it in the Keynote. You can go across the street. You can see it in the eyes of the customers that they're lit up. It doesn't have the same kind of think that maybe we all had, the kind of confusion three years ago when we first saw this technology. What does this mean? Who didn't have that thought? Now we're like, "Oh, this is exactly how I'm going to make money with this. This is how I'm going to improve my business with this. Here's exactly how to do it. Here are the proof points. I can follow this model." That is a different level.
That is why we're excited on a technology and products perspective. That's very important. There are only two things that we do. One is building that product. The second thing is now selling it. Now, on a global stage, across every geography, every language, and across all six of those segments, we have to deliver the goods. We have to deliver the growth. We have to get to those numbers that are off the screen. We're trying to get to these very high numbers. Obviously, we can all do the math. We're only going to spend a couple of years in the '40s, and we're going to rapidly move into the '50s. This is obviously, as Robin said herself, very conservative. We're very excited about where we're going. Oh, that's what she said.
It's been down.
Oh, I don't know. I was in the back row. I'm not sure. Check the transcript. This is just a look, we're moving into rarefied air. You're all enterprise software experts, right? That's everybody who's in the room. We know who's in the room. You guys have covered it. You created it. You made it. You know it more than anybody else. We haven't really seen numbers like this in pure software. We're not making hardware. There's no data centers. We're not building something the size of Manhattan. We're a software hyperscaler, right? We're helping those customers get to where they want to get to across those six segments through this incredible platform that you've seen. I don't really see anybody else exactly doing that and not at the level of excellence, quality, and technical leadership where we are. I'm very excited about that.
I'm very excited about where we are with the products. I'm very excited about where we are across the six segments. With the customer awareness and consciousness, those words, that idea, we're moving to the agentic enterprise, where last year it was like, "Hey, welcome to Agentforce." Now it's like, "Actually, one more thing. Here's all the it's now in every product. You can now upgrade and update every single part of your business. We're going to help you go into new areas." When we were with Athena at Pepsi yesterday or two days ago, of course, he's done a fantastic job. In fact, we were down in Mexico City on Monday or whatever Monday that was. He booked spots. I don't really know where.
Last week.
This is San Francisco, right? Anyway, we're in Mexico City. We were with the Latin American leader at Pepsi.
Paula.
Incredible woman. She's leading Pepsi through all. They're a huge customer, you know. I'm like, "Athena, we're down there. Amazing what we heard. I need to show you now because we had not even time to really, I want to brief you, show you what Dell is doing with Agentforce supply chain and how we're also now going to do that with Pepsi." I think this idea that we're going to walk the clock for all of our customers, we have a lot to sell them. We have a deep and rich product line. It's updated. It's modern. It lets them bring in the best of the large language models, the best of AI, the tippy top of what the vision is of what you can build in terms of the next level of capability. I hope we can deliver it to them as their trusted partner.
I'm also hoping that we have 80,000 employees that we're bringing all along as experts to become their trusted advisors in building agentic enterprises. I don't know any other company that is as well positioned, both from a brand, personnel, and also technology perspective, to be that trusted partner. That is our goal. Your role in all of this is we are reading, I'm personally reading, every single report you're doing, every single survey you're doing. You probably don't even realize what a critical role that you play in our strategy, especially in the last three years. We could not have gone as fast as we did without your research because so many exciting things have happened in the last three years. We have tried to integrate all of that. I'm really looking forward to seeing what you're going to say about the show.
I'm really excited about what's happening across the street. I was really paying attention in the Keynote to see how it was being received. I was watching the eyes. We had 12,000 people in the room, obviously 50,000 people here. I saw there's over a million views on YouTube of the Keynote. Obviously, we're going to get all of our employees trained. We will now deliver this show all over the world, as you know, on a cadence with our world tour series. Our pipelines are super high. He'll tell you to go through it in detail. I think customers want this. They need it. They've kind of, in some ways, and this is what your research has shown, kind of been in some areas been on pause, unbind, because they've been confused.
There are certain people in our industry, we don't go through names, that have said, "Oh, well, this is changing. That is changing." We don't know about this. There's like a certain amount of FUD that's out there. It's like, no, no. This is actually your opportunity. You can really kick ass if you do this. By the way, look at us. We're doing it. Why don't you want to do it too? Michael Dell is doing it. Athena is doing it. Laura Albert is doing it. Alex at Pandora is doing it. You can do it too. You can look at how great this is. I hope that's what's happening right now across the street, that all these folks that have done it are telling all those folks, "Hey, yeah, let's go do this together." They're building networks. It's kind of like what's happening here.
