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- RARaji ArasuAs Executive Vice President and Chief Technology Officer, Raji drives Autodesk's technology strategy and platform efforts that accelerate industry cloud offerings and power the developer ecosystem to amplify customer value, expand market opportunities, and increase employee productivity. Raji oversees Autodesk's research function that leads future exploration of emerging industry trends such as generative design, autonomous assembly, and net-zero efforts. She stewards cross-company initiatives around data, AI, and core capabilities like graphics and next-generation design environments. Raji delivers extensibility and interoperability to our industries through data exchange connectors, open data formats, and APIs. Finally, in keeping with Autodesk's focus on being a trusted partner to its customers, Raji stewards security, compliance, and data ethics by applying leading technology solutions and governance processes. Raji is a technology executive with 30 years of experience in e-commerce, marketplaces, payments, and fintech industries, delivering innovative customer experiences and business growth through product and platform contributions. She led transformation in these companies by building high-performing global teams with a strong engineering culture and systems thinking. Previously, as senior vice president of platform engineering at Intuit, Raji helped shape the platform strategy and technology culture, led the company's mobile, data, and cloud transformation, and expanded foundational core capabilities that amplified innovation for customers and fueled business growth across industry verticals. Before Intuit, Raji served as CTO at StubHub and held other leadership roles at eBay. Raji has received public recognition for her work promoting and mentoring diversity and women in successful leadership roles in technology. She advises several startups and helps C-Suite technology leaders forge solutions critical to the industry through her board advisory role on CTO Forum. She has over 8 years of experience serving on public company boards and is currently on the board of directors for MediaAlpha Inc. Raji holds a bachelor's degree in computer engineering from Savitribai Phule Pune University in India.
- Andrew AnagnostAndrew Anagnost is the President and Chief Executive Officer of Autodesk. Dr. Anagnost's career spans more than 25 years of product, business, and marketing experience focused on driving strategy, transformation, and product development — and includes positions at Autodesk, Lockheed Aeronautical Systems Company, and EXA Corporation. He also completed a doctorate degree at Stanford University and worked at NASA Ames Research Center as an NRC post-doctoral fellow. Anagnost began his career at Autodesk in 1997 and has held a wide range of roles in the areas of marketing, new business development, product management, and product development. Prior to becoming President and CEO in June 2017, he served as Chief Marketing Officer and SVP of the Business Strategy & Marketing organization. In this role, Andrew served as architect and leader of Autodesk's business model transition—moving the company to become a software-as-a-service (SaaS) solutions provider. Previously, Anagnost held various executive positions across Autodesk. Early in his Autodesk career, he led the development of the company's manufacturing products and grew Autodesk Inventor revenue to over $500 million. Anagnost is a member of the Autodesk Board of Directors. He holds a Bachelor of Science Degree in Mechanical Engineering from California State University, Northridge (CSUN), and holds both an MS in Engineering Science and a PhD in Aeronautical Engineering and Computer Science from Stanford University. Anagnost joined the board of directors of HubSpot, Inc. in September 2023.
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- What did you think about when you woke up this morning? Coffee? You bet. Pancakes? We hope so. But that's not all, is it? Because your problem solvers, all of you, designers, engineers, artists, architects, builders, creators. Yeah, we're talking about you.
Together, you're transforming transportation, building communities, and reinventing entire experiences. You're putting your ingenuity to work, solving problems big and small. And we're right there with you reinventing ourselves, putting AI to work, helping make labor less laborious, shrinking carbon footprint, laying waste to waste, and moving us all forward making the future.
And that's just before lunch. Welcome Autodesk president and CEO Andrew Anagnost.
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ANDREW ANAGNOST: Good morning, everybody. Morning! How's everybody doing? All right. I know you're out there. "If it ain't Vegas, I ain't going" crowd, I know you're there. I hear you.
I know you have legitimate concerns and we hear you. But come on, let's face it. Here we are. We got Top Gun right out there across the Bay. So Mavericks out there watching us. We got sunny weather coming. It'll be sunny by noon. Just a little bit North, we've got Camp Pendleton, so the Marines are guarding us on one side. Go a little further North, you're at Disneyland. This has to be the happiest and most protected place in all of America right now.
Either that, or it's the first to get nuked if World War III happens while we're here. But I can't think of a better place to be. So welcome to San Diego. Great place to talk about technology. It's an even better place to talk about the rise of new technologies. And when these technologies rise up to change the way we work and live, you all know what happens. They inevitably come with a lot of hype.
And the hype always seems to exceed the usefulness of the technology until and it happens quite suddenly it doesn't and the utility becomes obvious. But that period of hype between utility, it leaves a lot of us with unmet promises and dashed expectations. And I'm right there with you. I certainly get it. I have my own frustrations with various state of the art technology.
So I have a self-driving car. All right, so there I am. I turn on the self-driving. I've got my Chai latte in one hand, I'm texting with the other hand, and then that comes up. All right, so what am I supposed to do. Am I supposed to throw my Chai in my lap or stop texting my daughter. No what I usually do is I hit the microphone and say, what the-- leave some positive feedback to reinforce how they make the car better.
But what about text? All right, what about text? Now, I know this has happened to all of you. How many of you-- come on, I know. How many of you have scrambled to either apologize for a text or edit it before that you hope that somebody's going to read it. It's happened all AI should be able to figure this out. Should be able to figure this out. This doesn't seem so hard. It's not there yet.
Now, what about, if just for fun, and I know some of you have done this, too. And don't say you haven't. What if you like, you know, tried to create an image, say, maybe you said, give me an image of the CEO of Autodesk. The results sometimes are at the very least a bit troubling.
Does it capture me? What's with the beard? And the red sports car and the bridge to nowhere? And I'm standing on the railroad tracks. I don't understand these things. So it's not quite there. So I know this. I feel this all right.
But I also know that many of you have moved beyond experimenting with AI. You are actually investing in it, and you probably had similar frustrations. But let's face it, that is OK. That is OK because it's still really early. Despite what a lot of technology companies are saying, the great sorting out of the good from the bad is just beginning. It's just beginning.
