>>from around the globe. It's the Cube with digital coverage of you. I path live the release show brought to you by you. >>I path Hi. Welcome back to this special R p A drill down with support from you. I path You're watching The Cube. My name is Dave Volante and Bobby CMO. You know I passed Bobby. Good to see you again. Hope you're doing well. Thanks for coming on. >>Hi, Dave. It's great to see you as well. It's always a pleasure to be on the Cube and even in the virtual format, this is really exciting. >>So, you know, last year at forward, we talked about the possibility of a downturn. Now nobody expected this kind of downturn. But we talked about that. Automation was likely something that was going to stay strong even in the downturn. We were thinking about potential recession or an economic downturn. Stock market dropped, but nothing like this. How are you guys holding up in this posted 19 pandemic? What are you seeing in the marketplace? >>Yeah, we certainly we're not thinking of a black swan or rhino or whatever we call this, but, you know, it's been a pretty crazy couple of months for everybody. You know, when When this first started, we were like everybody else. Not sure how it impact our business. The interesting thing has been that you're in code. It actually brought a reality check through. A lot of companies and organizations realize that it's very few tools to respond quickly, right? Bond with, you know, cost pressures that we're urgent or preserving revenue, perhaps, or responding to Ah, strange resource is, you know, in all centers, or or built to support. You know, the surge in in, um, in the healthcare community. And so r p a became one of those tools that quickly waas knowledge and adopted. And so we went out two months ago to go find those 1st 1st use cases. Talk about him, then. You know, 1st 30 days we had 50 in production, right? Companies, you know, great organizations like Cleveland Clinic, right? You know where they use their parking lot? Give the first tests the swab tests, right of, uh, well, who have proven right? You know, they had a line of 88 hours by, you know, putting a robot in place in two days. They got that line down by 80 or 90% right? It is a huge hit as we see that kind of a kind of benefit all across right now in the world. Right now we have. We were featured in The Wall Street Journal recently with nurses and a large hospital system in Ireland called Matter. The nurses said in the interview that, you know they have. They were able to free up time to be a patient's right, which is what they're there for, anyway, thanks to robots during this during this emergency. So I think you know, it's it's definitely raise The awareness that that this technology is provides an amazing time to value, and that's it's pretty unprecedented in the world of B two B software. >>I want to share some data with you in our community is the first time we've we've shown this. Guys would bring up the data slide, and so this is ah, chart that e. T are produced. There's enterprise technology research. They go out of reporter. They survey CIOs and I T practitioners and a survey in different segments and the use of methodology Net score. And this is sort of how method how Net scores derived. And so what this chart shows is the percent of customers that responded there were about 125 You I path customers that responded. Are you adopting new U I path? Are you increasing spending in 2020? Are you planning on flat spending or decreasing spending? Are you replacing the platform of beacons? And so basically, we take the green, uh, subtract the read from the green, and that gives us net score. But the point is that Bobby abouts about 80% of your customers are planning to spend Maurin 2020 than they spent in 2019 and only about 6% of planning on spending less, which is fairly astounding. I mean, we've been reporting on this for a while in the heat nous in the in the automation market generally and specifically. But are you seeing this in the marketplace? And maybe you could talk about why? >>Well, we just finished our first fiscal quarter into the end of April, and we're still privately held, so we can be, uh, find some insights of our company, but yeah, the the pace of our business picked up actually in in the mark. April timeframe. Um, customer adoption, large customer adoption. Um, the number of new new companies and new logos were at a record high. And, you know, we're entering into this quarter now, and we have some 20 plus $1,000,000 deals that are like that. It closed, right? I mean, that's probably a 30% increase Versus what? How many we have today alone. Right? So our business, you know, is is now well over 400 million and air are we ended last year, 3 60 and the growth rate continues fast. I think you know what's interesting is that the pace of the recode world was already fast, right? The the luxury of time has kind of disappeared. And so people are thinking about, you know, they don't have they can't wait now, months and years for digital transformation. They have to do things in days and days and days and weeks. And and that's where our technology really comes into play. Right? And and and it actually is also coming to play well in the world of the remote workforce. Reality two of the ability for remote workers to get trained while they're home on automation to build automation pipelines to to build automation. Now, with our latest release, you can download our podcast, capture and report what you're doing, and it basically generates the process definition document and the sample files, which allow for faster implementation by our center of excellence. So what's really happening here? We see it is a sense of urgency coming out of this. Prices are coming down the curve. Hopefully, now this is of urgency that our customers are facing in terms of how they respond, you know, and respond digitally to helping their business out. And it varies a lot by industry, our state and local business was really thinking was not going to be the biggest laggard of any industry picked up in a significant way in the last couple of months, New York State, with Governor Cuomo, became a big customer of ours. There's a quote from L. A County, see Iot that I've got here. They just employed us. It's public, this quote, he said. Deputy CIO said Price is always the mother of invention. We can always carry forward the good things they're coming out of this crisis situation. He's referring to our P A is being a lesson. They learned hearing this, that they're going to carry forward. And so we see this state of Oklahoma became a customer and others. So I think that's that's what we're seeing kind of a broad based. It's worldwide. >>You're really organizations can't put it off anymore. I think you're right. It sort of brought forward the future into the present. Now you mentioned 360 million last year. We had forecast 350 million was pretty good for you guys released, so it's happy about that. But so obviously still a strong trajectory. You know, it might have been higher without without covert. We'll never know, but sort of underscores the strength of the space. Um, and February you guys, there was an article that so you're essentially Theo Dan, Daniel Hernandez was quoted. Is that on hold now? Are you guys still sort of thinking about pressing forward or too early to say right? >>Yeah. I mean, I think I think the reality is we have a very, very strong business. We've raised, you know, significant money from great investors, some of which are the leading VCs in the world. and also that the public company investors and, you know, we have, ah, aggressive plan. We have an aggressive plan to build out our platform for hyper automation to continue. The growth path is now becoming the center of companies of I, T and Digital Strategies, not on the side. Right. And so to do that, you know, we're gonna want capital to help fuel our our our ambitions and fuel Our ability to serve our customers and public markets is probably a very, very logical one. As Daniel mentioned in a in a A recent, uh, he's on Bloomberg that he definitely sees. That is ah, maybe accelerating that, You know, we're late Last year, we started focusing on sustainable growth as a company and operational regular. These are important things in addition to having strong growth that, you know, a long term company has to have in place. And I can tell you, um, I'm really excited about the fact that we, you know, we operate very much like a public company. Now, internally, we you know, we do draft earnings releases that aren't public yet, and we do mock earnings, earnings calls, and we have hired Thomas Hansen is runs our chief revenue officer with storage backgrounds. And so you're gonna interview as well. These are these are these are the best of the best, right? That joint, they're joined this company, they're joining alongside the arm Kalonzo the world that are part of this company. And so I think, Yeah, I think it's an AR It's likely. And and it's gonna We're here to be a long term leader in this decade of automation. >>Well, and one of the other things that we forecast on our breaking analysis we took a look at the total available market kind of like into it. Early days of service Now is you know, people were really not fully understanding the market and chillin C it is is quite large, so video. So when we look at the competition, you know, you guys, if I showed you the same wheel with automation anywhere, it would also look strong. You know, some of the others, maybe not a strong but still stronger than many of the segments. I mean, for instance, you know, on Prem hardware. You know, compared with that and you know the automation space in general across the board is very, very strong. So I wonder if maybe you could talk a little bit about how you guys differentiate from the competition. How you see that? >>Yeah, I think you know, we've We've come a long way in the last three years, right? In terms of becoming the market leader, having the highest market share, we're very open and transparent about our numbers with We've long had the vision of a robot. Every person, uh, and and we've been delivering on that on on that vision and ah, building out a platform that helps companies, you know, transform digitally enterprise wide. Right. So, you know, I don't see any of our competitors with a platform for hyper automation like this. We have an incredible focus on the ability to help people actually find the ideas, build the pipeline, score the pipelines and integrate those with the automation center of excellence. Right? We have the ability now with our latest release to help test automation testers now not only in the world of art A but actually take robotic robots and and architecture into doing test automation. The traditional test automation market in a much better and faster way So you know, we're innovating at a pace that that it is, I think, much faster than I don't. I don't know automation anywhere. I won't share any their numbers. You know, who knows what the numbers are. We have guesses, but I'm fairly certain that we continue to gain share on them. But you know, what's most important is customer adoption, and we've also seen a number of customers switch from some of our competitors to us. Our competitors are undercapitalized and middle. Invest in R and D. This is an investment area, really build a platform out from our competitors have architectures that are hard to upgrade, right? This has been a big source of pain for companies that have been on our competitors. Where upgrades are difficult requires them to retest every time where our upgrades are very rolling, you know, are very smooth. We have an insider program which you know, I don't think any of our competitors have. If you go inside that you had pat that your customer every single bit every single review betting, private preview, public preview and general availability, you can provide feedback on and the customers can score up new ideas. They drive our our roadmap. Right. And this is I think we operate differently. I think our growth is a is a good indication of that. And, you know, and there are new competitors like Microsoft. But I think you know, you know, medium or long term, you know, they're gonna make effort around our, um and you know, they're behind the, um, automation is really hard. The buried entry here is not it's not. Not easy. And we're going to keep me on that platform, play out, and I think that's ah, that's what makes us so different. Um and ah, you know, we have the renewal numbers, retention numbers, expansion numbers and and the revenue numbers to improve that, uh, you know, we're number one. >>Well, so I mean, there's a lot of ways to skin the cat, and you're right. You guys are really focused, you know, you automation anywhere really focused on this space, and you shared with us how you differentiate there. But as you point out Microsoft, they sort of added on I had talked to Allan, preferably the day from paga. You know, those guys don't position themselves as our PC, but they have r p A. I talked to, you know, our mutual friend Robert Young John the other day, right? They're piling onto this this trend, right? So why not? Right, It's it's ah, it's hot. But so, you know, clearly you guys are innovating there. I want to talk about your vision before we get into the latest product release two things that I would call out the term hyper automation with, I think is the Gartner term. And then it will probably stick. And then this this idea of a robot for every person How would you describe your vision? >>Yeah, I mean, we think that robots can and improve, you know, the the lives of of or pers everywhere, right? We think in every every function, every role. And we see that already, the job satisfaction and the people don't want to do the mundane, repetitive work, right? The new hires coming out of college, you know, they're gonna be excel and sequel server. We're no longer the tools of productivity. For them, it's it's your path. We have business. Schools that have committed top tier business schools have committed to deploying your path or to putting you're passing every force in the school these students are graduating with the right path is their most important skill going into companies. And they're gonna expect to be able to use robots within their companies in their daily lives. A swell. So, you know, we have customers today that are rolling out a robot for every person you know. We had Ah, Conoco Phillips on just earlier in our launch, talking about citizen developers, enabling says, developer armies of developers and growing enterprise wide. See, Intel was on as well from Singapore, the large telco. They're doing the exact same thing. So I think you know, I think this is this is this is this is about broad based digital transformation. Everybody participating And what happens is the leading companies to do this, you know, they're going to get the benefit of benefits out of it. It can reinvest that productivity, benefits and data science and analytics and serving customers and in, you know, and and, ah, new product ideas. And so, you know, this is this. You know, automation is going to fuel now the ability for companies to really differentiate and serve their customers better. And it's only needed enterprise wide view on it that you really maximizing. Take Amazon, for example, a great customer during during this prices. You know, they're trying to hire hundreds of thousands of people, right? Help in the fact that in their in their distribution centers elsewhere, this all served demand to help people who like you and I home or ordering things that we need, right? Well, they're use your path robots all throughout their HR hr on boarding HR recruiting HR administration And so helping them has been a big during this prices surge of robots is helping them actually hire workers. You know another example of Schneider Electric and amazing customer of ours. They're bringing their plants, their manufacturing facilities, implants back online faster by using robots to help manage the PPE personal protective equipment in the plant allow people workers to get back to work faster. Right? So what's happening is is, you know in that in those cases is your different examples of robots and different functions, right? In all cases, it's about helping grow a company faster. It's about helping protect workers. It's about helping getting revenue machines back up and running after Kobe is going to be critical to get back to work faster. So I'm I'm really excited about the fact that as people think about automation across the organization, the number of ideas and Aaron opportunities for improvement are are we're just starting to tap that potential. >>Well, this is why I think the vision is so important because you're talking about things that are transformative. Now, as you well know, one of the criticisms of RPS. So you have people, the suppliers and just yeah, we, you know, looking at mundane tasks, just automating mundane tasks like sometimes paving the cow path and say, you're very much aware of that criticism. But if I look at the recent announcements, you're really starting to build out that vision that you just talked about. They're really four takeaways. You sort of extending the core PAP platform, injecting AI end some or and more automation end to end automation really taken that full lifestyles lifecycle systems view and the last one is sort of putting it talks to the robot. For every person that sort of citizen automation, if you will, that sort of encompasses your product announcements. So it wasn't just sort of a point Announcement really is a underscores the platform. I wonder if you could just What do we need to know about you guys? Just that out. >>So we think about how we think about the rolls back to a division of robots person how automation can help different roles. And so this product launch $20 for this large scale launch that you just articulated, um, impacts in a fax and helps many different kinds of new roles Certainly process analysts now who examined processes, passes performance improvements. You know, they're a user of our process mining solution in our past. Find a solution that helps speed on our way. Arpaio engine, no testers and quality engineers. Now they can actually use studio pro and actually used test robots are brand new, and our new test manager is sort of the orchestration and management of test executions. Now they can participate in in leveraged power of robots and what they do as well. And we kind of think about that, you know, kind of across the board in our organization across the platform. They can use tools like you have path insights in Europe. If you're an analyst or your, uh ah. B I, this intelligence person really know what's going on with robots in terms of our wife for my organization and provide that up to the, you know, sea levels in the board of directors in real time. So I think that's that's the big part. Here is we're bringing, and we're helping bring in many, many different kinds of roles different kinds of people. Data scientist. You mentioned AI. Now data scientists can build a model. The models applied to ai fabric an orchestrator. It's drag and drop by our developer in studio, and now you can turn, you know, a a mundane, rules based task right into an experience based ones where a robot can help make a decision right. Based on experience and data, they can tweak and tune that model and data scientists can interact, you know, with the automation is flowing through your path. So I think that's how we think about it, right? You know, one of the great new capabilities, as well as the ability to engage line workers, dispatch out workers If you're a telco or or retail story retail store workers you know the robots can work with humans out in the field. We've got one real large manufacturer with 18,000 drivers in a DST direct store delivery scenario. And you know the ability for them to interact with robots and help them do their job in the field. Our customers better after the list data entry and data manipulation, multiple systems. So I this is this makes us very unique in our vision and in our execution. And again, I don't I have not heard of a single ah example by competitors that has any kind of a vision or articulation to be able to help a company enterprise wide and, you know, with the speed and the and the full, full vision that we have. >>Okay, so you're not worried about downturns. You can't control black swans Anyway, you're not worried about the competition. It feels like you know, you're worried about what you're worried about. You want about growing too fast. Additionally, deploying the the capital that you've raised. What worries you? >>Yeah. You know, we're paranoid or paranoid company, right? And when it comes to the market and and trying to drive, I think we've done a lot to help actually push the rock up the hill in terms of really, really driving our market, building the market, and we want to continue that right and not let up. So there's this kind of desire to never let up, right? Well, we always remind ourselves we must work harder, must work harder. We must work harder. And that's that's That's sort of this this mentality around ourselves, by the smartest people. Hire the smartest people you work with our customers, our customers are priority. Do that with really high excellence and really high sincerity that it comes through and everything that we do, you know, to build a world class operation to be, you know, Daniel DNS. When I first met him, he said, You know, I really want to be the enemy of the great news ecology company that serve customers really well. And it was amazing things for society, and and, you know, we're on that track, but we've got, you know, we're in the in the in the early innings. So, you know, making sure that we also run our business in a way that, um, you know, uh, is ready to be Ah, you know, publicly successful company on being able to raise new sources of capital to fund our ambitions and our ideas. I mean, you saw the number of announcements from our 24 release. It reminded me of an AWS re invent conference, where it's just innovation, innovation, innovation, innovation. And these are very real. They're not made up mythical announcements that some of our competitors do about launching some kind of discovery box doesn't exist, right? These are very real with real customers behind them, and and so you know, just doing that with the same level of tenacity. But being, you know, old, fast, immersed and humble, which are four core culture values along the way and not losing that Azeri grow. That's that's something we talk about maintaining that culture that's super critical to us. >>Everybody's talking about Okay, What What's gonna be permanent? Postpone it. I was just listening to Julie Sweet, CEO of Accenture, and she was saying that, you know, prior to Covic, they had data that showed that the top 25% of companies that have leaned into digital transformation were outperforming. You know, the balance of their peers, and I know question now that the the rest of that base really is going to be focused on automation. Automation is is really going to be one of those things that is high, high priority now and really for the next decade and beyond. So, Bobby, thanks so much for coming on the Cube and supporting us in this in this r p. A drill down. Really appreciate it, >>Dave. It's always a pleasure as always. Great to see you. Thank you. >>Alright. And thank you for watching everybody. Dave Volante. We'll be right back right after this short break. You're watching the cube. >>Yeah, yeah, yeah, yeah.