You guys are all building your network and exchanging cards and making sure you all have all your modern contact information. Across the street, all those customers are building community and then are going to execute this. I'm very excited. I'm grateful that you're here. It's obviously a huge show for us. It's really, it's already exceeded my expectations. We've already had a lot of fun, some crazy interviews. If you haven't seen what Brett Adcock said today on stage, it was amazing. I just interviewed His Excellency Minister Alsawa from Saudi Arabia. We just have a lot of really exciting things happening. Anyway, thank you for that's it. Bye-bye. I better not say anything else. All right.
Thank you.
All right, that is the end of the Q&A session.
We'll go to that side over there. That was good, Keith.
That was the summary of our three presentations.
Excellent.
Thank you guys for the presentation. Great set of presentations. Keith Weiss from Morgan Stanley. Steve did a great job of walking through the role that the existing SaaS solutions and what you guys have built is necessary for delivering the generative AI functionality. It's something that I definitely believe in. I've been talking a lot before. Investors are still concerned about not what the foundational models can do today, but what they're going to be able to do tomorrow, what they're going to be able to do two years from now because of the hundreds of billions of dollars of infrastructure we're building underneath it. Does that concern, I mean, do you hear that from your customers? Is that pausing sales cycles? Is that creating some of that FUD?
If so, how do you counter that concern of, again, not what the foundational models do today, but what are they going to do tomorrow?
I think that I'd just like to kind of touch on it. Steve has his position as well, and I'll have Steve address it. I'll just say, number one, look, technology marches forward. Innovation marches forward. Everything is getting lower cost and easier to use. The show we're doing this year is not the one that we did last year, and it's not the one we did before. How many of you have been to more than 10 Dreamforces? Raise your hand. How many have been to more than 20? There have been 23. This poor guy, he needs a haircut, right? The thing is, now he has time. He's retiring. The thing is, go back 23 years ago to the slide deck. It's not the same show. It's not the same product line. It's not the same set of customers. It has gone forward.
The key thing for us is we're constantly bringing this new technology in and then adapting it for our customers so that they can be successful. There's no question that in the areas that we specialize in, in the front office especially, the transformational opportunity for the technology is just awesome. The ability for the customer to embrace it and then extend it and bring it forward is awesome. Julie Sweet was sitting there, and obviously, she's a huge customer, but also she implements it for a lot of customers. At the end of the Keynote, she came up to me and goes, "You guys have got a lot faster than I expected. We have to retrain everybody.
We have to double down." I'm like, "I think we really have." I think that we want that infrastructure, and we want that capability to give more value to our customers because we're going to sell it. We want to be that partner in implementing it. We want to help those customers to achieve that value and the promise of this technology. Somebody's going to have to do that. Who else is going to build, who's building out those organizations to deliver it? I think when we look at other enterprise software companies like just Microsoft, this isn't the tech you can go to the show and use the product line and talk to their customers. They're also across the street, right? They're also in the room. This isn't what they're selling. This is another opportunity. We're farther ahead. I think that it's only going to accelerate us.
I think it's very exciting. I think we've also not had to take back a lot of the things we've said over the last three years. I think we have been mostly on point and accurate in predicting the future. That is, everything is tied together over the last, hopefully, 26 years, especially even in the last three years of AI and how things are going. We've kind of said, "Here, this is where we're going. We have now kind of put A and B and C, and we're going to deliver D now and on and on and on." All right. Steve, do you want to directly address the question technically?
Yes, thanks. It's a little bit what I was talking about earlier. It's kind of been the learning that.
Steve and I have only worked together for now.
Only for 45 years.
Forty-five years. When we were fifteen years old, we started our first software company together, Liberty Software, down in Burlingame. Steve was in San Mateo, and I was in Hillsborough. I'm very proud to have Steve as our President of Products. Steve, go ahead.
All right. Thanks, Marc.
You're welcome. Good to see you, Steve.