But I don't think you should have to figure this out yourselves. When it comes to AI, we're trying to do that for you. We're looking at how you work. We're finding the bottlenecks. We're getting the right data flowing to the right places so that you can see past the hype to where there's hope, so that you can see productivity rather than promises, so that you can see AI that solves the practical, the simple, and dare I even say, the boring things that get in your way and hold back you and your team's productivity.
So while we have some early struggles, you don't have to look far to see productivity gains already coming from AI. All of us, we've all moved from playing around with ChatGPT to using it for all types of applications. We use generative AI to summarize meetings, to draft documents, we even use it to generate good visuals, visuals that actually work. It's undoubtedly boosting your productivity. And for some of you, it's boosting your profitability.
You're starting to recoup some of your investment in digital transformation. But even before the AI hype, many of you were already thinking about reinvention of your business and your business models and the industries you work in, about how to create value at the intersection of the industries you've traditionally served, and the role I could play capturing, creating, and delivering that value in new ways. Now this is something at Autodesk we are uniquely positioned to help you with. And that's why we're reinventing ourselves.
We're investing big in end-to-end design and make solutions powered by Autodesk AI. We're connecting the entire life cycle of your projects to help accelerate your digital transformation and your business innovation. And that's why here at AU, you're going to hear about how we're bringing more structure to your data so that we can easily apply AI to your everyday processes.
You're going to see how our AI powered design and make solutions can help automate your processes and analyze your data, driving efficiency gains that help make your company more profitable. And you're going to learn how Autodesk AI can help augment your creativity and make you and the work you do more valuable. Let's start with what we're doing with data.
Connecting your processes really isn't possible without connecting your data. And to help you unlock more from your data, you need it to be better structured. This year, we've taken a big step towards organizing your data and making it easier to access. Underpinning our industry clouds is the Autodesk data model, which serves as a hub for your design data. This allows you to access it in granular, bit-sized chunks. And as well as this hub, there are APIs that act as spokes, providing the pathways to move data where you need it to go.
We recently released new data model APIs for both the manufacturing and AEC industries, and these open up the monolithic files you're used to working with, enabling you to do things that were previously impossible or incredibly complex, like searching across the contents of multiple models at the same time, like comparing changes between different versions of a design, and giving you the opportunity to delve into your historical project data so you can use AI to build new value from it. So let's move from the digital to the physical to the world of AEC to Paris, where the first ever Olympic Village was built over 100 years ago.
Now, these Spartan wooden cabins were a big upgrade for the athletes who had previously stayed in hotels, hostels, barracks and boats. But all of these buildings, every single one of them, were destroyed the moment the games were over. Now how times have changed. Centimeter later, same games, same city. An entirely different approach.
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- The whole idea of the athletes village in Paris was to design for the future. The village will be part of this area forever. And for that, we designed buildings that could transform and respond to future inhabitants needs.
The athletes village is a huge project covering three cities, almost 126 acres of land with more than 24,000 athletes and trainers and staff members. The aim of the village was to raise the bar of sustainable architecture and use it as a way to push the boundaries of what's possible.
There were 40 architects involved across 11 offices. We used Revit from day one. Having an open platform makes it possible to integrate and to share models. Those are the profiles that will be used for shading the facade. Revit is a fantastic tool to collaborate and to export into IFC and to share with other disciplines who are not using Revit primarily. The delivery organization requested BIM models at every stage of the project, which made it possible for them to have an overall control of the environmental aspects such as carbon footprint, biodiversity, and economic aspects.
One big aim in this project was to reduce the carbon footprint. And in the Athletes Village, overall, we were able to reduce by 50% We integrated solar shading, super insulation and natural ventilation into the design of the buildings. The capacity to export our Revit files into IFC made it possible for the industrial contractor to import the files into the production lines, which made it much more efficient.
I think the most magical part is we're now transforming the buildings for future use. The athletes village is creating more than 2000 family homes, student housing, office spaces, and cultural and sport facilities. When people move into the buildings, that's where you get the real emotion when it becomes a living neighborhood. It was a really tremendous thing to design something that the people who live there can be proud of.
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ANDREW ANAGNOST: So my wife's French and I end up in Paris, at least just about every other year. And we know how hard it is to do something innovative and special in a historic city, something that lasts in this transformative. EGA played a pivotal part in not only delivering on the hype of the games, but they also delivered on the hope of regeneration. The optimism that the games bring is something that I see elsewhere. And even though architecture firms like EGA are still facing difficult business conditions, all of you know this, material costs are stabilizing, margins are improving and optimism is returning.
Around the world, we've seen historic levels of investment in infrastructure and government legislation that's fueling growth, as well as transformation and the adoption of digital tools. Now, accelerating this adoption is real stakeholder pressure for data transparency and integration. The industry is fast reinventing itself into one that's increasingly connected. And with your data increasingly connected, many of you are looking to take advantage of AI to increase your productivity.
So for all of you architecture customers, we've added the ability to perform embodied carbon analysis at the conceptual phase right into Autodesk Forma. Now, all of you know the concept phase often moves really fast, but it's also where so many sustainability decisions are made. So it's absolutely critical that you can perform this type of analysis as early as possible and as simply as possible.
And as we move on to simple, what could be simpler than using natural language to query our tools? That's what we're doing with the new Autodesk Assistant. In Construction Cloud, you can use the assistant to get details from your specifications quickly and easily. So now, rather than trawling through reams of documents, you can just ask the assistant. Simple. And that is what we want AI to be-- simple.
We want Autodesk AI to help you with the practical things, the small things that help you do your job. And we want it to remove friction from your work, removing guesswork in Forma and grunt work in Construction Cloud. These are just two examples of this. Now let's move from the world we all live in to the imaginary ones we escape to. From the global construction pipeline to the production pipelines of the entertainment industry.
Entertainment is growing steadily, with blockbusters like Inside Out driving up box office revenue. And I have to pause here for a minute because Inside Out's really important movie to our family. OK, I don't know if it's important to other families out there, but it is to ours. 10 years ago, I have a 9-year-old daughter, two-year-old daughter. We're moving from Portland to San Francisco.
