Well, I promise you it will be an inspirational experience over the next few days, one that will take the work you do to the next level. Bring it on back. Look where we end. We're living at a true inflection point, a moment where creativity and marketing are being reshaped by AI. And that's why we believe at Adobe that creative control is more important than ever before. Bring it on back. Hey, look where we at. How about that? How about that? Through your vision, you could shape our technology in service of your community. Bring it on back. Please welcome Chief Marketing Officer of Adobe Enterprise, Rachel Thornton.
Good morning everyone. I hope everyone loved that video of the recap of the first day of Summit. All of that energy and excitement. It's been amazing so far. I want to welcome everyone to day two. We have some exciting announcements yesterday illustrating how customer experience orchestration is being transformed. And today we are going to go deeper, showcasing and demoing what makes customer experience orchestration real in the era of Agentic AI. As Anil talked about yesterday when he unveiled Adobe Enterprise, customer experience orchestration is critical to building and delivering experiences that engage and delight customers. Turning early customers into fans of your product and loyal customers into advocates for your brand. The best customer experience orchestration brings together customer data, creative content, and tailored journeys. Adobe Enterprise is the Agentic system purpose-built to fully address your orchestration needs across the entire customer lifecycle: prospect, acquire, convert, engage, and loyalty. And they'll also introduce Adobe Coworker, which simplifies the process of bringing together data and content across fragmented systems to deliver personalized experiences at scale. With AI agents that orchestrate workflows based on defined goals. And David showcased how AI technologies are shaping the future of creativity with Adobe Brand Intelligence. So, underpinning all of the Adobe Enterprise are three vectors of innovation: brand visibility, customer engagement, and content supply chain. Today, we're going to go deeper into each of these areas. We're going to hear from Amir Ahuja, our SVP of Product, who will dive into the latest on LLM optimization and brand discovery, showcasing what Adobe is doing to ensure our customers are able to successfully navigate the shift to agentic optimization and what it means for your brand. We're also going to hear from Andrew Bhambri, our SVP of Engineering, who's going to share the latest on how platform infrastructure is evolving in the age of AI, and how CSS Coworker can support every member of your marketing team to help build and orchestrate campaigns, customer journeys, and amazing customer experiences. And lastly, Varun Parmar, our SVP of Gen Studio and Firefly Enterprise, will share more on Adobe Brand Intelligence as well as the latest on Adobe Gen Studio innovations and Adobe Firefly Foundry. And to showcase how CMOs and CTOs are working together at the intersection of marketing and AI, I'll talk with Vlad Rock, CTO, and Emily Silver, CMO from Dick's Sporting Goods, on how they're transforming their brand via innovative digital and in-store experiences. Dick's has an amazing story about building great experiences for the athlete. They're actually also out in our community pavilion, so hopefully you've had a chance to check that out. That's very cool, but that should be a really great conversation. But before we get started, I want to congratulate all of our 2026 Experience Maker Award winners. We had an amazing cohort this year showcasing creativity and innovation in marketing. So let's give a Summit round of applause to our winners. The innovation we're sharing and showcasing at Summit on Mainstage, in our strategy sessions and in the community pavilion is designed from the ground up to make brands thrive and stand out in the age of AI. And if there's one company that knows something about the importance of brand, it's Procter and Gamble. P&G brands are trusted by millions of customers worldwide. We all rely on them. We love them. We know they will work. And so now please welcome Shantanu and Procter and Gamble CEO Shailesh Jejurikar to the stage.
Good morning. I hope you had a great day one and I think we have a ton of great stuff happening in day two. And thanks, Rachel, for that introduction. At the end of the day, this is a marketing and customer experience summit. And as we think about managing customer experience at unprecedented scale, Procter and Gamble stands apart. 65 brands, products sold in 180 countries, serving more than 5 billion customers. And every category, every consumer segment is an almost unimaginable level of complexity. And so leading a company like that demands someone who has seen it from every angle. And Shailesh Jejurikar has spent over 30 years doing exactly that, building iconic brands, running major global divisions all across the globe, and navigating the global complexity of what it means to be the world's largest consumer goods company. And now, as Procter and Gamble CEO, he's driving the transformation that will define its next chapter. So please join me in welcoming Shailesh Jejurikar.