Early on, when we had our, Marc mentioned, our ChatGPT moment, we were trying to understand, Okay, what exactly is this? How is this going to work for business? We didn't really understand what was going on within these large language models. I was very impacted, actually, by a podcast I listened to years ago from Kevin Scott, the Microsoft CTO. He said what he said was, you have to understand, these LLMs are not platforms. They are certainly not applications. They are infrastructure. They will provide new capabilities, astonishing new capabilities, that we've never had access to before around language and limited reasoning. I talked about this a little bit earlier in the day, but to be useful for business, they need to be embedded in platforms that can take advantage of that.
You need to have new applications or existing applications that are rebuilt on top of that platform. That really informed, in many ways, our whole strategy. I think it was completely right in exactly how it played out. Early on, three years ago, what was everybody saying? We need to build a model. We need to build a model. In the old predictive AI world, that's what you did. You built models. People are still doing that. Predictive AI is still relevant. It turned out that actually, this was really more about language capabilities, reasoning capabilities. If you, it's too long, too latent, too expensive, and not secure if you kind of think about it in that old way. This was the conventional wisdom three years ago. Nobody's really doing that anymore in business. That was the conventional wisdom.
That was not right because there's no sharing model in an LLM. You need the up-to-the-minute data. The data and the context and the unstructured data, all the work that we talked about earlier, that's not going to be in the model. You need to be able to feed it in.
Sometimes we use those words, and people don't understand sharing models. I think we've also reviewed some platforms recently, and we're like, wait a minute, there's no sharing model here. Can you just explain what the sharing model is, why it's important, and why that's at the core of our architecture?
For well over 20 years, built into the core of our platform has been, you only get access to the data that you should have access to. That seems pretty obviously critical for businesses. As we expanded our data capability with.
That's governments.
I was getting to that. As we expanded our data capability with Data 360.
I'm sure you got to.
I'm working on it, Marc. Just give me a moment.
All right.
As we expanded that, we've now added deep governance capability. I think one of the most exciting things we did really in the last 12 months was we dramatically expanded the governance capability within Data 360, which is at that level of scale, that's actually kind of a hard problem to solve. It was hard enough at the scale of the B2B scale of kind of our traditional data capability doing it. That was millions or billions of records. Now we're talking about trillions of records. That is another, so all of that, large language models, they're kind of like us. I can tell Marc, "Marc, this is super confidential. You cannot tell anybody." I guarantee, especially with you, I guarantee within a few hours.
That is true.
It's going to be out there on text, probably to most of you. I guarantee that is human nature. These LLMs are kind of weirdly like that. You've actually been the one to kind of put this language in my mind. They're these language models. They're word models. Their mission is to figure out what is the next word that I should be saying. They're going to do their best to give you great words that will be interesting.
Which is why they're only so accurate too, because the words are just hyperlinked together in some strange way. The accuracy that's possible in a world with a model is only so accurate.
Exactly. They do not keep secrets. They do not always, they try their best to tell the truth. We all know this. You use ChatGPT. I use ChatGPT every day. It's pretty good, but it's not 100%. In the world of business, you need to be able to feed in that data. If one user is asking for data, you don't want the LLM to have it all baked into its model. You will need to be able to feed in, but only feed in the data that's relevant. Marc gets one view of the data, and I get a different view. All of you would get a different view. That's part of enterprise software. That's what's necessary. The same thing is true for taking actions. It needs to be embedded in the applications to be valuable.
It needs to be accessible across all the channels, whether that's chat or voice or SMS or WhatsApp or email or whatever it is. All that, LLMs don't do any of that. The most important lesson, this is what I spent a decent bit of time in the morning talking about, is that even when you have all of that, you've got the secure data, you feed it in, and you've figured out how to actually massage that data appropriately so that it gets the accurate answers. That was the context intelligence, I think, breakthrough that we're delivering right now. Even then, even when you tell the LLM in clear, consistent language, "Do this. Don't do this," I talked about this earlier quite a bit, they sometimes do, and they sometimes don't.
That's why these deterministic workflows, these deterministic instructions, even in the bowels of the brain of the agent, it's something kind of changed. I was guilty of this also as I was brainstorming and thinking about, well, these things will just figure it out. It doesn't make any sense if you actually know step by step what you want to do. You can look at what the response is and know exactly what you want to then do. You want your return process to be your return process or your order management process to be your order management process or whatever it is. Why would you turn that over to the LLM, which is going to be slower and more expensive and not 100% accurate? This is not in any way meant to say anything that the LLMs are the most astonishing technology I have ever seen.
