A Conversation with Marc Benioff and H.E. Omar Sultan Al Olama | Dreamforce 2026

And now, our CEO and Chair, Mr. Marc Benioff. All right. All right. Good afternoon, everybody. How are you doing? Are you having a good day? Are you having a good Dreamforce? All right. Please welcome His Excellency, Marlo Mar, all the way from Dubai, UAE. Great to have you. We are so thrilled to have you. It has been many years we've been waiting for this interview. We're so thrilled. And I'll tell you a little inside thing, which is we've known each other for many years. We're serving on some incredible commissions together and discussions of AI in the future. But one of the things I think a lot of people don't realize is you were the minister of the AI way before there was AI. Like, you had the vision that this was gonna happen quite a few years ago. So when did you become the Minister for Artificial Intelligence and the Future in the UAE?

Thank you for having me, Mark. I've been meaning to come here for many years, as you said, but you did your magic this year and you made it happen. I was appointed Minister of Artificial Intelligence in the year 3 BC. So 3 years ago.

Quite a while ago.

Quite a while ago, 3 years before COVID So that was in 2017.

2017. Yeah, it was quite amazing because we would sit in these meetings and you were telling me about these visions. In fact, right here, I remember we were at a meeting in the Presidio here in San Francisco. You had a very clear view of everything that was going to happen. and how governments were going to have to adapt, but especially how the Middle East was going to adapt. Where did that come from? How did you have that incredible insight so far away?

I get zero credit for this. One thing that our leadership in the UAE has is they are voracious readers of history. They understand historical trends. They understand what happens when nations grow and what happens when nations fall. And it's usually linked to technological innovation and disruption and embracing that disruption. So in 2017, when I was appointed Minister of Artificial Intelligence, I remember coming to His Highness the Prime Minister and saying, what's the job description? And he said, you're about to find out. I said, okay. He said, travel east and west. See what the frontier of artificial intelligence looks like and come back and report back to me. So I remember in 2017, I think it was either end of 2017 or the beginning of 2018, there was a gathering in LA with the founders of OpenAI. Sam Altman was there, Elon Musk was there, Dario was there, and many others. And they were talking about building what today we call LLMs and what we call ChatGPT and, you know, the other systems that we're looking at right now. And then I remember going east and seeing what's happening in China. And they were talking about real-world AI with robotics. And they were so fixated on creating humanoids, on creating systems that can be used to take care of their aging population. So I came back to the Prime Minister and I said, Your Highness, this is what's happening in the West, this is what's happening in the East. And he said, we need to be somewhere in the middle and we need to make sure that if there's a conversation on the table with people from the West or people from the East, that we need to be a value-add partner for both and that they will bring us to the table because we are either the fastest to implement Or we have the experience that they need. And that's, I think, where this whole thing came from.

Well, take us back to that moment. You know, you're— you've had this appointment, you're having these meetings. Was it clarity that these things were really going to happen, or were you not completely sure when you looked into the eyes of these founders of these companies? What was your own insight?

