>> Q. At service now Knowledge fourteen is sponsored by service. Now here are your hosts, Dave Volonte and Jeff Frick. >> Hi, buddy. We're back. This is the Cube alive. Mosconi south in San Francisco. This is the service now. Knowledge fourteen Conference. I'm David Dante here with Jeff Frick. The Cube is our live mobile studio. We get out to the events, we extract the signal from the noise. Atticus Tyson is here. Is the CEO of Intuit eyes attending a parallel event? The service now has going on here, which is the CEO Decisions event. I think it's about one hundred CEOs. Atticus, welcome to the Cube. Thanks for coming on. Thanks. Happy to be here. Yes. So tell us a little bit about what's going on over there. The CEO decisions. So, as >> you said, it's about a hundred CEOs, uh, having some good discussions about the future of the role of the CEO. And this thing is a good speakers and getting together to be able to talk and share. >> What are some of the big themes that you guys were talking about? >> The big theme is the shift of really from being about systems of records to systems engaged, uh, and how we engage with lines of business to really enable growth. And it's less about cost savings and what we used to >> do. Yeah, so the whole notion. I mean, I love Frank's Lubinsky note this morning, sort of the message of turning it from a cost center into a producer of value. It sounds good, right? But when you get down to it and you're you're in the front lines and you're talking to a lot of CEO is trying to do more with less. A lot of times they don't have the budget. They don't the time. They don't have the management buy in on the board by and interestingly, we're just talking to Dave, right ways that we were asking him about. Wilmore CEO has come out of the business because that was one of frank, sort of no prescriptions. You really need to have a CEO who knows as much about the business is the business people, and that's the discussion that they should be having, not a technology discussion. It's rare you happen to be one that came out of the business, so talk a little bit about some of the roles that you've played it into it and how you ended up as a C e o. >> Sure so I've been with the company almost thirteen years. I've had four major jobs, one leading the protection program for the company product management for the small business division and then heading up engineering on now. And, uh, and the main reason I joined the group is I was I was always hearing the reason we couldn't do something because of, uh rather than complain about it, fix it. So I joined them on, uh, it's hard. Uh, exactly what you talked about is we have to still run the company with all of our existing systems of record while we're innovating while we're trying to tell a new story while we're trying to train our existing employees who are great at running these older systems but don't necessarily know the new paradigm. So it's shifting everything while still running the railroad, which is difficult. >> So from from a business perspective, when you're sort of running the business, how was into it using technology as a differentiator and it's a competitive advantage. Well, >> one of the things you know since our main product is technology, uh, really are our whole community. Our whole set of employees are technical people, uh, and So we're trying to embed technology everywhere. Uh, one of the things that's happening also is the line between what's traditionally I t. And what's product is blurring. So if you're a customer and you want to pay your bill or you wanna change your address, you have to do that inside the product. In a way, that's easy. And so we have a night group have to figure out how to work within that framework and have a great experience doing >> okay. So the line between the group and the product group is is much more blurred. You're saying it into it that it would be a you know, manufacturer. >> Absolutely. And in fact, one of the things I've been doing is really making the group more like a product group. Hiring product managers. I actually have a whole design staff that designs experiences. So if you were to walk into a room, you mean why not know whose From my tear? Who's with product? >> Yeah, okay. And so are the discussions that what do they like? The discussions that you're having with the business folks? I mean, you're talking about they're pl how to grow their profitability. How to increase. You know their margins, how to expand their channel. I mean, those the conversations >> that you're having absolutely on DH. How do we really provide a great experience for our agents who worked with customers, how to provide great end and customer experiences? How are we as the group enabling them to do more for customers on DH, create that one on one engagement that we want to do >> so? And it's what's been the reception kind of coming in from the outsider, if you will, from the other side of the wall within the focus. You know, I'm sure you have probably some expectations that were completely incorrect. Some assumptions that were necessarily there. So how they taken to you. And also there's a lot of talk about transforming kind of people from service providers in terms of pencil pushers and form filler routers. Teo, you know, strategic thinkers adding business value. Are they receptive to That was at a hard message to get across. How's it actually happening? >> Yeah, absolutely receptive. And I think if anybody's learned mauritz me more than them, uh, I've learned kind of the importance of the organization and how embedded it is with actually operating the company, and I have found people there who wanted for a long time to be able to have these kinds of conversations. But they've been relegated, if you will toe handling tickets, Uh, so once we can provide the framework and really aligned the work we're doing in it with driving growth with driving value, the conversations get easier, they get more meaningful, and the people doing the work really enjoy it much more. >> So is there a secret formula that you can share with either CEOs that haven't been on the business side or business practitioners that don't haven't really been on the other side of better ways to bridge that gap or two Collaborator Think it make it easier? >> You know, I think the way that worked for me was really trying to get a line around KP eyes or keep performance indicators. You sit down with a business leader and you know, what are the three or four metrics that I can really help in driving your business? You know? Is it Is it contacts? Is it average handled, which usually isn't, you know, Is it more of a transaction? That promoter score based on the satisfaction with dealing with the agent. What are those right indicators for you as a business leader? And then let's measure ourselves there and I'll be responsible is the technology guy. Figure out the right technology to make that happen, but we're going to focus everybody in i t and the business on the same measurements. >> And how have you