Thank you, Shantanu. Well, the one thing maybe I'll start off is we have something else in common, Shailesh. And we both grew up in the same city in India. We actually went to the same high school. We were a few years apart, but you were head boy of that school, and we were in the same house. So you were destined for leadership right from the very beginning. But what I wanted to talk to you about was talk to us a little bit about your leadership journey. You know, you've been there, you started in Mumbai, you've been in many global places. Just give us a little bit of, Shailesh.
I'll do that. Before that, Shantanu, thank you for having me here and congratulations to you on an amazing 18 years leading this great company. So congratulations.
And since he pulled out the old high school days, I've got to kind of make sure that we finish that. So, Shantanu was inspirational even then. He was four years senior to me, not trying to age myself for him. But he was four years senior to me and he was really the person everyone looked up to. So it's no surprise that you've gone on to be so successful. Well, now getting to the question on the journey, it's been a fantastic 37 years, but probably the more defining ones from a leadership standpoint, Shantanu, I would say, is those few experiences that shape us and we all go through those. And I'll probably take a flavor of it. The first one, when I did my first expatriate assignment in Kenya, actually, of all places, I was moved to Nairobi and I was in Kenya. And two big things that I got out of that experience, there were many things, but if I have to share, two big ones would be I really, for the first time truly connected with the consumer with a passion. Maybe because I was outside my home country, I listened better. But I truly connected to the consumer. Maybe because I was working on categories like Always, the Femcare category where it made a difference. The product we sold made a difference on whether they attended school for that week or not. And I think then that draws you in. And so that was one. And the second thing that it taught me was because it was a small operation, we didn't have a lot of internal transactions which unleashed far more external focus. And I think it taught me the power of shifting the gravitational force externally. So that was another big one. Then the next big shaping experience for me was my first general manager assignment. I was based in Singapore, leading our fabric and home care business. That taught me a fundamental belief in growth in consumer products. Sometimes you wonder what is really good growth. In that assignment, I had parts of my business which grew five times, seven times, so 5X, 7X in three, four years. When you see that growth, it changes your mindset of what it is. So I took that whole passionate belief in growth. And then when I was running fabric and home care, which is about a third of the company later in my career, I was able to scale that into what I call the growth mindset, which is how do you move an entire organization to think of growth differently and what is possible? And during that time, six, seven years, pretty large business grew almost three X its historical average. So those were probably some of the big ones through my journey.
Well, one thing that in preparing for this session, I learned a lot about you, which was your sort of consumer centricity. And as I understand it, you know, at least once a week you're walking around, you actually go visit a lot of consumers in their home to really get a sense of how they use the products. And last night was telling me that he actually has board meetings with the entire board also has to experience both customers and consumers who use your products and some who perhaps use competitive products. So, you know, consumer centricity is so critical. Tell us a little bit more about that passion in our business.
At the end of it, what are we trying to do? We're trying to meet some needs. Some of them are articulated, some not articulated. For me, there are two things that it's probably the best part of my job when I go to a consumer home. I did that on my first day on the job. That was more to send a message that this matters. We need to put the consumer first. So the first item on my agenda on the first day that I took on this role was to go to a consumer home. But really the power of listening to what they say and what they don't say, being in their surroundings. So you really are able to see what they are doing in their own context. And that unlocks a lot of interesting things. You know, one of my favorite P&G brands, Dawn Powerwash, it's a spray. I hope you all use it. But it was fascinating. We were observing how people were washing for years and years. We had designed products for them to wash, fill up the sink and wash the dishes. When we spent not just seeing them wash dishes, we spent a full day to see how their day went, how food was consumed. So there was a bit about, okay, how are you making the food and how they were cleaning. So part of their life versus that part, we realized most people were actually cleaning on the go, which means you do a couple of dishes here, a couple of dishes there. And that's really how it was. Then we said, okay, if this is the new habit, and we started with a clean sheet of paper, how would that product look like? That's what gave birth to Dawn Powerwash. So you get some amazing insights that helps you really solve problems, which they have sometimes never even articulated.
