So with that, I'll turn it over to Bobby. Thank you.Bobby Yazdani Great. Thank you very much. I guess, I'm going to put the safe harbor out there first, take your time. Okay. Because I want to act you off now. Okay. Let me jump in quickly to talk about -- we have had number of major announcement this morning. We've announced new product releases. We've announced an acquisition. This is too loud. Okay, I'm standing here. It's okay. So I'm going to talk to you a little bit about the product releases, what's that all about. I'm going to talk about the acquisition of the HumanConcepts. I'm going put them in the context of our business strategy of how these pieces kind of hang together and lay out a little bit more around our business priorities, and how all these pieces fit into our business priorities going forward. So first and foremost is the release of our learning management suite. Okay I just got off there with 4 of my customers, H&R Block, we have 160,000 people using Saba Learning Management System. I have McDonald, 250,000 people are intended to deploy and use our Learning Management. They're up to 60,000. I have International Hotel Group, they have over 200,000 people that are going to be using this system. And then we have Accenture actually was on the, around the table, also looking at the -- they had project with Saba Learning Management is their client, that they're taking the technology to us. So we have a belief that Learning Management systems are not going to go away. Their -- our booking is growing very rapidly, our pipeline is up significantly and if there is a belief entering in the market that this is going to get consumed by ERP vendors or consumed by the recruiting vendors, they are just purely wrong. Okay. There is so much demand on us that we have to continuously innovate and direct more software for people that their job is essentially transformed to training processes in these large businesses, and guess what, most of the people they trained, they are not their employees. So they have nothing to do with the HRIS system. Okay. And there are cases after cases after cases like this that are up there, again, on the floor and you can see. So we have a core commitment, this is a core to our business that we're going to move this large, this long list of big client and projects forward because they demand more technology to transform the way they do learning on a global basis, in the enterprise-wide basis, but there is compliance-driven, that is channel-driven, then there is sales and [indiscernible] driven and the list goes on in terms of the business cases that they have. We have completely focused and committed in the learning market, and we're going to continue investing and releasing product and innovative product in the Learning Management market.
The second, an important lease for the product is, of course, our Talents Management Suite. And that does include, of course, our learning product, our performance course on objective management, succession planning, compensation, profile management, Workforce Planning and in the concept of acquisition, we announced today the HumanConcepts comes from all their IP will fit in and bundled in into our Talents Management Suite. And again, this is a growth area for us. We believe that the fact that 2 of our competitors get blocked by ERP vendors, we're behind a firewall, it's going to create a huge opportunity for us.Because markets always look for alternatives, that's our belief, and markets actually, they hate their ERP vendors and doing business with their ERP vendors. And they want to have an alternative and a choice from the ERP vendors, and that's what we're filling, but we're going to continue to be that alternative and the choice to the market, supplying them with a piece of technology that is employee-facing technology and is necessarily not tied to ERP application in the back end. So we work with all core [ph] and SAP and the work day and many other partners in that space, and we want to be the agnostic Talent Management Suite, and we don't want it actually be tied up to a single ERP. We think that's the competitive advantage, to create that alternative. So we're going to continue invest, and we're going to continue invest in the Talent Management Suite and we're going to continue differentiative with some of this capability that we're going to act, including the visualization of your workforce, including the modeling and the planning of the workforce as part of the suite. We had a major upgrade of our collaboration, realtime collaboration product. It's designed for mobile workers. It's designed for mobile infrastructure. You saw if you were earlier in the session, you saw example of Software-as-a-Service meeting capabilities, realtime collaboration capabilities get embedded in older applications. So we do truly have architecture, Software-as-a-Service. All realtime collaboration capabilities or there's a last API that's essentially make available those capabilities into other applications and they can enable other applications.
