Please make sure to wait for the microphone to come to you before asking your question. We're thrilled to have with us today Mark Sullivan, President of Salesforce. I'll hand it to you to get your presentation started.
Thank you. Thanks, everybody, for being here. It's such a thrill to be at this conference again this year. It's also great to see the room sort of double in size for who's attending and what's going on at Salesforce. I was fascinated to check into my hotel. It has a very Dreamforce vibe in San Francisco this week. This conference just continues to get bigger and bigger and bigger, and it's been wonderful meeting with all of you this week, and we're only on day two, so pace yourselves. Three more days to go. I'm excited to talk to you today about all the things that we're doing in health and life sciences at Salesforce, and it's been an extraordinary journey for the last couple of years, but in particular, even the last 12 months since I stood here in front of you last year.
Last year, we were talking about agents and the impact of agents in technology in this industry. I think this year we're talking about becoming true agentic enterprises and taking advantage of that technology in ways that, frankly, we couldn't have even dreamt up last year or the year before. And so we've made a lot of investments. We've made some huge commitments in this industry. And I'm going to walk you through that today and then give you an opportunity to ask some questions to understand where we are and what we're doing. But we're very proud of what we've done over the last year. We've been busy beasts, and I think you'll see that. There's some forward-looking statements. I'll let you read this backwards before we get started. I may make some comments about our performance and our financials and our products and the future of those products.
But obviously, those aren't commitments, so keep that in mind as we kind of move forward. My name is Mark Sullivan. I work for the Mark with a C. I'm known as the Mark with a K at Salesforce. There's a couple of Marks in Salesforce, but I'm responsible for our regulated industries, which is health and life sciences, along with financial services, which is a meaningful part of our company. And as we've gotten deeper and deeper into industries, which I'll talk about that briefly here today, the importance of industry depth and commitment into the industries that we serve, the two biggest industries that we serve are health, life sciences, and financial services, so HLS and financial services. So this is important to us and the investments. I want to start with a big thank you, which we always do. Thank you if you're a Salesforce customer.
We serve so many in this industry. Thank you for being here today. Thank you to all the trailblazers and agent blazers and the people in our support community at Salesforce, which is vast. We've come really far over the last 26 years, and you'll feel like I'm reintroducing you to Salesforce today. You may have some perceptions of what Salesforce is. Everybody's grown up understanding we're number one in CRM and all those good things. That's great, and we still are. We're really transforming as a company, and we're getting deeper and more focused into the industries that we serve. At the top of that list is life sciences. You'll hear about that today. We do talk about doing well and doing good. We've guided for FY 30 up to $60 billion, and that's obviously impressive.
The growth of that means a lot to us, and we wouldn't get there without our customers and our network and our partners and all the people that support us and all the companies that support us. It's been an incredible journey. Our FY 26 guidance at $41.5 billion is also something we're very, very proud of. This company continues to grow at a very aggressive pace. It's just very different how we're growing today, what we're selling, and how we're serving our customers. And while that's great, the financial numbers are always important, and they're something we always want to put an emphasis on. I think we're even more proud of some of these awards we get about innovation, about philanthropy, about being an ethical company. It matters to us.
And we started 26 years ago trying to bring easy technology to the enterprise in a trusted way. And that sounded like a crazy thing to do. Let's bring your customer data into the cloud. That sounded a little drunk and disorderly 26 years ago. Now it's all there, and it's actually more safe than it's ever been. And as we get deeper into the industries that we're serving and as we enter into this agentic revolution, that safety and that trust is maybe more important than it's ever been. So we take that pretty seriously.
When we try to walk into your organizations and talk about the implications on AI and how you're going to use that, we want to do that in a way that's trusted, safe, auditable, and the like so that you can get the most value from it in a way that you feel comfortable with at the end of the day. Our industry-specific innovation is our DNA. We started the company 26 years ago, but for the last 20 years, we've really dove headfirst into industries. It’s shaped who we are as a company. It shapes who we hire. We now hire people that have lifelong legacies in the industries that we serve. That's different from generic technology wizards. We've always been able to hire those people, and that's great.