They have their place. They are not going to replace all the other work that's been done. They're going to augment it. They're going to make it more powerful, more compelling. They're going to take employees to the next level. They're going to allow you to scale in ways you never have before, astonishing. You still need everything else. When you know what you want it to do, just do it. You don't need the LLM for that. You need the LLM more for when you don't really know what you want it to do, and it can step in there in an astonishing way.
The last thing he said is extremely important. The last thing that he just said was the LLM is extremely important. You want it to do its job when it needs to do its job. We all understand what the costs are of using the LLM and these GPUs, and these tokens. We also have that there's another mechanism, this idea to be able to choose the LLM when you need it. There's going to be a moment when you're not going to choose the LLM. Directly addressing your point, there is a certain amount of, I would just say, nonsense that's out there. For example, that these products are writing all the software now. That is not what's happening. It's a productivity improvement. It definitely gives you the ability to do more. You can do a lot of things. You just cannot do everything. We haven't seen that capability.
You've all seen that. We'll see, you know, we can now write this. It's like, really? Okay, let's take a look at that. How are you going to maintain it? How are you going to sell it? Show it to us exactly. Show us exactly what you're saying. There's a lot of folks who are trying to be very prophetic and visionary and aggressive in what they're saying about a lot of this technology and trying to position themselves. Some of them are prophets, and some of them are false prophets. It's going to be up to you to separate the wheat from the chaff. That is very much your job. You're going to see it with the customers. With the customers, you're going to say, are you using it that way? Is that what's happening? That is very much where we are in the industry right now.
I don't know.
Maybe I'd add something. Telling us the two customers that I had here on stage and also the five stories that I told, their aha moment is when they realized that for deterministic execution, they needed the apps. SaaS is going into a new chapter, which is where we're becoming the hub for agentic execution in a trusted way, in a way that we maintain governance and compliance and security. That's very powerful. The anecdote that I drop here in front of everyone here is if you look at the four pure play LLM providers, they've tripled the investment in SaaS applications from Salesforce in the last 12 months. What I didn't tell you is you guys want to know what is the number one segment, the fastest growing segment in our business right now? It's all the AI companies. There are hundreds of them.
Our business with them is skyrocketing. These are the companies that supposedly are going to run the workflows and everything. For now, they're buying SaaS applications from Salesforce.
If I was an LLM company, I would say to you, LLMs can do everything. It may not be the right tool for the right job. It may be that you have that as part of your infrastructure, which I think is what Steve said. You're going to choose it at the right moment. There are going to be different ways to address different problems. What's great is we have a portfolio of technologies, and we can choose the right technology at the right time for the right customer. I don't know, does this make sense? Is it congruent with what we're saying? Do you want to add any more?
No, I think that's good.
Okay.
Okay, let's go to Kash here in the front.
Hey, Kash Rangan , Goldman Sachs. Since you guys give such.
I thought you retired. What is the point exactly?
January 30th next year. Unfortunately, you're stuck with me at the end of your fiscal year.
All right.
I don't have questions because my colleagues are going to ask you great questions. I want to make a few observations. From right to left, Parker Harris, great memories of at a bar watching the 2008 presidential election, wild Dreamforce is going on. Great memories. Srini, you wrote a great white paper, which I've been suggesting to everybody, what the new architecture of Salesforce is. Great job. Steve Fisher, you may not remember me, but you do.
I remember you.
You taught me. I asked Marc, what is metadata? He said, you got to meet Steve. In 2005, you taught me what metadata was. I think, Parker, you were in the same meeting. You taught me what multi-tenant was in 2005, I want to say. Great memories. Marc, I'll get you at the very end. Spencer, great job. This is an incredible analyst day. I don't think anybody has brought together the entire management team on one stage. Miguel, I've not met you before, but obviously great energy. Robin, great job in the reacceleration. That is the most important message that I took away. Marc, for you? I spoke with a $90 billion revenue company earlier today. I asked them, hey, rank where everybody is in this agentic technology.
