>> Narrator: From around the globe. It's theCUBE with digital coverage of AWS re;Invent 2020 special coverage sponsored by AWS global partner network. >> Welcome to theCUBE. This is our coverage of AWS reinvent 2020 with special coverage of the APN partner experience. I'm Lisa Martin I've got a couple of gentlemen from BMC software joining me. Please welcome Greg Bukowski, the technology solutions director and Simon Blanks, area vice president Gentlemen it's great to have you on theCUBE virtual. >> Great to be here Lisa. >> Representing social distancing from across the country here. So guys, I'd like to just start Greg with you give our audience an understanding of your role technology solutions director your role and responsibilities at BMC. >> Sure I play the role of a field CTO. So I actually am aligned with our strategic CTO office and I bring their message to our customers all of our strategic customers within North America. >> And Simon, tell us a little bit about your role as area vice president. >> Well first of all, thanks for having us I have responsibility for our channels and our partners in the Americas. So I get to work both within our organization with our customers and with our partners to help them grow, to help us grow and deliver value to our customers. >> Speaking of your customers Simon the last year has been incredibly challenging and brought on a lot of challenges but opportunities. Talk to me about how that has impacted BMCs customers. >> That's a great question. You know, I think our customers are wanting to simplify that they're wanting to focus on what makes them win, right and get away from the things that, you know are not the competitive advantage. We see a lot of customers wanting to get out of the day-to-day operation of the data centers and migrate to the world of AWS but it's not as easy as we would all like it there's lots of challenges. AWS consulting partners are there to help them. One of the largest areas of challenges we see that they are having to address is manage these millions of IT assets that are constantly changing and some of them they don't even know exist and moving those to AWS, but moving them quickly, securely and of course, in a cost-effective manner. >> Talk to me a little bit about some of the speed like in the last nine months, have you seen an acceleration of those customers wanting to move workloads to AWS as we think of way back when the pandemic started and every business had to suddenly send workforces home no access to a data center or very limited. Is that something that you've seen speed up the last few months? >> Yeah we believe it's not only gained in velocity but will continue. We don't think that some of these changes to how a business is conducted are going to stop once the vaccine comes out. So yeah and you know the complexity of making this happen, you know it's difficult, especially in some of the very large organizations be it banks or telecoms or manufacturers or retailers you know it's not an easy chore and you know we've experienced some great wins in that area and helping some of our most strategic customers make that happen. >> So talk to me a little bit about Simon, what's your elevator pitch when you're going and i know you talk with customers, you talk with partners how do you describe BMC and what you guys deliver? >> Well BMC is a 40 year old company with 6,000 employees. we help 93% of the global 1000 manage their IT infrastructure right. In addition to that we help thousands of other customers with the same problems. So, you know what I tell organizations is we're there to help them be successful and to make things tick. >> Awesome thank you. So Greg, talk to me about more about the BMC solutions. You said in your role, you're also field CTO. What are some of the BMC solutions that you recommended AWS consulting partners consider to help customers, especially in this time as you're seeing more and more migrations AWS? >> Yeah I think that's a great point, Lisa. I mean, with the pandemic coming in, you know there was an initial pullback right that we saw from our customers and now as that trend, you know as the summer came on, not that it's gotten less, right. I mean obviously it's a big concern for customers but the realization of how they're going to operationalize themselves and still be a tech driven company and tech driven organization has really accelerated their digital transformation and it's driven more than anything the adoption of cloud technologies and to move into that cloud space it's brought about understanding customers how did they become more digital and to do that they have to connect their services. So underlying that challenge is really what we wanted to bring today to talk about is that BMC has an industry leading solution it's called a BMC discovery solution and it automatically goes within an organization's footprint and understands the dependencies between their infrastructure and their applications. That's really difficult, right? Typically we can just find assets, right? A lot of solutions out there can do that. What BMC does or what our solution does. That's unique in this space is that it understands relationships so that you understand from an application viewpoint which ultimately ties back to a business service into the software that