But it's critical for us and maybe more critical now than ever before as we look at what happens in an agentic world to commit to these industries, to get deep into these industries, to understand the workflow of these industries and the criticality of that so that we can reshape it for this new AI revolution. And so we're very committed. We have 13 industry clouds, but that's not really the story. It's really about transforming the industries that we serve and being committed and deploying our capital into specific industries for the impact that we would like to have. But we couldn't be more all-in.
I've grown up in industry, not as a pure technician, and that's allowed me to understand the language of the industries that we serve and to create value in the manner with which you would like to see it, not just a better technology solution. If you look at what we're doing in healthcare and life sciences specifically, we are all in. Our boats have been burned. We couldn't be more excited about what's happening. This is very substantial for us. This is a $4.7 billion ARR business at Salesforce, which we think is simply extraordinary. And it continues to outgrow. Our industry businesses outgrow the rest of Salesforce, and we'll continue to do so, in my opinion. And as we get into this agentic revolution, you'll see that growth, I believe, accelerating into the industries that we serve.
And so we're very blessed to be working with six of the top 10 pharmaceutical companies in this space, which we think is very important. We also believe that the top 10 themselves is sort of a disproportionate amount of the industry, as you all probably know. So it's very important to win the top of that stack and to shape our future and our roadmap for all of our products, working with those companies intimately to make sure we understand where they're going. We're not interested necessarily in competing with other apps. Like, what app does a competitor have and what app do we have? We would like to transform this industry. We think technology's in a place right now where this is revolutionary. And I use that word very intentionally so. It will change how we all work in a very meaningful way.
The analogy I've used repeatedly is, if you showed up at work tomorrow and you didn't know how to use a laptop and you had no idea how to use a cell phone, you'd be pretty compromised. I don't think you'd do so well. If you show up at work pretty soon and you don't understand how to harness AI in a safe way, it's going to be as if you showed up without your cell phone. You better know what you're doing, and you better know how to do it in a really safe way, and we couldn't be more committed to that transformational moment in this industry because we think it's purposeful. We think it's impactful to the industry, and we think it's just a monumental opportunity, unlike any other opportunity that we, frankly, have ever seen, so we expect to continue to grow.
We expect to be shaped by these top customers, and we expect to continue to win. I know it's a competitive thing, and you hear about our competition all the time. We're not focused on that, really. We're focused on what we can do within the industry and how we can transform this industry. If you look at where we are, we've been very focused on commercial in the growth that we've had in life sciences, but we really want to emphasize the entirety of the supply chain. We want to understand how drugs are found, how they're manufactured, how they're distributed. We want to make sure that every aspect of this is changed. We think we can go faster. We think we can be more efficient. We think we can get higher levels of adoption. We think we can get through trials more successfully.
We can serve members and customers more effectively. There's so much that can be done that, frankly, could not have been done in prior eras where we didn't have this opportunity to use agentic AI. So understanding how to harness this and do that in a safe way on a trusted, integrated, fully integrated platform means everything to us. We're going to increment along this. We don't have every single piece of this done, but we're going to be shaped by the top customers in this industry so that we do this in a way that's very compelling and we get through all aspects of this entire supply chain to have a massive impact that we think will translate into not only a benefit for the companies, but a societal benefit.
This is very purposeful for us and purposeful for our employees and purposeful for everyone that works at Salesforce because we think there's an incredible opportunity to change healthcare. Period, not just have better tech, but to change healthcare. And we think that's an incredible responsibility and opportunity. If you look at where we are, there's new ways of working, reducing admin time, unifying teams, simplifying experiences, accelerating your account-based orchestration and market impact. We're just seeing everything be changed. Everything is changing. And so it's up to us and the imagination that we deploy to figure out how we want to do this. The technology is something always that we've gone to. You log onto your app, figure out what's deterministic in that app. Now there's non-deterministic, reasonable agents that can reason and take action for you. We think that has to reset how you think about this industry.