I said, not just because they're Dreamforce, but they said that you guys were ahead of ServiceNow or any other company they've been working with. Everybody's respectable technology. They viewed your agentic capabilities as better than OpenAI. I just want to wish you well in this journey. I think when we met, you were doing $50 million in revenue or so. Here we are. I think 60 is too low. I think you should dream bigger. 100, why not?
This is all we'll let Robin. Robin will only let us say so much. I'm happy to say more.
Thank you, and wishing you well.
Thank you. Cash, before we go on, I think we all owe you, actually, a debt of gratitude. It has been decades. We obviously have fun together, the hair, and also you're the only one who is singing of the analysts. I don't know who will be the one who will pick up your opportunity. I want to thank, on behalf of the entire software industry, probably the analyst community as well, for your decades of great leadership, visionary work, all the writing, the surveys, customer interactions. We could not have done our job without you. Thank you very much for everything that you've done for us.
Okay. Let's go over here to Brent.
I will not be singing. It's Brent Thill with Jefferies. Marc, Miguel talked about the SMB acceleration and the success you're having with SMB. What is happening there? Why is it doing so well? When does this filter into the enterprise where you can see that same level of success upmarket? Thanks.
Yeah, it's phenomenal what's happening. The growth rates are incredible. I don't know if we went through them with you in detail.
I hinted at that.
In small business, in medium and general business, in those three segments very specifically, obviously, I went through that we have six segments that we're selling into. Three out of the six, the growth rates are outside of our imagination. I think that there's two reasons why. One is because we are watering the fields. We did deforest at some level. Fortunately for us, the seeds are still there. Two is I think we're going to see an absolute explosion in small business and in mid-market. I think we've seen the beginning of something that is going to be huge. One reason is because in the world of technology adoption, they can go faster because they can just do more. Two is they have to. They don't have the DIY choice that some of these companies do.
Some of the customers we profiled yesterday, they can DIY it or they can buy it, right? In this case, in those segments, they can't DIY it. Also, they can make the decision faster. Another key reason is this technology is benefiting them more dramatically because they can now start to look and act and work like large businesses where before they were small, medium, and commercial-sized businesses from the 0- 2,000. I think that we are seeing that now start to creep up into the larger businesses. The government will be, of course, is going to come kind of at the end in the technology adoption curve. This has spoken to how things have done before. Now remember, maybe we're probably one of the only companies that you follow that we have to deliver solutions that go from companies from 0 to millions of employees.
Of course, we're with Walmart. We're with companies with millions of employees. We're with companies with a few employees. I was with someone last night at dinner who had four employees. Our software has to go from the smallest to the largest company in the world. That's our burden to carry. Our technology has to make them all agentic enterprises. We have to span the entire market. We can see across the whole software market. We can see across every geography. We have incredible clarity into what's growing where, the speed of growth. We're incredibly optimistic on these segments. By the way, on these large enterprises, the pipelines are growing incredibly quickly. We are also extremely optimistic on these very large companies. I mean, I haven't talked to Miguel yet and debriefed on how his conversations went yesterday. My conversations have been all incredibly optimistic.
I think that we're showing these companies, and they're getting validation from each other, that there's a lot more to do with this technology. If we start to breach into these very high growth rates, it will be remarkable because, as you can see from the screen, the slide keeps getting taken down. We're already at very high levels of revenue and booking. I don't think anybody's selling more enterprise software this year than we are. You'll have to tell me. You're the experts. We are on the pull position. I think this is the fundamental accelerator. Thank you, Cash, for saying we agree. We think we're far ahead of anybody else. We haven't seen any other product where we went, oh, wow, they've done a much better job on this agentic integration than we have.
We think that, especially in our core, but now we're starting to come into new areas that we're far ahead. If you talk to, if you get Steve aside, and you can kind of look at, and I don't know if John Samorgi is in the room, but he's just done a brilliant, brilliant job as an investor of investing in so many great companies. We have a tremendous window into all the innovation and all the different companies. All of a sudden, we can look at 100, 200 companies, 300, and then go, oh, wait a minute. We want to buy Regrello. Oh, wait. We want to buy this one. Wait, we need that. Oh, wow. This is great. Wait, that one is duplicative. This one isn't as far along as they think they are. We think we have that clarity.