10-year-old daughter very upset about this. Protest signs all over the house taking me away from my friends. We moved to San Francisco. This movie Inside Out comes out. It's about a young girl forced to move away from her friends to San Francisco and all the struggles she has. The family goes to the movie. We laugh. We cry. Healed. Problem solved.
Fast forward 10 years later, the two-year-old's 12 just about to hit the puberty button. Bam! Inside Out 2 comes out. It's all about puberty. It's all about moving on. The family comes together. We laugh. We cry. We go ah. Stories matter. Stories matter.
And despite even the recent layoffs and all the various industries, we're not only seeing movies exploding. Games are experiencing an unprecedented surge in popularity. The challenge is, generating this level of content profitably is becoming increasingly challenging as production costs rise. And it's not just business challenges. There are technical ones, too.
We've all seen how AI is disrupting entertainment more than any other industry. And while much of entertainment's current investment in AI has been focused on driving efficiency through gradual transformation, the entire industry is acutely aware that AI is a major driver of reinvention. So while the industry is moving steadily forwards, the journey is a difficult one, and we're doing our best to help studios rethink how they evolve their production pipelines without having to overhaul them.
For most studios, this means making their pipelines more efficient and adopting new capabilities, which is going to bring me to the team from Wonder Dynamics that recently joined Autodesk. Now they are doing incredible things with AI that augment existing workflows in VFX and animation. Their tool, Wonder Studio, helps artists and animators use AI to place characters into live action scenes. It's doing away with many of the manual steps that this really requires.
The technology has the potential to augment the storytelling capabilities of any studio. But like so much new technology, it attracted some of the most curious creators first. Corridor Digital is, on the surface, a regular independent visual effects studio. But the studio's creative team, the Corridor Crew, is going to throw open the doors of its studio to break down and demystify its VFX work. Let's take a look.
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- Corridor Digital is a really cool studio. We've been around for over 10 years at this point. And we primarily focus on making action, comedy, VFX-based short films, and it's a lot of fun.
- We're constantly looking for ways to save time. We don't have the same deadlines as feature films. We're putting out videos every week.
- When I heard about Wonder Studio, I was like, this is amazing. You can fully film a short film the way you would normally and then just pipe it into the software and it spits out a virtual character. You don't have to do all of that manual work of the tracking and the mocap and the clean plates and everything. It lets you export the camera data and the lighting and the motion capture.
- The ability of wonder studio to play nice with all of the other tools that we have in our pipeline is, to me, the most exciting thing about it and the most useful thing about it. Wonder Studio allows an artist to be an artist.
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ANDREW ANAGNOST: OK, who doesn't want that job? You go to work every day, you goof around, create special effects. Who doesn't want that job? All right, Corridor Crew, they're just an amazingly talented, creative, and fun team. They love being open about their VFX work, and being open is something we value, too.
While many AI solutions are black boxes that leave you with results that aren't editable, what you get from Wonder Studio is actual editable data. And it doesn't matter if you work in Maya or Blender, you can edit every single element in your scene. What makes this possible are the 25 AI models that analyze what's happening in your shot. Now let me show you how it works.
The hardest part of using AI with motion capture is getting the data with what happens with your actor. Or maybe when somebody pretends to be an actor looking very stiff. Notice the actor is going to disappear behind the couch. The newest AI models actually predict the character's motion. So in my case, it worked out the position of my legs even though they were obstructed by the couch. It's really impressive. And yet. It's really simple.
And I challenge you to try this yourself. I challenge you to go to the site, download and try to do your own little movie, and I bet you you're going to do it, and it's going to look really cool and you're going to have some fun. What's also impressive is our AI research project called Neural Motion Control. That sounds really complicated, neural motion control, but it's a really simple. What's actually complicated is character animation. And that's what neural motion control streamlines.
We trained an AI model on motion capture data, and from there, animators can direct the behavior of their character by setting just a handful of key frames, and the tool generates the motion automatically for them. This didn't even take 10 seconds getting animation animators quickly where they need to be and leaving them time to refine the animation. They can do this by using the capabilities in Maya. They can tweak everything, anything on any frame to really bring the character to life.
Animation work is really a labor of love, but we want Autodesk AI to make that labor less laborious. More love, less labor. If you don't work in entertainment and the majority of you here at AU don't, you're wondering, what does this mean to me. Just imagine having a realistic crowds in your design pitches, or being able to simulate human activity in your factory design. It's all connected. What we're doing with AI, solving the little things that hold artists back, is also capable of pushing the work that many of you do forwards.
Like entertainment, the manufacturing industry has faced years of headwinds. But not only is manufacturing back to growth, in some countries, it's actually exploding. The industry's investment in digital transformation has fueled this growth. But trade and territory conflicts have also accelerated not just a global redistribution of manufacturing, but a global reinvention of manufacturing. In the US alone, spending on factory construction grew by 70% last year to an incredible $200 billion.
With this confidence growing along with this investment, it's clear that the reinvention we've been seeing in the automotive industry is coming to all manufacturing industries, and the need to unlock data so it can flow across the lifecycle has never been greater, particularly as manufacturers are betting bigger than anyone on an AI. To get a sense for what those bets look like, let's dive into the automotive industry, which has been transforming fast for many years.
Automotive supply chains have been dramatically reconfigured, as has the driving experience and the entire purchasing process. One person who knows this is Yasuhide Yokoi. He's a designer at Final Aim, a small studio that he founded five years ago.
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- My name is Yasuhide Yokoi, co-founder and chief design officer at Final Aim, a startup based in San Francisco and Tokyo. Yamaha came to us with the need to produce an innovative design that solves the problems that surrounds the agricultural industry using their EV platform. C451 is a microelectronic vehicle designed to carry various payloads and toll machines and equipment. It can be used around very small farmlands. Normally, this kind of project takes a year to complete, but for this, we only had two to three months.
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- We utilized AI in the very upstream of the design process, simultaneously going back and forth between AI tools and Fusion. We were able to come up with more than 2,000 concepts and images within two to three weeks, which would have been impossible with existing design tools. Fusion played a critical role, handling the data, speeding up the communication and also visualizing the design.