We think that has to reset how you think about technology. And bluntly, in this industry, you might not be the best technicians in the world. There's a lot of chemists. There's a lot of doctors. You're in the business of saving lives, which is critical. We want you to focus on that. We want to make sure that we're thoughtful about how you handle the technology and how you handle this unique, once-in-a-lifetime innovation wave that you have to take advantage of or you're going to fall behind. We promised we sort of delivered. There's a lot of things I talked to you about last year that were hopes and dreams about what we were going to develop and how we're going to develop them and the capabilities that we're going to bring to bear within this industry. This is a list.
I know there's a lot of words on this page, but these things are all GA today. Our product catalog, our data integration, medical, search, admin, developer, all these things are available from Salesforce out of the box using our deeply integrated platform and the agentic capabilities that we bring to bear. So this slide gets thicker and bigger, and there's a lot behind all of this, but this is all ready right now, and our customers are using this right now. And of course, transitioning from something to something new might be perceived as difficult or more expensive. We disagree. We haven't had any customers leave us. They're all coming in, and we think these projects are going very, very well, and they're shaping us as a company and shaping how we execute in the marketplace. So there's a lot here, and there's simply more coming.
How does this work? Why choose Salesforce when there's other alternatives? And you'll see a slide later, but I want you to think of a couple of layers in a deeply unified platform that are very important to us. Number one is the data layer. You have to be thoughtful about how you manage your data and making sure that you have the right data available to fuel those agents in the marketplace. So we bring to you Informatica. We bring our Data Cloud 360. We bring MuleSoft. All of that helps you optimize your data layer. On top of that, you have our application layer that's been available for 26 years. In there, you have a lot of the workflow and deterministic code that's leverageable to fuel your agentic future.
And what you find in a non-deterministic world is anyone can build an agent on top of a data store, but there needs to be some rules. Just an agent on top of a data store is probably as good as the most irresponsible intern. You might have some challenges with their accuracy, how they make decisions, what they do, how they learn. Building an agent in a trusted, deeply unified platform like this can avoid that and put you in a much better situation. On top of that, you, of course, have an agentic layer at Salesforce where you can build agents. You can design them. You can test them. You can work with them. You can also build hero agents that orchestrate other agents, whether they're Salesforce agents or not. These, in essence, are your digital employees.
You need to know what they're doing, how they're doing it, and orchestrate even agents that come from other brands. We will all live in a multi-branded agent economy, and we need to understand how to orchestrate that for safety and trust to make sure we have highly accurate, dependable outcomes from those agents. They should be your best employee, not your most irresponsible intern. And then lastly, on top of that, we have an experience layer. We'll show up where you work, even if that's in ChatGPT, whether that's in mobile, wherever you are, whatever application you're working in. Your agent will be there. Your agent will be guiding you to make better decisions and will take actions rather than just generate outcomes for you. So we think this platform is very important. We're not suggesting it's the only platform. You've got to do everything agentic on Salesforce.
I don't think that's a practical answer, but we do think it can be the center of your agentic future and that it can orchestrate everything you do from an agentic perspective. So we think that's very important. And people are choosing us for that, not because we have every feature that a competitor might have, but because we have those features and we're taking you to an agentic future. That's the difference, and understanding that this is a moment in time that is revolutionary from an agentic perspective. If you don't think that way and you just want to replace an application with an application, Salesforce probably isn't for you. That's not what we're looking to do. We'd like to transform the industry using the technologies that are available, and that's what we've been doing since we started the company for 26 years.
If you look at it, it's not easy, but it's essential. Sometimes you might say that's a harder choice. Maybe it was a harder choice when we all went online with our stores, and maybe it was a harder choice when Amazon stopped selling only books. Those are harder choices. I see it as that choice. I see it as that moment. You've got to decide. Do you want to take advantage of this new technology or not? There's been a lot of investment in AI that hasn't been fruitful, that has been experimental, but I see that shifting and people understanding how to harness this now. Everybody knows what it is. When we sat here a year ago, I'm not sure everybody understood this very well. Just the basic computer science of it, didn't understand it very well. There's been a lot of money spent.