>>Live from Las Vegas. It's the cube covering UI path forward Americas 2019 brought to you by UI path. >>We're back in Las Vegas. UI path forward three. You're watching the cube, the leader in live tech coverage. Bobby Patrick is here. He's the COO of UI path. Welcome. Hi Dave. Good to see it to be here. Wow. Great to have the cube here again. Right? Q loves these hot shows like this. I mean this is, you've said Gardner hasn't done the fastest growing software segment you've seen in the data that we share from ETR. You guys are off the chart in terms of net score. It's happening. I hanging onto the rocket ship. How's it feel? Well it's crazy. I mean it's great. You all have seen some of the growth along the way too, right? I mean we had our first forward event less than two years ago and you know about 500 plus plus non UI path and people then go year later. It was Miami USY. >>There's probably a lot. Cube I think was Miami right yet and a, and that was a great event, but that was more in the 13 1400 range. This one's almost 3000 and the most amazing part about it was we had 8% attrition from the registrations. Yeah. That's never seen that we're averaging 18% of 20% for all of our, most of our events worldwide. But 8% the commitment is unbelievable. Even 18 to to 20% is very good. I mean normally you'll see 25 to sometimes as high as 50% yeah. It just underscores the heat. >> Well I think what's also great, other stats that you might find interesting. So over 50% of the attendees here are exec. Our senior executives, like for the first time we actually had S you know, C level executive CHRs and CEOs on stage. Right. You could feel the interest level. Now of course we want RPA developers at events too, right? >>But this show really does speak, I think to the bigger value propositions and the bigger business transformation opportunity from RPA. And I mean, you've come so far where no one knew RPA two years ago to the CIO of Morgan Stanley on stage, just warning raving about it. That's, we've come a long way in two years. >> Well, and I saw a lot of the banks here hovering around, you know, knocking on your door so they, they know they are like heat seeking missiles, you know, so, but the growth has been amazing. I mean I think ARR in 2017 was what, 25 million at this time. Uh, at the end of 17 it was 43 and 43 and 25 and now you're at 12 times higher now 1212 X solve X growth, which is the fastest growing software company. I think in that we know from one to 100 we were, we did that in 21 months and all that. >>And we had banks who now we're not really counting anymore and we're kind of, you know, now focus more on customer expansion. Even though we hit 5,000 customers, which we started the year at 2050 ish. We just crossed 5,000. I mean, so the number of customers is great, but there's no question. This conference is focused on scaling, helping them grow at enterprise wide with, with, with RPA. So I think our focus will be in to shift a bit, you know, to really customer expansion. Uh, and that's a lot of what this announcements, the product announcements were about a lot of what the theme here is about. We had four dozen customers on, on stage, you know, the Uber's of the world, the Amazons of the world. It's all about how they've been scaling. So that's the story now. Well, you know, we do a lot of these events and I go back to some of the, uh, when the cube first started, companies like Tablo, Dallas Blunck great service. >>Now, I mean, these you can, and when you talk to customers, first of all, it's easy to get customers to come talk about RPA. Yeah. And they're, they're all saying the same thing. I mean, Jeanne younger said she's never been more excited in her career from security benefit. But the thing is, Bobby, it's, I feel like they're, they're really just getting started. Yeah. I mean most of the use cases that you see are again, automating mundane task. We had one which was the American fidelity, which is a really bringing in AI. Right. But they're really just getting started. It's like one to 3% penetration. So what are your thoughts on that to kind of land and expand, if you will? I think, you know, look, last year we announced our vision of a robot for every person. At that point we had SNBC on stage and they were the one behind it. >>And they are an amazing story. Now we have a dozen or so that are onstage talking about a robot for every person like st and others. And so, but that, that, that's a pretty, pretty, pretty bold vision I think. Look, I think it's important to look at it both ways. Um, there's huge gold and applying RPA to solve real problems. There's a big opportunity, enterprise wide, no question. We've got that. But I look New York Foundling was on stage yesterday. We have New York Foundling is a 150 year old associate. Our charity in New York focused on child welfare, started by three fishers of charity. They focused on infants. And anyway, it's an amazing firm. Just the passion that New York family had on stage with Daniel yesterday was amazing. But what they flew here because for once they found a technology that actually makes a huge difference for them and what in their mission. >>So their first RPA operation was they have 850 clinicians every week. They spend four hours a week moving their contact, uh, a new contact data associate with child child issues from system to system to spreadsheet and paper to system, right? They use RPA and they now say for a 200,000 hours a year. But more importantly, those clinicians spend those four hours every week with children not moving. So I'm still taking, I think Daniel had a bit of a tear in his eye, hearing them talk about it on stage, but I'm still taken by, by the, by the sheer massive opportunity for RPA in, in a particular to solve some really amazing things. Now on a mass scale, a company can drive, you know, 10, 15, 20% productivity by every employee having a robot. Yes, that's true on a mass scale. They can completely transform their business, your transform customer experience, transform the workplace on a mass scale. >>And that, that is, that's a sea level GFC level goal and that's a big deal. But I love the stories that are very real. Um, and, and I think those are important to still do plug some great tech for good story. Look, tech gives, you know, the whole Facebook stuff and the fake news got beat up and it had Benny come out recently say, Hey, it's, it's not just about increasing the value to shareholders, you know, it's about tech for good and doing other things affecting lifestyle's life changing. And Michael Dell is another one. Now I've, I've, I've kind of said tongue in cheek, you know, show me the CEO misses is four quarters in a row and see if that holds up. But nonetheless, you love to see successful companies giving back. It seems to be, it's part of your, well look I've been part of hardware companies and I met you all through a few of them and others they have good noble causes but it was hard to really connect the dots. >>Yes there CPS underneath a number of these things. But I think judging by the emotional connection that these customers have on stage, right and these are the Walmarts and Uber's and others in the world judging by the employee and job satisfaction that they talk about the benefits there. I just, I my career, I have not seen that kind of real direct impact from you know, from B2B software for example on the lives of people both everyday at work but also just solving the solving, you know, help accelerate human achievement. Right. And so many amazing ways. We had the CEO of the U N I T shared services group on stage yesterday and they have a real challenge with, you know, with the growth of refugees worldwide and he would express them and they can't hit keep up. They don't have the funding, which is, you know, with everybody and, and Trump and others trying to hold back money. >>But they had this massive charter for of good, the only way they get there is through digital. The new CEO, the new head of the U N is a technology engineer. He came in and said, the way we solve this is with templates, with technology. And they decided, they said on stage yesterday that RPA and RPA has the path to AI and the greater, the greater new technologies and that's how they're going to do it. And it's just a, it's a really, it's, I think it's, it feels really great. You know, it's funny too, one of the things we've been talking about this week is people might be somewhat surprised that there's so much head room left for automation because the boy, 50 years of tech, Kevin, we automated everything. That's the other, but, and Daniel put forth the premise last night, it actually, technology is created more process problems or inefficiencies. >>So it's almost like tech has created this new problem. Can tech get us out of the problem? Well, essentially you think about all the applications we use in our lives, right? Um, you know, although people do have, you know, a Salesforce stack and sometimes in this SAP, the reality is they have a mix of a bunch of systems and then we add Slack to it and we add other tools and we add all the tools alone, have some great value. But from a process perspective of how we work everyday, right? How a business user might work at a call center, they have to interact then. And the reality is they're often interacting with old systems too because moving them is not easy, right? So now you've got old systems, new systems and, and really the only way to do that is to put a layer on top of the systems of engagement and the systems of record, right? >>A layer on top that's easy to actually build an application that goes between all of these different, these different applications, outlook, Excel, legacy systems and salesforce.com and so on and so on and, and build an app that solves a real problem, have it have outcomes quickly. And this is why, Dave, we unveiled the vision here that we believe that automation is the application. And when you begin to think about I could solve a problem now without requiring a bunch of it engineers who already are maxed out, right? Uh, I can solve a problem that can directly impact the businesses or directly impact customers. And I can do that on top of these old technologies by just dragging and dropping and using a designer tool like studio or studio X in a business user can do that. That's, that's a game changer. I think what's amazing is when you go to talk to a CIO who says, I've been automating for 20 years, you know, take up the ROI. >>Once they realize this is different, the light bulb goes off. We call it the automation first mindset. A light bulb goes off and you realize, okay, this is a very different whole different way of creating value for, for an organization. I think about how people weigh the way that people work today. You're constantly context switching. You're in different systems. Like you said, Slack, you're getting texts and you want to be responsive. You want to be real time. I know Jeff Frick who was the GM of the cube has got two giant screens right on his desk. I myself, I always have 1520 tabs open if I go, Oh you got so many tabs on my, yeah. Cause I'm constantly context switching, pulling things out of email, going back and forth and so and so. I'm starting to grok this notion of the automation is the app. >>At first I thought, okay, it's the killer app, but it's not about stitching things together with through API APIs. It's really about bringing an automation perspective across the organization. We heard it from Pepsi yesterday. Yeah, right. Sort of the fabric, the automation fabric throughout the organization. Now that's aspirational for most companies today, but that really is the vision. Well, I think you had Layla from Coca-Cola also on, right. And her V their vision there and they actually took the CDO role of the CIO and put them together. And they're realizing now that that transformation is driven by this new way of thinking. Yeah, I think, you know, look, we introduced a whole set of new brand new products and capabilities around scaling around helping build these applications quicker. I, I think, you know, fast forward one year from now, the, you know, the vision we outlined will be very obvious the way people interact with, you know, via UI path to build applications, assault come, the speed to the operate will be transformational and, and so, you know, and you see this conference hear me walk around. >>I mean you saw last year in the year before you see the year before, but it's, it's a whole, the speed at which we're evolving here, I think it's unprecedented. And so I'll talk a little bit about the market for has Crigler killer was awesome this morning. He really knows his stuff now. Last year I saw some data from him and said the market by 2020 4 billion, and I said, no way. It's going to be much larger than that. Gonna be 10 billion by 2020 I did Dave Volante fork, Becca napkin by old IDC day forecast. Now what he, what he showed today is data. It actually was 10 billion by 2020 because he was including services, the services, which is what I was including in my number as well, but the of it, which was so good for him now, but the only thing is he had this kind of linear growth and that's not how these rocket ship Marcus grow. >>They're more like an old guy for an S curve. You're going to get some steep part now, so I'd love to see like a longer term forecast because that it feels like that's how this is going to evolve. Right now it's like you've seated the base and you can just feel the momentum building and then I would expect you're going to see massive steep sort of exponential growth. Steeper. There may be, you know, nonlinear because that's how these markets go >> to come from the expansion potential, right? And none of our customers are more than 1% audit automated from an RPA perspective. So that shows you the massive opportunity. But back to the market site, data size, Craig and I and the other analysts, we talk often about this. I think the Tam views are very low and you'll look at our market share, let's just get some real data out there, right? >>Our market share in 2017 was 5% let's use Craig's linear data for now. You know, our market share this year is over 20% our market share applying, and I don't want to give the exact numbers as you don't provide guidance anymore, is substantially we're substantially gaining share now. I believe that's the reality of the market. I think because we know blue prisms numbers, we go four times faster than the every quarter automation. The world won't share their numbers. But you know, I can make some guesses, but either way I think, you know, I think we're gaining share on them significantly. I think, you know, Craig's not gonna want us to be 50% of the market two years, he's just not. And so he's going to have to figure out how to identify how to think. That brought more broadly about, about that market trend. He talked about it on stage today about how does he calculate the AI impact and the other pieces now the process mining now that now that we are integrating process mining into RPA, right? >>It's strategic component of that. How does that also involve the market? So I think you have both the expansion and the plot product portfolio, which drives it. And then you have the fact that customers are going to add more automations at faster pace and more robots and that's where the expansion really kicks in. And we often say, you know, look as a, as a, as a, as a company that, you know, one day we'll be public company, our ARR numbers. Very important. We do openly transparently share that. But you know, the other big metric will be, you know, dollar based net expansion rate that shows really how customers are expanding. I think that, I know it, our numbers, we haven't shared it yet. I know all the SAS companies, the top 10 I can tell you, you know we're higher than all of them. >>The market projections are low. And I think he knows it well. >> Speaking of Tam, and when we, I saw this with, with service now, now service now the core was it right? So the, the ROI was not as obvious with, with, with you guys, you're touching business process. And so, so in David Flory are way, way back, did an analysis of service and now he said, wow, the Tam is way being way under counted by everybody. That wall street analyst Gardner, it feels like the same here because there are so many adjacencies and just talk to the customers and you're seeing that the Tam could be enormous, much bigger than the whatever 16 billion a Daniel show, the other Danielson tangles, the guy's balls. He said, Oh that's 16 billion. That's you. I pass this data. And you know, we laugh, but I'm, I'm like listening. Say I wonder if he's serious cause this guy thinks big. >>I mean, who would've thought that he'd be at this point by now? And you're just getting started? Well, I think, you know, one thing I think is, you know, we're, we're, you know, we were a little bit kind of over a little less humble when we talked about things like valuation over the last few years. We were trying to show this market's real, you know, we want to now focus more on outcomes and things get a little less from around those numbers. And I think that shows the evolution of a company's maturity, um, that we, I think we're going through right now. Uh, you know, the outcomes of, you know, Walmart on stage saying, you know, their first robot that was, this was, this was two years ago, delivered 360,000 hours of capacity for them in, in, in, in, in HR, right? That, you know, I think those, that's where we're gonna be focused because the reality is if we can deliver these big outcomes and continue them and we can go company-wide deliver on the robot for every, every, every, every person, then you know, the numbers follow along with it. >>Well we saw some M and a this week as well, which again leads me to the larger Tam cause we had PD on, um, with Rudy and you can start to see how, okay now we're going to actually move into that vision that the guy from PepsiCo laid out this, this fabric of this automation fabric across the organization. So M and a is, is a part of that as well. That starts to open up new Tam. Opportunity does. And I think, you know, a process mind is a great example of a market that is pretty well known in Europe, not so much in the U S um, and there are really only a few players in that, in that market today. Look, we're going to do what we did in RPA. We're going to do the same thing. You're process mining. We're going to just say anything we're doing in it, not as democratization, you'll our strategy will be to go mass market with these technologies, make it very easy for accessibility for every single person in the case of process mining, every business analyst to be able to mind their processes for them and, and ultimately that flows through to drive faster implementations and then faster, faster outcomes. >>I think our approach, again, our approach to the business users, our approach to democratization, um, you know it's very different than our competitors. A lot of these low code companies, I won't name a number cause I don't remember our partners here at our conference. They're IT-focused their services heavy and, and you know, their growth rates I'll be at okay are 30% year over year in this market. That shouldn't be the case at all. I mean we're a 200 plus a year. We are still and we've got big numbers and we have a whole different approach to the market. I don't think people have figured it out yet, Dave. Exactly, exactly. The strategy behind which is, which is when you have business users, subject matter experts and citizen developers that can access our technology and build automations quickly and deliver value proof for their company. And you do that in mass scale. >>Right. And then you will now allow with our apps for your end users, I get a call center to engage with a robot as part of their daily operation that none of the other it vendors who are all kind of conventional thinking and that's not, our models are very different, which I think shows in our numbers and and, and the growth rates. Yeah. Well you bet on simplicity early on. In fact, when you join you iPad, you challenged me so you have some of your Wiki bond analysts go out. I remember head download our stuff and then try to download the competitors and they'll tell us, you know how easy it as well we were able to download UI path. We, we built some simple automations. We couldn't get ahold of the other other, other companies products we tried. We were told we'll go to the reseller or how much did you have to spend and okay so you bet on simplicity, which was interesting because Daniel last night kind of admitted, look, he tracked the audience. >>He said thank you for taking a chance on us because frankly a couple of years ago this wasn't fully baked right and and so, so I want to talk about last, the last topic is sort of one of the things Craig talked about was consolidation and I've been saying that all week and said this, this market is going to consolidate. You guys are a leader now you've got to get escape velocity cause the leader makes a lot of money and becomes, gets big. The number two does. Okay, number three man, everybody else and the big guys are starting to jump in as well. You saw SAP, you know, makes an announcement and you guys are specialists and so your thoughts on hitting escape velocity, I wouldn't say you're quite there yet. I want to see more on the ecosystem. There's maybe, who knows, maybe there's an IPO coming. I've predicted that there is, but your thoughts on achieving escape velocity and some of the metrics around there, whether it's customer adoption penetration, what are your thoughts? >>Yeah, I mean we definitely don't have a timetable on an IPO, but we have investors, public investors and VCs that at some point are going to want, this is the reality of how, of how it works. Right. Um, you know, I think the, uh, you know, I think the numbers to focus