runs on those assets into the applications that are supporting that as well as the platforms and infrastructure and that becomes more and more complex to date. What we see with our customers as they have cloud services they've got containers, they've got on-premise stuff. So we're working with customers today, right? We are the largest retailers in the US working with them to actually transform how they're doing business continuity. So it becomes not only an acceleration but a risk aversion program for them as well as a cost savings effort of trying to adopt that understanding those services from both within their data center, through the mainframe back into their cloud, right and understanding all those interdependencies so that they can run their business more efficiently. >> So Greg have you automated what used to be a traditionally manual lengthy process of that discovery. >> I think that is the key point Lisa. I mean when partners look to us for what value we can bring to them it's about accelerating that time all about reducing the time through automation what used to be a manual effort of understanding how these things connect and being able to having go talk to the application teams. We worked with a large bank as well. They were using other solutions in the marketplace and were taking six to nine months to map a single business service which is complex right it's got about a dozen applications that support it. We brought in our solution and they did it in three hours with one piece of information from an application team. It was unbelievable, right and these are the stories we hear all the time from our customers and this is a great solution that we have that runs in AWS. That's part of our AWS migration competency that we have and you know this is why we're here today on theCUBE. >> Well that speed improvement is massive as you just talked about Greg you know, when you think of organizations now that there is no time, there is no six to nine months to figure things out anymore right. Especially because we've all learned, I think a lot in the last nine months, professionally and personally but there's competition out there. That's ready to come and be nimble and faster and maybe with less legacy than any type of whether it's a retailer or a financial institution. So being able to get in there and discover and align this business and IT services folks to discover what they have, where they should move it that fast is really something that sounds to me like not just a survival mechanism, keeping the lights on during a strange time, but something that may even set apart the winners and the losers of tomorrow. >> Absolutely right. I mean you have to be able to tie into your existing infrastructure for print that traditional legacy or heritage as we call it for print that you have, that still runs your core business. Right, if you're a retailer it's probably some kind of supply chain rate If you're a bank it's all the financial transaction stuff that you do but then also adopt the technology and innovation that exists within the fintech space for a financial services customer and bringing that together and when you're doing that at the native integration point a lot of it comes into the cloud services, right and that's really where they're going to get the acceleration to attack new markets grow their margin in that space and that's where they need partners to help them. To adopt and learn those technologies and integrate those additionally, right we have other advanced capabilities that we offer from an AWS migration competency standpoint around cloud optimization. So when those services are running in there we also do a cost optimization that doesn't look at it from the infrastructure standpoint but actually it takes the same discovery data and lines it back to the lines of business. So the line of business now has visibility into if they're going to change what their operating model is how that's going to affect the cost in the backend services they can optimize their resources. >> So Simon looking at the capabilities that BMC is delivering. Talk to me about the BMC partner program. Why become a BMC partner? I think there's a couple of answers to that. First of all, what Greg was talking about in terms of this you know massive I'll call it reinvention of the amount of time it takes to perform some of these tasks. Some of these tasks that are done in every migration from you know months to days or hours that in and of itself can help the AWS consulting partners massively you know in their efforts. So that's one but I think more importantly than that is the culture of BMC and the importance of partners and the focus that it's getting whether or not it be from our board or CEO or down the management rank. So the channel has become massively important to our success and we're committed to helping our partners be successful right, we're committing to help them make money, right. We're actually, as a part of AWS re;Invent here were going to offer an incentive to partners to come and join our family. Traditionally there's enablement and costs associated with that and we're going to refund that cost. Plus we're going to invest our monies and refund any costs associated with the first co-marketing effort together that we can go out to the market and