There's been a lot of experimentation. We've seen the good, the bad, and the ugly associated with that, and we think we have an answer that's very compelling, safe, and trusted to drive some meaningful change in this industry. If you look at this, we have some customers that are showing up and doing this with us and helping us design. So for Fresenius and reimagining their healthcare experiences, how do reps show up to healthcare providers, changing how they show up, what they can do, how they can sell, how they can engage, how they can serve. Imagine showing up and having an agent army with you that can keep you deeply informed about your customer and their needs and helping execute against what you're hearing. So we're designing that with them. We're very proud of it. They've got four disparate business units that we're going to bring together.
They'll all operate on one platform now. So that takes a lot of confusion out of their business, makes it very clean and clear on how they operate, and lets them show up very differently for their customers. And so we're really excited about that. Look at AstraZeneca. They're using us too to transform their whole customer engagement on a global basis. They're pretty big. They have a lot of impact in this industry. And so leveraging them on how they drive service, how they transform that customer engagement is everything to us. These customers are design partners for us. They're shaping our future. You could say this is custom. We're doing it all custom for them. That's absolute nonsense.
We're doing this on our platform with all the out-of-the-box agents that I showed you, and we're building more agents for them with them to change the topography of this entire ecosystem. So we're very excited about that. And lastly, CVS Health, massive opportunity on how they serve their customers. All that they've done with Aetna and all their growth and their commitment into this industry is fantastic. It's one of our largest customers now at Salesforce and taking them into the future on how they change, how they serve their customers, what they do, and manage some disconnected systems in a way that is very compelling. So this is just some examples. There are many more. If you look at this, our ambitions, again, are not just deal by deal. It's really to win on a much grander scale. We think that this industry needs it.
There are labor shortages in this industry. There's brittle technology in this industry. It is time to kind of clean out the garage and fix the technology structure of this industry, bluntly. It needs it more than ever. And we think this is a solution to some of those meaningful problems that this industry has faced for years that you couldn't overcome or couldn't find the capital to invest in. And so this creates that moment in time. Is that easier than just staying on the application that you have? Probably not. But do you want to differentiate? Do you want to lead from the front? Do you want to transform the industry? Then that's who we want to work with. If you're just looking for a different application, there's probably somebody across the hall that can help you.
That's not what we're trying to do, and we don't think about it that way. Lastly, and I talked about this a little bit, it's a little sort of a top-down on the model that I talked about earlier, but we really do think data matters at the top, just a unified AI-ready data foundation. That sounds so easy. We all know it's not. Everybody has different data architecture investments that they've made historically. You all have different gravitational data stores. Leveraging that data is regulated, and you have to manage that in a compliant way. We understand that. We have an incredible zero-copy ecosystem where we can tap into most of your data architecture.
If you spent a lot of money on data architecture and you're trying to get value from that and unlock the value, we think we can help you do that in a way that we've never been able to do in the past. And so those investments should be leverageable and helpful for you, not something that you're depreciating or they're impacting your bottom line in a negative way. So we think we're in a great position to help you. The unified application layer, we still think we are number one in CRM, period, not because we say so, because it's straight up true. And we think the applications that we have continue to be leverageable. It's a lot of language: is SaaS dead and the agentic world is going to take over.
There's still a lot to be said for the deterministic code, the workflow, what sits in those applications that has been built for 26 years, and how that data can fuel your agentic future. We think that's important. We think that's meaningful. We think that creates greater accuracy, greater outcomes for the agents that you're using. And the unified experience layer, whether it's marketing or service or sales, whatever you're trying to do, understanding how to engage and where to engage with your customers, whether it's on a laptop, whether it's on a mobile device, whether it's on a computer, whether it's face-to-face, be in a better place. And so we just think that there are few companies that can connect all of this in a cohesive, trusted way. We think we have a unique advantage in that regard.