Now that completely makes sense. And I remember when I called you when you just took on this role and I said, what's top of mind? Actually, three of the things that you talked about have to do with marketing and customer segmentation. I'd love for you to share as you sort of started this role, the things that were top of mind for you.
Listen, the biggest one for our point in time, in fact, I think it's an amazing opportunity, Shantanu, because I tell many of the people in P&G, if you had to choose a time to be a marketer, what an amazing time. Probably 100 years back, P&G created a new way of marketing which came to be known as the soap opera. Right? So I tell people that was 1932, 33. And that kind of we can say, well, you know, so much has changed since then, but we all kind of built off that model in many different ways. Mass reach, mass advertising, leveraging some of what TV enabled or radio enabled. And then when you look in fast forward today, today's generation has the chance to create the soap opera of the future. And it won't look anything like a soap opera. But we have or this generation has the opportunity to redefine what marketing will look like. So, but the drivers of it. Secular trend of media fragmentation, we've talked about that. That's a huge thing. I mean, getting consumer attention with the extent of media fragmentation, huge challenge, the retail landscape changing, big challenge. So when you put some of this changing demographics, delayed household formation, when you put all of this together, fundamentally brand building and marketing is completely being reinvented. I tell many people today inside that I pride myself on a career of brand building. But if you ask me to build a brand today, I can give you principles. I'm not sure I know how to do it.
Well, you know, what's also amazing for you, as we touched on, was the complexity. And with 65 brands, as you think about innovation, that was the other thing you touched on with me, which is how do you innovate and how do you let people know about the innovation that you're actually delivering? So maybe just touch a little on innovation, on the core product across all these brands.
So for innovation has been the lifeblood of P&G through our career, starting with through our history of 188 years in creating, whether it was the first really meaningful detergent for washing machines, which was Tide, whether it was the diapers. So, you know, we've really kind of gone and created that. So we spent a lot of money, probably the most in our sector by a large margin. We spent over $2 billion on R&D, may not be as much as some in the tech sector, but 2 billion in our sector is a lot of money to spend. And even on percentage terms, it's a pretty high one. We kind of have now learned more and more to solve some of the consumer problems I was talking about. We showed the Zevo stuff there. We showed the Tide, you know, the new Tide we just launched. When we think of it, what we are doing more and more of is combining new areas of technical competence. So typically, we were very good at formulaic chemistry. So formulating products, we were very good at substrate. Our papers are kind of paper brand Charmin, Bounty. That's paper, baby care, diapers. So we had very good substrate knowledge. We've built devices over the years because of the Gillette and Braun acquisition, the power toothbrushes. So we have now device competence. And we have built a lot of biology competence. So biosciences and some of that our ability to now start pulling some of those together to solve problems is really phenomenal. So the Tide Evo you saw that we just launched, that's actually woven chemistry. So it's chemicals being woven into fiber, which makes us put things together that were typically incompatible. Zevo is a combination of biology because it's all linked to what temperature attracts the mosquitoes and flies, linked to what chemistry helps get it in place. So we're kind of doing a lot more combining this because as it becomes tougher and tougher to communicate with the consumer, how they experience the product and package is going to make an even bigger difference. So I think we are really well placed, and I feel very passionately that if you can have an amazing product and package that really in today's world can be much more transformational than it was in the past.
It's actually amazing to think about all the sophistication that goes into that innovation. And for us, you know, as consumers, we're just like, wow, it works. And that's the magic for us. But when you talk about it with biology and chemistry and physics, it just gives, I think, everybody a flavor of what goes into one of those products. Maybe let's switch a little to digital. And as you're thinking about the next generation of consumers, how do you think about the role digital plays and, you know, across geographies and where are things consistent versus where do you do things differently?