help them. So I think you know, it's sort of the three legs of the stool. The technology itself is you know, impressive the commitment of our leadership and we're also willing to make it you know, very economically attractive so that would be the reasons >> Everybody likes that, especially economically attractive. So in terms of what you're offering you said that around re;Invent with respect to interested perspective partners, how do they move forward with BMC to become an AWS consulting partner? What's that process like? >> Well, we have you know an onboarding team that Susan DuRoff she reports in to me and helps me with that process. But the best way to do it would be to contact me directly. My email address is simon_blanks@bmc.com and if you reach out to me directly, I'll make sure we get back to you promptly. We can have further discussions and you know, facilitate it and we really look forward to making that happen. >> That's pretty excellent personal service I like that. So Greg talk to me as we get towards the wrap here as field CTO, looking forward into 2021 which we all hope is going to be trim significantly better than 2020. What are some of the opportunities that you see that this time has uncovered for the IT folks and the business folks to get even stronger alignment? >> Yeah, I think this is a great opportunity for customers to realize that bringing together the IT organizations in alignment with their business organizations is a great opportunity from the Revolut to accelerate their adoption of technology accelerate their migrations into adoption of cloud services. But then also look for the opportunities to take advantage of, to grow revenue streams. Right I mean, challenges present opportunities and opportunities present growth, right? That's how customers grow when they recognize those opportunities and become agile enough to adopt them and go after them. >> That's a great mindset because it's absolutely true. It's not matter of how we look at it and look at what's being uncovered to then kind of exploit for good new products, new services, competitive differentiators all sorts of things going on. Well gentlemen, it's been a pleasure having you on theCUBE virtual today. Thank you for joining me. >> Thank you so much appreciate the time and thank you. >> All right. For my guests. I'm Lisa Martin. You're watching theCUBE. (upbeat music)

>> Wait. Welcome back to Boston, everybody. This is the Cube. We're live on a special presentation of BMC Day atop of sixty State Street in Boston, Massachusetts. Beautiful view of Boston Harbor. Evelyn Ehrlich is here. She's the vice president and research director for service delivery at Force that we're going to talk about job control, language and cobalt. No, I'm just kidding. We're talking about service delivery. Who'd Evelyn? Yes. So you have a really deep background in it, And I know what J C l stands for, So I had to make that joke. So anyway, uh, welcome to the cubes. Great to see you gave a fantastic presentation today. Who doesn't need better service delivery? It's an imperative for the digital transformation. So, again, welcome to the Cube. Thank you. So tell us a little bit about what you do at Forrester, what your area is, and I want to get into your presentation today. >> Sure. So service delivery. Basically, when the application development team is ready to hand us something, whatever that issa Web service and application a service, we actually make sure that that gets to the work force or to the customer. So anything from Police Management Service Management, the front end relative to the service desk. Tell them anything around management after a performance of the applications operations. Anything like that is all about service delivery. >> And they were two. Two pieces of your talk really struck out to me on Dino. No George for a long time. So two things to majorities that you don't like to use one is users, right end users use it, and then the other really was. So talk about it. Why those terms don't make sense in this digital economy. And what does make sense? >> Yeah, so your users, it almost seems like to me, it is something where people are putting folks into a box that they are that they can like addicts. You know, user. Like I said, in a camp in the drug industry, we have users because they're addicts way have to somehow keep them at bay. We have to somehow keep them low and our engagement with them. It's no, it's not going to be enjoyable. It's not going to be fun, and it's not going to be actually effective. Unfortunately, these users today those are our workforce. There's our employees There's our partners and customers. They have other places to go. They don't need us and technology. So if we don't shift that thinking into that, their customers, so that we can actually enable them, we're might be able to lose our jobs. Because there's outsourcers service providers to workplace services, for example, as many companies out there who provide the service desk who provide of VD I who provide the services cheaper, faster and better. But what we have been lost or what if that's gonna happen? We are losing the understanding of the business for losing the connection to the business, and is that that could be a strategic conversation right? There should be a strategic