There are lots of companies that can build agents if you give them a data store and something to build an agent on, not in a way that's auditable, trustworthy, compliant, understands the regulatory environment, and creates outcomes that are measurable and manageable for your industry. So we think that's unique, and we think that's very compelling, and that's why we're investing a lot of our capital in this. We have over 200-plus agents and actions within each industry, and this grows every single day. And so as we work with our customers and develop agents, there's use case by use case where people are discovering new ways to deploy agents and leverage them within their businesses. What we've learned is there's a journey to that. There's a sequence to that.
There are some use cases that have higher value because they might be easier with a higher ROI immediately. There's other use cases that might be more complicated with the data architecture that you're leveraging, might take longer. Maybe they have a big impact, but they might be more complicated. So understanding the sequence of those use cases and starting out of the box. If you start with, "We have use cases. We have agents that do that," and you're not starting from scratch and you're working with us as a partner with tested, compelling agents that have been leveraged by others, you're kind of starting on second base to a certain degree, in our opinion. So that increases your speed to value and puts you in a much, much better situation. So it leverages your data investments.
It leverages your SaaS investments, and it puts you in an accelerated path to value that we think is critically important because we are in a hurry in this industry. As I mentioned before too, there's what we refer to sometimes as hero agents, agents that might be focused on post-clinical or regulatory or medical affairs or in the commercial space. They can do a lot of things, whether it's contract development, marketing campaigns, and the like. These hero agents have to orchestrate the agentic workforce. They have to understand how to interact with other agents, whether it's MCP or A to A, whatever the technology is. We have that capability, and we can leverage that so that we make sure that we orchestrate your entire agentic ecosystem and the agentic architecture that you're working with.
As agents continue to be constructed and deployed and used in this industry, you'll have more and more and more. You'll have many brands. You better understand how to register them, orchestrate them, manage them, understand the work that they're doing, the jobs to be done, understand how they're interacting with your human capital workforce so that it's safe, so it's protected. You don't want the most irresponsible intern running up and down your hallways unregistered, making decisions and taking actions. You'd like to have that under control. You'd like to know where the prompt came from. You'd like to know what the outcome was, who generated the prompt, what was meaningful about that. You probably would like to show that to your regulatory oversight or to any compliance policy that you have. We put you in a position where you can do that.
We think these hero agents are very important because as the agent sprawl continues, you're going to have to orchestrate your agent army, if you will, for the betterment of your organizations. So we talk about that. We call that agent fabric. It's part of what we do in that data layer that I discussed. And so that will show you where are your agents today? What are they working on? What are the jobs to be done? How are they executing? How are they interacting with your human workforce as well? So you should be able to see that. You should be able to report on that. You should know what everyone's doing at any moment in time, make sure that they're all compliant. And if they have issues with following policy or any compliance issues, it could come back to you. Let's redirect that back to humans.
So there's humans in the loop in everything that we do. We're not trying to replace every member of the workforce here. We're trying to make everybody monumentally better. We're trying to free up your time to focus on strategic issues that matter, which, by the way, is what you guys are good at: saving lives, developing solutions to help people. That's what we want to put you in a position to do, not managing your technology platform. We'd like to do that for you so you can focus on the things that you do best. So we've done a few things from an acquisitive standpoint where we've bought some companies, and it's sometimes you wonder, "What the heck are they buying and why are they buying that? And how does it fit in?" And it's not as clear.
We're not doing this just to create new revenue sources for us by brand, but as you think about our agentic future, there's things that we've acquired that I'm sure many of you have already read about that I've listed on this page, and they're very important to us because it helps us orchestrate your agentic ecosystem and make sure that you can do what you need to do, so if you look at Informatica, just an incredible company that we recently acquired, the MDM capabilities, understanding where the data is, the privacy and quality of that. It's not yesterday's Informatica. We all know that as an ETL organization. There's so much more they do for us that's helpful to understand where your data is. If you look at Tableau, what information exists? Your search capabilities.
So think about searching through your agents, understanding structured and unstructured data, finding that to be leverageable to arm your agents to be able to make better actions and decisions. Look at Spindle and Apromore. Am I making the right decisions? Are we scenario modeling these agents? Do we test them? Do we give them case studies to work on, just like you might a new employee? How do we model this through so you're confident that you're getting what you need at the level of accuracy that you need it? Then you look at Regrello. How do we manage workflow generation and process automation? If I think about that entire supply chain in life sciences, Regrello can look across all of that and say, "Look, what are the workflows? What are the issues? Where can we take advantage of opportunities?" So this all fits together from our perspective.