We're trying to move at a level of speed that I don't think we've ever moved this fast. If you just take out the deck from a year ago, you'll see it's not the same deck. It's not the same product line, and yet it is. That's what's very exciting for us. I really hope that a year from now, my dream is that we'll just more acceleration of these core products, of this agentic that we will not have to, we will not have to take back the agentic enterprise vision and say, no, we didn't get it right. No one wants to become an agentic enterprise. Sorry, everybody. We're now on to this new thing. I think that we're going to go forward.
Marc, by the way, we're seeing acceleration in all the six segments, even the ISV segment, even the public sector segment, the enterprise segment. The big unlock to get into the high teens and even more in the enterprise is going to be the ILS. You have no idea the conversations. Every company, every large enterprise wants to do an Agentic Enterprise License Agreement. One soundbite that I had that Adam will find.
I think you should tell the story. You had this breakthrough.
I said that we had it together. I presented the slide on the ILS. After you explain it in a.
I moved to Europe for the summer. Miguel and I were making a lot of sales calls. All of a sudden, we realized, wait a minute, these customers want all they can need on agentic. We hadn't seen that in a while. It used to be back in the day when we had these unlimited license agreements, especially kind of Miguel and I both exited from the Oracle days when the ULA kind of started. This idea that we're coming back into this agentic enterprise license agreement, and when we're selling to some of our very large customers, we probably won't use the names. It's like, oh, wait, we should be, they want to do a much broader standardization.
They want predictability. They want predictability, and they are willing to pay significantly more for our platform because they're going to use it for a different purpose, which is digital labor.
There is a lot of trust with us also.
There is a lot of trust. The soundbite that I forgot to mention, Adam Alfano, our Leader for SMB globally, he told me, "Miguel, I cannot really go in detail into the numbers and what happened in September, in August, et cetera, is incredible." Marc, we'll go into the numbers for sure. What he said is we're growing significantly faster than a pure play like HubSpot in the low end of the market, which is pretty impressive because we have to serve all segments.
Yeah, I don't want to go through the details, but it is very impressive where we've been. I think we can do this.
Okay. Let's go to the next question. Let's go to Mr. Murphy here in the middle.
Thank you so much, [Valmik]. Appreciate that. Mark Murphy with JPMorgan. I'm trying to picture, you know, if I called Salesforce 26 years ago, Mark, and I'm getting a call back now. It's been a little while.
We're sorry we didn't call you back.
It's a robot. It's a robot voice calling me back. I mean, is there a little awkwardness? It sounds like it's working. I'm just trying to understand, are the callbacks from the agentic?
It could be a callback, but it could also be an email. It could be an email exchange back. It could just be something now all of a sudden, maybe you've gotten one of these texts on your phone, hello, and it's like, wait a minute. Who is this? What's going on? All of a sudden, it's like, wait a minute. Oh, and some robot is trying to talk to me. This is a little more sophisticated. It could be an email, it could be a text, or it could be a voice. In all cases, I think, yeah, you'll get a callback, a follow-up, and repeat follow-up until you say stop. It's working, and I think it's going to benefit all customers.
Okay. Is that a chunk of this, the 19% pipeline growth, Miguel? Is this something that's factoring in there and something that'll kind of help relative to Robin's guidance?
Currently, I told the team that is leading this SDR agent army, we're going to hide this. It's going to be upside. It's going to be a surprise for Robin, hopefully. The calling back and the following up on the leads, the beautiful thing about it is that it's highly personalized. I mean, an SDR that takes care of 6,000 leads per month, he or she cannot personalize the communication with the leads the way our SDR agents, AI SDR agents do. I'm very excited. We rolled them out six weeks ago. We're already in the hundreds of thousands. We've closed already 130 or 140 deals. We've generated millions of pipelines. Give us some time to go full scale and cover 100% of the leads. I think we're going to have a positive impact.
Brandon?
Thank you.
The other component of it, I think, that you need to think about is there's the AEs that we have on the ground with customers. It's the support ratios and some of those things where the way we follow up on these contacts, that's the opportunity for us when we think about the productivity. Are there other ways to streamline or use digital labor as opposed to actual labor to do that?
Let's go over here to Mr. Bachman, Oxford, in the middle.
Thank you very much. It's Keith Bachman from Bank of Montreal. I'd like to direct my question to Robin and Miguel. Before I do that, I wanted to advocate for you, Robin, in that I heard you say the 12 months- 18 months time frame to get to double digits is conservative. You didn't say 60 was conservative. I think Marc might have been misconstruing the words there. That relationship was understood.
will also be bringing you in on the compensation negotiation.