Yeah. So completely changed. The landscape has completely changed to a digital first environment driven by commerce, but driven by where consumers are engaging the attention spans, where time gets spent. So it's all digital in many ways. And I think I was mentioning this to you, Shantanu, I feel like if we were a rock band or a pop band making marketing or advertising before, creativity was much more central. A few people doing it. I think creativity is becoming much more dispersed. So I see a much more dispersed creativity environment, and probably the closest analog I can find is probably we are beginning to become jazz musicians. With the required scale of an orchestra. Think of it. I mean, you need a loose framework. To your point, we need a loose framework. Old Spice can't be one thing in one group and completely something different in another group, but you want the user generated content to reflect how they are experiencing the brand. So you do need loose frameworks. And then how do you orchestrate at scale, which is where a lot of what you have been talking about and sharing yesterday and what you're working on is absolutely critical because to get from where we are to that jazz with the scale of an orchestra, we can't do without tools like the ones you are providing.
And so maybe, you know, just double clicking on that further as you think about brand and you think about scale, because you were also saying backstage how much content you're producing. So how do you actually think about, you know, the automation and what role AI can play? I know you're also exploring Firefly, but just a little bit of the role of AI specifically in this as you scale and the consistency of the brand.
Yeah, so think of it. And I'm really going to make a very stark contrast, which is not by extending the time frame. So think of it, when I was a brand manager and doing something, I made probably one ad or two ads a year that ran anywhere for 2 to 3 years. Today, we're probably making hundreds of pieces of content every day, either in a brand voice, either in a consumer voice or either with an expert voice. Okay, so just to manage that scale of content, you cannot do it physically. You cannot do it humanly. And so AI becomes not a nice to have. It is a necessity. You just cannot be producing that level of content. Then doing it for a large company like us, with the right safety, guardrails, safety, not just from a point of view of have you used valid images, contracts? You know, small companies can get away with that. For large companies, we have to be very disciplined. So doing it at that scale, the amount of content which connects with consumers and does have all the guardrails, there's no way to do it without AI.
That's true. I mean, one of the again, you're pioneering in so many different ways, brands, marketing, innovation, supply chain. I, you know, I heard a talk that you gave about sort of supply chain, the next generation of supply chain and how that's going to change how you get all this. Maybe, you know, just switching gears, talk a little bit about what's top of mind for you. So let's take supply chain.
So if I look at it at a broad level, there was a lot of diagnostics and tools to help with the diagnostics. Then we moved to more predictive and I would say bulk of today's industries predictive. But I think what AI is enabling is much better prescriptive solutions. So let's take quality. Typically, if you were doing sampling at some intervals, you know, every day, totally unneeded because with sensors and cameras, you can be checking all the products when you can connect the data together. It doesn't even need a person to review it. So we have a proof of concept where automatically the center lines get adjusted to ensure quality is consistently delivered every day. So quality doesn't even become something that is planned for. It is automatically programmed. And the other big one we are seeing is basically touchless operations or autonomous operations. Many of our lines. We did a pilot about a year and a half back at one of our plants in Berlin, the Gillette plant, and we said, nobody likes the night shift. It really has. We try and build more manufacturing. That's typically that's one part of the job where people are like, I'm fine, except. So we said, can we run part of the night shift without anyone? So we validated first to start with a four hour operation with no one. Okay, maybe instead of 500 people, there were three people, but literally no one on the lines. We're now rolling that out in multiple operations, and the intent is not to have no one. The intent is to be able to operate autonomously on many of these where the touches are not needed. So a lot of this kind of stuff becoming much more autonomous, having agents do some of this work, like the quality one would be an agent talking to another agent to adjust the center line.
That's true. Well, P&G has also been legendary, I think, for how you've run the company as it relates to brands and allowing the brands, you know, a lot of flexibility in how you run specifically as it relates to AI, maybe. How do you think about AI and how, you know, when you're trying to change an organization as large? You said 100,000, you know, colleagues, how do you think about, you know, what role AI plays and how do you think about from a leadership perspective, how you get that across the entire organization?
