BILL Holdings, Inc. Goldman Sachs Communacopia + Technology Conference 2026

All right. We are going to start with the next session. Pleased to have Rene Lacerte here, the founder and CEO of BILL. Rene, you've been here for the last several years, and looking forward to the conversation again today.

Yeah. Likewise, Will. Thank you.

So look, AI is reshaping the way that businesses expect work to get done, and BILL sits at the heart of financial operations for half a million SMBs. You said the shift is from a do it yourself to a do it with you to a do it for you mindset, and you've rolled out a number of agents within the products to get at that goal. At a high level, how are you thinking about the role that AI will play in BILL's products going forward, and what does AI native actually mean for the customer experience 12-24 months down the line?

Yeah, I think we all know that AI is a game changer. It's a game changer in how you do work and in the experiences that we are able to create for our customers. As we move customers, which the premise of the company was to go from the do it yourself to the do it with you into this, what I would call do it for me, because I think AI is a very personal experience. That do it for me means that we have to take work off the customer's plate that they never knew could be taken off their plate. We've started doing this with some of the agents that we've already rolled out. Some of the best examples I can think of are our W-9 Agent, where we have 40,000 customers leveraging that.

Over 240,000 W-9s have just been collected, and those suppliers have been added, and they'll be in a position to be 1099'd next year, as well as obviously get paid electronically. That happens without any human really being involved, and that's a unique differentiator in the work that we've taken off their plate. When I think about what's happening over the next 12 to 18 months, it's more stuff like that. It's more stuff like the fact that we have 60,000 customers now using our BILL Invoice Coding Agent. When you think about the BILL Invoice Coding Agent, we've had AI before understand and interpret the five biggest variables in any invoice. But this coding agent can go through all the line items and actually categorize the bills for you.

Again, tremendous work efficiency is provided. We have over 30,000 touchless BILL Transaction Agent customers. This is on more the S&E side, so a huge population where transactions come in and they're entered automatically. We have 30,000 pay for you agents where this is on our operational side, where we actually take customers' payments and we make sure that they're paid via a virtual card if the supplier accepts that. We have an agent doing that, not a human doing that. I give you all those examples because there's just tremendous value in that customer experience. But it's not just about that. Again, when you look out at the 12 to 18 months that you're asking, it's also about what we're able to do internally.

We've had a very strong drive in profitability, but there are some of the things that are probably worth highlighting. We've got over 20 agents across our risk modeling and risk platform, if you will. Those agents are able to roughly touch 95% of all the risk decisions, fully automating them. Those agents are able to protect and save us from close to $90 million in fraud on an annual basis. That's real value to our business, and we have more opportunity to leverage those agents and more as we continue to develop more AI skills. Just on the customer service, a year ago, 10% of the customer touchpoints were automated. Now it's close to 50. It's over 50%. Just to give you an example, we're just getting started and what I would imagine you'll see is that more of the back office that we have to do will be automated and more of the experiences like the agents I talked about will take work off our customer's plate.

Work that they don't know that can be automated, it'll just automate it. That's what I'm excited about because that actually lowers and removes friction. When we remove friction, we actually increase the opportunity to serve customers, drive more adoption, as well as more revenue growth.

You mentioned revenue growth there. That's the vision for the product. How do you think about pricing and monetization for AI-enabled products? Do you see this as something that's table stakes and something that differentiates the product, drives more customer acquisition? Or conversely, do you see specific monetization levers that can come with this?

Yeah. I think all of the above. That's the easy answer. But in general, the way I think about pricing is you create value for the customer. You do something for them, they will pay you for it, right? We have to make sure that we are driving and creating value, things they weren't sure they needed before that they can't live without once they come on the platform.

Yeah. That's the first and foremost thing we do.

When I think about the AI capabilities, some of the AI capabilities will just be, in some ways, table stakes, but it will allow us to drive more customers. Some of the AI capabilities will actually be, "Oh, you want that?" That might be in a different tier of the product so that you need to pay more to be able to get access to that. We need to learn based on the customer adoption that we see and the monetization we see from the transactions, what is the right mix? We have teams that are working on that and really setting up the opportunity for us to drive revenue growth, not just from the traditional way of saying, "Okay, well it's more products and more customers," but actually looking at the AI influence on how the pricing happens.

A lot of opportunity there, and I think if you look at the total value of work that's done by people in financial operations, if we're able to eliminate a good piece of that, well then some of that value should accrue to BILL.

Can you talk about willingness to adopt in this category? We had Mark had on stage who I know you work with, and they said they think the agentic commerce conversation or the adoption trend could happen faster in B2B than in consumer because there's such a need and such an undigitized opportunity. What do you hear when you talk to customers about the willingness to engage and adopt some of these products?