So the honest answer is I was actually very scared. When you hear them talking about what this can become, the first instinct that hits you is fear because there's this fear of the unknown. And I just need to give you a little bit of a background of the region that I come from. Some of you might have visited the UAE and the Middle East, and you might know what I'm talking about. But, you know, not so long ago, My region, the Middle East, was the most advanced region when it came to technology, economy, culture in the world. It was where most people would send their kids to be educated. This was between the year 813 AD to the year 1515 AD, and it was a long period of time that we were ahead. Now, the question that we always ask ourselves is, if we were ahead, why are we backwards? Now, or why are we behind? And the answer is technology. There was a technology that was created called the Gutenberg printing press. It had the opportunity to democratize information, to educate people. Before it, you had to get on a camel or a donkey or a horse or on foot, and you'd had to ride for weeks to access one piece of literature, try to memorize it, and hope that you don't die on your way back to your village or your city to give it to others. And then there was this machine that could just copy the scriptures and the books, and every civilization in the world embraced it. The Middle East, however, banned it for 200 years. Before it, the Middle East, you know, depending on the historical accounts that you read, was ahead of the rest of the world Somewhere between 600 years or 60 years. Right. So still ahead. And after it, we are behind now on many different domains. We're catching up. We're using the grit, the perseverance, the focus that we have to catch up. Now, I remember when I first heard of all the calls to regulate AI. You think about the printing press and you think about AI, and there are so many similarities. The printing press was banned in the Middle East for 3 reasons. The first was that there is going to be misinformation that is being spread. We know who is authoring what scriptures or what books, and if you let people copy content and distribute it, we don't know who wrote that content, right? The fear of misinformation. The second was the religious clerics said that there's going to be people that are going to spread anarchy by changing the holy scriptures and making copies and spreading them. And the third, the fear of the unknown, where the advisors to the Sultan or the Caliph or the king at the time said to him that we don't know what the effect of this is going to be. Let the others implement it and we'll see what results they get. and then we're going to follow suit. It took them 200 years to catch up and then say it's worth us actually allowing it. So we can't afford to make that mistake again. And even if you fear certain things, you have to put your head down and focus on the things that you know are going to change people's lives. And if you don't mind, I'll give you a few examples. Everyone talks about AI being dangerous. And I know that there are calls right now and conversations in Washington, other places talking about restricting AI. And it's because these new models are dangerous, whether it's Fable or Astra or others. What I always say is we don't need to look at these new models. Let's look at the previous models that were very capable, still very capable. Not a single government has used those models that are not dangerous to implement them in ways that improve people's lives. In the UAE, we try to do that. So most government services today have LLMs, and they're not the Astras or the Fables, they're actually the older models answering customer inquiries. You have an agent that answers all your questions. There's an app called TEM that I urge you all to try if you come to the UAE and go to Abu Dhabi, where you can get every single government service without having to jump through hoops or clicking on 10,000 clicks. You just speak to an agent, tell the agent what you need, it will do the full process for you. The quality of life improvement is incredible. That's what we should focus on.

How many people here have been to the UAE or Dubai or to Abu Dhabi? Only about a third of the audience, maybe 25%. So you're giving them a good introduction. One of the things that's amazing when you go to this amazing country, Is there are so many insights and visions into what the future is all about. And I think you are a great personification of that. That's why I really wanted to start out that you had this incredible position so early on, and that you are very much in the beginning of this history being made. And I do want to come back to the West versus East because we've had that conversation many times. But now that I see that show of hands, you know, one of the great things that you can do as well is go to the— see the museum of the future. And there's many examples of that that you've created in the country. You know, just give us an insight to why that is so important to you and what is happening in the UAE in regards to preparing it for the future.