Thank you very much.
My question is, Robin, the construct to double-digit growth, I wanted to just ask you about that. The way I think about it is you have, as you talked about, your beginning phases of more wide-scale agentic adoption. That's a new revenue stream. What investors are also concerned about is what we call the core platforms. Candidly, the growth has been disappointing. To get to double digit, how do you think about that? Is it because agentic gets big enough that it's more material? Is there some reinvigoration, if you will, of what we call the core platforms? You mentioned ELAs and things like that. Help us understand, and particularly what I'm asking about, is the core platform. If you really want to drill down, there's tremendous trepidation around commerce and marketing within that context. That's it for me. Many thanks.
I think it's a really good question. I think what we're trying to show, if you think about the overview, the slide that Steve talked us through, and just being new in my role, you always step in and say, are we appropriately talking about our business? I think what you've heard us talk about is we talk about the clouds, but we're selling, really, these agentic enterprises. We're seeing AI and Agentforce drive further adoption, further usage of our core. As we showed in the various examples that you saw, you kind of start there, and then you grow. You're right. I mean, we have a huge base, 100,000 customers, the Walmarts to the SMBs, right? We also remember a component of the agentic revenue is consumption-based, which is different than seat-based. Yes, we're working through all of that as we think about growth going forward.
I'll let you maybe take the marketing and.
I think, by the way, this is very, very close to Steve's heart because we talk about core clouds, and then we talk about agentic. The reality is our Sales Cloud is now Agentforce Sales Cloud. Our Service Cloud is, I mean, you cannot conceive a selling motion or a service motion or a field operation motion without agentic embedded in it. When we look at the clouds internally, our numbers are much better than the ones that you see because agentic is assigned to each of the clouds. It's very hard to handicap a cloud and say, Okay, you need to grow, but you need to grow without AI and agentic. The world is AI and agentic. It's like when you're selling on-prem, Okay, whatever is on cloud, it doesn't count to the core cloud. The cloud has evolved, and our clouds have evolved.
That's why we look at the overall AOV growth and the revenue growth. Steve, I mean, you love this topic.
Just to caveat, our numbers aren't significantly different, right? I mean, our core, I mean, when we do break out our clouds and we add our agentic, we provide those numbers. I just want to be sure, to your point, yes, it does take time to see that flow through subs and support revenue as we ramp.
I was talking about the bookings.
I just want to be sure we stay.
Yeah.
I appreciate your particular question on commerce and marketing. They were a bit of a different challenge because those were not on our core platform. I talked about this earlier. It is, I'm sure you can appreciate, an extremely heavy lift to bring at-scale technologies, in many cases, multiple at-scale technologies in the case of Marketing Cloud, and make it all coherent with the rest of this new emerging platform with data and AI and everything that we talked about before to really allow you to break down all of those silos. If you have an opportunity, I don't actually know when the Commerce Cloud Keynote is. I know the Marketing Cloud Keynote is tomorrow.
If you're interested in this, I would really encourage you to go because the agentic capabilities, not only having marketing now seamlessly across sales, service, and commerce, and industries, and all of that, it was really on the side. It was really excluded from all of that before. Now, especially through Data 360, Data Cloud, and Agentforce, it's all coming together. At least this hasn't landed yet. This is happening next week and then really final happening in about three months. Being able to take not only identifying all the steps along the way to creating campaigns, and you can use AI to generate your campaign brief and to figure out your segments and all of that, that's extremely cool. It's really going to be different. Marketing to date has been you send out a lot of messages. You kind of hope for a small hit rate.
Maybe people will click and go to a landing page. Typically, that landing page is not a very personalized landing page. It's going to be completely different. Marketing is going to become truly one-to-one. People are going to get the messages, whether they're emails or text messages or WhatsApp messages or whatever it is, whatever the latest channel will be. It'll be across all channels because our platform is channel agnostic. We support everything. At the other end, if the customer wants, is going to be an agent. We've been in the world of how many times do you see in the from field, no reply or do not reply? Now it's going to become please reply. You're going to be able to build a relationship and have an engagement at massive scale. It's a whole new idea that's never been possible before. Now that's released on certain channels today.