Yeah, I think, by the way, this is one which interestingly, the pace at which people embrace it is faster than our capacity to provide it. So I have not found people hesitant to do it where I think the area we're putting a lot of emphasis, including in our work with you, is making sure the application layer really is effective for the end user. So the more and more we reduce friction, the better and better the tool gets used. So really the usability of the tool is really a function of how we've done at reducing the friction. It's not on whether they've bought into the construct and they're very quick to embrace it. So some of the speed at which things are being today in many of the marketing solutions, the issue is not whether they will use the tools. The issue is they want more tools that we are not yet giving. So I find actually this is one which people see how obvious it is. Once you've realized that brand building has changed, yes, you will have a brand with a clear equity. In fact, I think in today's world, even more important to have sharpness of equity for a brand, even more important to have an amazing brand idea. But after that, it all becomes very loose and dispersed. So in those kind of settings, the minute the marketers have realized that or say in the plants, they've realized the power of it. People move fast. In fact, I was in China a couple of months back seeing some of their lines, which are now running autonomously. All those people who were doing the work, running the lines autonomously, they are thrilled. They are now doing much more advanced work building the future. Yep, the Berlin plant, by the way, I was talking about, you know, we do a health organizational health survey every year around March, and we get about 80% of people sign up to that, probably one of the highest units on the organizational health scores was the Berlin plant.
Wow. Maybe, you know, you started off last question about how you've changed lives. I mean, you think about everybody's life here. It's been touched. And I know you talk a lot about social purpose as well as purpose for an organization. So maybe, you know, a little bit about as you embark on this, you know, leadership journey. How do you think about purpose for P&G?
Yeah, for us, improving consumers' lives in small but meaningful ways is important. And we put an important statement after that: for generations to come, partially reflecting our heritage, which is 188 years old. And if it had to be true for another 188 years, we have to adapt, which then brings in the construct of sustainability and some of it because you will need to evolve in those spaces. So we kind of try and make sure that the generations to come factors in our purpose and bringing it to life.
That's great. As you know, I always end with a set of, you know, word association. So if I may, I'll try that. You know, let me start off, HPS.
Fun. That's Hyderabad Public School, which is the school that we both went to. We have great memories.
More important than time. Brand.
Highest value property. Marketing.
Exciting. Sustainability.
Care. Shailesh Jejurikar.
Hopefully creating the future.
Well, please join me in thanking Shailesh for being here and congratulating him on this new thing. Thank you.
All right. How's everybody doing? It is absolutely great to be back up here. And actually the topic Rachel teed up for me is around brand visibility. And it's just such a perfect segue from what you just heard from Shailesh and Shantanu. Because the importance of brand in this new era is completely changing and we define this as brand visibility. My goal over the next 15 minutes, maybe an hour, we'll see how long I take, is to walk you through what do we mean? I mean, you've seen all the slides. What do we mean Adobe? You keep saying brand visibility, brand visibility. What do you actually mean by brand visibility? And better than me just continue to talk about it, I'm going to show you a lot of showing. You're going to see a lot of product, which I'm really excited about. So let me kind of tee it up. I want to start with a fact. And this fact, every single one in the audience is going to be like, yeah, yeah, we kind of know this, but we are fundamentally operating in a completely different world, right? The world of humans and the world of agents. And the reality is, if you really, really think about it, the reality is that a lot of us have been implementing and building and thinking about this stuff really more from a human point of view, right? How do I optimize for humans? But it is fundamentally changing, right? And everyone in this room is feeling today, feeling this like if you're B2C, you're feeling it, your customers are going to a bunch of different places. If you're B2B, you're feeling it. Everybody is feeling this fundamental change. So again, as I said, a lot of you are probably like, yeah, yeah, I know this. Tell me something I don't know. Two things. I'll tell you two things that a lot of people don't know. Number one, a lot of companies are still not even looking at the agentic traffic. A lot of you are still saying, oh, I look at my