right now are on around, you know, customer outcomes. I think the ecosystem is a good one. Right? You know, we have, I'd say the biggest ecosystem for us to date has been the SAP ecosystem. When we look at our advisory board members, for others, that's really where, where the action is. Supply chain management, ERP, you know, certainly CRM and others, we don't have a view that, so our competitors have, but we have chosen not to take money from our, from ecosystem companies because we don't, our customers here are building processes, all the automation across ecosystems. >>Right? So you know, we don't want to go bet on say just one like Salesforce or Workday. We want to help them across all the ecosystem now. So I think it's a little bit of a different strategy there. Look, I think the interesting thing is the SAP is the world. They bought a small company in France called contexture. They're trying to do this themselves. Microsoft, Microsoft didn't in Mark Benioff and Salesforce are asked on every earnings call now what are you doing for RPA? So they've got pressure. So maybe they invest in one of our competitors or maybe they, you'll take flow in Microsoft and expanded. I think we can't move fast enough because you know, I don't know if Microsoft has, I mean they're a great sponsor by the way. So I don't want to only be careful we swept with what I say. But you know, strategically speaking, these larger companies operate in 18 months, 12 1824 months kind of planning cycles. >>If he did that, he will never keep up with us. There's no one at any of our traditional large enterprise software companies that ever would have bet that we would come out and say that the best way to build applications right to solve problems will be through RPA. Either there'll be a layer on top of all their technologies that makes it easier than ever for business users to build applications and solve problems, that's going to scare them to death. Why? Because you don't have to move all your legacy systems anymore. Yes, you've got tons of databases, but guess what? Don't worry about it. Leave him alone. Stop spending money on ridiculous upgrades right now. Just build a new layer and I'm telling you I there. As they figured this out, they're going to keep looking back and say, Oh my God, why didn't we know? >>Why did we know there's it looked I hopefully we could all partner. We're going to try to go down that route, but there's something much bigger going on here and they haven't figured it out. Well, the SAP data is very interesting to me that I'm starting to connect the dots. I just did a piece on my breaking analysis and SAP, they thank you. They, they've acquired 31 companies over the last nine years, right? And they've not bit the bullet on integration the way Oracle had to with fusion. Right? And so as a result, there's this, they say throw everything into HANA. It's a memory that's not going to work from an integration standpoint, right? Automation is actually a way to connect, you know, the glue across all those disparate systems, right? And so that makes a lot of sense that you're having success inside SAP and there's no reason that can't continue. >>Why there's, you know, there's a number of major kind of trends we've outlined here. One of, uh, we call human in the loop. And you know, today, you know, when each, when an unattended robot could actually stop a process and instead of sending the exception to a, an it person who monitoring, say, orchestrator actually go to an inbox, a task and box of that business user in a call center or wherever, and that robot can go do something else because it's so, so efficient and productive. But once that human has to solve that problem, right, that robot or a robot will take that back on and keep going. This human and robot interaction, it doesn't exist today and we know we're rolling that out in our UI path apps. I think you know that that's kind of mind blowing and then when you add a, I can't go too far into our roadmap and strategy or when you added the app programming layer and you add data science, that's a little bit of a hint into where we're going because we're open and transparent. >>Our data science connection, it's, it's this platform here, this kind of, I'd like to still call it all RPA. I think that that's a good thing, but the reality is this platform does Tam. What it can do is nothing like it was a year ago and it won't be like where it is today. A year from now you've got the tiger by the tail, Bobby, you got work to do, but congratulations on all the success. It's really been great to be able to document this and cover it, so thanks for coming on the cube. Thank you. All right. Thank you for watching everybody back with our next guest. Right after this short break, you're watching the cube live from UI path forward three from Bellagio in Vegas right back.

from the silicon angle media office in Boston Massachusetts it's the queue now here's your host stool minimun hi I'm Stu minimun and this is a special cube conversation from our Boston area studio I'm happy to welcome back to the program Bobbie Patrick who's the chief marketing officer of uipath Bobby great thank you sue thank you she's great to be here all right so Bobby you know we've known you for many years there were a couple of jobs you know you and I've talked at many the cloud shows over the year and especially companies that were at the lead of that wave they talked about cloud first right and so now you know not surprising at uipath who is one of the leaders in robotic process automation the tagline I'm hearing is automation first a uipath so a bunch of news a lot of updates we had the cube at uipath forward in Miami last year we're gonna have it back in Las Vegas so a lot of ground to cover but I guess set the stage for us you know our PA is might not be an acronym that comes off of everybody's tongue just yet but boy there's a lot of buzz in the marketplace companies growing like wildfire so you know give us kind of the dynamics to set things yeah absolutely I think you know people spent the last 5-10 years trying to go digital write digital transformation has been really hard it's largely been IT led and IT swamped and has a million things to do and along comes a technology that actually you know business users and business analysts and subject matter experts can use and and go digital quite quickly get real outcomes fast and and a complete payback on all the entire projects in less than six months or nine months it's kind of unheard of an IT and so you know our PA is now established itself now as as really the best path to digital going digital it's actually the best path to using AI as well that's coming together about quickly but I think what's what's if you step back in the zoom out a bit you know the cloud first era brought brought incredible agility to organizations right and the very beginning a cloud for your calls to do right you know IT was kind of against cloud right we're never gonna go out of our data center right we're never going to go off Siebel and sales to Salesforce all those kind of things right and but cloud the business talk cloud as a mechanism to drive fast agility and to you know drive new economics for the business and and so on well you know the cloud air is kind of behind us now and it's obvious right today the automation first era has a very similar view to it right it is about rapid agility mass productivity competitive complete company transformation and in that era we know we call it the automation first error so it's less a tagline for us we want our competitors to use it we want the market to use that we want our partners to use it we want to talk about this automation first error and we think it's a sea level conversation it's a board level conversation and it's it's gonna completely change the landscape of how companies work over the next 20 years yeah it definitely reminds me much about you know that stealth IT and then IT as we said IT needs to respond to this because if they don't the business will just go elsewhere so right ah absolutely this wave of automation it's something that we see in the you know so many aspects of the market intelligence and automation is something that we talked about for decades but is real today and in our industry there's no better proof point that something has reached a certain stage of the market then you know the venerable Gartner has come out with a Magic Quadrant first of all congratulations we're gonna thanks let the graphic and talk a little bit about it up here the Gartner Magic Quadrant uipath you know it is up in front yeah that's terrific it's uh I I think you know Gartner Magic Quadrant much like the Forester ways the Forester in the last two years has had several waves on the on our PA prior to that uh horses for sources and and in Everest and others had kind of uncovered and discovered our PA I think what the Gartner Magic Quadrant does is it is it is a one I think it's a great articulation of the state of the market today I think it's helpful to IT and to businesses to see and understand the market is legitimate its long-term several years ago many people said our PA was sort of a short-term it was a band-aid that's not the case at all RP is becoming a platform and and so we're excited because the quadrant really I think accurately shows the state you know we're obviously happy to be number one you know blue prism in at number two and obligation anywhere number three in the leaders quadrant I think the three of us you know really are the vast majority of the market there's a few other players in there that are traditional you know pegye sort of tries to have an RPA product but they're still focused on cloud I think and and the you know there's a number of other players that have kind focuses around certain parts of our PA like nice systems around attended but really the leader quadrant I think does does accurately show the the market yeah it reminds me of some of the software define products in traditional IT is that today relatively speaking the dollars are small compared to the overall IT but Gartner said this is the fastest software group of anything that it tracks and you know billions of dollars in it forecasted in kind of the next five years this is really important right because gardner size to the 890 million i think next year or this year foresters at one point one point nine billion you know will have twenty percent market share this year thirty thirty-five percent market share next year either way the numbers are accelerating and every time a forecast comes out they raise guidance and that's going to happen again this year because our PA is becoming more critical and core to enabling technologies like blockchain even and like Internet of Things and and nai obviously and so I think you're gonna see the Tam grow considerably but I think look it's the fastest growing market we're the fastest growing enterprise software company in history when we went from one to one hundred million arr in about twenty months you know no other company has done that we're considerably larger right now and but we say that you know kind of in a humble way as an example of it's a fact we actually put our numbers out even though we're a private company because we do want to show the market hey this is really excited exciting what's going on here we add eight new enterprise customers a day we have a to the fortune 10 as as customers today right we have companies grow and robots robots out to a hundred thousand employees right so it's it's it's very exciting what's going on here and the enthusiasm mean there's not many technologies to where employees show extreme excitement when they realize this robots will take this kind of mundane task from you and that I think that is just fantastic yeah it's definitely something I saw when I attended your conference I know some of the employees from previous jobs some that I've worked with at other vendors as well as the customers are all super excited in sharing their story let's get in you talked about you know that that customer growth obviously is one of the execution arms of Gartner if you've got revenue you've got customers you're executing there that completes this vision you know look like there there's still room for everybody in that space Gartner had some some ways that they think the market needs to mature in there but you know what are some of the key factors that led to UI performance you know so I think I think you know what did this come our companies done right and I you know our founder Daniel Dinah's is absolutely amazing is we built a company people love to work at our culture is is one where we've won a a dozens of awards from inc magazine compared ibly recently daniel Dinah's was voted by employees as a best work place for women right next to Satya Nadella right none of our competitors are anywhere on these cultural landscapes culture is extremely important we want to build a company that is is the epitome of the next generation of businesses right I think I think the next would be the product then we built a product that's open we built a product that is extensible with open api's we embed and best-of-breed components we don't build our stuff a lot of our competitors have proprietary components like proprietary AI or others no we're very open in architecture and we've made that product easily available through our community and that's that's been a big difference between us and our competitors communities not just a free download though communities how you embrace your your your your users how you how you give them you know whole experience training and they're willing to share their skills and best practices as well as as obviously access to software and then finally I think our customer success so one of the best things last years we've watched hundreds of customers begin to really scale we're talking hundreds thousands and even hundreds of thousands of robots right and as they go from in to HR and they work on robots to help with HR admin and HR recruiting right or they go into legal or over contact centers call centers are really popular right now a lot of our airline customers you know they really want to help improve the experience not only for their customers but their employees their employees don't want to be on a phone 25 minutes either to a disgruntled person but they have to check your employee goes and looks like 10 different systems sometimes to go solve a problem robots can do all that work and cut the entire call center experience down by 60% everybody benefits so we're seeing you know we're seeing you know again you know great company great product and an amazing customer scaling all right we always know Gartner does a very kind of point in time look at what they're doing you know you mentioned the kind of the open an environment there one of the things they were tracking is the ecosystem because obviously there's a lot of software's that you need to integrate with our software is always changing so how does the the technology deal with those changes you know we all would complain is like oh geez I went in Gmail and my interface looks totally different today than it did before how does that impact stuff so well you know what's changing is are there things in the last kind of six to twelve months that maybe the report doesn't catch or you know what should be one of the challenges with the report is that it took a long time to complete we started they started this I think it was last October so for us it's multiple versions ago right but we still had a great spot one of our competitors I think decided that you know they didn't like their at their result and hence MQ took a little longer than then it showed up so yes it's from a product perspective we've gone to look in a long way since since in October I think a number of things are important one is you know we embed AI into the product and use different components around helping with document understanding visual understanding conversational understanding and so there's a lot of advancements on the ability for a robot whose robots learn new skills is a phrase we often use for robot to do more and more you know it with every release that a lot of those can be you know our components or or our partners we have 700 companies today they're in our ecosystem right so maybe a natural image processing company like core AI right or or an AI ml company like element AI or sky mind right Dayna robot these are all amazing companies that have great algorithms but they don't have access to the data right well the customers data is flowing through our platform and in these automation so we've made it very easy to drag and drop AI you know it's a drag and drop in Watson for example to apply to an automation flowing through our platform right so you know with every release you know robots getting new skills we make the products easier easier to use we're making it easier from four more people who have even less technical skills to be able to automate almost Excel users will be able to automate with them within Excel with a new version that's coming up right so you know all axes you know we're a three thousand person company now right so we've got a lot of developers so you know all axes ease-of-use scalability they're all they're all growing fast ya want to unpack that what you just brought up there a little bit this is not necessarily IT rolling out these environments we know if it's gonna be fast and you know tied to the business oftentimes it will start on the business how is that dynamic working you know your customers that you've been with for a while you know how do they work through that dynamic there are four phases in the maturity of kind of an RPA program right the first phase is citizen development led it's often led within a business like within finance or with an HR with a call center the second phase IT gets involved in the CIO gets involved this is where they say okay I've got to govern this you know robots are like or like human workers they have to have credentials and and login and passwords and things so to manage them and and robots actually bring a lot of compliance and auditability right everything a robot does is tracked and stored and and so CIOs get involved in Phase two that's when they build out we call the ROC a robotic operations center right and this is where they scale you see hundreds of robots lots of automations and they're really building a pipeline to serve their company phase three is when the CEO gets involved this is where around our vision of a robot for every person this is when CEO the board begin to think about automation and its impact across the entire enterprise and then they kind of I would say the aspirational phase and which we see some today is what we call phase 4 which is the gigabyte economy these are where robots are working up and down a value chain and a supply chain supply chain shared amongst companies in a way that the entire chain benefits right and this is actually where we see some blockchain use cases coming in where blockchain becomes the immutable source of truth for the actions the robot does between a customer and say and say a manufacturer so those four phases that maturity model is absolutely critical but I think it's important to note in phase two you know serving IT providing a platform that they can that they know is secure that they can that has good auditing that that they can scale efficiently and effectively it's really important so we often say you know we're built for both business and for IT all right October you've got uipath or come to the Bellagio in Las Vegas give us a little bit of a you know sneak peek as to you know what people can be expecting when they come to your big of yeah for it's gonna be amazing this year and you know as you know we host events all around the world this year will host 23,000 people in our own uipath events which is absolutely incredible this will be our kind of flagship signature event where we will unveil a stream of new products we have made some acquisitions that we have not announced that are part of that we will be taking the platform in making it much more kind of easy to implement on one side the higher scalability on the other side and will show a lot of innovations around that we're gonna also show some disruption in some other markets our PA can really extend itself into other technologies and do other markets that exist today as a new way of doing things and so we're excited to unveil what I think will be some pretty strategic directions for for our PA and finally the real focus of this event will be about customer stories particularly customers that have scale we'll have about two dozen customers who will talk about how they've scaled their operations how they're adding you know they're doubling their automations every month hundreds or thousands of robots how they manage that how they deploy that how they market internally even how do they you know what are the challenges they have is how do i educate within my own company right one of my favorite stories last week on art weeks ago on linkedin was a CEO of SingTel out of singapore you know he put out a post showing a hackathon that they ran where and he said we're now a believer in a robot for every sink tell employee and the employee that won the hackathon had been there 46 years the robot saw the problem that drove her nuts every week of her career and she was thrilled so you know this is gonna be an event to celebrate also celebrate the community celebrate success celebrate automation yeah final question I have for you Bobby I love talking to CMOS about how technology is impacting your job so you know what's new about you know the digital transformation our PA automation first cloud first era for you know for CMO like yourself both so we have you know dozen robots in marketing I have my favorite one I think I did a post on this one my favorite one was I would wah I wake up every morning and I would go to my my device mobile I'd go look up Google Trends how are we doing you like go to alexa.com or similar web duck how would you answer competitors and I'd you know it's great take this take the screen look in there okay great we're doing great well that was ten minutes of my day every day well now we have a robot that does that every morning for me and it takes the data puts it into a Google sheet and I can track it over time right you know that's an easy example but we actually use robots in a much more serious way where we move data between different systems between eventbrite systems or between our CRM systems and our leads when we get leads that come in our robots actually take the lead based on the location and and and notify the right people in each each each region right so robots are you know kind of kind of running you know throughout how we operate it's a company we have our own rock our own robotic operations that are in our business we think about automations you know throughout our entire organization and and it's exciting we have interns this summer and there's a intern contest and they're building the robots and we have fun robots - robots that help a fantasy football right and if you forget to make your selections it will go fix it for you so you don't miss out you know perhaps on on moving a player it's not playing out so all kinds of you know fun with with robots whether it's marketing HR a little legal it's it's exciting all right well Bobby Patrick thanks so much for all the updates congratulations on the momentum the updates in the Gartner MQ and I know we look forward to you iPad forward in Las Vegas later thanks - all right as always check out the cube dotnet to see all of the content we've done if you go in the search in search uipath you can see Daniel there CEO of the previous conversation with Bobby as well as who will have on at the show there on Stu minimun and thanks as always for watching the cube