You see it one at a time reported in the news. But for us, these are the building blocks to our deeply unified platform that help you make better decisions as you work with your agentic architecture. So we think that's super critical. Lastly, and I mentioned this, it's not just about the technology and the brands that we're working with. It's really about elevating all of you. What do you want to do? You want to manage your tech platform all day, or do you want to help people? Do you want to help people get better? Do you want to focus on the strategic issues within this industry? We think we can provide you with a dozen professional chiefs of staff, if you will, to make your life a lot easier, to make you execute a lot better using our agentic architecture in a trusted and impactful way.
This is your new cell phone. Like I said before, you're going to need it. You need to understand it. You need to be moving towards an agentic future. Your company needs to be an agentic enterprise. If not, it's going to be comparable to when companies are on the internet and you're not. It's that serious, in our opinion. It's that impactful to some of the tech cycles that we've seen before. So we think this means everything. If you have a plan, great. If you want to do that in a trusted way, we think we're in a great position to help you. I mentioned also that just the industry sort of needs it. Look at this and just look at the structural barriers to agility within the industry.
These are the things that kind of hold you guys back, in my opinion, just your budget, your team structures, the skill shortages. There's a lot of chemists and doctors in this industry that don't know much about technology. That's problematic. There's a lack of tech strategy. Projects remain in pilot. They get stuck. There's a lot of starts and stops in this industry that are inefficient and slow you down. We've got to be better than that. We would like to show up as your partner and be vastly better than that. We try to solve these specific problems so that you can react, whether it's tariffs or other macro issues, regulatory changes, whatever you need to address, acquisitions, new trials. You've got to go faster.
We all need to go faster, and you have an opportunity to do that, to get through some of these landmines and address your challenges around competition, margin pressure, all the revenue threats that we're all facing. This is a challenging industry. It's very competitive. It's going to get more competitive because those that understand how to leverage this technology will take advantage of it. So there's more coming. You'll see more from us and more announcements. You'll see regulated content management coming quickly as we get into H2 of next year. And there's a lot of things. We've got quite a roadmap on what we're developing and how we're developing it for the industry. It's a long list. We will continue on that journey. That will never stop. For 26 years, all the products that we've offered had a constant refresh roadmap.
We've done three releases a year for everything we've brought to the market. This will be similar, if not faster, because of the commitments that we've made to the industry, and we're working with our customers. I mentioned six of the top 10 that are shaping the value that they believe that they should be driving in this industry, so that's influencing us every day on what we do and how we do it, and you'll see more around those commitments as we grow our investment in healthcare and life sciences, not just in commercial, but across the entirety of that value chain, so we're working through it. We need your input. We need your company's input. We need your guidance as to what matters and what doesn't. This is a highly prioritized approach.
It can't be done all at once, but it can be done, and we want to go faster, and we are going faster. So you can read the slide. We're radically simplifying treatment, accelerating clinical innovation, and orchestrating healthier experiences, one unified agentic platform. That's what's different. This isn't just another app alternative for you. This is an agentic platform that comes with all the capabilities of an application as well that will transform your company and, we believe, transform the industry. So we're very excited about that. We're going to see you around the corner. It's great being here at JPMorgan Chase. There's more coming. I'll be in Davos. I don't know why they do this every year. We're going to put on boots and go sit in a snowbank and talk to each other. Someday we'll do that in a caravan, but we'll be in Davos next week.
You'll see SCOPE in Orlando in February, HIMSS in Vegas in March, and then Becker's in Chicago, and many more. You'll see our world tours and other things. We will continue to drop our innovation and alert you to that. So pay attention. Hop on the website, take a look at what's happening. Look at what's happening in these events. We'll have lots of announcements as we go through all of these. You'll hear a lot more from us to understand where we're going. My goal is for all of you to understand where we're going and how fast we're moving and to leverage your input to help us go faster, to have a bigger impact. But we're really excited. Thank you all sincerely for being here. I'll open it up for questions. I've got a couple of colleagues, Kirsten and Joe, that are happy to come up.