Our team was distributed around the globe, so cloud collaboration was a key factor in speeding up the design and manufacturing process. Fusion allowed the initial design concept to be perfectly handed off to the engineering and manufacturing teams. With our Fusion platform, we knew that we could not meet this deadline. We were impressed by how AI guided the project towards ideas we hadn't anticipated at the start. With its asymmetrical design and bright, catchy exterior finishes, this design is totally out of the context of traditional agricultural machinery.
We presented this design at the 2024 Tokyo auto salon. One of the audience named it [SPEAKING JAPANESE], which means cute design. That comment was a big win for us, especially because we wanted to target the younger generation for this farming industry. I'm proud of every aspect of this project, the team, the design process and the outcome. I'm also excited that Yamaha Motors is open to these new technologies.
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ANDREW ANAGNOST: What an amazing job Final Aim did helping Yamaha explore the possibilities of its EV platform. Not only did the team partner with each other, Final Aim and Yamaha also partnered with AI, exploring how the talent of their designers might be accelerated. And because of Fusion's AI-powered capabilities, Yasuhide and team were able to bring more of their time and their talent to their project.
Creative studio's value people like Yasuhide for their design skills. They don't value them for their ability to create documentation. Dimensioning assemblies like this is largely procedural. And by using AI, we have further enhanced our ability to automate this process, slashing the amount of time all of you spend on it.
Another time consuming and error-prone task we can automate using AI is the creation of geometric constraints for sketches. In Fusion, all design work starts with a sketch, and for each of these sketches, the user needs to specify dimensions and relationships between various elements. The choices made cascade through the life of the part and through the life of any assemblies it gets placed in. Do this right and your model is set up for changes further down the line.
Do it wrong and you get all kinds of downstream issues. It's one of the most common errors in 3D modeling and one of the most frustrating. Nobody likes going back to that initial sketch, which is why Fusion is using AI to automate the creation of constraints and make sure they are always correct so your work moves forwards rather than backwards. I also believe that there is a bigger opportunity to augment you as a designer.
When you are in the conceptual design phase, you want to ideate quickly and freely, and this is where we think there's a huge opportunity. This is Project Bernini. You prompt the Bernini AI using natural language imagery and sketches, and from this it will synthesize real geometry, helping you rapidly generate concepts. So what you're seeing right now is a proof of concept. It's not commercially available, but it shows the considerable progress we've been making with foundation models.
And as you can see, we're prototyping how this one day might work with Fusion, exploring how to make it possible to move from concept quickly into our manufacturing industry cloud, where you'd be able to start to understand how your design performs, how it gets manufactured, and what material choices would reduce its impact. Being able to do more analysis in the conceptual design phase is important because 80% of sustainability decisions are made during conceptual design. Not only can you ideate quickly, but you can do manufacturing analysis quickly, stress analysis quickly.
I believe this has the potential to be paradigm shifting. This is what augmenting you as a designer truly looks like, helping you ideate quickly and helping you move rapidly into the next phase of design. There is so much we can do to make you more productive with AI. But as well as accelerating your digital transformation, we want to help catalyze the reinvention of your business models and how you create value at the intersection of the industries you serve.
To tell you more about what we're working on, I'd like to welcome on to the stage our chief technology officer, Raji Arasu.
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RAJI ARASU: Wow. Hello, everyone. Hello, everyone. Any runners in this crowd? Make some noise.
I saw many of you running outside to the 5K this morning so I know there are runners in this crowd. I love running. And yes, that's me with my daughter. She's clearly not loving it. And she will be a little worried if she knows I'm showing this picture.
Anyway, for me, it's always the same feeling before a half marathon. I aspire to finish the race successfully on time, but I also get nervous about the tough miles ahead. So I rely on a pace setter, someone who runs in front of me holding the pace steady, helping me navigate any challenges along the way, so I can finish strong. It's all about me. I trust the pace setter in front of me more than the zillion gadgets that I carry. You know what I'm talking about.
In the AI race, we want to be your pacesetter. We will run it together with you. We have three core beliefs that underpin the AI transformation that Andrew mentioned. First, reinvention is inevitable. We have to reimagine our future and the way we work. Second, AI needs to solve for the problems you have today. And third, AI should enhance your skills, not replace them. The creative work that you do is so complex and so special AI really cannot solve for your ingenuity.
These core beliefs are the basis of our work on Autodesk AI. While OpenAI and other cloud providers have general purpose AI, you need more. You need precision in 2D and CAD, 3D, CAD geometry to create, manufacture, and construct with confidence. So over 40 years, Autodesk has transformed digital to physical and physical to digital, supporting millions of your projects globally. I love those. Look at them.
With our industry expertise and a 10-year head start on AI research, we are uniquely positioned to develop foundational models that deliver CAD geometry with high accuracy and precision. So just like your pacesetter, you want us to be running ahead. You want us to reimagine the future of AI for you. We are building the future of AI with foundational models. You probably have already looked up foundational models in ChatGPT while I'm talking, but if you haven't, let me describe them for you.
Foundation models are large, powerful AI models that are trained on vast amounts of data and power different AI features. So it could be manufacturing, but it could be one day for AEC. It takes a lot of compute and requires specialized AI skills. Our pioneering AI research initiative that you just heard mentioned, Project Bernini, is a perfect example.
First of all, Bernini is trained on publicly licensed data, so it's not available for commercial use. Second, it's open to the AI community, so we can make it smarter together. And third, Bernini solves some really hard stuff. In addition to traditional inputs like text and images, et cetera that you're used to. It takes inputs like voxels, sketch, and point clouds.
And unlike other 3D generators that produce simplistic 3D shapes, Bernini produces fully realized and detailed 3D objects. And it does so in just under a minute, which is awesome. I don't have more time for than that. I had some fun with Bernini. I drew a quick sketch of my next running shoe. And look what it made. I think we need some colors in that shoe, but that's OK. I can do with this.