By the end of our fiscal year, that's going to be the future of marketing. It's going to really start to blur the lines between, Okay, is this a sales call? Is this a marketing call? Is this a service engagement? People are going to ask questions. Sometimes those questions will be on point, but sometimes they just want to know about their orders or other products or who knows where it's going to go. When you actually do go to a website, that's also going to be all websites. This is going to take a little bit more time, but imagine the world where all websites are agentic. We have a little bit of that today if you go to salesforce.com, that we have an agent there. The agent, you'll be able to navigate the website the normal way.
That's not going away, but now you'll be able to have a conversation. The agent will be able to rebuild the web page or bring up a new page and highlight for you the information you're interested in. Landing pages will become highly personalized and relevant, knowing everything that we know about you. Kind of like you were asking about the SDR agent earlier. Is that going to be a robotic voice? Is it going to be? When we saw, originally, it was email. If we could show you these emails, it was kind of astonishing, not only what it knew about the person, but what it knew about the products. It knew about the questions. Actually, some of these people were kind of angry with us because they had been disappointed in some way, and we were able to help them get their answers.
It's really so interesting how this is going to play out. We're pretty bullish, at least I'm pretty bullish, on the future of marketing with agentic marketing, the future of commerce with agentic commerce, both for merchants and for shoppers. All of that is really yet to play out, but it's all landing in our products by the end of this fiscal year. This has been a heroic effort from Product and Engineering to fully rewrite the Marketing and Commerce products for the agentic era. We're really showing it for the first time at the show, and we're about to deliver to the customers over the next few weeks. We really would like your feedback. I get back to what I said on the first few sentences. We really need your data. We really need your surveys. We want to hear what the customers are thinking.
I think that we have built a whole family of products that we think represents what the future of the enterprise looks like. I think that customers are able to see it for the first time. I think that we're obviously marching towards, I keep, I'm looking at the same slide that I'm looking at the slide. You're not looking at it. I don't know what message they're trying to send me. There are two slides, by the way. One slide is $60 billion, 10%, and then rule of 50 by fiscal year 2030. The funny thing about that is I just keep doing that in my mind. I guess that rule of 50 means that if you subtract the growth rate, that's what the margin is. Is that how it works, right?
Kind of.
You can start to, and then you take that number and multiply it by 60. Then you get a pretty healthy margin number, a profitability number. These are impressive numbers.
Parker, you looked like you wanted to add anything. You were putting them up.
Do I want to add anything? I think I've never seen a better integrated product that Steve has led. Srini is transforming really how we go to market in terms of Service and leading the forward deployed engineers. I've never seen clearer slides around our financials than from Robin. I just want to re-welcome Robin to the company. I know her as a board member, but it's incredible. And Miguel, obviously, for Sales and the pipeline. I've never been more bullish on where we're at. I really like that we're being much more transparent. We're showing you that net new AOV and coming back to growth. That's the reality. We see so much that you can't see, and we try to explain it to you. I think our model has always been confusing to many of you, no offense, that it's a recurring revenue model.
Some of what you see is light from a distant star, and we're seeing in the future. We're trying to kind of explain that and show you where we are in time, as well as projecting out. I think Robin has really led that a lot, and Miguel, and obviously Marc, to kind of show you where we're going because we are super optimistic about our future. Hopefully, you can see that from all the talks today.
Okay.
The slide you're seeing now is the slide. Just so you all know, there's the second slide that I was, that's what I kept looking at.
Oh, no.
You can't see the second slide. Can you go to the next slide? Yeah, there it is. I was saying to Robin, it was kind of an algebra thing that you have to take. Anyway, that was the point. I didn't want you to think I was saying something that you didn't have the option of hearing.
Okay. We're going to wrap it there. We have several leaders that need to get to other Keynotes urgently. My watch has been blowing up with messages. I appreciate you all joining us today. We do have a cocktail hour, like I mentioned.
Marc, I want to just thank you for having a great IR day and taking such great care of these analysts. How many of you are coming to Metallica tonight? Anybody coming to Metallica or Benson Boone tonight? Nobody's coming? Oh.
There's some.
Raise your hand if you're coming to the concert. Okay, a couple are coming. All right, everybody else is going home. Too bad.
We will be around. Please have a drink. We can answer more questions over cocktails. Thank you all.
Thank you so much, everybody.