>> Announcer: Live from Miami Beach, Florida It's theCUBE! Covering UiPathForward Americas. Brought to you by UiPath. >> Welcome back to South Beach everybody. You are watching theCUBE, the leader in live tech coverage. I'm Dave Vellante, Stu Miniman is here. This is UiPathForward Americas. UiPath does these shows all around the world and they've done, I don't know how many. But they've reached 14,000 customers this year. But Bobby Patrick knows, he's the CMO of UiPath. Bobby, great to see you again. >> It's great to be on again. >> So, how many of these events have you done in the last 12 months? >> We've probably done a dozen, all major cities. We still have Beijing and Dubai coming up. Over 14,000 people at our events alone. We go to a lot of other industry events obviously, but yeah, at our own events, every single event we break our records. We're always undersizing our events, it drives everyone nuts. >> You're always riding the wave, Bobby. You hit Cloud, right as the wave was building. How did you find this company? >> Yeah, so I was the HP of Cloud, they were, split assets off and took a little time, got a call and robotic process automation. Of course, I thought of physical robots. I look online and say wow that's interesting. I did some search terms on it and I saw RPA kind of sky rocketing in search and my background is actually in integration, data integration before Cloud. And then I met Daniel and I fell in love with Daniel and this was a year ago. I was employee 270, right? We'll have 2,000 by the end of the year. So, it's been everything I expected which was a rocket ship, has completely, constantly I've underestimated, it's amazing. >> So, you're the one who turned me onto this whole space. You sent me the Forrester Wave, >> Bobby: Right >> Where it was last year's and you guys were third this year, you leapfrogged into first. >> Bobby: Right. >> And then we said wow that's kind of cool. Let's download this and play with it. And we tried to download the other ones but we couldn't. You, know it was kind of too complicated. They wanted us to talk to resellers and, it was like, no no no. you guys were, like, really open. >> Bobby: It's part of our culture. >> And we found it super simple to use. It was, one of our guys wasn't a coder. Smart dude, but it was low code, no code type of situation. You were explaining to me at Legal Seafoods last week that you actually have written some automations. So, it's pretty simple to get started but there's a spectrum, right, and it's pretty powerful too. >> Yeah, it's an epiphany that hits everybody. This is the part where I see it, even in myself, when I realized every morning I was getting up and going to Google Trends and I was looking at us versus Automation Anywhere versus Blue Prism and we're pulling away. It's great, I'll get happy in the morning and I'll screen shot it and then I'll go to Slack and send it to the comp team. Why am I doing this? So, in 20 minutes now I have a robot everyday, every morning that does it for me. And I get a text and I get an email. We have, in marketing, a dozen of these. I've got one that does our Google Ad Words around the world. I've got one that takes all of our 30,000 inbound new contacts a month, in different languages, translates, finds out what country they are in, and routes them to the right country. These are simpler examples, but once you realize that anything you do that's routine and mundane that a robot can do for you. It brings, it makes you happy first of all, right? And you realize the vision we have for a robot for every person, its a very realistic vision and its two, three years out. >> Bobby, one on the things that has really interested me today is talking about what this means for jobs and careers. Dave and I were at Splunk earlier this week, talking about Splunkers, data is at the center of what they do and everybody comes to them, how do I leverage my data? I did operations for a bunch of my career and I'd spend lots of time with my team saying, what do you hate doing, what are you manually doing? What can you get rid of and there's a collaboration between, I hear, that your customers. It's not just oh some consultancy comes in and they cut something away and they took it away from you. Oh no wait, you're actually involved with this, it seems like an ongoing process and you're making people's jobs better. Can you talk a little about that dynamics of how this transforms a company? The vision for, I hear from UiPath, is that you're going to change the world. >> Yeah, so you have to sit in, you're talking about the future of work, or digital, you have to sit in a conference room and watch a bunch of workers sit around and I'll give you an example. At DISA, big federal government agency, federal government has lifetime workers, right? In the room, where 30 workers, who everyday download assets and then they compile them and then they analyze them. They have their best, fastest kind of human go against the UiPath robot that they automated. In 15 minutes, the human downloaded two assets or archives and the robot did 17. The entire room of 30 cheered! Cheered. No longer do we have to do that crap ever again. And this is, we see this in every industry. It's so much fun because you see just, people just radiating with excitement, right? Because, I was out with a customer today that says they can't even fulfill today with the humans they have, the 25% of the work they got. So, your robots are creating capacity, they're filling the void. You probably heard about Japan, right, and the aging population? And RPA and UiPath addressing suicide rates. This about making society better. This is about robots doing the work that we hate, right? One of our great customers, Holly Uhl from State Auto, said on stage that, you know, robots do the work nobody misses. And, I think that's trivial. Now what about job impacts, right? So, we worry everyday about what this means, right? So, we spend a lot of time on our academy, making it easier to train people, build digital era skills. We announced our academic alliance, right? We hired an amazing Chief of Learning Officer. You saw Tom Clancy. You know him and his team. We're going to train a million students in three years. You know, we're worried about the middle class. We're worried about people who are farther along in their careers and helping them re-skill. So, we take that as a part of our job as a company to figure out how to up-skill people and make them a part of this. And I'm really excited because a year ago when I joined, everybody said, the big problem you have is people going to worry about taking away jobs. I don't hear that from the 1500 customers in here today. >> Well, isn't a part of that re-skilling? Learning how to apply automation, maybe even learning how to apply RPA? Maybe even doing some automation? >> Yeah, so obviously there is-- World Economic Forum came out two weeks ago with a study that said, automation will add net 60 million jobs, I think that was for the people that losses, it will two x gains in jobs. Now those are different jobs in some cases. Some of those jobs are digital era skills, some of those jobs are AI, data science. So, I think that there's... But there are some cubicle jobs that will be affected, right? There are some swivel chair jobs that will be affected, but no different than when they automated toll booths, right? Or automated different parts of mundane work that we've all seen throughout our lives, right? So I think the speed at which this is happening is what worries people. Unlike, in the past, it took a little longer for automation or industrialization to impact jobs. But we're focused on this, right? We're going to put money towards this and we're just not seeing that today. Maybe it's because the economy is doing so great. People have a workforce shortage, but we're just not hearing it. >> Well, I mean, maybe a number of factors. I mean, there's no question, machines have always replaced humans. This is the first time in history of replacing humans in cognitive functions. >> Bobby: Augmenting >> Yes, absolutely, but It does suggest that there's opportunities for whether it's for education, you guys are investing there, training, and re-skilling whether it's around creativity and that's really where the discussion, in our view anyway, should be. Not about, okay lets protect our future, the past from the future. You don't want to just repave the cow path and use another bromide. You got to move forward and education is a key part of that. And you guys are putting your money where your mouth is. >> Yeah, we are and I think our academy that we launched a little over a year and a half ago has a quarter of a million people in it. They are already diplomas on LinkedIn. I watch everyday, people post their new diplomas, the different skills they've earned, right? Go through the courses, it's free. Democratization runs at the heart of this company, it's why we're growing so much faster than at automation anywhere, right? It's why we are a different kind of company. They're a very commercial minded kind of company. They're a marketplace, you have to be a customer. If your URL when you type in your email isn't a customer, you can't go to their store and do anything. We're free, open, share your automations and it's a very different mindset and community runs at our heart. If you're a small business, you know, under a million dollars, you get to use our software for free. And you can run your robots and we have one of our orchestrators run a manager. So, I think all of this is helping get companies and people more comfortable with our technology. There are kids and students now, we had University of Maryland up here. The professor, he's building whole classes now at the University of Maryland. All in the business school, all using our technology. Every student should have a robot, through their entire career, through their entire time at University of Maryland. That's every university, this is going to go so fast, Dave and Stu, so fast. And when I think back again, a year ago, I mean next year when we do this again, right? At our big flagship event, at three or four thousand people, you'll have felt that progression but the year I've been here, it's night and day already. >> Alright, so Bobby you know we're big fans of community. The open source stuff, you've for a long background in that. Help us put together some of these stats here. When I looked in your keynote, you said there's 114,000 certified RPA developers out there across the globe. 139 countries, 250,000 people have downloaded. You've only got at UiPath about 2,000 customers. So, you know, we talk business model and how your business grows, the industry grows, you know? Help us understand that dynamic. >> These are going to go exponential. So, we have large companies now that are committing to deploy UiPath to every employee. Every employee becomes a user then, so you're going to see that user number go like this. While the enterprise customer number goes like this. We're adding six new customers a day right now. The real opportunity for us is every one of our customers, very few are down their journey like an SMBC is. SMBC, RPA is in their annual reports, right? They say 500 million dollars already, right? It's a societal thing. They actually in Japan share together, to help each company. Here, in the U.S., we're a little competitive, right? Banks don't share with other banks typically, right? But, this is kind of what we're driving. It's, when you make an automation at UiPath. While we're not open source as a platform, the automation is open source. You put it on go, I can take that, you can take that. I had the same kind of problem. Put in the studio right away, modify it a bit and you're good to go. Now you've sped your implementation which is already fast by 70, 80, 90%. This is, we're just getting started. So, you're going to see companies adopting across HR, across supply chain, contact centers, you know. Today we're, for the most of our customers we're in one division. So, the opportunity to grow within a company, where we were barely 5% penetrated in our biggest client. >> And you've seen my prediction. A lot of the market forecast are under counting this space. >> Bobby: Right. >> There is a labor shortage, a skilled labor shortage There's more jobs than there are people to fill them. They don't have the right skills today. There is a productivity problem >> Bobby: Right. >> Productivity line is flat. RPA is going to become a fundamental component of digital transformations. It's about a billion dollar business today. I got it pegged at 10X by 2023. >> Craig at Forestry upped his guidance today, he may have told you all, to a 3.3 billion dollar market in 2021. Now I was a little disappointed, it was 2.9 before. I think he's still way under shooting it. But nevertheless, to grow 10% in one year, in his mind, is still pretty big. >> Yeah, a lot of those market forecasts are kind of linear. You're going to see, you know, an S curve, like growth in this market. I think there's no question about it. Just, in speaking to the customers today, we've seen this before in other major industry trends. We certainly saw it at ServiceNow, we saw it at Splunk, we saw it at Tableau. UiPath feels like a very similar vibe here. In Tenex, when we did the show here. I just feel an explosion coming, I already see it. It's palpable. >> One other reason for the explosion which is a little different than say most of the open source tech companies is that they were in IT sales. You don't have to use code to automate your tasks, right? The best developers for us are actually the subject matter experts in finance, in supply chain, in HR. So suddenly we've empowered them. Because IT everywhere is constrained, right? They're dealing with keeping systems current. So suddenly this these tools of software is available to any employee to go learn and automate what they do. The friction we've removed between business have to go to IT, IT be understaffed, IT have to get the requirements. All that's gone! So you create robots overnight, over the weekend. And make your life better. Again, most of the world still does not understand what's going on. I mean you can feel it now. But it's an epiphany for anyone when they see it. >> Well the open mindset that Daniel talked about today, he said, you know our competitors are doing what we do and that's okay. The rising tide lifts all boats kind of thing. That puts pressure on you guys to stay ahead of the pack. Big part of what Tom Clancy is doing is the training piece. That's huge. Free training. So you got to move faster than the market. You're confident you can do that. What gives you confidence? >> I think, one, is our product is simpler to use. So I think, you know, you go to Automation Anywhere and you need the code, right? You don't have to code with our design tool. We're told, we're about 40% faster to implement. And that's, look at the numbers. We shared our numbers again today. 100 million we announced in July 1st, for our first half of in ARR, 140 now, right? We are telling our numbers, we're open and transparent. Our competitors, well Blue Prism is public, right? We know they're growing slower. Another difference is the market, requirements are not created equal. Blue Prism only works in an unattended robot fashion, only in the back office. So, if you have front office automation, with call centers and customer service, they don't have the concept of an attended robot. You know, this idea of so, they lack the ability to serve all the requirements of a customer. I, think, it's just architecturally, I think what we're seeing in terms of simplicity and openness. And then market coverage very different then either Automation Anywhere or BluePrism. >> Alright Bobby, let me poke at something. So, if I look at, you came out this morning and said accelerate everything. One of the concerns I have is say okay, if I take existing processes, a lot of the time if you look at them, they're not ideal. They were manual in nature, it's great to do that but, how much do you need to wait and revisit and get consultants in to kind of fix things rather than just say oh okay. Faster is better for some things but not necessarily for all things unless you can make some adjustments first. >> You don't want to automate a bad process, right? So, we're not encouraging anyone to do that. So, you see a combination of... One thing about RPA is which great, is you don't have to go in and say, I'm going to go do procure to pay like Traditional IT guy. And so you can go into that process and say, oh look at all these errors, these tasks, these sub processes, these tasks. Where this huge friction and you can go automate that and get huge value. >> Almost like micro services. >> Yes, exactly. You're able to go in and that's really what people are doing. On the more ambitious projects, they're saying I'm also going to go optimize my process, think differently. But the reality is, people are going in, they're finding these few parts of a bigger process, automating it, getting immediate outcomes, immediate outcomes. And paying back that entire project in six months, including the fees on extension or PWC or other. That doesn't exist anywhere in technology. That kind of, you know, speed to an outcome and then payback period. It just doesn't exist. >> Well, the fact that the SIs are here. Yeah, we heard 15 day payback today. Super fast, ROI. The fact that the big SIs are here, especially given the relatively early days says a lot about the potential market size. I always joke, those guys like to eat at the trough. This is big business and it's important for you guys because they're strategic, they're at the board level. You need the top down support, at the same time, it sounds like there's a lot of bottom up activity. >> Bobby: Right. >> And that's where the innovations going to come from. What's next for you guys, you taking this show on the road again? >> Right, so the next Forward is in London. So, we had one in Europe and one in the U.S. We do what we call togethers, which is more intimate. Or all around the world, which are country specific or industry. I mean, we're going to go and call it the Automation First Tour. And we're going to go start our next tours up all through next year. Hit all the cities again, probably three times this size, each city. You know, I looked at Washington D.C. with federal government, we started federal government in January. Federal government for us next year should be a 60 million software business. For our partners, give them 6, 8, 10X on services on top of that. That's meaningful, that's why you see them here. That same calculation exists in every vertical and in every country. And so it's good for our partners. It's great, we want them to focus on building their skills though. Getting good skills and quality. So, we do a lot with them. We host a partner Forward yesterday with 500 partners, focusing on them. Look, we are investing in you, but you got to deliver quality, right? So, I think we amplify everything we did this year because it worked for us well. We amplify it big time and Forward in a year from now, whether it's Vegas or Orlando or we'll announce it soon, willl be substantially larger. >> Well, any company that's digitally transforming is going to put RPA as part of that digital transformation. It's not without its challenges but it's a tailwind. You better hop on that wave or you going to end up driftwood as Pat Gelsinger likes to say. Bobby, thanks so much. >> Bobby: Thank you Dave. >> Thanks for having us here. This has been a fantastic experience and congratulations and good luck going forward. >> Thank you. >> Alright guys, that's a wrap from here. This is theCUBE. Check out theCUBE.net Check out SiliconeANGLE.com for all the news. Cube.net's where all the videos are, wikimon.com for all the research. We are busy Stu, we're on the road a lot. So again, look at the upcoming events. Thanks for watching everybody. We'll see you next time.