These two rock stars sort of run our life sciences practices at Salesforce so we can answer any detailed questions that you might have. But thank you all for your time. It's nice to see this room kind of packed. Last year, I think we had half the room, and I don't think it was full, but nice to see everybody here. So any questions, I'll open it up.
Thank you, Mark. And as a reminder, please wait for the microphone to come to you. Just raise your hand if you'd like to ask a question.
Wow.
You were that clear, Mark.
That's incredible. It's got to be some question.
We got a question over here. We got one right over here.
Where is it? Right in the middle, second row.
Thank you, Mark. You talked about the criticism, essentially, that your work for large pharma is highly customized.
Could you explain where that criticism comes from and why it's nonsense?
I only hear it from a competitor. I certainly don't hear it within Salesforce, and we're not in the customization business. We're not building this on the fly. We show up with the platform that I just showed you. We show up with the application layer that I just showed you. All the data products that I offered are out of the box and ready to go, and the out-of-the-box agentic capabilities are improving every single day, so there's always work to be done. The world has underestimated what it takes to tune an agent, and depending on the data quality or the architecture of the customer that we're working in and the type of use case and agent that they're working on, there might be some complexity that we've got to iterate our way through.
That's true no matter who you're working with. There's no shortcut to that. It is my message to everybody. And that can be perceived as you're over-customized. I disagree. I think that's just normal agentic tuning based on the architecture that exists there. And sometimes that might slow us down. But frankly, we believe we're starting on second base. We think with all these out-of-the-box capabilities, we're way ahead. And if we have to tune an agent for a little while, if that's perceived as customized or complex, then I think that's a misrepresentation of what we're doing with our customers and how we're operating there.
I think one other question just to add there is I think in the past, a lot of companies in healthcare and life sciences used us, and they had to build a lot on their own.
They wanted to create their own out-of-the-box workflows or those types of things. And that was where the agentic platform becomes really interesting because you can build competitive advantage if you want to there. I think we have one of the most brilliant tech minds in life sciences, Joe, who has also helped us radically transform what the definition of CRM is in the future. And so the way that we've built our mobile application, the way that we have deeply embedded agentic capabilities at every layer that Marc went through, that is where you have the opportunity to take that out of the box, which is what we recommend. But you also have a lot of opportunity to configure.
Let's not use the word customization anymore, to configure that so that you can meet your needs and to be more flexible across the industry and all the business processes that you're creating. Question right here.
Hi. Thank you. Can you talk a little bit about your work with health systems and the challenges you faced in end-to-end patient journeys and agentic AI, what you learned, how you brought it back into the product? And how does that - you mentioned you have a very large relationship with Etna that's working very well. Can you kind of contrast?
Yeah, absolutely. Tell me something about that. So I think when it comes to health systems, obviously, there's a ton of challenges that's facing them right now.
My husband is a medical oncologist at Sloan Kettering, so I know firsthand what he's experiencing on a daily basis, especially as they just went through their EMR transformation. So when it comes to health plans, I think number one is we're looking at helping how to close revenue gaps for them or revenue leakage in the form of patient experience. There is a lot of breakage right now of patients not coming to appointments, not being able to reschedule appointments. And every single one of those is a revenue opportunity for the hospital. So we're looking at that first and foremost. Obviously, we have a lot of challenges, as many other technology vendors in the industry do, with getting to certain types of data buried in different types of EMR.
But we are working really, really hard, particularly with hospitals like Ascension, where they're using Athena, which we have a deep partnership around, to really radically think about what that opportunity is and how do we think differently about that whole end-to-end process. Also, with partners like Viz.ai, they have a ton of those partnerships where they're doing clinical pathways, whether it's at the departmental level, whether it's at the therapeutic level, whether it's at the disease state level. And we're working with them, just like we always have at Salesforce, with our ecosystem of partners in order to radically transform care pathways and to have backwards compatibility between their end systems where the clinicians are working, Health Cloud, or Life Sciences Cloud.