The world doesn't lack challenges. The world doesn't lack problems. The problem is the world lacks inspiration. Many times I speak to people and they are driven either by very personal issues or they are driven to hope to reach a point someday to do something that's bigger than themselves. There's nothing bigger than building a nation and building a nation collectively, not building a nation as Omar or as Mark, but really everyone collectively seeing a similar vision and working day in, day out to achieve that vision. That's what we try to do in the UAE. We live in a very tough neighborhood. I'm sure, and I'm going to address the elephant in the room, You guys know what's happening in our region. It's a very tough region to be in. It's a very tough region to be in and to talk about AI and agents and all of that, especially with the circumstances that are looming over us. But if you come to the UAE right now in this current situation, you're going to see that businesses are thriving. People wake up every single day trying to make a difference, and they're creating— they're creating incredible things out of this nation. We are a medium power. We are not a large country and we are not a small country. We know that every single moment counts, especially if you want to make up for lost time. And we have a lot of time to make up for. The other interesting thing is, at a certain point in the past, we were asked, myself and another minister from the government, to go and meet with Pope Francis because he had a few questions. In that meeting, he asked, he said, how can a country in the Middle East have 200 nationalities, people thriving and coexisting without problems? He said, in most places, these people are going to be at each other's necks, but you walk on the streets in the UAE and they're friends. He said, I just want to know how we're able to take this model and implement it across different countries around the world and make it a global system? And the answer of the minister that was with me, who actually was the one that was leading that conversation, he said to him, if people are treated equally, if people believe that they're able to create a better tomorrow for themselves, their kids, their families, or their groups, they're not going to worry about the other person. They're not going to try to belittle him, or be bigots or be racist or in any way, shape, or form create tribes. And it's a very tough thing to achieve. We don't think we've achieved it yet. We're constantly trying to achieve it. I want to go back to the AI conversation. The AI conversation is a very interesting one because if you implement AI, and I know that most government officials try to not talk about job loss, and I actually want to address that head-on. If you don't mind. The AI conversation is a very sensitive one because of job loss and because the challenge isn't a uniform challenge. The challenge for the US is very different to the challenge for the UAE. So the way that we tackled this is we said we don't want to wait for job loss to come. We don't want to let people decide on what to do after the fact. We went on an initiative to train 80,000 people to become experts on agentic AI. Before that, we trained a million people how to become super prompters on AI, so they actually are able to prompt, you know, the best prompts for the different models. For the 80,000 people, that's every single government employee in the federal government of the UAE. And why we wanted to do that, it doesn't matter if you're an entry-level worker or you're a minister, It doesn't matter if you're doing a, you know, specific process-oriented job or you're doing consulting or whatever else. You need to understand what agentic AI can do for you and for your government if you're going to be part of the future. Now, if anything happens and they lose their jobs, we actually think that jobs are going to be created and not lost because of this. But let's assume that someone is going to lose their job if they are empowered with the knowledge of agentic AI. they'll be able to create a lot more outside the government job than someone who isn't empowered and able to understand what generative AI can do for them. So the— I really do believe that the train is leaving the station. Governments need to move very, very quickly. We can't wait to proactively— to reactively react to AI. We need to be proactive about this.

Very good. Well, can you give us a global assessment of that? You opened up this kind of— with a very provocative thought about the West versus the East and the humanoid, you know, kind of efficiency robots versus, you know, what the West is building these models. You know, when we talk about governments, different governments have taken different positions in regards to safety regulation. You know, how— what do you think the correct policy should be? How do you think the government should be interacting with these different technology companies, whether they're the model companies here or the robotic companies of the East? How do you see— how do you see the correct motion playing out?