AI foundational models, like Bernini, have the potential to shift paradigms for our industries and reinvent your workflows. Imagine a future with me in which factories are fully adaptive. Modular production systems automatically get reconfigured as AI responds to demands market demands, allowing manufacturers to switch to new product lines with very limited to zero downtime. That's cool. It's possible.
In M&E, AI will become an other innovative tool in the artist's toolbox. For example, an artist can create or replace a city, swap a character, or populate a stadium with easy-to-use controls without the intense grind or toil that is needed today. In the AEC sector, AI can review point clouds of an existing structure or identify code violations, damaged areas, and then suggest potential fixes. Think about the possibilities.
You will be able to spend less time creating geometry and more time designing and making because we believe that your value is not in just creating shapes, it is in creating new ideas, whether it's products, video games, or buildings. Now, like the pacesetter who helps me with the next tough mile, we are focusing on the problems right in front of you today. We're applying the techniques from Bernini to build the new foundation models. These models will automate complex, repetitive, and error prone tasks in your workflows today.
For example, in manufacturing, much of your work, especially your design work, involves creating tedious sketch constraints or searching for the right parts. In fact, at least 5% of production costs are due to manufacturing duplicate parts. Our new AI features, Auto Constrain and Drawing Automation, target these problems. How? By analyzing sketches and drawings and meshes to create sketch constraints and 3D geometry for parts with exceptional precision and accuracy.
We're just getting started with foundational models that deliver automation and productivity in Fusion and manufacturing. And there are several that are planned for AEC and M&E covering our entire ecosystem. In the future, these models can even help you generate multiple levels of detail of a building. I'm sure many of the crowd understand what that is. Models like Bernini will spark your creativity.
However, the foundational models that I just talked about will take the toil out of your design process and quickly bring your new ideas to life because we believe your value is in creating new ideas. Not all AI needs to be built on foundational models. There's also simple AI. Andrew called it boring. I call it simple. Simple AI that can go across project and product workflows.
That is why I'm particularly excited to share with you our plans for Autodesk Assistant, your virtual assistant that gives you timely insights when you need it, and best of all, where you need it. Whether it's in our Docs, Autodesk.com, or inside our products, Autodesk Assistant understands you, your industry and the context of the product that you're in. Today, it helps you discover new products or suggest tips and techniques for using them. We are expanding Autodesk assistant to deliver simple but impactful insights and actions.
Autodesk Assistant is an open canvas and the future possibilities are enormous. For example, you might be able to ask it replace all the steel doors on floor 1 to 10 with wood and recalculate the embodied carbon for the building. Boom. Or place an object across a movie set. Or you could say, suggest the ideal layout of a factory floor based on these parts that I'm about to manufacture. Boopity boop, the magic happens.
To expand these possibilities, we are collaborating with companies like DPR Construction and AEC and ISCA in manufacturing or closely working with us on Autodesk Assistant and addressing challenges for their entire sector. In all of this technology transformation, your trust is front and center to us. Let me tell you the different ways we are making sure that we deliver on our promise to you.
Every trusted relationship starts with transparency. As a runner, I care about how I feel myself. I want to know what goes into my food. So just as nutrition labels inform you about food ingredients, we are introducing similar labels for Autodesk AI. These labels will provide you a clear overview of how each AI feature is built, the data that is being used, and the benefits of the feature offers.
Additionally, we have built platform capabilities that ensure governance and traceability in how your data is used to train our AI models. Also, our teams are collaborating with policymakers to shape and advocate for AI policies. For example, as members of AI Safety Institute consortium, we are part of a powerful coalition dedicated to establishing AI safety, standards, and guidelines across multiple industries, and you benefit from our efforts.
Now, let me directly address the concerns that some of you have about your choice with regards to your data and AI. More data makes AI better, especially for the productivity features we discussed earlier. Individually, your companies may not have enough data to make AI impactful, and that's why we are training these models using your aggregated data so you can achieve significant gains in productivity and efficiency, transforming your timelines from months to days to hours. And many of you have shared with us that you want these gains.
Let's look at these AI features like Auto Constrain, Autodesk Assistant. Your aggregated data is used to train these models and the results don't give away anything. Your intellectual property is protected. These AI features will reduce errors and give back time to and your team, improving productivity greatly. Are your team's going to love it? Yes. Everyone will have access to these AI features and they will be integrated into your products.
By the way, this is no different than the product features that we deliver to you every single day. When we introduce advanced and transformative AI with technology like Bernini that creates initial 3D designs and sparks new ideas, you will have choice. Choice to turn on our AI features or off. And if you turn the feature off, poof, your data will no longer be used to train the AI features. As we build our AI roadmap, we are actively engaging with you through our AI advisory and trust councils.
About 35 companies are involved here, such as AWS and Woods Bagot. I am confident in that partnership. For than four decades, you have relied on us as your partner, your pacer in transformation, supporting your teams, your business, and your industry. From the evolution of paper drafting to 2D to 3D, to BIM and to the Cloud, this AI transformation is no different. It's another chapter in our journey together. We are here to help you succeed in this AI race.
And as your pacesetter, we are excited to run this with you, helping you through the tough miles while ensuring that you finish strong. Whether you are building the future factories, crafting new digital experiences or designing smart cities, you're building a better tomorrow for all of us. Now let's take a glimpse through one such smart city of the future. And maybe perhaps it even has a marathon running right through it. Thank you.
[APPLAUSE]
ANDREW ANAGNOST: Thanks, Raji, and thank you to all of you for partnering with us on making the future that we've been talking about today. It's a future that I spoke about six years ago at Autodesk University. Now, how many of you were at ASU in 2018? I was there. A lot of you. It's hard to see. Scream if you were there.
All right. That's better because I couldn't see any of you. Those of you who there might recall that I talked about how our world has major capacity challenges and how these challenges presented an exciting opportunity to do things better by doing things differently. And you might even say that I got a little call from the future because I spoke about the future challenges of a very, very specific city.
