I actually got this really great phone call from Steve Jobs and he said, 'Come down to Apple right now.' And I'm like, 'All right, let's go.' I went down there. I'm like, 'Why am I down here? What is going on?' He's like, 'I have to show you this.' And I'm getting really excited. I used to work for Apple by the way when I was 19 years old in 1984. I wrote the first Native Assembly Language on the Macintosh as an employee of Apple as a summer intern. And I love Apple, I love Steve Jobs. And I'm down there and I'm like a kid in a candy store. It's like going to see Willy Wonka, you know? It's like an incredible moment. And he's like, 'All right, I'm going to show this to you.' And he takes out this box and he's like, 'Now listen, at Apple we have only one team, one good team. We have a huge company, Mark, but we only have one team that actually knows what they're doing. And so that one team can only do one thing at one time. Do you understand what I'm saying? One thing.' I said, 'Yes sir, I do.' He's like, 'All right, now I'm going to show you. It's the iPad.' And here it is and he shows. I'm like, 'This is amazing.' He's like, 'I know. It's this, it's that, it's 10 inches. I can't remember the exact size.' He shows. He's like, 'Yeah, I love this big size. And I just have to show you this one other thing because I wanted to get feedback on it.' And I'm like, 'What is it?' He takes out a small one and he goes, 'And this is the small one.' I'm like, 'Oh, you should have both of these.' He goes, 'No, never. We'll never do that because we're only going to have one.' I'm like, 'Okay, but if you had the small one...' 'No, no, we're not doing the small.' And they were so cool. And then he said, you know, for the last five years I've only been, or three years or whatever it is, I've only been focused on iPhone and that was my one thing. But now I'm going to shift into iPad. And I'm like, 'This is really just awesome.' And so yeah, when we're like rolling out...
Something at Salesforce, and right now we are focused on Agent Force. We take everything that we have learned from the great incredible Steve Jobs who inspired my life and my whole industry, my company, and Agent Force. I'm singularly focused on that right now, thinking about how do I deliver a billion agents in the world. And this is all I'm doing, 100%. This is a great moment in technology because I mean we've all witnessed what AI can do now, how it's changed things. We've all had our ChatGPT moment, you know, where we got on ChatGPT like we had our Google moment where we searched the internet for the first time. You know, maybe it was Yahoo at that point or maybe it was one of the other services. But we've all now had our ChatGPT moment or Gemini moment or you.com moment or whatever it is, whatever the AI that you love using is. And we've been able to take this technology and do some amazing things with it. Now obviously we're a huge customer relationship management platform. That means we're helping our customers connect with their customers in new ways. And we do that with many, many products in sales and service, in marketing, in commerce, in analytics. We own Slack, we own Tableau. We have an incredible portfolio of products. And all of those products have been rewritten into a single platform. And that single platform has been augmented with a data cloud. And that data cloud amalgamates all of your data in your company. And then we've done one more thing. So we have the Customer 360 platform we call it. We have data cloud. And then we have one more layer above it which is our agentic layer. And that agentic layer is where those agents are living. And they are able to look at all of the applications and all of the workflow and all of the data. And they are very smart. And it's letting companies do incredible new things. So in my example at Salesforce, even I have something that I do for customers which is provide customer support, like many companies, and service like many companies. So our site is called help.salesforce.com. We have 36,000 companies that come there every week for help. And if you had talked to me a month ago, I'd tell you that of the 36,000, our technology is very good but still 10,000 have to talk to human beings, which is why we have about 9,000 people in customer support. Now we've put an agentic layer on that. And those customers are talking to agents first. And those agents have not only generative AI but they have all of the other machine intelligence, machine learning, deep learning, all the things built into our platform. And they can resolve about 95% of these customer inquiries now. Still 5,000 of the 31,000 have to go to human beings. And those human beings then are seamlessly interoperating with that service because this is about humans and agents working together. But it's those 5,000 going to humans for the moment. I mean, the speed at which we're seeing...