That's a great question. So let me start by saying this. There's always The dilemma, the innovator's dilemma and the regulator's dilemma. The innovator wants to break the rules to create something that doesn't exist, that in his or her opinion is going to change the world. The regulator's dilemma is I need to safeguard against them breaking something that's going to hurt people. The challenge is there's always silos. So the innovator is working in a silo. and the regulators work in a silo. The first thing I think that should be done, and we've done it in the UAE and it works, bring the innovator in the role of the regulator. Actually have cross-fertilization. Hire people in government that either were previously innovators or have that innovator mindset. You've done that in the US. You've hired people like Elon Musk and many others. to work in government in certain roles. But these roles were, you know, extremely time-bound. So 6 months or a year, I'm not sure how that works there. And the authority that that person is given, they're given that authority, but they don't work in cohesion with the other government departments. They need to work as one team. So you need to get— and I'm not vouching for one specific person, but you need to get innovators in government because Government needs to change the way that it reacts to technology. It needs to be at the forefront. It can't be a laggard, especially in the era of artificial intelligence. The second thing is, unfortunately, when it comes to the East versus West conversation today, it's a race. I know that people don't like to see this, but it is a race. And if everyone isn't on board, there is very little we can do. So if you go and ban artificial intelligence in the US, it will mean that you are at a disadvantage unless you can convince China to do that as well. Then this isn't an option that's on the table. What I would do is I would actually seek ideas from all the innovators that I know, the different players, and I'd work with them to create the rules. But at the same time, bring civil society, bring different people to, to allow for my regulations to be fit for purpose. I'll give you a Simple example of what we did in the UAE. So we saw GDPR, and some people in the government said we need to emulate the GDPR in the UAE. And one of the arguments for why we needed to do that was we have a small market. So if we did a completely different law, the cost of compliance is going to be very high for the companies that will need to comply. So for them, it'll be a market that they're just going to ignore. So they said, let's just copy GDPR. The Europeans know what they're doing. Let's just do it. And I, I was part of that conversation. I said, I actually have a different opinion. Let's build this in a different way. Let's bring all the companies that work on data collection, so all the names that you guys know, let them draft the law for us. So let them assume the role of government officials. Let them draft the law for us. So we sat with them, we told them to draft the law as if they're doing it for themselves. Then what we did was we brought in government and civil society to take it apart wherever needed and to fix it. And what we saw there is usually what happens is if you tell government officials to draft the law from scratch, it tends to overregulate. If you bring the private sector to do it for you, They tend to underregulate, but you can bring in the government to fill the gaps and then add regulation wherever it's needed to ensure that you really have a stronghold on the issue. And when you do that process, you'll also educate everyone that's around you to understand, okay, this is done in this way because these are the ramifications or because this is the logic. So if I'm going to do it in a specific country, that's what I'll do. The third thing I'll do, and maybe if you'll allow me, I want to do a quick shout out. We have 56 of our chief AI officers of the UAE government here with us. If you guys can raise your hands. So what I would say is if you guys, if you really want to work on AI in the right way, you need to have informed government officials that understand what this technology is. Ignorance is the biggest enemy. To governments. So find people that are experts in the domain, give them a role. So we have these chief AI officers who today are the decision makers when it comes to AI in their government departments. I work with them. So we are an orchestra. I'm the conductor. One of them plays the violin, the other plays the trumpet, one of them plays the triangle. So, so each one has a role. But I think governments need to do that.

Well, first of all, welcome to everybody from the UAE. It's fantastic to everybody here. We're so thrilled to have you. Thank you so much for being here with us. And let's kind of come back to that point because I, you know, I think you opened this very well to talk about here you are, you're quite prescient, you see the AI phenomenon is happening. You're in China, you're here, you're with the founders of these companies. I'm sure you were an early investor in all the companies as well.

Unfortunately, that's the only mistake I made. I didn't invest, just on the record.

But one thing is you've made a series of choices because when you go to the UAE, you certainly do not feel that you've implemented the AI in a surveillance state type thing that you might experience in China, for example. Today, isn't that right? So you've made some values choices because the UAE is not West or East, right? So explain, how are you making those choices?

So our motto for implementing AI in the UAE, this was actually a motto that was given to me, was BRAIN. It's an acronym that stands for Building a Responsible Artificial Intelligence Nation. And I debated this with leadership. Okay, what does responsible mean? And the answer was responsible means that it's not harmful for people now and in the future, that it does not segregate the rich or the poor or the educated and the uneducated. And being responsible means that you take into consideration the needs of everyone. And that this technology, when it's being deployed, will improve their quality of life. So we don't look at AI for economic gains. Most countries or most companies look for that. We look at AI for quality of life improvement. And when you come and think about quality of life, you really have to think of the barter there. Like, if I am going to trade something off for something else, is it worth the trade? If you're going to become a surveillance state, the challenge that you have is you're giving up so much. What are you getting in return? And in most circumstances, when you sit and you review it, it's not worth it because people aren't— like, you're not going to get the tourism numbers. People aren't going to feel safe. They're not going to express themselves. There's a lot that's going to happen. But let me give you a simple use case that is fantastic. I just landed in San Francisco a few hours ago. And every other airport in the world, not just San Francisco, you come in, you reach the immigration desk, they have a webcam from the year 2000, and they point it at your face. They point it at your face, they take a picture of you, they run a facial recognition search, and sometimes they take your fingerprints and they let you through, right? It's true here, it's true in London, it's true in Tokyo, it's true in Addis Ababa, everywhere. So we said to ourselves, okay, everyone's running the same process. How do you improve the quality of lives of people? So we did a different process where we brought ultra-high-definition cameras and we created something called the Red Carpet Experience, where there's a red carpet in the airport. If you are a resident of the UAE, you just walk across the carpet. You don't stop, you don't talk to anyone. And you cut through the airport without having to stop, without having to pull out a document from your pocket, without having to be intimidated by an officer that's asking you why you're there or, you know, where you've been. And that is a quality of life improvement. If I don't need to wait a single second in the airport, if I can feel like a celebrity walking into the city or the country, it's an incredible feeling. Right? So it's the same technology, but implemented in a different way. And I think that's what we need to look at. We need to think about how we as government officials are improving the lives of the people that we're serving, the nation that we are building, and how we're able to get them to feel like tomorrow is better than today.