[VIDEO PLAYBACK]
- I want to take you on a little journey to the worst, best city in the world, Los Angeles. Now, I can say that. I grew up there. I know its best and its worst side, but that doesn't change the fact that Los Angeles is a very diverse and dynamic place. It has more of everything. More people, more celebrities, more beaches, more culture. Some people might not call it culture. More theme parks.
But more comes at a real cost, which is something that anyone that lives in LA knows all about. Because alongside LA's population diversity, you'll find population density. Alongside LA's culture, you'll find incredible congestion. So what's going to happen in 10 years from now when LA hosts the Olympics?
[END PLAYBACK]
ANDREW ANAGNOST: Yeah, what is going to happen? All right. So we're now a lot closer today to that future I spoke about. By the way, same hair a little grayer ditched the sports coat. The LA Olympic games are less than four years away. Four years that will be critical as LA continues to face overcrowding, rising building costs and aging physical infrastructure. That is not a lot of time.
But today I think I can confidently say that LA will be ready. They are reinventing how a city can prepare for this moment, and taking a completely unique approach to the games, one that has never been done before. And I'm excited that we get to partner with them on this journey. Autodesk is the official design and make platform of the LA28, Olympic and Paralympic Games and Team USA.
[APPLAUSE]
USA, USA. All right. Sorry, you can do that when you're talking about the Olympics. This means over the next four years, LA28 will use Autodesk software to help retrofit more than 40 existing venues and design and build transit systems across the LA metro area to support at least 10 million people. And to talk more about this, I'd like to introduce the man behind this vision and a special guest.
[VIDEO PLAYBACK]
- Los Angeles, the city of dreams and host of the LA28 Olympic and Paralympic Games. As the official design and make platform of the LA28 games, Autodesk is striving to create a smarter, more sustainable Los Angeles, a city of the future that will inspire the next generation of dreamers. Autodesk, make anything.
Welcome the LA28 Chairperson and President Casey Wasserman and Team USA two-time Paralympic gold medalist Ezra Frech.
[END PLAYBACK]
[MUSIC PLAYING]
ANDREW ANAGNOST: All right. Welcome, Casey. I'll get back to you in a minute. We're going to talk first. It's all on Ezra. Ezra, two gold medals at Paris.
EZRA FRECH: Yes, yes. Hi, everybody.
ANDREW ANAGNOST: Is that a letdown? Where you're looking for three?
EZRA FRECH: That's the plan for LA. That's the plan for LA.
ANDREW ANAGNOST: All right, so how are you feeling about it?
EZRA FRECH: I'm on cloud nine. I don't know if you-- I don't think I've come down yet. Still taking it in. It's been a crazy whirlwind experience. I mean, you trained for something for so long, and then you accomplish it. And then right when you accomplish it, you're looking to the next thing and that next thing is LA. So I'm excited.
ANDREW ANAGNOST: So let's talk about LA. We're both-- we're all Los Angelenos.
CASEY WASSERMAN: You got three Angelinos.
ANDREW ANAGNOST: All three of us. All from different parts of the area, too. We cover-- we got the whole area covered. It's coming home. Are you excited about that? And I guess I can ask, are you going to be there?
EZRA FRECH: Absolutely, I'll be there. 100%. It is what I think about when I'm sleeping. When I wake up first thing in the morning. Everything that I do in my life is for LA28 right now. And truthfully, I think that it's such a special opportunity for us to really amplify the Paralympic Games in America. And we have the opportunity, in my opinion, to forever change the way our country views people with disabilities and what we do and the way we have the most powerful Paralympic Games of all time in LA. That's what I think is going to happen.
[APPLAUSE]
ANDREW ANAGNOST: And what are you doing in between?
EZRA FRECH: In between, I'm at USC right now. So I missed my first few weeks of freshman year, actually, to compete in Paris.
ANDREW ANAGNOST: That's OK. I guess your professors understood.
EZRA FRECH: I was sending teachers emails from the Village like, hey, I'm not going to be in class for the next few weeks. And I did have a lot of homework to make up, but I showed them the medals and they were all OK with it, so.
ANDREW ANAGNOST: What are you studying?
EZRA FRECH: I'm studying business of Cinematic Arts.
ANDREW ANAGNOST: All right, we're there.
EZRA FRECH: Yes.
ANDREW ANAGNOST: All right. Ezra, congratulations. Congratulations. Thank you for coming.
EZRA FRECH: I appreciate it. I appreciate it.
ANDREW ANAGNOST: Ladies and gentlemen, two-time Olympic gold medalist Ezra Flech. All right, Casey. I got my cheat cards. Not sure I need them.
So, Casey, this is exciting. The LA games are different in a lot of ways. They're different than the approach you're taking. The way the IOC did this in 2017. It's like, hey, we're going to announce two cities not one. So here it comes.
Why don't you take us a little bit through that? Because how did you prepare the bid? I mean, it was 10 years ahead of when the games were going to happen. What did you-- what did you do?
CASEY WASSERMAN: Well, we started-- First of all, I want to thank Autodesk for being a great partner. It's definitely-- I also want to correct you. It's not four years. It's 1,368 days in case anybody's counting. But you're exactly the kind of partner we need to execute our vision of how to do this differently.
So Mayor Eric Garcetti, who is the mayor of LA in 2014, decided he wanted to-- if the US was going to bid for an Olympics, it had two failed bids and then took a cycle off. But if they were going to bid again, he said LA should be part of the process. So the US Olympic Committee, now the US Olympic and Paralympic Committee decides to bid. LA throws their hat in the ring and he calls me and essentially says, you have to do this for the city.
A couple of unique things about this country. We're the only country that does not provide any financial support to the Olympic movement at all. So 100% of the financial movement, 100% of Ezra's training, 100% of Team USA, every Federation Olympic bids are privately funded. So we had to raise $50 million, frankly, to bid for the Olympics privately.
ANDREW ANAGNOST: That's just to bid.
CASEY WASSERMAN: Just to bid. Competing against Budapest, Rome, Hamburg, and Paris. And so four European cities against LA. If the games had gone to LA in 2024, it would have been the longest tenure without the games in Europe in the history of the Olympic movement. And if we had lost in 2024, the three largest cities in America would have lost three consecutive bids, having had New York and Chicago previously lose.