>> Hi, I'm Peter Burris, welcome to this Cube Conversation, where we bring some of the best ideas in the industry to the Wikibon, SiliconANGLE communities as a way of catalyzing further conversation about some of the changes, and some of the opportunities that are presented by tech in a world that's digitally transforming. We're being joined today by Bobby Patrick, who's the CMO of a company called UiPath. UiPath is one of the leaders in a technology known as robotic process automation. And we're going to talk about the problems, the solutions, and the directions forward with this, what we regard as a very, very important technology on the rise. Bobby, welcome to the Cube. >> Hi Peter, great to be here. >> So Bobby, let's start with who are you? Tell us a little bit about yourself. >> Sure, Bobby Patrick, CMO, UiPath. I was CMO of the cloud business HPE prior, a Cube alumni, I guess we call them, right? And had a history of startups, in SQL space, and open source, and different transformational companies. But I was really intrigued by the idea of software robots over the last six months, and joined UiPath, and it's just been an amazing adventure to see this kind of amazing technology really deliver outcomes for companies faster than I've ever seen happen in tech in my history. >> Well let's talk about that, so, every technology that's going to be successful has to target a problem, a group of people who are trying to solve the problem, and a set of returns. So let's talk about, what is the problem that UiPath and related technologies are actually trying to address? >> Let me start at the macro level first of all. Robotic process automation is instructive trend for digital transformation. For the last three, five, seven years, vendors and companies have said, "I want to go digital." Digital, digital, digital. Right? And going digital's really difficult. Back office processes and front office processes are complex, there's a lot of human interaction involvement in it, and in the past, the way to tackle that would be IT would engage in a significant integration project, an IT project, would purchase equipment, technology, and try to rebuild and redefine the process. Robotic process automation tackles that problem of digital transformation in a very different way. It says forget the idea of going and redoing all of the systems in the data. Let's just take it from the human perspective. Let's see how does a human engage in the process today? And let's completely mimic that human interaction. Let's do that in a way that has complete accuracy, actually higher compliance, and do that in a way that's very simple. And so our technology, which has been built over a number of years, has now perfected the ability to actually replicate and emulate a human user, interacting with multiple systems, something they do every day, in the enter process, move data around, analyze data, look at the data for context, and then execute that process continuously. And that has resulted in an industry that is booming. Forrester said last year it was a $250 million industry, it'll be a $3 billion industry in three years. And UiPath is the fastest growing company in what's called RPA. >> So let me break that down a little bit. So a couple of general principles. The computing industry has always been focused on how we can substitute technology, specifically in the form of programs, for labor. And when we do that, we're able to reduce errors, we're able to speed up the activities, we have derivative opportunities to integrate things we never did before. So let me see if I got this right. What you just described is, instead of trying to substitute for that labor, by creating a net new program that has a whole bunch of static elements, we're actually going to turn these tools and apply them to the question of, how do people do things, let's substitute for the things that people do, start there. Have I got that right? >> Yeah, I mean imagine a contact center in a customer service operation for an airline. They receive an email from a customer that's complaining, about a bad flight, that contact center specialist has to look at a variety of systems to determine your status, what did we give you recently, in two days they will respond. Maybe the person's name is Michelle, and they'll respond in two days, and give you something. Well now, Michelle the software robot can do that exact same thing in a matter of minutes, with complete accuracy, and you can apply machine learning to it, and AI to it, to determine, 95% of the time, if I provide this in this situation, I'll have a happy flier, a happy member. That's what we're talking about here, which is software robots that essentially are perfecting these complex business processes both in the back office and in the front office. Often where lots of documentation's involved, lots of different systems are involved, and a human has to interact between all of those over and over. >> So, RPA, effectively, robotic process automation, effectively provides a means to mimic the work of a person. Because that's where most process engineering is done. Mimic the work of a person, codify it in a way that actually leads to a better business outcome. So that's what it is. Now take us through how does this work? Who are the people involved in the process, what does the technology do for them, how long does it take? Give us a little bit about it. >> So one of the beauties to RPA is that this doesn't require deep engineering talent to be able to build a software robot, and execute it. In fact, some of the breakthroughs in the technology that's been created at UiPath are a studio designer, which looks much like Visio, where you can drag and drop a workflow. Subject matter experts are becoming the next coders, really. Where they can actually design the workflow. There's actually a recorder function that can actually record the user-- >> That's where it starts. It starts with the recorder looking at how people are doing things and picking up that, and turning that in semantics that are meaningful to-- >> Yeah, defining a workflow. Which has exceptions, and handling. I should mention, when you're creating, or you're automating a process, there are really two kinds of robots you're designing. One is one called an attended robot, where along that workflow that robot's going to stop and ask a human a question. It's about a third of the market right now. So the process executes and a human might have to fill in some gaps alone the way. An unattended robot can run in the cloud, or on a VM in an on-premises data center, and execute that process behind the scenes, over and over and over.. So you kind of, you're building one of two. And UiPath supports both attended and unattended robots. But yes, you're designing the workflow, that workflow may interact with a variety of systems, you might receive an email and read the email, the robot reads the email. You might actually log into salesforce.com to find out if they're a customer. You might actually upload the email as a artifact, you might then download some information, put it into a PDF, and send it on. That's an example of a workflow that you're automating end to end. >> So we've got that workflow designed, what are we doing next with it? And who's doing it? >> So this is one of the beauties, too. One of the challenges in IT is projects take a long time. But in RPA-- >> Peter: And they fail. >> And they fail. What's interesting in RPA, what we've proven now, is you can pretty much begin to digitize a process in a matter of weeks. The outcomes are almost immediate. And payback periods are often six months or less. An RPA project almost self-funds itself, which is one reason why I think this is taking off so fast as well. >> So if we want to get a payback period in six months, it means that the whole notion of how fast does it take to get a group up and running on this, becomes crucial. So what is RPA typically, who's it typically targeting? Is it a professional software developer, someone with no technology expertise, business analysts, where-- >> Business analysts, definitely. You're talking line of business. You're talking finance operation. There's a lot of innovation in finance operations. How do I improve my ability to handle invoice reconciliation, and manage purchase orders, and all that paperwork and movement of data. >> So these are people that are familiar with workflows, they're familiar with process design, et cetera, but may not be familiar with coding >> These are subject matter experts. They're not familiar with coding, but they know the process really well. They know what to do when there's an exception, they know what to do in a sequence of events, and so that's why we often say subject matter experts are the next big coders, because they can actually go and learn, in fact UiPath, we have a program called an academy. Academy is on our site, we launched it last April. 35,000 people have been certified already. These are typically business analysts who go get trained, online, self-led, get a diploma, a foundational or an advanced diploma, and are RPA developers, in fact. Now you can go deep. There's C#, you can develop and you can go deep behind it. So I'm not saying there's not some ability to go really deep in certain development. But for the most part, you're a finance operation, you're an HR operation. I'll give you an example of one that just popped up yesterday. A company called West Monroe, they're a consulting firm in Chicago, they announced that they built Rosie the Robot. And Rosie the Robot, with UiPath, is a robot that onboards all their new employees. And they're doing a lot of M and A. They're growing really fast. And onboarding all the employees was a task that required a lot of people to do a very system data intensive process. Now Rosie does all that for them. Very simple example, you can then kind of zoom out and realize that really every process, most processes, have some kind of human interaction repetitiveness to them which a robot can either assist a knowledge worker, or can actually execute that entire process flawlessly. >> Now, we're not talking about technology that's really esoteric, that requires an enormous net new experience in learning from an operations staff. We're talking about technologies that can be targeted specifically to a problem, and end up generating artifacts that are familiar to what's currently in place. Have I got that right? >> Yeah, and I think what's important, so enterprise RPA really addresses two sides. One, the business side, that's trying to digitize a process and automate, maybe for cost savings, but more important than trying to apply AI. And get smarter, right? And so that's the business side. It also addresses the IT side, which is, okay, I've got to secure these robots, how do they scale, how do I manage and govern them, imagine having thousands and thousands of robots. I'll give you another example. NASA. The first robots that NASA launched, the first one, they named George Washington. And George did a-- >> Good name. >> Bunch of work for the finance group, and they got really comfortable with George. They'd walk in in the morning and say, "What has George done for me last night?" Which is awesome. But George was onboarded just like a human worker. Meaning he has to log in to different systems, just like a human worker, and by the way, his password expires every 90 days. So how do they solve that? They created the boss robot. And the boss robot's name? Constitution. Constitution changes George's password every 90 days. That's what's happening here, is you're building out your digital workforce. So IT worries, then, about how do I manage and secure, and scale, so we think about scalability, and big scale is a big challenge, but opportunity that we're focused on, tens of thousands of robots that companies will have. We often say it'll ultimately be one robot per every employee. >> So we have not, or I think you've mentioned the word, or the phrase, "AI" just once. So this is utilizing similar kinds of concept. The attended versus unattended, for example. How you go about training. But I got to believe that there's going to be a roadmap for integrating a whole bunch of these new technologies, that are capable of providing even more degrees of freedom, more functionality, how is RPA and some of these new technologies going to intersect over the course of the next few years? >> This is a really, really important question. So RPA, and enterprise RPA and UiPath, we believe it's a platform. So once you digitize that process, you can then do things with it. We've opened APIs, it's very extensible, you can integrate with a conversation API of Watson, integrate with a chat bot and have the robots do the back end work. At Exxon, they're doing IOT, and deploying sensors left and right, but all the systems in the back end are legacy systems and Excel spreadsheets. So the robots actually are the back end, supporting the deployment of IOT on the front end. So you have this amazing combination. But what people really want to do, then, is they want to look at that process and say, "How do I make it smarter? "How do I improve the productivity over time?" It's great to get that initial bump of perhaps cost savings, when you think about the robot doing, what eight FTEs did, the one robot does. So that's one thing. But the bigger thing is being able to apply data science to the process, looking for ways to mine the process, to think about how can I do the execution better? And that's when we apply machine learning to a process. Where we can actually look, instead of having a rule, in the process that executes, you actually have the experience. Where you say, oh 90% of the time it happens this way. So I'll fill the field in, instead of going and tracking down an empty field. So you can really get smarter, and really improve productivity. Peter, this is all about productivity. GE's a great example of one, that spoke at a conference of ours recently. And the first nine months, they had $25 million of productivity from the robots. The next nine months, $150 million. But this is not about cost-cutting or employees. This is about, actually, hiring. This is about getting smarter in every process. This is about eliminating errors completely. >> Well, productivity is not just a function of the denominator, which is cost. It's also a function of the work that you can perform. And so what you're saying is that utilizing these technologies, while it may displace certain laborious tasks, nonetheless, it's automating and improving the quality of a whole bunch of others, which allows people to go off and do net new things that perhaps are better in service to customers, for example. >> Yeah, one of the fast savings we're seeing from our customers is that they're actually able to use robots to fill the gap of being able to hire new employees. So that, in Japan, here's a great, Japan's almost a unique market. Japan RPA, and UiPath is used on some of the world's largest RPA projects, like SMBC Bank, or Dentsu, the advertising agency, company, there, they're using robots to address two things. One, the decaying population, so robots are filling the gap. And also, two, suicide. There are very high suicide rate because they work these amazing hours every week. Well they're actually using robots to reduce the number of hours, as the robots complement the work of the workforce in Japan. So we're really seeing, interestingly enough, is that robots are actually filling the gaps, and beginning to do work of a workforce that maybe you wish you could hire but you can't hire. So I think that trend is what we're going to see more of in 2018. >> Excellent. So, Bobby, thank you very much for coming on the Cube, here in our Palo Alto studios, and talking to us about RPA, robotic process automation. We heard a little bit about what is it, how does it work, what's the impacts of using it, and obviously, UiPath and yourself as a increasing or emerging force within an important new marketplace for enterprises and users who are trying to increase their productivity. >> Thank you, Peter. >> Once again, this is Peter Burris, in a Cube Conversation with thought leader Bobby Patrick at UiPath. Bobby, again, thanks for coming. >> Bobby: Thank you.