conversations, not justa cost conversation. And when we think about user, it's all about cost. If you think about customer, its value and relevancy, >> okay, And of course, that leads to not its business. There's no such thing as a project. >> No, there isn't because anything we do if we think of information technology is anything almost like in the back room. It's something which is hidden in a data center somewhere in a storage or a server or in a device and it doesn't really add any value. >> Boiler, the boy, the room >> Exactly and way have done that. We have massaged it, what with whatever way measured the heck out of it. We measure meantime to repair. Well, who cares? It's time to business impact. This what we need to think about. So if we start thinking about customers to empty, TR becomes time to business impact. We're now thinking outside in and the same is true with I t. If we just use it for technology sake to Dr Information, we're not connected if the business, because it is about business technology, is dear to win, retain and sustain our customers. If we don't do that, we become borders. We become the, you know, the companies who all have not focused on the winning technology to make them successful. >> You had a really nice graph, simple sort of digital failing digital masters, and I were in between talked a little about things like I Till and Deb ops, and they feel sometimes like counter counter to each other. Once one's fast one feels home. As you talk to customer, you talk to customers. What can they expect? How long might these transformations take? Or what of the one of those key stepping stones you talked about? It being a journey? >> How do you >> will think about all this change? >> But that that's a good question. It's a very difficult question to have an answer to, and I think it has to. It has to be a little bit more compartmentalized. We have to start thinking a little bit more in smaller boxes, off influences or or areas where we can make some progress. So let's take, for example, Dev Ops and Vital and connect the process release, which is an I told process into this notion. If we combine Deaf ops and Tyto release, we're starting to see that the police management process. It's now a process which is done very agile very much. There is a lot more things behind that process and a lot more collaboration between a D and D and I, you know, to make the process of faster process. So we're now married, I told release management with the journey of Death, Bob's as we're starting to see release cycles off one day. Lookit, lookit Amazon. What they do I mean again, Amazon is a very extreme. Not everybody needs a police processes Amazon has, because it's just not that not every pieces is in the Amazon business. Maybe in ten years, who knows? Maybe in five, but those kinds of things that marriage happens through, more off for design thinking. And I think that's the practical way. Let's not adopt a Iittle blandly and say, All right, we're going to just redo our entire twenty six processes. Let's look at where is the problem? What, where? Where's the pain? What is the ninety day journey to solve that pain? Where's the six months? Nine months, twelve months, twenty four months? And if twenty four months is too far out, which I believe it's staying a twelve month road map and start adjusting it that way and measure it, measure where you are. Measure where you want to go and prove that you have done to Delta. Because if I don't measure that, I won't get funding for support, right? I think that's key. >> Devlin. You talked about the, you know, pray or a predator, right? That's good of a common theme that you hear conferences like this isn't a zero sum game, is is the taxi drivers. You know, the taxi companies screwed is, you know, the hotels in big trouble. I mean, Ken, cos you know who are sort of caught flat footed transform and begin to grow again. Talk about that zero sum game nous. >> Yeah, I think I think there is. There is hope. So I hope it's what dies last week saying right. But there is hope, hope if customers of organizations he's enterprise to see that there's a challenger out there. And if they don't necessarily stand up to fight that challenges start innovating in either copying or leveraging or ten. Gently do something else. Let me give you an example. When about two years we had a two years ago with an event in London and stuff I got Square was completely blocked off by the taxi drivers because uber was there were striking against uber or they were going on. It wasn't really a real strike was in London. It's a little bit of a challenge with unions, but anyway, instead, off going on a strike, why did they not embrace whatever they needed to and example is in the cab At that time, you could not use American Express or discover credit card uber. I never have tipple any money out of my pocket because that's a convenience. It's easy. It's enjoyable. >> Love it, >> We love it. It's simple. So why don't these other companies this cos the taxi cannot? Why don't the equip that technology in such a way? They can at least start adopting some of those innovations to make it a even part right. Some of the other things, maybe they will never get there, because there whatever limitations are there. And so that's what that's what I think needs to