Increase, Peter. I know this is hard for you. I'm in the now. Someone as amazing as you living in the future, taking whatever you're taking, I don't know, you way out there in the world. No, I'm here in the now. And right now, Peter, I'm saying Peter and I are close friends so I'm kidding him right now. In the now moment, of the 36,000 customer inquiries I get every single week, now 31,000 can be resolved by agents. Those are digital agents, software. And 5,000 still have to go to human agents. So it's digital agents and human agents working together as a team. This is a moment of evolution in our whole industry. We are, you know, well look, it was in the cloud, we pioneered that. It was mobile, we were a pioneer in that. It was social, we were pioneer in that. And by the way, this is not our first AI. We also deliver two trillion enterprise AI transactions every week already for our customers on our Einstein platform. We do AI for a lot of folks all over the world and have for a long time. But this is the next level. And we're always going to another level. Technology is constantly getting lower cost, easier to use. It's a continuum. Well, I saw the movie Her. Well, I think you know I'm a software executive. I'm the chairman and CEO of Salesforce, Peter. And that means I run a company that will do about $38 billion in revenue this year, about $12.9 billion in cash flow. And we run the CRM for about 135,000 companies, helping them connect with their customers. A lot of companies you know like Disney and Royal Bank of Canada, JP Morgan Chase, or different organizations, all kinds of great companies that you know very, very, very, very well. Okay, yeah. And um, I think that this idea that you know what Salesforce needs to do is deliver this agentic platform. We need to make our customers successful just like I'm making myself successful. We've already sold more than 1,500 paid implementations of this Agent Force platform, 3,000 total customers already implementing. I've never seen anything go as fast as it's going. It's amazing. And this is just a moment in time and technology. And we're going to pioneer this, lead this, and help every company connect with their customers in this incredible new agentic way. We're a platform that you can build your own agent. Now this is not some future idea. You can get on Salesforce and we have thousands of companies right now building agents. And one of our customers is one of the largest home builders in the country. And they're amazing. They don't want me to use their name so I won't. But yeah, we already do all their sales and service and their marketing automation. And you know, they're like, 'You know, we need to do 24/7 service for our homes. We need to sell mortgages. We need to do all these things. We don't have enough people to do it.' And they're building a completely agentic platform around their company to be a better home builder, a better bank, a better media company. And to that point, then that vision that you have gets expressed through those companies. I think in many ways, well, I think in some cases, like all technology has, there will be a change in jobs. That's what we've seen in technology throughout history, and this will be true. Look at my company. I mentioned it already once in the podcast, which was that we have 9,000 support agents. And we'll probably take a couple thousand and move them into other jobs at Salesforce because we've built a new agentic layer on all of our customer support and service. This year we'll also build an agentic layer on our sales and sales development capabilities and business development capabilities. So that will have implications as well. And so yes, you know, that's what you want. You want to be constantly looking for the opportunity to make things lower cost and easier to use. And that can have implications for jobs. And jobs will move. And that will be true in every industry from healthcare to consumer product goods to retail to the government across the board. And that's a great thing. And let's rebalance our workforce because, as you said earlier as well, we have declining birth rates, we have less labor, we have less capability in the United States. It's already very hard for me to hire sales and service professionals. I'm trying to hire 2,000 more salespeople right now at Salesforce. I'm trying to find the best enterprise software executives in the world to come to Salesforce. There aren't that many in our industry at scale. So you know, we're going to have to build some digital labor. Digital labor is real. I mean, agentic platforms and agents and robots are kind of the same thing in a way if you think about it as digital labor. And yeah, you're going to be able to take these... You can see these great videos coming out of Stanford right now. And in the video, this incredible project, this Mahalo project, which are AI models that are working to run these robots. And they are cleaning these hotel rooms. I've seen...
It's not my philanthropy funding it, but our team at Salesforce comes out of Stanford and our head of research in AI is also a professor of AI at Stanford, and so we're very involved with these folks. I would say that I just talked actually to the creators of this Mahalo model, so it's on my mind. You know, here's this robot cleaning this hotel room. And I'm like, and you know I funded a couple of children's hospitals, and I went right there and I said, you know, for some of these new therapies we have for cancer, we need the ability to not bring humans into the hospital rooms of kids who are going through some of these therapies. As you know very well, you've got the tech, you're the MD with the technical background. But that idea of a robot cleaning a hospital room or a robot cleaning a hotel room, it's also going to have to be linked to the hotel record, the customer record on the hotel. 'Hello, Mr. Benioff, is it okay that I'm in here or should I leave the room right now?' Or the hospital room where it's like, this can happen in this hospital room and this cannot. This is very exciting that we can augment our human workforce with a digital workforce or a robotic workforce or an agentic workforce. And we are moving into that very fast. And that's not in the future, that is the here and now. Picked off the top two of the five. You know, the first one is look, we're moving into an agentic world where human workforce will be augmented by digital labor, and companies or organizations will be able to extend their workforces. And it's going to be awesome.