So both of those things were kind of bad for the Olympic movement. And, it just proves the old adage, you can't win if you don't play the game. And we began this journey in 2015 and September 2015, and you had a couple of cities drop out and I came up with this idea, said to the IOC and said, look, why don't you kind of declare victory from the jaws of defeat? Let Paris, who had bid three consecutive times and lost and LA, a great Olympic host city and an important American city, have 24 and 28 and have two world class global cities to prepare for and execute the Olympic games.
After having been to the Sochi's and Rio's and Pyeongchang's of the world, where you have been in an environment where those games not anything against those cities, they weren't just at the caliber and the scale. And so that's how we ended up. September 2017 in Lima, Peru, we were awarded the 2028 Olympic games.
Your Autodesk University speech was very prescient in predicting. It's not a bad-- LA is just a great city. Can we just leave the negative part out of the--
ANDREW ANAGNOST: Come on
CASEY WASSERMAN: --LA.
ANDREW ANAGNOST: I grew up there. I know what was good and bad about it.
CASEY WASSERMAN: And so what started as a will have been a 14-year journey for me and a few others on the team, now we're no longer in on deck circle. We're in the batter's box. Paris ended. Paris did a spectacular job. And now every day we get a day closer to our opening ceremonies in July 14 of 2028.
ANDREW ANAGNOST: Nice piece of would style deal making. You made a trade off for everybody. Here you got this 10-year runway. Curse and a blessing. And you're retrofitting venues that are in use right now. So you have to deal with the challenge of planning around these venues.
They're going to be in use right up to as you get close to the end. You have to convert them and do all this stuff on time frames that are going to be really interesting, even though you had 10 years. There had to be some challenges and opportunities with this. There's pluses and minuses to all this. What are some of the ones you're dealing with? What are you seeing challenges-wise? What do you see in opportunity-wise?
CASEY WASSERMAN: So it's a good point. So most Olympic games, and as they did in Paris, so September of 2017, they got the games for 2024. The next day they started figuring out, OK, we have to build this. We have to build this. We're starting this. And it began their process.
Our process is exactly opposite. Every venue we are going to use, as you said, is essentially being used currently. So let's take Crypto.com downtown, where the Lakers and the Kings play now. That will be the host of gymnastics. If the Lakers or the Kings are in the Stanley Cup Finals or the NBA Finals, they will be playing a game into early June. Opening ceremonies is July 14, so we have to flip that from a basketball or a hockey venue to a gymnastics venue--
ANDREW ANAGNOST: So a lot of rehearsal on this process.
CASEY WASSERMAN: --in 3 and 1/2 weeks. So when you have an environment where all your venues exist, as opposed to the challenges of having to build things years, our challenge is the opposite. We are going to compress essentially 95% of our delivery, about 85% of our expenses in the last 18 months, which means we are going to spend $6 billion in 18 months. We will spend in the last four months going--
ANDREW ANAGNOST: We got some customers out there that can do this for you
CASEY WASSERMAN: Yeah, exactly. We will need all of your help. Think about this complexity. We're going to-- or this scale of operations. Our temporary overlay, the stuff we design that goes in and around the venues with your support and systems, we will be spending $150 million a week in temporary construction, which will make us the largest in terms of pace of spending, the largest construction project in the history of this country in a city that definitely is--
ANDREW ANAGNOST: Bigger than Hoover Dam?
CASEY WASSERMAN: In terms of pace of spending.
ANDREW ANAGNOST: OK, pace of spending.
CASEY WASSERMAN: Pace of spending.
ANDREW ANAGNOST: Got to pay attention to spending.
CASEY WASSERMAN: But no one spends $150 million a week.
ANDREW ANAGNOST: Yeah, totally.
CASEY WASSERMAN: In a construction project in a city that does not have enough workforce to execute against that. Think about the complexities that just comes with that issue. Where are you getting them from? Where are they staying? Where are their supplies? What union contracts are they operating under, their own or the LA lines?
So just security protocols around those people, because they're building venues that have to be fully secured. So the complexities we have, to your point, are compressing this delivery in an 18-month period because our venues exist. Obviously, there's a lot of benefits to them existing, but this is the complexity.
ANDREW ANAGNOST: Yeah, so a lot of orchestration, a lot of rehearsal, a lot of planning. Planning is critical here.
CASEY WASSERMAN: Planning is fundamental. I mean, I'm a unlike Ezra, I'm a UCLA guy, so it wouldn't be a UCLA day if you didn't quote John Wooden. "Failing to prepare is preparing to fail." And so we are the planning your software, being able to help us visualize what these venues are going to be, how we can make the execution of that transition, which will be very short and very quick, more efficient, more effective, more sustainable, is going to be truly vital to our being able to execute this in a meaningful way.
ANDREW ANAGNOST: So let's talk about sustainability. A lot of people here, really care about it. They're also dealing with mandates around sustainability. A lot of sustainability outcomes are kind of set really early in the planning process. How did you all approach this to make sure you get the end outcome you want and the kind of carbon footprint you want for the games?
CASEY WASSERMAN: Look, we have a couple of ways to think about this. One we just start with a huge advantage. So the architecture firm your video showed built the Olympic Village in Saint-Denis. They built 5,000 units. Our athletes village is at UCLA, you can go to the dorms at UCLA and see where the athletes will be staying. So we start with a huge advantage, which is we're not building anything permanent. That obviously is a significant uptick.
But then go back to our compressed delivery. Well, if people are driving from Vegas and Bakersfield and San Diego to work now, our carbon footprint is artificially going up for things that we didn't think about. What does it mean to have the quantity of infrastructure delivery, of temporary facilities of warehouses and fulfillment centers. I mean, think about when you have 40 competition venues, we have to replenish those every night. So it means we have trucks going every night and warehouses.
And so in a city that doesn't have enough warehouses to house all the stuff we need to get there. So we have to be able to think differently. We start from a good place, but for us that's not good enough. And obviously, the other thing we hope we can do, which is I think one of the benefits of LA that you kind of alluded to in 2018, the Olympics is the biggest event on Earth. It's not even close.