live from las vegas it's the cube covering discover 2016 las vegas brought to you by Hewlett Packard Enterprise now you're your host John furrier and Dave vellante okay welcome back here and we are here live in Las Vegas for HP discover 2016 exclusive coverage from SiliconANGLE media's two cubes our flagship program we go out to the events and extract the signal noise i'm john / with my co-host dave allante and our next guest is Bobby Patrick CMO of the cloud enterprise group at HPE and Michael Loomis head of sales of global enterprise that at nuage networks pardon now part of Nokia that's right welcome back to the cube welcome for the first time thank you very much may the cube alumni club that's right it's bro my cabin I leave I gotta get a platinum membership now no VIP Thompson after six times you got we people want have a cube alumni event at these events so it's be fun next year like that we'll look at that yeah Bobby I want to get touch base on the cloud you also you'd run in the cloud group I Nokia's customer of you guys obviously HP everyone knows the history had the public cloud they kind of pivoted over and now you guys found your swim lane alright you to just take a minute right to clarify Andrey amplify what we talked about last and right I'm in London around HP's cloud strategy it's not like it's not define you guys have a clear line of sight right take a minute to just share your vision and the specifically the company's cloud strategy yeah thanks John it's great to be here again you know cloud is the catalyst for our customers transformation and our partners and got 24 here at discover onstage showcasing he lien at healing at work it up I've been there two years now and our cloud strategy couldn't be any more on fire and working this three prongs to it the first one is we want to help customers in a multi cloud world source manager consume cloud services across traditional IT private managed in public rightly so the azure partnership before we have dropbox now as well and others so we're demonstrating that second one is we want to partner with the leading technology so you mentioned the public cloud we used to have in the past now we're focused on that part of the right mix of our customers cloud strategy on public cloud partnerships so you see that Microsoft Azure specialty clouds like enter links around document collaboration you know doc Dropbox so all examples of demonstrating around partner clouds and the third one is we want to integrate our solutions with those clouds as well so managing that multi-cloud world is complex working with becomes like Nokia we're taking healing and healing OpenStack is giving Cloud Foundry we're layering on it called cloud orchestration which we now bundle as our healing Cloud suite today and we pull in public cloud we pull in manage private and traditional IT into one single solution for our customers so you mentioned as your and there's nothing in the announcements this morning that mention as yours that's the previous relationship right we announced our partners with as your last discover this one there's a number of announcements just showing it at work right our managed cloud broker offering cloud brokerage is a really big deal now for CIOs trying to manage a multi-cloud world now extends to azure so there's a lot of those announcements are going to see throughout discover with Azure and there's gonna be some other cloud announcements as well well we'll get to the eucalyptus AWS relationship kind of late if I wanted to ask you specifically around the strategy and how you see the cloud enabling delivery and on the opening i mentioned dave was asking about my views on HP's growth and I kind of use the story of back in the old days of the many computers this little laserjet attachment to walang system was a major growth engine for HP and the rest is history so we're kind of looking at the cloud and saying okay is IOT that bolt onto the cloud that is going to lift up where cloud becomes also pervasive like many computers and then distributed computing did how are you guys enabling things like IOT right because now the hybrid cloud public private data center right is integrating together right do you see that as an integration into the cloud and you enabling those kinds of things there's actually two big kind of growth axes that I think a report right one is you mentioned IOT so the number of devices connected the amount of data just huge orders of magnitude growth you got to actually drive costs down and things as well be part of that and so that's a big deal i would say universal platform that we announced as well healing is a back-end for that so massive scale on OpenStack on our cloud line service or other so you get that Maxim economics with new wash another spreading across multiple data centers for availability we have that platform for IOT but I think from a growth in March we look at the new hpe now right the lighter nimbler stronger when i layer on our security product security's number one concern our customers have going to go into cloud you know arcsight being able to do threat detection across a hybrid cloud right right the ability to do encryption with our data secure product right bringing in our big data products like Vertica for the column data store in our in our work around Hadoop or distributed are right when you get to bring those pieces into the fold right you begin to have the ability to add on top high-value software and services more of the stack you know obviously infrastructure across the bottom so what I see is us growing share of wallet growing our strategic relevance by both by both handling the massive amounts of data that's being generated supporting the connected world but also security managing that data big data fast data and providing that full stack on top and we're bringing all those pieces together but the past HP kind of have these siloed be use in a way right not anymore all these pieces are coming together and that's a big part of my my organization responsibility so Michael talked about where nuage fits in what's the relationship where do you guys add value so nuage is a what we call a software-defined networking product it's born out of some routing technology that we've had for a number of years we started our router products back in 2001 and we're number one or number two depending on the category and service provider edge routers and when you look at the the problem of scale out and flexibility in the cloud you need some complex network constructs that may not be ready of readily available in some of those cloud tools and obviously you can't go throw an expensive service provider edge router at that problem so what we did is we took that software use that as a SDN controller to manage the forwarding tables of the virtual switches or the namespace in the case of linux container integrated that into the distribution or a cloud system like Keely on and there you go you've got a stack that can scale out at the network layer and at the composite VMware killer yeah as a solution Kyle singer always talking about network and he's so proud of his acquisition of the stn player and the sierra which is a part of the vmware but dave and i always saw always saw that the network was the bottom that you seeing a rube out there yes pacifically talk about where the network piece fits in and why that's so important right now with cloud you mentioned some technical things but is it is it really the DevOps enable or is it about the containers is it about the micro services all the above what's the key will issue network is important for scale anytime you want to go multi data center or hybrid or you want to secure your applications you got to have an advanced networking solution or an SDN solution what's driving that scale you know we approach private cloud a few years back we had the stack we were putting it together we got nice production pilots up in the customers and then we found that a lot of the applications weren't built to consume the flexibility and the scale out that we delivered with that private cloud so these enterprises are going back and they've got new applications that are coming on that are micro services oriented architectures cloud native applications and they can consume this architecture and they're starting to it's not just IOT it's lots of applications that are relooking at how to take advantage of this infrastructure it's being built and that spreads across multiple data centers and part of the hybrid cloud which is why solid networking solutions important it's absolutely critical have good networking let's get to the DevOps question I'll see the big process workloads one of the things you guys have talked about in your announcements morning was obviously workload management having the ability of flexibility by poseable infrastructure yadda yadda yeah I got it Michael you that you're developing this stuff and the thing that Dave and I here and Wikibon community from customers is make it easier for me the total cost of ownership is out of control it's super hard to do this how does this get easier how are people managing through the complexity to make it simpler and how are they managing the total cost of ownership keeley on so that's just why it's important for us because we come in and we have a lot of great networking technology but people are not going to consume that networking technology in and of themselves they need a integrated complete stack that's supported installs quickly and as an orchestration layer on top that's going to allow it to scale the staples an example this I just say annealing what specifically about helium makes it simpler lower costs so when you look at healing on one great tool set they built together is an installer tool set and so there's nice scripting that's going to take when you look at a cloud you've got OpenStack components you've got your Cloud Foundry components you got your networking components storage components and to have all of that stuff install and deploy seamlessly and scale out as demand is required that doesn't come off the shelf if you're going to self integrate some of these open source projects so that the support and service that's added with helium and then if you look at the sea a slate layer on top to manage all the components and integrate in with some of the public clouds that's what takes the technology stack from being a great set of standards and a great set of open-source products that can now be consumed well dude some installation was the biggest barrier openstax had for a long time now how complex it was to install it scale right so i think that the contract and it takes it from a stack of technology to something that actually solves a business so that business problem is IT labor right right that's right non differentiated provisioning or patching or talk about the shift that's going on within that sort of labor pool from stuff that gives you no competitive advantage out to where we are today or where we're headed we used to go into proof of concepts and the customer would one or two types they either have an OpenStack expert in there someone who had lived and breathe it and was part of the original community and they would work with us to get the initial stack up and running a guy a guy or we would have to bring that guy to the table and they get somebody that was trying to be that person we'd help them stand up OpenStack at the same time we'd go in with nuage we knew that wasn't going to work so that's when we started partnering strongly with partners like healing on who can come in and make that work for the enterprise and if you're in a CIOs position you don't want to be dependent on one or two OpenStack experts that you've got to make sure stay or you gotta hire an army of OpenStack engineers what you want is a private cloud that works in a trusted partner to deliver it for you but you want the openness and the standards-based attributes of a product like Helion so you can plug other pieces of the environment in so that's it's really important Dave just you know the average the average customer that we have today has one engineer for every 240 virtual machines with helium staccato 40 which were rolling out has we believe we can get that to 12 500 and that's because you've got a universal control plane where you've got a single pane of glass basically across all the clouds but as your AWS openstack-based clouds maybe even some vmware stack clouds as well and and you could through one see the workloads deploy them that's how you really get a continuous delivery pipeline going it's api's for developers but a single pane of glass for IT and scale what's key it's working now so it brought up VMware VMware killer when you mention it so I'll bring up the VMware question so back in the day VMware ecosystem was really robust yeah some are saying it's on the decline will see that what's the update our vmworld the cube will be there again this year but they made for every one of their partners they made ten dollars for every dollar VMware book so they threw up a lot of cash which is great but the ecosystem you know feeds the feeds that feeds the beast if you will how are you guys Bobby doing that with your partners and now do you see docker for instance enabling things like that and how does that all you have to do some sort of economic advantage for your partners can you share some insight into what you got yeah yeah yeah so in addition to you know that the terms around helping it be attractive to skill up and and transfer our partners transforming as well most of them in resellers you know they want to climb the stack now they would be more relevant to their customers the skilling up does have come with cost and one of the big things we're doing is working on go to market with them actually bringing them bringing them opportunities bringing them in the deals in the case of like with with with Nokia right the ability to to go in with them work on accounts together these are major really large significant IT transformations with our other partners as well skilling them up getting bringing them away wrapping services around their monetization services wrappers yeah they're actually building hostess back up as a service other kinds of service offerings that they build and run themselves that we will actually sell to our go-to-market channels or they'll deploy on site that you know most of our business you know seventy percent goes through the channel right was there a number can you share a number ten dollars I don't have the number by the number how do stuff how does the ecosystem build around and how they make money with helion's the services is that the apps we deploy we sell software licenses so as Helion scales out we get more workloads on the system then we're going to sell more software licenses but the ecosystem is critical for us because when you're talking about building a private cloud and you're talking about building an open private cloud which is getting away from the vendor lock that exists today which is why people are driving to some of these open source products it means that a lot of products have to come together and work well together and so it usually it's the it's the OpenStack distribution that's that's like healing on that's leading that ecosystem we're a part of that and then we get interaction with a lot of other components as a part of that ecosystem that helps build an end solution to the customer we have 360 now cloud builder partners we had 30 18 months ago will have 3018 more months right we're transforming them and they're building new businesses hire marketing services and grow in their bodies how do you see the CSC Spinco whatever we're going to call that affecting is you had basically a built-in consumer right of you know your stuff there one of the Cantonian area's biggest customers right how will that shake out you think and of course CS he has a strong relationship with AWS that's goodness but yeah yeah I think I think it's about focuses meg always says writes about it's about having companies i can really focus on their best thing right so you know we have a growth high growth a growth company focus on software and hardware and infrastucture and services I think outsourcing they're coming together with CSC they're building a be a big partner of ours but we're also part with Accenture and others as well so I think it's hella everybody to be the best of what they do we'll have relationships contractual and partnership relationships but it will allow maybe a bit more complete competition probably very very healthy you feel Alfie with the sis the big power s eyes you guys in good shape with those guys yeah in Price Waterhouse Coopers just received a partner of the year for cloud they're here in a big way accenture is here yeah I think they're they're big as well but you know our enterprise services and and they're here in a big way too and I think that will continue some of the influences out there last question wants to know about the update on equal lyptus AWS that relation down can give an update yeah so our strategy is to partner with public cloud providers many of them eucalyptus has a great story you know where obviously you go to reinvent or a big part of that you know I think there will be you'll see more to come on the public cloud partnership partnership face but will be at reinvent no to the cube watch a movie at dr. Khan as well coming up very quickly I think next week or the week after thank you okay let me avenge coming up guys thanks so much appreciate it thanks for spending the time yeah thank you i'll be Patrick Michael Loomis here on the cube this is a cube we'll be right back after this short break

live from Las Vegas Nevada it's the cube at HP discover 2014 brought to you by HP the keynotes this afternoon meg whitman was just on a panel with thomas friedman and intel and satya nadella microsoft and pretty interesting i was it was interesting i'm here with Jeff Rick to note how passionate meg is about politics and government wow I'm she comforted by boat for Bobby Patrick is here we've been drilling down into cloud all day Bobby is the CMO of the HP Cloud Division a lot of new announcements coming on a lot of action and HP Cloud Bobby welcome to the cube yeah thank it's great to be here yeah good to see you so yeah good keynotes good good that was a good refresher you know a lot of these keynotes just products pushing and pushing we had some of that earlier but I thought it was a good eye opening refreshing right kind of discussion so it was very worthwhile but anyway you're relatively new to to HP to run to actually soon how's it going it's great it's exciting i joined it like a great time for the company we were gearing up for the big launch of our new brand HP Helion that that was launched on May seventh so just a little over a month ago and we hit the mark market hard globally it's a complete pull together of all of our products and services around cloud under a single brand customers love it and and it's really reiterated our commitment to OpenStack and you know it's great HP announced the billion dollar commitment to HP Helion over the next two years so it's backed by some some big funding that's a great time to come in so I saw that what is that would help us unpack that billion dollars it was big number right it's popular number right even we aren't buffin right her site Warren Buffett hehe underwrote the whole thing the March Madness right giving away a billion dollars for the perfect bracket right no longer a million does out of the abelian so what is that billion what does it go to what does it comprised yeah I mean it goes 2 r.d where where the most where the most active corporate sponsor behind OpenStack which is the fastest-growing open source project on the planet we are we have more contributors we have more team leads for the different projects and so we're working with the community we're hiring OpenStack experts always looking for the best in the world all around the world and we're then hardening and curating it in making a commercial now with our support and we believe it's the underpinning of the future of what we call hybrid cloud the ability to put some of your information some of your applications with an enterprise some of the public cloud some in different countries that matter for compliance reasons and to be able to move around between those different clouds in a very easy fashion so this money is going to that rd2 skills and to you know truly a global global launch so when you think about the sort of messaging for our HP Cloud what do you want customers to think about in the Helion brand and the HP Cloud yeah the number one thing is commitment to open standards so we are if you heard Martin Fink today talk about HP Labs and they're coming to open source we're all in on open source we believe it's the way to deliver innovation faster we can bring the market tech new technologies faster to customers so we're all into open source we are committed to the projects that matter to the next 20 years of IT and so that could emma has a real though we have to be to prove it with to say you know you can run our software on other hardware we think it'll be we'll have some optimal integrated solutions for you using our entire stack but this is about this is about eliminating vendor lock-in which is one of the biggest challenges at IT departments have faced in the last 20 years and so I think the commitment behind it open is at the core of our messaging so we should mention so Martin fake gave i really liked his presentation i have been safer I don't know for years that HP's got to get back to its roots right which are in fence right and I have not heard until today something that excited me about invention and we saw it today right now invention is not easy all we've talked about a lot that the previous administration cut cut cut by the bone right it takes a long time to turn that's Nisha but but we saw today think was put into that job for very particular reason I said about two things one it's a guy who's going to commercialize inventions answer the marketplace and two there's going to be a heavy systems focus so he basically showed a little leg on the machine which eventually is probably gonna be powering your clouds right he also announced HP is going to put forth a new open source operating system optimized for non-volatile memory not only a blank sheet of paper that they're going to work on with universities but also a Linux derivative stripped-down Linux driven and one for Android that was excited yeah I think what's great also is the cloud business actually falls under market so our our entire business worldwide in our cloud effort our rd on product development is all under martin who runs our CTO of our of our HP labs and when you look at the problems he's addressing with the machine and he's going after it's going after the massive scale challenges of the internet right and the massive scale challenge to the cloud and the day-to-day lose that we're all that we're all facing within the Internet of Things and so you know what's great is by being a part of the labs and being part of Martin's organization you know we're we're injecting that thinking into our cloud we're injecting it into our innovation and and you can see a road map here right you can see this this whole new architecture you talk about architecture that's been in existence since 1950 it was called the von Neumann architecture all the way to now and you know the world with copper at the core you know the world's in need of a new architecture and so it's great to be part of that there's that was a cool talk you talking about electrons photons and ions electrons compute compute autonomy photon photons communicate anions door right and that in essence is the future direction of where HP is going with the machine run a civ massive memory blowing away the volatility hierarchy blowing way