traffic. Compared to my total traffic, it's still relatively minor. Guess what? It's not right. So everybody needs to be paying attention to what that traffic is. Fact number two, this is completely different traffic from what we were used to. If you're used to the bots, the past, what did bots do? Right. They kind of came in, they looked at your site and they notified, right. That's what a bot did. They said, hey, I'm seeing something. I'm notifying. I'm going to go tell my search engine. I'm notifying you of a change. These agents are completely different. They're actually making decisions in real time. And what we think about today, right? As a lot of these agents coming in from OpenAI, all the platforms that we keep talking about, it's now personal agents, right? These personal agents are going to come to your page and they're going to say, hey, how do I make a decision? What do I show back to my user? It is completely changing. And again, the reality of this is there's still a lot of people are still only solving for the human part. So there's a massive call to action of what we need to do on the Agentic web. So what do we do, right? Where do we take this? I would assert to you, there's three tectonic shifts happening that are completely interconnected. And to make sense of all this, we're going to go through every single one. And this is what we mean as brand visibility. The first one, brand discovery, you heard it from Anil, you heard it from Shantanu. We're all feeling it. The whole notion of the upper funnel is completely changing. Secondly, beyond just the discovery, agentic automation, again, how do you now take advantage of these agents and really, really take advantage of all this rich content you're doing? And the third is the conversational experiences themselves. The actual end experiences are changing. So like I promised, I'm going to go through every one of these. I'm going to show you product. What are we building for every single one? And you will see the interconnectivity as how we think about this. So let's start on just brand discovery. I'm just going to say a couple of things. AEO, GEO. There are so many different acronyms. We wake up every single morning. Maybe there's another acronym out there. But at the core of it, at the core of it is how brands need to operate given these new AI channels. And let me tell you some of the questions, right, that I get, and I'm so blessed to work with so many of you out there. Let me give you just a sample of what we hear every single day. Number one, where am I showing up? I don't know, like, where am I in these surfaces across all these? Where am I showing up? Number two, do I need to update my content on my site? Do I update my content off site? Which content do I need to make the content on my homepage more agent friendly and which pages? How do I do it? And fundamentally the last one, how do I make sure my content is actually updating the underlying models so it is being reflected properly and that is what is happening. That is what is happening. So we are answering these questions. But I want to say one important thing, as you think about this space of discovery, it is not just about analytics. It's not. Yes, that is a critical part. And yes, we need to show you this is where you're showing up everything. It is actually about how you take action. It is about how you go optimize. So if you have to update content, how do you go do it? This is what we've been doing with LLM Optimizer. And I'm so excited to show you how we do this end to end. And for that, like I promised, we're going to show it. Jen, over to you.
Thanks so much, David. First off, I'd like to thank Dick's Sporting Goods for allowing us to use their brand in today's demo. All of the data you'll see is fictitious. But the problems we're solving, the workflows, the impact, that's all very real. Brand visibility is being redefined. It's no longer just about what humans see, but what AI can understand and recommend. Today, I'm going to show you how Adobe is
Reimagining brand visibility and site creation for the web so that your brand shows up, gets understood, and gets chosen. But a little bit about me. I recently decided to get back into golf after seeing a really exciting tournament, but I need some golf clubs to actually help me improve my game. So like many people, I head over to ChatGPT and tell it exactly what I'm looking for. Let's see what actually comes up. All right. Perfect. These are some great recommendations. And these Dick's Sporting Goods products show up because Adobe Commerce and Adobe LLM optimizer make sure that they're available at the moment of discovery. Now these are great recommendations, but I have one problem. I have no idea what size I actually need. Thankfully, Dick's has an LLM app built with Adobe Experience Manager, and I shop there frequently, so I already have it connected and I can submit to sign up for an in-store measuring experience. Right here. I simply fill out the form and my submission is sent directly to Dick's without me ever having to leave ChatGPT. This LLM app allows Dick's to own part of the experience, even