Thank you. What's a red line that you would not cross then when it comes to some of the AI and the technology that you see implemented in other countries when you said, you know what, that's not going to be for us?

There are so many examples. So let me give you maybe 2 examples. I actually worry about AI in crime prediction. No matter how good it's going to get, there's always this issue of false positives where it tells you that someone is going to commit a crime and you go and you book that person or you go and penalize that person and you never know, they might have a change of heart. They might wake up that day and say, you know, we're just not in the right mindset to do it. They might be enlightened by some heavenly force. Like, I don't understand how someone would go and implement this technology with the conviction that they're doing it for the people. That's, to me at least, a red line that I think is a very slippery slope if you go down that route. The other thing is, when it comes to these technologies, we look at all of the frontier models right now, Fable, Astra, and others, and people are saying we shouldn't implement them because of the cybersecurity risks. I actually think that if there are risks and if this is the consensus, then there should be an alignment that we should not deploy them in government. Because a leakage or a destruction of certain systems or certain records is going to affect the lives of millions of people. So there should always be this balance of what would that implementation mean if it goes wrong, and how do we reverse that? So there are so many different examples. I don't think there's one or the other. There are certain things that we are doing in the UAE, and they're having fantastic results. you know, radiologists, for example, using AI to see scans and read the results much faster. The results have been incredible. I think every country should do it. So there are certain things there that I think people should do. One thing we did on the healthcare side, which is also quite good, was we had an— we have a doctor's assistant that's an AI that gives the doctor some feedback. So it doesn't really tell the doctor what to do, but gives them feedback on their work. And we've seen that doctors were really able to improve their performance. They're able to record and have a very personalized conversation with the actual patient. And there are so many positive use cases. I don't want to tell people that, you know, stop using AI. But there are certain principles that you need to abide by and you need to not go down that route.

Very good. Thank you. I'd like to just briefly change the subject because I think I'd be remiss if I didn't talk about the current situation right now in the country and what's been going on and the difficulties. I think we have a number of people here who have not yet been to the UAE. I remember very specifically when I was in my hotel room, of course, I'm looking directly at Iran, and this is the proximity between the— with the UAE and the Middle East. So it's been a complex situation, and I think Salesforce is deeply committed to the UAE. We're very deeply committed to the country, the businesses, the government, the society. We have 2 data centers there, backup and recovery, Both of them hosted by a relationship with Amazon. But one of the things that we were surprised is on the first day of the war, that both of those data centers were destroyed. And of course, our teams had to get involved, and they had to go and kind of recover as much as they could and open up a backup data center out of country. I think it was a surprise to us. I'm sure it was a surprise to the government exactly what had happened. You know, what's your perspective now, looking at what has happened and what will have to happen in the future in terms of resilience, capability, technology, and what the fundamental vision is going forward?

