To add to this, they are dealing with overlapping vendor solutions, that don’t talk to each other. Many customers are buying cybersecurity in this way. They recognize how unwieldly and ineffective it is, and they need our help. This is a call action for our industry to do a better job at helping our customers. And at Palo Alto Networks, we will do this through three key go-to-market transformations. First, we are transitioning from a transactional vendor to a true strategic partner, guiding customers on their transformation journey. Customers are looking to us for direction on how to secure their enterprises and keep their employees and end user customers safe. Second, we are transforming from selling point products to architecting outcomes in partnership with our customer’s most trusted ecosystem solution providers.
Our customer’s ecosystem partners will become even more important as we work with them, to create more value through new services, and joint offerings. Third, we are moving from a reactive help model where customers only call us when they need us to a more collaborative model, where we are proactively driving success for every customer with an in it together mentality. Palo Alto Networks is well positioned to help our customers through these three key shifts, and we have made significant headway on each of these fronts. In the past, our go-to-market motion focused on technical domain experts, solving very specific product requirements. These conversations often revolved around price, and they were transactional in nature. Today, C suite executives are engaging us more and more, they are looking to transform their entire business, understand security strategy, and deliver better security outcomes.
We now have a seat at the table for key architectural decisions and ongoing multiyear roadmap engagement. Our 3000 integrated sellers are set up to scale, and have these strategic conversations with our customers. Our ecosystem is also playing a critical role as we move from selling products, to architecting outcomes. Five years ago, we sold a single product, primarily hardware firewalls as part of a larger partner delivered motion. Most of our partners were focused on transactional fulfillment of customer orders. Today, we are deeply embedded with strategic partners across all routes to market and are co-leading the sales motions with our partners to deliver joint solutions. We have a 150, $10 million plus strategic partners today in our ecosystem.
In the future, we’re going to continue to strengthen our sell together motion by building integrated offerings with a shared focus on improving client outcomes. Our top 30 partners will become even more important, and we’re looking to drive $10 million plus of business with them. Delivering the best security outcomes means that our customer’s post sales experience must also undergo a shift. As I said to an in it together model, allowing them to be successful faster and get the most value from our solutions. Although we have consistently achieved a 90 plus percent CSAT score, we aren’t stopping there. Continuous improvement is the goal. As part of our strategic focus on AI, we’ll leverage AI to resolve customer issues more quickly. With AI enabled in product support, we plan to reduce our meantime to resolve for calls by over 65%.
We also plan to scale our global network of 300 plus fully certified professional service partners in order, to further expand our ability to deploy our products with speed and agility. And last, but not least we’ll increase adoption by staying with our customers throughout – their entire journey. We have a 600 plus person customer success team with deep expertise, helping to build customers for life. You’ve heard this from others today, but it bears repeating. We see massive opportunity ad for Palo Alto Networks, and our go-to-market model is transforming to meet it head on. As you can see in the chart, we’re already well on our way with our global 2,000 customers with 54% of our customers on the journey across all three platforms. And we have great potential to extend our breath by selling, the full portfolio across our installed base, and our platform depth by covering our customer’s full estate.
I’ll end where I started with a reflection on the opportunity, and unprecedented ability to help our customers secure and transform their business. Palo Alto Network platforms are the best in the industry, and we have a world-class go to market organization uniquely positioned to bring them to our customers and partners. Our go-to-market model is ready to scale and deliver real time security outcomes for every customer through the power of our platforms. Thank you everyone and back over to you, Dipak.
Dipak Golechha: As you heard from Nikesh about our strategy, Lee and his team on products, and BJ around go-to-market, we have the entire company pointed in the same direction. I now wanted to bring this altogether to help you understand why we are confident, that we can capitalize on our opportunity and translate it into financial result that will drive superior total shareholder return. I will go through all four of the primary drivers of TSR, including revenue growth, profitability, cash conversion, and capital structure. First, on the top line, you heard about our TAM from Nikesh, we have proven over the last five years that we target the largest and most attractive parts of the market. We’ve been able to capitalize on an expanding opportunity taking share from within existing markets, and positioning ourselves in new markets to drive further growth potential.