though I'm interacting with them in an LLM interface, allowing marketers to leverage existing content in this new emerging channel. Now, this customer experience was really quick and really easy, but how did Dick's ensure that they were part of the conversation to begin with? Adobe makes brand visibility in LLMs simple, actionable, and measurable. With Adobe LLM optimizer. Here I can see Agentic traffic. These are agents coming to your site, viewing your content, and figuring out whether to recommend you or not. Over here we have human engagement and referral traffic. This is what LLMs are doing to send traffic to your website, where you can go through and monitor that specific type of action. And I'm excited to announce that you can now bring in referral traffic and behavioral data from Customer Journey Analytics and Adobe Analytics so that your teams are making decisions based off of the most up to date content available. But insight alone doesn't move the needle, action does. Thankfully, Adobe provides both on site and off site optimizations that are ready for action. This is how your brand prepares for the Agentic web by maintaining content for both humans and agents, and constantly iterating based off of engagement and data. Here I can see opportunities for things like content gaps, web structure issues, and missed engagement opportunities. Right here, I can see that some of my products aren't showing up in prompts for certain golf clubs, because these products have not been yet optimized for LLM visibility. Catalog agent not only provides the specific content I need to the LLMs like product attributes, pricing and availability, but also improves my content in my product data by providing suggestions for things like meta titles and product descriptions. This allows me to have better AI readability. And as if that wasn't easy enough, on site opportunities come with easy one click deployment, taking you from insight to optimized in just seconds. Back to you, Emmett.
Thank you so much, Jen. Can we give her a hand? Yes. Thank you. Thank you, Jen. Hopefully that gives you a little better sense of how we're thinking about it. She showed both the analytics again and the optimization, which go hand in hand as we think about discovery. And we are seeing incredible traction thanks to so many of you. With LLM optimizer, over 600 enterprise customers are already using this. And let me give you just a couple examples. W.K. Kellogg implemented it, 350% increase in citations. Lovesac saw 140% increase as well. I also want to touch quickly on this very exciting announcement you see on stage. We are so... Oh, I'm hearing a lot of clapping. Thank you. We're incredibly excited. You heard Anil talk about it yesterday. Incredibly excited about the proposed acquisition of SEMrush. Together, our companies bring complementary capabilities across traditional search and everything we're talking about here around emerging AI discovery. Please, please stay tuned. We're going to share a lot more soon, but very, very excited about this. Okay, I want to go to the next pillar. And this is where we talk about, great, you've shown me that we have all this discovery, you have all this signal, but now what do I go do with this? How do I go take advantage of all these agents to actually drive this? And I would make another statement here. It is not just about the content. It's about how are you delivering it in real time? Because remember what I said earlier, these agents are coming and they're accessing you in some seconds and making decisions. How do you have that content ready in real time for everybody who's showing up to your site? And I'm super proud of the work we've been doing here. We've actually taken AEM as more of a traditional CMS and truly made it agentic, a true Agentic CMS as part of CX enterprise. And the key here is we gave it not just how to manage the content. Content changes, right? That's the whole point. Content is ephemeral. It's continuing to change. It's all about the context. How do you fundamentally understand the context? Because this is how things are orchestrated. And we're providing new agents as well in the context orchestration from governance, i.e. hey, I'm providing all this content, how do I actually have the right governance to experience creation? Help me create this. And then also content advisor and what I mean by content advisor, we've heard from all of you so many times, I need a better way to find my content. So how do we do that in this new agentic world? This is what enables you to move at the speed required to truly serve everything we're talking about. And here as well, just a massive thank you. Even before you see it, we're already seeing over 27,000 interactions using these agents already. So we're tremendously excited about it. And actually, one quick stat, as you all know, Adobe uses all of our technology and they're such great partners of ours. They've seen a 27% faster delivery and a 45% reduction in costs using this. So this is real and it's mandatory for this new AI era. But again, seeing it is way more important. Jen, let's show it.