I was supposed to be on a flight to Ecuador on the 28th of February, on that day. And I still remember, I was actually with my family in the morning, and I was telling them, you know, I'm going to go for a few days, and I'm going to come back, and I'm going to miss you guys. And in the deepest parts of my heart, I was saying, I just wish someone gives me a call and says, you don't need to go to Ecuador, you can stay back home. In hindsight, I shouldn't have made that wish. I'm not saying I started the war, but these moments really make you reflect on a lot of things. It makes you reflect on family, it makes you reflect on nation, it makes you reflect on the people around you. The interesting thing is, On February 27th, if you asked any person in the UAE or any person who's been to the UAE, what do you think the UAE is? And they tell you the UAE is resilient, and they tell you that the UAE is capable and that it's prepared. We were capable on many different fronts. When COVID came, we remained open, so we didn't shut down. We had a very minor closing period where we just had to get certain things in order, then things were completely open. What you saw because of death rates and all of that, that the UAE actually had amongst the lowest death rates in the world in light of that pandemic and all the issues that surrounded it. Every single issue that we faced, we were able to overcome, not with passing grades, but with flying grades. So very high marks. The thing that people never knew our capabilities in was being struck by projectiles and missiles and war. Everyone was saying it's a glass house, it could be shattered. Now, on the first day, actually on the first week, we had over 1,000 projectiles and drones sent our way. And what most people don't know is the time it takes for something to be launched in Iran to come to the UAE, it takes 2 minutes. In comparison, if you look at Israel, for example, it takes 15 minutes. So they have, you know, 7 times the amount of time that we have to actually react. The other thing is when Israel gets hit, there's an air defense system in Jordan, an air defense system in Lebanon, an air defense system in Iraq or in Kuwait that would intercept those projectiles. For us, there's nothing. With that, we were able to successfully intercept more projectiles than the whole Middle East and Israel combined. And the impact on human lives was zero. The impact on business was zero. We were able to adapt. And today, if you go to the UAE, life is completely normal. Now, what it means moving forward— we were prepared for the very unlikely scenario that this might happen at one point in the future. And thank God that our preparation got us to a point where we weren't just resilient, we were able to thrive in a very difficult time. After this is over, what I can guarantee is that the UAE is going to be prepared for 10 times that, regardless of whether it happens or not. The way we operate as a nation is if it's possible, then we are prepared for it, and we are prepared for it in any different scenario that it might come our way. Now, you mentioned Salesforce. I wanted to say something on the data center side. We are going to change the requirements for data centers in the UAE. I think actually that most countries in the world will need to do that because data centers today became a critical infrastructure that is targeted. Unfortunately, they're more important than bridges, they're more important than roads, they're more important than tunnels because our whole lives are on these devices that we're using. We're going to ensure that this doesn't happen again. We're not going to promote the locations of data centers for anyone who wants to have any idea to do something with them. On the other hand, one thing that we saw with Salesforce and many other companies, maybe some people that are in the room, if I ever do get around to writing a book, I would want to write about one specific instance, which is when the going got really, really tough, when the war was, for us at least, at its peak, the projectiles and drones and the interceptions, every single person, regardless of their nationality, regardless of where they're working, whether they were working for Salesforce or anywhere else, was a patriot. There were people that came to us and said, you know, if you don't mind, we would love to come and serve in the army. We'd love to defend the nation. Is there anything that you guys need? They all went to work the next morning. They kept the critical infrastructure up. So they came up with creative ways to do so. And that's the most inspiring thing any government official or any leader of any nation in the world can see, that it's not just your constituents, it's not just one group of people that wants to sacrifice for this nation, but it's everyone. And everyone really wanting to ensure that they play a role To get out of this issue and to go back to how things were. So thank you. Excellent.

I'm going to take an extra couple minutes.

So all yours.

I appreciate you being here. You know it's taken me years to get you here. You know that. So thank you for coming. I'm personally very grateful. Last year, it did not work out for some last-minute issues, so I'm very grateful that it worked out this year. I think you're giving a very good introduction to the UAE for everyone who's here in the audience and everyone watching online. Also, we're covering a wide range of topics, which I think is appropriate. I'm going to go one more dimension, which is the UAE was also one of the, as we said, The UAE is not West or East, so it's its own unique country. It has its own unique set of values. It is deeply committed to the future, there's no question, and a future that is very much driven by peace. You were one of the very first countries to sign the Abraham Accords, and that was very important to the leadership. of the country. Give us that insight into the values of the country. We've looked at the technology side, we've looked at some of the societal implications. Give us that insight as well, and then I'll close with one more question.