ultimately slow spinning disks using memory store right as the platform for future systems I love it yeah he mentioned also but one thing that's close to my heart is the distributed mesh you saw that distributed mesh where we're different different hardware software combinations sit at different points of the you know the net work and they work together you know compute and data and that's really hybrid cloud you know hybrid cloud is putting compute workloads in certain areas and having data stored and distributed for maximum availability and doing that you know with self-service and doing that in a way that you know I see over nations can scale effectively yeah I think that you know as a marketing person you realize that customers want to know that your relevant for their future right and you know as much as I love things like store once it's not the future of computing Ryan comes out HP Labs this potentially is so that's got to have customers really excite this really the first time you've unveiled it right massively in the public scale right maybe you're talking you know that's why that's why i joined the HP i saw that coming out a few months ago and the the new style of IT thinking we're we're saying you know we're radically going to be at the core of helping IT transition from the old style very inward to a customer centric style 21 you know where you're delivering the customer you know consumer experience in the business world and i saw that with HP and it got me excited and i joined on board not upside yeah the other part that Martin mentioned I no idea of the power of HP Labs but the leveraging open source as well which are I probably not a tool in the arsenal not that long ago to really bring the power of a large communities engaged you can attack right specific problems and make that a core piece of the of the process yeah we think about it we've got thousands of the world's best developers right the Millennial developers these guys working all around the clock working on you know our core cloud future called OpenStack contributing to that right including our experts and then we're taking that and then bringing it to market you know into providing that twenty four seven support testing and hardening it you know doing the things need to do to help it enterprise feel comfortable with that decision you could never do that we could never do that and deliver that kind of innovation on our own just couldn't afford it we wouldn't be able to deliver on it you know these are the best minds of the world who are contributing this and we're we're all in nope in fact so you talked about we talked about what the brand is stand for you said open no lock-in can open source innovation occur at a pace with somebody who's got full control of a stack it's much faster actually I mean this is the you watch the innovation of OpenStack it's only what four years old we just at a four-year birthday of OpenStack already that's an entire cloud computing platform you've got databases service projects like trove you've got object storage projects like Swift and block storage like Senator you know all of these things are being worked on by people around the world you could never deliver and so what's happening is the pace of innovation with an open source project like OpenStack is like it's a hockey stick and and so I think yeah I think if we did this ourselves we or anyone else you would never be able to deliver the kind of innovation it's coming to market now we talked about some of the announcements you guys know why don't we actually go back a month right but Helion and then work through today we've got some HPC announcements you got the network you know for Helion right start with Helia so what's great about healing on is is it really brought together a lot of great products and services of the cloud that already existed and it took OpenStack and it was our first foray into the market with an OpenStack distribution and what's important actually is we have technology one called HP cloud system that is actually the most popular cloud platform right now private cloud platform on the planet about almost two thousand users right or two thousand companies third of the Fortune 100 right now using that technology so it is a proven capable platform used by big banks and others we're injecting OpenStack into that so that you can you can over time scale that out with new applications and so the launch really was about pulling all the pieces together pulling our support and services together and saying to a customer you know with confidence here's here's our cloud portfolio and here's how we can take you on a journey it's your pace and accelerate that journey take advantage of that cloud portfolio and that was really the launch month ago today and it discover I mean only a month later we've already done a number of great things but one is we brought out OpenStack the commercial version so we've launched community one you can download it thousands of downloads already the commercial versions coming up now and we announced pricing and what we are all about here this is what it really really important we are about accelerating the adoption of OpenStack throughout the enterprise we're about breaking down the barriers that have that have inhibited the proliferation of this great technology so one of those things today was the price point we announced 1000 for three dollars per year per server all in price point for HP Helion OpenStack and that's critical because this is a scale out a scale-out product you're going to have dozens hundreds maybe even thousands of these all around the world and so the price point is it's disruptive it's the lowest of the planet and and you know we said it's gonna be simple and easy we're not going to do all of this good better best packaging it's it's super easy and that's a big part of today the other part of today as we said you know what we're going to work with partners we're going to deploy this all around the world and that was the helium Network announcement along with ATT and the British Telecom and Intel and that's that's just huge for today now now helium comprises both on-premise in an HP public cloud correct that's right so talk about how that pricing works I mean I like what you're saying simple because cloud pricing is really complicated yeah so we use we wear that we're probably the largest user of OpenStack in production in production today without public cloud so we use it and people can consume services from that buy them on a on a you know on an as you go basis but with OpenStack which you what's really happening is people are able to deploy their own private clouds right they're able to a service provider could deploy and build their own public cloud so when I talk about the price point talking about a customer building their own cloud building their own cloud and a third party data center or in one of HP's 82 data centers and that that price point is is is you know it's easy easy to use you can predict it in your business model and feel comfortable about what it's going to cost you know two three four years out and so help me understand let's unpack that a little bit what am I getting for that fourteen hundred dollars per so you get the entire so this is what's amazing you get the entire cloud operating system called OpenStack right you get all of the projects now that are part of the OpenStack bill you're getting a top you're getting an object story it's it's a you know a la amazon s3 but in a box called Swift right with a swift API and you can build that and do that yourself now you can do that in a way that controls that gives you full control and full flexibility you get databases the service product you get a cute engine with cinder grizzly everything that's right no lad for the computer and so you get all of this in that box all of this and you can go deploy this and you can benefit now from the thousands of developers who are every six weeks putting out new code and innovative so okay so all the new innovations will fall under that umbrella and that's right at any price they choose to use you might say I'm just building a cloud storage environment you might choose to be heavy on Swift that's what you're doing but it is all inclusive and you can use the entire cloud platform or you can build a storage platform or databases a service platform that's a different model clearly what a customer is telling you about that yeah so they well they want they want the control and the flexibility of having their own platform for you know security reasons their own for compliance they want to put their data you know in their own centers but they're also saying I want to use public cloud some too and I like the idea that if OpenStack is here and OpenStack is here right same code bases I can fairly easily take a workload take an application to go from here to here and back and forth that kind of flexibility call interoperability and that's what's coming down the road with OpenStack underneath is something that does not exist today is everybody wants make sure I understand so I'm paid 1400 hours per server for that OpenStack instance on-premise and then when I want to access public cloud services I'm what you would pay an answer you might want to burst you might want to just go do you might have some peak demand he's burst out there you pay for and I would vote for money to make your partner of ours yep excellent now you also had some hpc announcements that's right so there's a number what's great is HP now is people are taking Helion OpenStack and they're putting it in their products are hpc group a high-performance computing group said hey we want to have a self-service mechanism we want to be able to scale out sap architecture people want in that in hpc so they put OpenStack inside their solution and launched it today and so it's you know OpenStack and better than hpc open hybrid simple to consume is what I'm that's right that's right it's ductable and predictable all right good Dave Lisa Marie wrote the book on this so this is great if you don't believe Bobby Lisa came I gave me this right gave me the books it's the OpenStack technology breaking the enterprise barrier you've got it you got it it's one of the best best reads on the planet right now yeah excellent all right so what does it go to the next level what is it I'm just buying computer part of just I'm just getting capacity if you just want capacity you might say you might just build a storage cloud yourself or you might use the our public cloud storage or with our Helia network our partners around the world be deploying OpenStack and you can buy it from them awesome all right we got to leave it there Bobby thanks so much for coming to the cube is a pleasure meantime take it all right keep it right to everybody John furrier is in the house he's back from San Francisco or San Jose good to have him back John keep right there but back with job fair in just a moment

>>The Cube presents UI Path Forward five, brought to you by UI Path. >>Hi everybody. Welcome to Las Vegas. We're here in the Venetian, formerly the Sans Convention Center covering UI Path Forward five. This is the fourth time the Cube has covered forward, not counting the years during Covid, but UiPath was one of the first companies last year to bring back physical events. We did it at the Bellagio last year, Lisa Martin and myself. Today, my co-host is David Nicholson, coming off of last week's awesome CrowdStrike show back here in Vegas. David talking about UI path. UI path is a company that had a very strange path, as I wrote one time to IPO this company that was founded in 2005 and was basically a development shop. And then they realized they got lightning in a bottle with this RPA thing. Yeah. And Daniel Deez, the founder of the company, just really drove it hard and they really didn't do any big kind of VC raise for several years. >>And then all of a sudden, boom, the rocket ship took off, kind of really got out over their skis a little bit, but then got to IPO and, and has had a very successful sort of penetration into the market. The IPO obviously has not gone as well. We can talk about that, but, but they've hit a billion dollars in arr. There aren't a lot of companies that, you know, have hit a billion dollars in ARR that quickly. These guys had massive valuations that were cut back, obviously with the, with the downturn, but also some execution misuses. But the one thing about UiPath, Dave, is they've been very successful at penetrating customers. And that's the thing you always get at forward customer stories. And the other thing I'll, I'll, I'll add is that it started out with the narrative was, oh, automation software, robots, they're gonna take away jobs. The opposite has happened, the zero unemployment. Now basically we're heading into a recession, we're actually probably in a recession. And so how do you combat a recession? You put automation to work and gain if, if, if, if inflation is five to 7% and you can get 20% from automation. Well, it's a good roi. But you sat in the keynotes, it was really your first exposure to the company. What were your thoughts? >>Yeah, I think the whole subject is interesting. I think if you've been involved in tech for a while, the first thing you think of is, well, hold on a second. Isn't this just high tech scripting? Aren't you essentially just automating stuff? How, how cool can that possibly be? >>Well, it kinda was in the >>Beginning. Yeah, yeah. But, but, but when you dig into it, to your, to your point about the concern about displacing human beings, the first things that can automate it are the mundane and the repetitive tasks, which then frees individuals up frontline individuals who are doing those tasks to do more strategic things for the business. So when you, when we, you know, one of the things that was talked about in the keynote was this idea of an army of citizen developers within an organization. Not, you know, not just folks who are innovating and automating at the core of enterprise applications, but also folks out on the front line automating the tasks that are interfering with their productivity. So it seems like it's a win-win for, for everybody throughout the enterprise. >>Yeah. So let's take a, let's take folks through the, the keynote to, basically we learned there are 3,500 people here, roughly, you know, we're in the Venetian and we do a lot of shows at, at the Venetian, formerly the San Convention Center. The one thing about UiPath, they, they are a cool company. Yeah, they are orange colors, kinda like pure storage, but they got the robots moving around. The setup is very nice, it's very welcoming and very cool, but 300 3500 attendees, including partners and UiPath employees, 250 sessions. They've got a CIO, automation council and a pickleball court inside this hall, which pickleball is, you know, all the rage. So Bobby, Patrick and Mary Telo kicked it off. Bobby's the cmo, Mary's the head of branding, and Bobby raised four themes. It it, this is a tool that it's, this is RPA is going from a tool to a way of operating and innovating. >>The second thing is, the big news here is the UI path business platform, something like that. They're calling, but they're talking about about platform and they're really super gluing that to digital transformation. The third is really outcomes shifting from tactical. I have a robot, a software robot on my desk doing, you know, mimicking what I do with the script to something that's transformative. We're seeing this operationalized very deeply. We'll go into some examples. And then the fourth theme is automation is being featured as a strategic line item in annual reports. Bobby Patrick, as he left the stage, I think he was commenting on my piece where I said that RPA automation is more discretionary than some other things. He said, this is not discretionary, it's strategic. You know, unfortunately when you're heading into a recession, you can, you can put off some of the more strategic items. However, the flip side of that, Dave, is as they were saying before, if you're gonna, if if you're, if you're looking at five to 7% inflation may be a way to attack that is with automation. Yeah. >>There's no question, there's no question that automation is a way to attack that. There's no question that automation is critical moving forward. There's no question that we have moved. We're in the, you know, we're, we're still in the age of cloud, but automation is gonna be absolutely critical. The question is, what will UI path's role be in that market? And, and, and when you hear, when you hear UI path talk about platform versus tool sets and things like that, that's a critical differentiator because if they are just a tool, then why wouldn't someone exploit a tool that is within an application environment instead of exploiting a platform? So what I'm gonna be looking for in terms of the, the folks we talked to over the next few days is this question of, you know, make the case that this is actually a platform that extends across all kinds of application environments. If they can't seize that high ground moving forward, it's it's gonna be, it's gonna be tough for them. >>Well, they're betting the company on >>That, that's Rob Ensslin coming in. That's why he's part of the, the equation. But >>That platform play is they are betting the company. And, and the reason is, so the, the, the history here is in the early days of this sort of RPA craze, Automation Anywhere and UI path went out, they both raised a ton of money. UI Path rocketed out to the lead. They had a much e easier to install, you know, Automation Anywhere, Blue Prism, some of the other legacy business process folks, you know, kind of had on-prem, Big Stacks, UiPath came in a really simple self-serve platform and took off and really got a foothold in the market. And then started building or or making some of these acquisitions like Process Gold, like cloud elements, which is API automation. More recently Reiner, We, which is natural language processing. We heard them up on the stage today and they've been putting that together to do not just rpa but process mining, task mining, you know, document automation, et cetera. >>And so Rob Ins insulin was brought in from Google, formerly Google and SAP, to really provide that sort of financial and go to market expertise as well as Shim Gupta who's, who's the cfo. So they, they, and they were kinda late with that. They sort of did all this post ipo. I wish they had done it, you know, somewhat beforehand, but they're sort of bringing in that adult supervision supervision that's necessary. Rob Sland, I thought was very cogent. He was assertive on stage, he was really clear, he was energetic. He talked about the phases, e r p, Internet cloud and the now automation is a new S-curve. He quoted a Forester analyst talking about that. He also had a great quote. He said, you know, the old adage better, faster, cheaper, pick two. He said, You don't have to do that anymore with automation. He cited reports from analysts, 50% efficiency improvement, 40% productivity improvement, 40% improvement in customer satisfaction. >>And then what I always, again, love about UiPath is they're no shortage of customers. They do as good a job as anybody, and I think I would say the best of, of, of getting customers to talk about their experiences. You'll see that on the cube all this week, talked about Changi airport from Singapore. They're adding 50 able to service 50 million new customers, new travelers with no new headcount company called Vital or retail. And how you say that a hundred thousand employees having access to it. Uber, 150% ROI in one year. New York state getting 1.2 million relief checks out in two weeks and identifying potentially 12 billion in fraud. They also talk about 25% of the, of the UI path finance team is digital. And they've, they've only incremented headcount, you know, very slightly one and a half times their revenue's grown. What a 10 x? And really he talked about how to, for how to turn automation into a force multiplier for growth. And to your point, I think that's their challenge. What were your thoughts on Rob ens insulin's keynote? >>First of all, in addition to his background, Rob brings a brand with him. Rob Ensslin is a brand, and that brand is enterprise overarching platform. Someone you go to for that platform play, not for a tool set. And again, I'll, I'll say it again. It's critically important that they, that they demonstrate this to the marketplace, that they are a platform worth embracing as opposed to simply a tool set. Because the large enterprise software providers are going to provide their own tool sets within their platforms. And if you can't convince someone that it's worth doing two things instead of one thing, you're, you're, you're never gonna make it. So I've had experiences with Rob when he was at Google. He's, he's, he's the right person for the job and I, and I I I buy into his strategy and narrative about where we are and the critical nature of automation question remains, will you I path to be able to benefit from that trend. >>So a couple things on that. So your point about sap, you know, is right on EY was up on stage. They, EY is a huge SAP customer and they chose UI path to automate their SAP installation, right? And they're going all in with UI path as a partner. Of course. I I often like to say that the global system integrators, they like to eat at the trough, right? When you see GSIs like EY and others coming into the ecosystem, that means there's business being done. We saw Orange up on stage, which was really interesting. >>Javier from Spain. Yeah. Yep. >>Talking about he had this really cool dashboard and then Ted Coomer was talking about the business automation platform and all the different chapters and the evolution. They've gotta get to a platform play because the thing I failed to mention is Microsoft a couple years ago made a tuck in acquisition and got it to this market really providing individual automations and making it, you know, it's Microsoft, they're gonna make it really easy to add it really >>Cheaply. SAP would tell you that they have the same thing and, >>And then, and then just grow from that. So UiPath has to pivot to a platform play. They started this back in 2019, but as you know, it takes a long time to integrate stuff. Okay. So they're, they're, they're working through that. But this is, you know, Rob ends and put up on the, the slide go big, I, I tweeted, took a page outta Michael Dell. Go big or go home. Final thoughts before we break? >>I think go big or go home is pretty much sums it up. I mean this is, this is an existential mission that UiPath is on right now, starting to stay forward. They need to seize that high ground of platform versus tool set. Otherwise they will never get beyond where they are now. I I I, I do wanna mention too, to folks in the audience, there's a huge difference between a billion dollar valuation and a billion dollars in revenue every year. So, so, you know, these, these guys have reached a milestone, there's no question about that. But to get to that next level platform, platform, platform, and I know we'll be, we'll be probing our guests on that question over the next couple years. >>Yeah. And the key is obviously gonna be keep servicing the customers, you know, all the financial machinations and you know, they reduced yesterday their guidance from the high end being 25% ARR growth down to roughly 20% when you, when you factor out currency conversions. UiPath has a lot of business overseas. They're taking that overseas revenue and converting it back to dollars though dollars are appreciated. So they're less of them. I know this is kind of the inside baseball, but, but we're gonna get into that over the next two days. Dave Ante and Dave, you're watching the Cubes coverage of UI path forward, five from Las Vegas. We'll be right back, right after this short break.