been able to carve additional resource is to go after those types of objectives versus we always hear about, you know, the unbelievable amount of percentages just to keep the lights on and keep things running. >> Exactly. And that's really an internal conversation that we've gotta have because I'm definitely not getting more budget, er and so it is a brown. How do we get more efficient and automate with what we already have? I work with vendors to help us get better while we shift. Resource is over to the news because I'm definitely not anymore, but you're >> not getting more budget. So, Atticus, you've you've run engineering organizations, so you've got at least, you know, technical background from that standpoint, even a software engineer. But you mentioned off camera. You know the acronym guy right. So you hang out with Duke World. Forget it. Right? Pig and highs and scrap yard. Right. Okay, so but so And you've been in the business side of things. So when you come back into a role, you come to a roll of the technology head. How do you organized to tap that? Technical expertise? Nothing necessarily lack but the currency, you know, the acronym. Go. So how do you organize that? You lied on your CTO. Do you have? You know, uh, did you have to change the organization or inherit one that actually worked? And what if you could describe that a little bit? >> Great question. I think the biggest thing I changed about the organization when I came in is. And when I came, it was organized around systems. So there was a sable team, and there was no idea Artie And what? Instead, we did this. We created a sales care and marketing team. Andi said, you know, you're really a cow gamble for driving a great sales Karen marketing experience for end users and for agents. And I don't really care what technology you're using. Uh, so don't be allegiant to the technology because we all know Salesforce's great today, five years from now, they may not, uh, and I don't want to get so blind that I don't see the next thing coming on. So I have an expectation people in those groups that they're always looking for the next thing as well. >> So it was a classic stovepipe. Now what kind of friction that that cause? >> Well, the friction is really kind of my own. Learning is how interconnected all of the enterprise really is. It's nice and easy to say. There's a sales Karen marketing team and there's a finance dean. But those two systems really have to integrate and talk together and learning how to bridge that gap in a way that doesn't create a lot of bureaucracy. That's something we're still learning to do. >> And and what has been the impact of that change? Have you been able to do anything discernible at this point? Are actually how long you been a CEO? So >> seo since June. Okay, so relatively new. Okay, but I was heading engineering within. I worked for the C E O for about a year before that. So I many a night for about two >> years. Okay. And what is the impact bin of that organization? Changes have been discernible. I think it >> has. I think there's two main things. One is much greater transparency with our business partners of how we're spending the dollars on DH. I've invited them in to sit with us at the table and help us allocate those resources together. Esso and a greater appreciation on their side of the trade offs We have to make why we still run the business but try to do the innovation that's one and then the other is really creating great innovation coming out of the team because when they feel like their allegiance to the sales and care engineer who's out on the floor, one of the things I've done, uh, that into it. We're famous for something called the Follow Me home, uh, where we actually go to our customers homes and watch them use the product. We did the same thing when we did a follow on agent, uh, so we went to the call center and actually washed agents work and ask them what was difficult about using the product. We had engineers doing that, not product managers so they can actually see the problem first. >> And you drove that initiative? Absolutely. It wasn't it was that considered innovative. ITT's seems so basic, right? But everyone's so busy and exactly time to do something, creating the time to do it >> and even getting the cooperation from the managers of the agents to do it, because they just want to be on the floor taking calls. But actually having somebody looking over their shoulder asking what was worked about that what didn't work was a little bit of organizational pushed back. But once they understood the value they got onboard, >> whether any on aha moments it came out of that. Or was it more incremental? Several >> and mostly around. Just screen design and call Flo. Why did we have you to four clicks when you could do it in two clicks to really allow the agent to focus more on their interaction with the customer, not their interaction with the product. >> So I want to shift gears a little bit, so when you're into it right, you guys used to send out discs and CDs, and you had to change your model tow cloud based application, which is you know the kind of classic Do you kill your own business or you let somebody else kill it for you, right? Talk a little bit about how that knowledge helped you within trying to transform the department. Great question. I mean, >> because we've been running a digital or an online product for well over twelve years now, uh, both in TurboTax and in QuickBooks. And we've learned a lot in how to just run that kind of experience. And so now, as cloud based I T offerings are coming along, we already really understand kind of what they're doing on their side on one of the things we've been really pushing for. I think along with other people in the industry is more transparency and those cloud providers. Sometimes you think that they just want to run it as a utility. But as a technologist, I want to know more about how their services running. So I know how to rely on that's been a think attention in the >> industry. We gotta rap, but I want to just get your take. So you're new to service now, right? You bring it in. Uh, we're going live in about a month. Okay. We've been through the proof of concept. What are your expectations? Where you going? Toe pointed. >> So I think first off, just the agents who resolve tickets are going to have a much better experience than what we had before, which was a combination of some homegrown systems, Uh, in a couple of other vendors. So much better agent experience during the resolving on a much better employees experience, putting in tickets, uh, and also much better visibility into the workflow. >> Great. Atticus Tyson. Thanks very much. You're coming on the cube, you know. Good luck in your new role. Looks like you're having an impact on, uh, kind of a poster child for the service now. Vision of a of a CEO. So appreciate you coming on. Thanks. Something I keep right to Everybody will be right back with our next guests. Dave, along with Geoffrey, relied from Mosconi in San Francisco right back