As it comes to our partnership with Etna and CVS and what it looks like across all of our payers, quite frankly, a lot of the work that we're doing there really starts with that data foundation. Let's be honest. There's a lot of fragmented data that exists across payers, across our entire ecosystem. And so as we start to think about that, as we start to see the transformational capabilities that data has in terms of knowing kind of where a member is, who a member is, whether they're calling through the call center or whether they're working with a care coordinator, for example, we're really working at that level so that now we have an entirely different ecosystem conversation around the patient that didn't exist in the past.
Yeah, I want to double-click on something she mentioned as well.
I think something that some folks tend to oversee or overlook is the fact that we're already the market leader on the health side. So we are the market leader in patient support programs. I think we run something like 85% or 90% of the patient support programs in the world on our Agentforce Health platform. And so what we're doing with life sciences, we're sort of locking in the other side of the equation. We can't solve the problems that we just talked about without the provider side, without the engagement side on the life sciences side of the equation. And so what we see is a significant number of opportunities here for us to take our customers that are operating on the health side of our business and actually integrate them with customers that are operating on the life sciences side of our business.
And we believe we're the only technology platform in the world that can do this. We think there's a societal impact too. I mean, finding care providers is more difficult than ever. We think this can solve that problem. And then we think any experience that you have with any procedure you might have, the prep, the post, the follow-up, we all depend on our spouses to do those things. And that's not necessarily the right way to do it. Think of the old medicine where your doctor might call you before, make sure you did all the things that you need to do before your procedure, and might follow up after to make sure you took the right medicine and didn't find your way back to the emergency room. We think agents can do that.
And we think we can do that better than anything that's ever been rendered before. And we think that keeps people out of the emergency room. We think that changes the healthcare economy in a meaningful way. Great. I think we have time for one more question right here. Just a question about how you're designing for kind of the new commercial model of pharma. Particularly, there's a very different data ecosystem outside of the U.S. where you're not being able to do the same targeting and the privacy rules. If you're building fresh, how are you building fresh in places like Europe and Japan for this? And second, with the rise of off-label prescriptions being the majority in things like oncology, how are you incorporating the other teams, especially as sales teams are very much limiting their ability to actually operate in those markets?
Yeah, I'll throw it to the team. But I mean, we have a massive commercial footprint globally. We've done thousands of transactions in this space with Life Sciences Cloud in many countries accordingly. And so it's not just we talk about the six out of the top 10, which is great because I think that's sort of great poster material and helps with our competitors. But there's thousands of transactions and thousands of customers that are smaller than those six out of the top 10 that have unique therapies, unique drugs, unique situations that are in unique regulatory environments. And we're addressing all of those globally. One of the biggest challenges we've had as a company is this is moving so quickly that rolling this out to our distribution army. We have a massive distribution army at Salesforce.
And so one of the things that we've done here is we run our life sciences business as a global entity. So we've got 15 different operating units in Salesforce. And the one that runs globally is life sciences. So we can account for all the unique aspects and regulatory situations that we see around the world and the nuance of all those smaller players that you're referring to.
I'll just address the data side of your question. So Data Cloud 360, formerly known as Data Cloud, is actually part of the secret sauce of how we're winning in the market globally. This is a mature product. It's been GA for several years now.
We're seeing, to address your question directly around sort of the differing sets of data, the different types of data that we see in different markets from U.K. to Germany to U.S., certain access to certain types of data, we are building sort of an agnostic canonical layer within Life Sciences Cloud that allows customers, depending on the market that they're in, to bring in the data sets that are the best for their therapeutic area, for their market. For us, we're actually setting up a data partnership program to be able to facilitate that federation of that data into Data Cloud 360 so they don't have to actually physically move that data. Our application is sort of agnostic to that. We can start to allow our customers to configure access to certain types of data depending on their regulatory domain. Wonderful.
That's all the time we have today. Thank you so much.
Tha nk you all for being here. Really appreciate it.