Just for some perspective, the Olympics in LA will be the largest peacetime gathering in the history of the world. And when you have the largest event on Earth coming to one of the most important cities in the world, it can be a great motivating factor, to your point, to accelerate the development of that city. So we think especially in things like sustainability, how do we convert buildings to be low energy buildings. How do we get all the facilities we're using to convert?
Look, our footprint for 17 days is what it is. But if we can leave an impact that lasts for 20 years because of those 17 days, that's a powerful impact in terms of sustainability.
ANDREW ANAGNOST: I actually think you're getting to answering the next question a little bit. The 84 games, and I lived in LA in '84. You were there in '84. I avoided those things. No none of us on the Valley side wanted anything to do with the LA side during that.
But all these games have a legacy. The '84 games, its legacy, it was the first profitable Olympics in history. That was Peter Ueberroth's legacy. When you look back at this, it's 2030 or 2035 or however you want to go forward, what do you think the legacy of these games are going to be? What do you want the legacy of the games to be?
CASEY WASSERMAN: I would say a couple of things. One, look, we're a private enterprise, which is unique about the delivery of these games. So as Peter Ueberroth set the standard, we have to at least break even. Obviously, we hope to create a surplus, but that's the work we're doing now. But I think if you think about the legacy of these games, the world is coming to LA and the world will be watching LA and LA as a global city, as a city that's in many ways built on tourism, we have to be at our best.
And so if we can be a motivator to make LA at its best, not for 17 days in the summer of 2028, but for the next 40 years, as we are from '84, as a motivating factor, you think about all the things that are going to be done by 2028, LA will be completely rebuilt. We've got more rail under construction in LA than any city in the world. If we can retrain people on how to use public transportation to reduce the traffic load, if we can elevate the sustainability initiatives across the city.
One of the things we're doing talking about the kids of LA, we, when we got the Olympic games, committed to $160 million from our budget, with no identifiable revenue to subsidize youth sports in the city of LA through recs and parks. So every year, we write a check to the city of LA for $20 million that makes participating in youth sports $5 for every kid, no matter what, which means that your ability to participate is no longer based on the zip code you were born in. It is universal.
And at the same time, for the first time ever, there's adaptive sport programs through recs and park. So when 10% of the population has a physical disability and the recs and park programs in the city of LA don't have a single program for them, I think that's going to be a big part of our legacy. Again, if you look at the history of LA and the history of the Olympics 1932, I think most people didn't know LA was a city truthfully-- changed, put LA City on the American map.
I think '84 elevated LA to be a global city. And I think 2028 cements LA as one of the three great cities in the world that really define the future.
ANDREW ANAGNOST: Well, I'm looking forward to it. I'm looking forward to being there. By the way, how many people watch the closing ceremonies for Paris? Anybody watch those? Again, yell because I can't see you. All right, all right. Yeah, Tom Cruise, it was totally-- you did the total LA thing.
It was like, all right, you got Tom Cruise, you had Billie Eilish here, You had Tom Cruise showed up in Paris. It was like all this stuff. It was really exciting. What's the opening ceremonies going to be like? Is this going to be Tom again? Is it going to be--
CASEY WASSERMAN: Well, I will tell you.
ANDREW ANAGNOST: Come on. People want to know.
CASEY WASSERMAN: I will tell you. When he came to LA to film the scene at the Hollywood sign for that handover, which was in April of this year, I went to say Hi, and thank him for doing it. And he said only one thing, Casey. I go, what's that. He goes, I got to be part of opening ceremonies. I mean, like, this is not my only thing. I was like, whatever you want.
I think one of the things you can--
ANDREW ANAGNOST: Got to see got a contract.
CASEY WASSERMAN: Yeah, I think one of the things you can count on us to be as authentically LA. The Paris games were authentically French. They were spectacular.
ANDREW ANAGNOST: They were.
CASEY WASSERMAN: They got the French people excited. They were passionate. They loved it. By the way, I think a lot of people left the city, and they actually regretted leaving Paris because it was such a special moment in that city.
We will have that same kind of moment, but the way we present ourselves will absolutely be authentic LA. And if you think about what we are, we're the cultural capital of the world. We define culture in the world. So film, television, music, art, food, fashion, culture, technology, all those things. And our handover ceremony, which we were very fortunate to have you guys be the presenting partner of, was really just a glimpse of how we're going to think about it. That was really of our here's LA28. That was our first chance.
And so having Tom Cruise jump from Stade de France and having Dr. Dre come out at the end, that's who we are. That's what we do. And I think you're going to see--
ANDREW ANAGNOST: I think you're going to get a lot of viewers.
CASEY WASSERMAN: You're going to see a lot of that heading up to and into our delivery of the games.
ANDREW ANAGNOST: Absolutely looking forward to it, Casey. Absolutely looking forward. Thank you for the partnership.
CASEY WASSERMAN: Thank you.
ANDREW ANAGNOST: Pleasure. Thanks for coming. Casey Wasserman, ladies and gentlemen.
[APPLAUSE]
[MUSIC PLAYING]
All right. The future that LA is making is the future that all of us are making. So whether you're building communities, experiences or machines, transformation is something we all know we need to embrace. But because of the rise of technologies, like AI, what's becoming increasingly important is the reinvention of your business models and how you create value at the intersection of the industries you serve. That's something we are uniquely positioned to help you with and we're with you every step of the way.
We're reinventing ourselves. We're also focusing our AI investment on productivity rather than promises, because we want you to see past the hype and experience AI that solves the practical things simply, helping you be more creative and more productive. The productivity enhancing AI you've seen today will not replace you. It will make you and the work you do more valuable today.
But we're also focused on the future, and we're putting AI to work on paradigm shifting research, projects like Bernini that have the potential to truly augment you as a designer, engineer, or creator. And despite my struggles with its early forms, I truly believe that AI is already making the future and that it's got the potential to transform transformation, to reinvent reinvention, and help all of us, no matter what industry we work in, make anything.
Thank you.
[MUSIC PLAYING]
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