On the Abraham Accords, you have to understand what was the trigger for that. I was one of the original signatories to that. We were instigators as well that there needs to be some sort of action or change in the region. There's a specific reason for why that happened. If you really believe in peace, you'll have to walk the talk. If you believe in tolerance, if you believe in coexistence, it means that you coexist with everyone. You might not agree with their policies, But you can't live your life imagining or considering that this person doesn't exist or this nation doesn't exist because that is wrong. And when you look at the policies of a government, that's a policy of a government, not of the people of that government. Not everyone there subscribes to the actions of that government. And again, I'm not talking about a specific government. I'm talking about all governments. So if you believe in peace, you'll have to The other thing is, you know, we believe that if something doesn't work, you give it a chance once, twice, 3 times, and then you have to try something different. For 80 years, the region has been following a specific approach towards certain countries in the region.

Namely Israel.

And it hasn't worked. The region hasn't moved anywhere closer to peace, and Israel hasn't disappeared. On the contrary, it was thriving. So we had to come up with a different approach, an approach where we're at least able to have a conversation with them and tell them, okay, if we are dissatisfied or if we are against a certain action, we have an adult conversation on that and say that this is— You're not going to change their mind. this isn't acceptable or this is acceptable. They can do the same with us as well. There is open book policy. The UAE, when we celebrated our 50-year anniversary, our leadership said, we don't want to partake in wars, we don't want to partake in conflicts, we just want to focus on one thing, our economic development and to improve the quality of lives of our people. And that's what we've been focused on.

I want to close with kind of how we opened, where you had this vision of the future now more than a decade ago. You have this high position in government, one of the very first, if not the first, minister of AI in the world. I think it is the first, actually, isn't it?

I was the first.

You're the first minister of AI in the world. You had this dream. this vision, you saw the world very clearly. You went to the West, you went to the East. You know, now you've seen it all play out exactly as you saw. You know, where are we all going now a decade from now? When you look at AI coming from the West and the robustness of the models, you see the aggressive motion of robotics, you know, from the East. You know, where are we going? Can you give us some clarity for— 2035, 2036?

So I'm looking at my crystal ball and I can tell you the first thing that's going to happen before 2035 is we're going to achieve AI peace through Salesforce. So you have Cloudforce, you're going to launch— You're going to launch ChatGPT Force, Grok Force, Gemini Force, and then you're going to get them all together. So that's the first prediction. The second serious prediction, God willing, I'll join you on stage for that if you ever achieve that. No, but the second prediction is, my personal view is I tend to be an optimist. I don't think the pessimistic views that people are saying about AI are going to happen, at least not in the short term, maybe in the long term. In government, we can't afford to be optimists or pessimists. We have to be dead center. I always try to bring myself back to the center. In the short term, I really believe that we're going to see more abundance, more abundance because of this technology, whether it's robotics, whether it's AI. And abundance of, for us, the most valuable resource, which is time. And abundance of other things like, for example, health. I'm convinced that we're going to see a cure to cancer in the next 5 years if these breakthroughs continue to happen. So we are going to see abundance. But we're also going to see an age of incredible inequality. Not for the people in the room, not for countries like the US, but if you guys, and Salesforce is one such company, but there are others as well. If you guys don't ensure that the access of this technology is equal and is fair and is affordable for nations in Africa, for nations in Asia, for nations in Latin America, the disparity is going to create a lot of civil unrest, and global unrest. If anything, I hope that doesn't happen, and I hope that through this specific vision that someone's going to be inspired to do something about it.

Very good. Well, beautiful. Well, it's taken you years to get you here, but I'm very grateful that you came. Can we just show our appreciation to His Excellency? Thank you. Would you please thank Omar Lamar? Thank you so much. Thank you so much, everybody. Have a great evening.

Thank you. Thank you, everyone.