The fourth point is that a demo of the product that we shared with you earlier today is social enterprise product line. Now this is not a process-focused, top-down management system like your typical enterprise management product. It's truly a sure-shot bottoms up system, and literally, as I walk out of the hall, we had number of customers, here's how they approached me, how are you going to take us from here where we are a top-down organization, to this is what we really want, is what you demo to us today. And how are we going to get there, and my answer is pretty stright-forward. This is not a overnight thing that's going to happen. We're going to innovate and we're going to start acquiring more customers in those category and have best practices to show the customer -- how the customers can move from here to there. This is a new category product. This is a new category. This not an upgrade to a Learning Management System. This is not an upgrade to Talents Management System. It's a new category of product. It's a very rich product. We shamelessly have stole our best ideas of Talents Management or Learning Management, realtime collaboration and the social enterprise into this new stack that you saw. Go to sabapeoplecloud.com, this is a new category. And being an entrepreneur 3 years from now, the revenue out of this product is going to be significant contributor to growth of Saba. This is going to be a big, big hit, is going to be a big product. We have many, many customers who are excited to start pilot this technology. We are using this now internally for over a year. This year being, I think March of last year or even before that, when we started using this technology, and we are very, very satisfied, I tell you, as a CEO, I'm satisfied with the part I'm getting -- I killed our Intranet, I killed our disparate Learning Management system, I killed our performance management processes, I've killed care people directory, all of these things have been killed and get consolidated into a single system today. And that's the value proposition. I don't have any SharePoint, our employees don't use SharePoint. We don't have a disparate Learning Management System or a Talents Management System. We don't have a directory system. Everything is not embedded into a single platform, and that's what we use. This is going to be a big category for us, the social enterprise. We think it's a very strategic and important asset to be in that category and gain experience. Gain experience and be in that market.
And then, of course, last but not least, is the acquisition of HumanConcepts. And a few words on that, the company is just under 100 people. Bay-area based, over 500 enterprise-class customers. The company had around $10 million in revenue, total revenue, maybe about 60% of people subscription based revenue, something along those lines. And a very good, both cultural fit, technology fit and it's going to give us the expertise, more expertise, selling and servicing to the HR category, HR buyer, which is a core buying center for us that we need to have expertise on.So how do we create value, both for our customers, as well as for our shareholders? And this is going to layout the sort of, like our business plan. This is our business plan in a slide. We have a core, we build $100 million growing business in the enterprise learning, and we're going to continue invest and grow it, and we believe that today, we are the #1 supplier in the enterprise class implementation of this category, and we're going to continue to attract the best customers, we're looking for an enterprise-wide solution away from the ERP vendor, away the HRIS system and they need a enterprise-wide system for managing our training, learning processes, certification, compliance processes, where there this -- where this is usually deployed internally or externally to their value chain of customers, partners, suppliers. It's very focused, it's the best-of-class, and it's encompassing in terms of all the capabilities it has. You don't have to integrate a virtual learning environment to it, it already has one. You don't have to integrate the testing assessment to it, it already have one. It does have content management capabilities, it has search capabilities, it has e-commerce capabilities and the list goes on. We want to have the best-of-class solution for folks who need to essentially transform their do training inside and outside of their businesses, and that is the core of this business and we're going to continue invest and grow that.
The second, what we call the second horizon, the second area that we have placed a significant amount of investment is, of course, is the HR Buying Centers. We believe that our heritage in the learning, and our heritage in the Talents Management give us the, essentially the venue to be an alternative to the ERP vendors in the Talent Management space. Market wants an alternatives, and we want to be an alternative to the ERP vendors in the Talent Management space, and the way they're going to differentiate it, clearly by having the strength in learning, the strength in workforce planning and have deep functionality in growth and objective management, succession, planning, and the list goes on. So again, we want to have deep expertise, and the HumanConcepts acquisition strengthen horizon 1 for us. It gives us the visualization capability for talent, it gives us the capability for transition management of the talent, it gives the capability of planning and modeling of the talent, and that's where that acquisition fits in.The third area is the new growth area, which we call the social enterprise, and we see very often, everybody else start talking about this and they are 2 years away from what you saw today. Okay, 2 years away from having a realtime collaboration capability and people capability and Talents Management capability and learning capability and search capability into a single platform. This is not a work that we have started 3 months, 6 months ago. I mean this is started 2.5 years ago, and this is not, as Jim is suggesting, we have our strategy of not loading up everything all in one shot, this is one bullet at a time, who got us to here. And roughly 100 developers have worked on this over the past 2.5 years to get us to this point. And Saba is one of the biggest user of this system today. So we have plenty of validation. I can tell you, as a manager, as the leader of a business, I have plenty of validation of this is very, very strong product for us, and it's going to, essentially it has replaced many systems and they way it's being leveraged today in our organization is nothing We never could have even thought about all the things that people are doing with it today. So lots going on there. Read the rest of this transcript for free on seekingalpha.com