Awesome. Like even in the healthcare area where you're so strongly vested. You know that well. You know what just happened with my Achilles? We talked about it and I just regenerated my Achilles. I'm sure we'll get there. But that idea that I'm doing, I need pre-operative care, post-operative care. I need to talk to experts all the time. When they're not available, I can talk to agents. And I'm sure all of us are going to ChatGPT and asking medical questions as well. Saw the study that was amazing, right, where the accuracy level can be higher than a lot of doctors. Well, it's not only that, the accuracy level of the agent alone was higher than the doctor and the agent because the doctor injecting bias into it. Yes, crazy. Our head of engineering, who's amazing, came to me about three weeks ago and said, 'You know, we've been deploying this technology now over the last basically two years. And we're writing code, delivering technology and capabilities faster than we've ever done. And we've got tens of thousands of engineers. We have 75,000 people total.' And he's like, 'I don't want any more engineers this year.' I'm like, 'What did you say? I don't want any more engineers this year?' I'm like, 'You've never said that before.' He goes, 'I know, but we are just in the last year 30% more productive and we're doing great and we just want to focus and get all this done.' And I'm like, 'Wow, this is a moment where not only I'm going to hire less customer support engineers' — 'cause I didn't really finish my story on that customer support — which is that those 9,000 customer support engineers, I don't need as many of them anymore and I can rebalance them into new areas in the company. And engineer software engineers the same thing. So in these key areas of running a big company, which is what we're doing at Salesforce, we're able to rebalance our workforce based on the evolution of artificial intelligence. And this is very exciting for a CEO like myself. Well, you know, for 25 years I've been, you know, took this company from an idea to where it is today, the second largest software company in the world. You've been along the ride with me for quite a long ways. And you know, it's a lot of fun. I'm not an Elon Musk. I don't have six companies that I'm doing this with. I can only do one, maybe two at a time. You know, I own Time Magazine, but really only one. I can do one. I can focus. I can do the one thing, the Steve Jobs idea. I can't do the Elon Musk thing which is singularly focused on six or ten things. Now even the US government, maybe other governments also, I guess he's also focused on Germany and the UK as well. I can't do that. I don't have that capability. I didn't find that psychedelic or whatever he's been able to do. I can only do what I'm doing. My unaltered mind is singularly focused on Salesforce. And I am just trying to deliver the number one CRM company in the world, delivering on the number one CRM AI, an agentic platform, Agent Force. And that's really where my mind is at.
And when you do look at that, look, technology is getting lower cost, it's easier to use. And AI is moving in this direction as well. We have these bigger data centers, bigger chips, everything's getting faster, bigger, better. And when we apply these deep learning models, and by the way, a lot of them were invented at Salesforce. We're really proud that prompt engineering was invented at Salesforce. A lot of the major deep learning and research has come out of Salesforce. And two out of the top five most accurate models are out of Salesforce. And when we look at what's going on in AI, yes, it's incredible what is going on, but we still have a long way to go. So let me just give you a little dash of reality. Which is these models, the nature of the models, and we can go into how the models work, but they're not 100% accurate, Peter, because of the nature of how they're trained and because of how they operate. They're not 100%. Nobody has a 100% accurate model. And we're very good. We're in the 90s on our new Atlas reasoning engine, which is the core part of Agent Force 20 that you mentioned. Our customers are having some incredible experiences. We've been able to talk about great things that we're doing with customers, helping them to give them unlimited workforces. You know, we have this great company called W, it's a book seller, and they used to have to spike their workforce, you know, back to school. They don't have to do that anymore. They're using agents. It's incredible. You know Disney, that you know very well, they have a very complex product line for their cast members. We were able to give them incredible super high accurate AI to help them run their company in incredible new ways and help their customers also find all the products that they want, to kind of give them the Disney product that most important of them. Or we have incredible banks like I mentioned RBC that's doing wealth management to help somebody plan their future with an agent technology. That's amazing. But none of these things are 100%. So we can do a lot of things, but nobody can do everything. And the vision that we keep hearing of these magical three initials, AGI, which is the fantastical vision for the future of 2030, 2040, 2050. When we say, 'Hal, open the door.' 'I'm sorry, Hal, I will not open the door.' 'Why will you not open the door?' I'm sure that we are hitting to the point where we're gonna come home and say, 'Hey, make me an omelet, make my bed, take care of this, do that, do this.' I don't know how fast all of that exactly is going to happen. I'm not very good in those areas. But I think we're moving in that direction. And I think we're all going to want that kind of technology and that kind of capability. Look, we already have robot cars, right? So your car maybe drove you to the office and it's just a robot on wheels at this point. It is. I got into a Waymo and I was like, I just called it with my phone, jumped in the Waymo, went to my office. Boom, it's a robot on wheels. It's the same thing, right? It's like, it's sinful that we haven't invested heavily into nuclear in this country. The Gen 4 reactors are safe.