happen. These innovators will challenge all these other companies and those who want to stay alive. I mean, they want to because they have for street is forcing them to stay alive. They are the ones who will hopefully create a differentiation because of that >> essay, really invention required. It's applying technology and process that's well established. >> Thinking outside in thinking of you and him and me as >> customers, it becomes, you know, who just does the incumbent get innovation before the the challenger gets distribution? Exactly. You know, Huber, lots of cars. I don't have to buy them, but somebody like Tesla isn't necessarily disrupting forward because they don't have the men. They can't distribute it faster than you know. It depends where you are in the distribution versus innovation. So it's in the brief time. We have love to talk about the landscape. So and that's particularly the transformation of beings. BMC Public Company to private They were under a lot of fire, you know, kind of flattish revenues. Wall Street pound. You got companies like service now picking away at the established SM players. We're talking off camera, saying that's begun to change. Give us the narrative on that that sequence and where we are today. Yeah, we're going. >> Yeah, so if you go back, maybe me way back seven years ago or so you know, it started service now they had a fairly easy game because BMC with a very old platform, it wasn't really it wasn't. There was no fight. Um, and I think they were the enterprises. We're ready for something new, and it is always some new vendor out there is a new shiny object, and I have teenagers, so they always spent the next latest iPhone or whatever. I would >> sort of wave >> so So. And and it kept going in the other vendors into space hp, cia, IBM really had no challenge had no, no, didn't give service now a challenge either because the SAS cloud, the adoption of the cloud in this space was absolutely important. And service now was the first one to be on the cloud. BMC was not really doing much with remedy force at the time. Itis them on demand was in an A S P model. Not really an itis, um, and so service not just took names and numbers and that just grew and grew and steamrolled. Really? All of them and customers just were like, Oh, my God, this is easy. I loved it. Looks it loves it looks beautiful. It's exciting >> over for the >> same thing that innovation, right, That challenge, they served the customers. Then suddenly what happened is service now grew faster than native. You experienced some growing pains Customer saying my account rep. I haven't seen him for a while. They changed the pricing model a little bit too started to blow up their solution. And now board nebula, which is the ninety operations management solution der extending into financials and they're bolstering themselves into more of an enterprise solution, which is where BMC already has been. But they lost the connection to the customer. BMC did not love the customers at that time. Now, through some executive changes to really starting to realize that the install base they need to hug them, they're back in the game >> and watching >> service now. And they're going private. As you were asking the question earlier, try about giving them the funding to invest in R and D. >> It's so necessary if I want to give me your take on icy service now. Is someone on the collision course with sales Force? In a way, where does BMC go for to expand their their tam and to grow? >> Yeah, I said, I think so. So on the first comment Sales force and service. Now, absolutely now the CEO of service now does not think that sales force is his target off competition. I think it has to. He has to, because it is about business applications, everything. It's everything exactly So sales force and service now in I don't know. Is that the year you know, wherever Chris >> No, no, no, >> no. But they will there will collapse. Deborah Crash or you'LL see a fight. I think BMC should stay and really extend in this digital performance management in this operational management and really make it intelligent, intelligent decisions for operation for operations to become automated. To have a staff of eighty eight PM solution the application dependency mapping solution happening to be one of the best, really one of the best in the market. And customers love it. Tying that into two side intelligence, giving them the ability to understand before it happens not when it happens or after and then drive intelligence into different organizations to cmo the CEO, the CFO. Because that's what basis technology is all about. It's not about the journey anymore. They have that capability with products where service now does not have that >> great insight from a sharp analyst. Evan are like Evelyn Evelyn Ehrlich. Thanks very much for coming on the Cube. Forced to research wicked, we find more about the research that you do force the dotcom, obviously, but anything new for you, any upcoming events that we should know about where people should watch >> you go into Crystal Rica, Nicaragua >> mochi ice all right. We'LL leave you alone for a while, right, Evelyn? Great to meet you. Thanks for coming on. I keep right there, buddy. We're back with our next guest Is the Q ber live from BMC Day in Boston right back.