>> theCUBE Presents UiPath FORWARD 5. Brought to you by UiPath. >> We're back in Las Vegas live. You're watching theCUBE's coverage of FORWARD 5 UiPath's customer event. My name is Dave Vellante. I'm here with David Nicholson. Our third Dave Espinoza is here, Director of Transformation at Cushman & Wakefield. And Marshall Sied is also here. He's the co-founder of Ashling Partners. Guys, thanks for coming on theCUBE. >> Thanks for having us. >> We know Cushman & Wakefield, huge real estate firm. We'll come back to that, wanted to dig into some of the industry trends. But Marshall, what is Ashling Partners all about? >> Great question, Dave. So Ashling Partners was founded with modern automation and continuous improvement in mind. So a lot of us used to implement large ERP systems, accounting transaction systems. We viewed RPA and broader intelligent automation as kind of the wave of the future. So everything we do has continuous process improvement and automation in mind together. So we don't want to decouple, we want bring those together in an agile way. >> It's interesting, Rob Enslin this morning on the stage was talking about the waves of industry tech that used ERP was where he started and you know, et cetera, internet and now automation. He's sort of drawing that analogy. It's interesting that you're seeing the same pattern. >> David: Were were you fist bumping in the back of the room? >> Marshall: Absolutely. >> Well, I mean there's a lot of opportunity there. A lot of money to be made on both ends. Dave, talk about your firm. What's going on in the industry specifically? You joined sort of as we're exiting the isolation economy. Right? So what's happening in the industry now? I mean, real estate has been up and down and, you know, wild ride, you know, with COVID. What are the big trends in the industry that are informing your automation strategy. >> And actually I joined probably like right in the middle of the isolation economy. So it was a really interesting time to like to, I'm sure for most people also onboarding into groups. But coming on Cushman, you know, Cushman itself is an organization that formed predominantly through acquisition and through merger, right? So three large companies came together. And so a lot of the times the sort of headaches and the opportunities that we find are probably no different than other legacy organizations have when they're merging three companies together, right? So lots of disparate process, lots of paper, lots of process that isn't really very standardized. And so really it's a lot about us trying to make sure that we're continuing to double down on really that continuous process improvement but also bringing technology, lots of different types of technologies to bear to solve different problems throughout the organization. >> Well is the pandemic a catalyst for the automation initiative? Or actually you guys started before that I think, Marshall started about 2018. But was it like a rocket booster during the pandemic or was it more sort of steady state? >> I think it was actually a little bit of both Dave. 'Cause the reality is there was already top down executive support at Cushman pre-pandemic. So Cushman was already moving on this in a big way and they had executive sponsorship across the C-suite. Pandemic came, never a good time for a pandemic, but it came at a decent time for Cushman because they were prepared. They had the foundation of governance, everything you need in a large enterprise to run a program. They had that in place so they were able to kind of just put kerosene on the fire when the pandemic hit with certain automation candidates. >> Because I often said that pre-pandemic, you know, digital transformation was kind of this buzzword. A lot of firms were sort of giving it lip service. But it sounds like Cushman actually had started down the digital transformation path and then obviously everybody was accelerated. If you weren't digital business, you were out of business. But but how tightly aligned, 'cause we heard this in the keynotes today, I'd like to test it. How tightly aligned is automation and digital transformation at Cushman. >> They're pretty synonymous really for us, right? So like it is really about bringing different types of technologies, whether it's like NLP. The other really interesting thing that we were talking about the keynote, right? There's just so much that is going into the UiPath platform that is enabling us and enabling the things that we want to do across the organization, right? So like natural language processing, document understanding, you know, cloud based items. Like there's just so much that we can leverage and it's really about that continuous process improvement. It's trying to make sure that we're aligning ourselves to the strategy that the organization is absolutely pushing, but making sure that we're doing it in smart ways, right? And that we're empowering our employees as we do it, right? So it's not just very top down from a COE, it's also very bottoms up, very citizen-led throughout the organization. >> So I think of this as a strategic initiative that happens over time. But how does Ashling, and Marshall, how do you engage with Cushman? Do you engage on a project by project basis? Do you have sort of a long term strategic arc that you're working to? >> Absolutely. >> How does that work? >> No, that's a great question. So we started project based, so we were a part of the co-establishment of the intelligent automation COE. So very outcome driven, top down approach as Dave mentioned. But we also had a wider aperture than just RPA. It was broader end to end automation experiences that was project based. We had so much kind of quantifiable evidence at that point that we wanted to go bigger with the program. Over time we matured into more of an agile DevOps methodology with the Cushman team. And Dave should certainly speak about the size of the Cushman team and how that's evolved over time, but- >> Because the two of you are in a partnership in terms of proving out the ROI of what you're doing. >> Oh, absolutely. >> Right? >> Marshall: Every day, every day. We all have numbers we got to hit, right? And that's just the reality of it. But in order to do that, you know, agile DevOps approach where you're, you know, releasing every two weeks into production, you need a dedicated team that has like a longer term roadmap that is coinciding with the Cushman objective. So that's what we have in place today, something we call build as a service and mROC. So kind of think of that as as plan, build, and then run. We're infused. You have to be infused with your clients if you're going to run an agile DevOps program. >> Is automation more self-funding? Marshall, I want to draw on your experience with ERP. Is automation more self-funding than other technology initiatives? And if so, why or if not, why not? >> It is, and it's a double edged sword actually. We talk about this all the time at Ashling. We've never worked in an enterprise technology space where there's more accountability to value delivered because it's so quantifiable and measurable. So every time a transaction runs you can measure- >> Dave: How are we doing? >> Exactly, I mean the ERP days, nobody questioned. They just, they thought we just have to move to S/4HANA, we just have to move to Oracle. >> We'll let you know in a couple years. >> That's it, yeah. >> I mean the stuff that we just saw earlier from Javier Castellanos, right, from Orange. It is very much like each transaction has a value associated to it. Each part of that transaction has a value associated to it. We're constantly monitoring the numbers of looking at our performance, right? There's very real value associated to maintaining business as usual for the 50 plus automations that we have in production, right? So like the business is really counting on us to maintain and to make sure that we're continuing to perform. But also that we're continuing to work with them to find additional value and additional opportunities, right? To make sure that we are saving money and finding dollars- >> But it's dropping hard dollars to the bottom line, right, that are quantifiable to your point. But what's the governor, what's the barrier to your ability to absorb whether it's new automation? Is it just expertise, talent, or you bandwidth? Is it the prioritization exercise and thinking intelligently about, you know not- >> Dave: All of that. >> So how do you, I guess you guys work together, but take us through that a little bit. >> I mean, we're constantly refining our approach. So we were just talking about our DevOps approach. You know, we started with I think maybe five or six different teams based on specific service lines. We modulated that recently to go to two teams, right? One specific to build and one specific to enhance. So we're constantly looking for and building new automations throughout the organization. And then also looking for incremental value to enhance the automations that we've got out there, right? So making them better, faster, making them more resilient so resolving technical debt, doing a lot of different things to make sure that we're as stable as we possibly can be. But it's not only that, it's really like making sure like we're just as pinched by everybody else in terms of like the great resignation and looking for talent. I think everybody here is basically looking for the exact same talent. And so it's really making sure that we have interesting work, we're doing interesting work, we're making people feel valued, and we're bringing value throughout the business. >> So I remember Bobby Patrick called me when he joined UiPath. He goes, "You're not going to believe what I'm doing now. You got to get on this train." And so I started looking to it and we actually downloaded, you know, the package and started playing with it. And we tried to do it with the competitors, we, you know, we couldn't. It was like call for pricing kind of thing. We're like, well that's interesting. But what we saw was my perspective, this bottoms up adoption. And I know there was top down as well. But then, I remember I was in the meeting when they announced the sort of process gold acquisition and then started, I said, "Okay, they're going for platform now." And then Microsoft came into the market like, okay, they got to differentiate there. Now you're seeing everybody, all the software companies think they should own every dollar that's ever spent on software. So SAP's doing it and ServiceNow. And so Marshall, from your perspective, how has this platform evolved? And then Dave, to the extent you can talk about it, how is that platform adoption taking shape within the organization? I mean, platforms are much more complicated than products and they require integration. How is UiPath doing there? >> I think they're doing fantastic in that category. If you think about, and it's been a natural evolution. They're not fighting inertia, they're following challenges of their clients, right? So RPA obviously came onto the scene hot, everybody understands the business rule driven automation value. Easy to, you know, make a quantifiable, tangible evidence with RPA. But exceptions happen in a business and upstream processes break that, you know, cause challenges with downstream automations. So what do you do? You have to go upstream. You have to have more automations, you have to have process discovery, process mining with process gold. You need to have the ability to have a better user experience interface, which we've definitely incorporated into Cushman when we didn't get adoption with certain automations that we like. You build low-code apps. People want that consumerization of technology in the enterprise and that allows them to adopt more of the automation which triggers the robots and then you report analytics on it. So that expansion's been pretty natural with UiPath and I think the next acquisition they just made with Re:infer's really interesting, 'cause now you're going even more upstream with communication mining, turning that into structure data that you potentially could automate or analyze so it's been natural. It's truly the only platform that we've encountered that can do all of this at this point. >> So a couple things there. You know, one is the nuance of adoptions, not just the function of the potential savings or, you know, revenue production or productivity. It's, you know, the experience because you got to have a great UI. And then what are you going to do with Re:infer? I don't know if you guys are adopting Re:infer but what do you see as the potential. Marshall and Dave, if you guys have visibility on it? >> I know we've talked about it Dave so I mean the potential's huge. I think it's going to be more of a question of change management for each organization just to feel comfortable with that. But I mean, think about all of the communication and the semi and unstructured data in an organization that comes, you know, via Slacks, Teams, emails. It's huge and it's significant if you can figure out the right identifiers that you want to trigger for your business. And then figure out is that something downstream we can automate or can we just analyze and make our business more effective, more efficient, or provide a better experience. So I think it's huge. We don't know how big this is yet, but we know that it's something that, I mean, think about Cushman, get brokers all day long that are communicating with clients and third parties. So it could be extremely significant. >> Sounds like a potential to eliminate email hell, but. >> Marshall: Heard those promises before. >> Maybe that's like the paperless office eventually. >> Well in our organizations, like 50, 40 to 50,000 people, you know, globally, right? And there are definitely service lines within our organization where probably it doesn't make sense for us to leverage UiPath and provide them the, you know, studio and low code, no code automation tools. But a lot of this NLP stuff and a lot of the content mining and the communication mining stuff, really has the ability for us to be able to sort of pinpoint opportunities at levels that we couldn't possibly do it before. So it was really very exciting to see the stuff that we were in there. I think when you start your organization, a lot of times you're a hammer looking for a nail, right? And you need to quickly move away from that. And so I think a lot of the stuff that UiPath is introducing, a lot of the stuff that they're bringing into their platform, really helps us to be moving away from that sort of orientation. >> Well when you think of this in terms of CI/CD, you know, people maybe have a better understanding of sort of the life cycles and, you know, the iteration calendar. Can you give us an example of something that went from an idea, something like, "Hey, I think we might be able to automate this process" through "Okay, yeah, let's do it." You try it, at some point there's sort of quality testing involved to make sure that it's achieving that we want to do. Can you give us an example of a process that you've gone through? And then how long do those things usually take? Are we talking weeks, months? What are we talking about from idea to establishing that, "Yeah, this is something we want to keep in place." >> Dave: We always want to make it faster. So we're especially always trying to find ways, especially upfront parts of the process. So a lot of the analysis, requirements gathering, you know, stuff that's not actual building. We want to make sure that we're shrinking that as much as possible, that we're also being comprehensive so that we're not building something that doesn't meet someone's needs, right? Or that just completely misses the mark. But I mean, invoice processing is a good example. We do that internally. Obviously, we have corporate accounting. We also do that on behalf of clients. And so a lot of times, you know, we're bringing some of the internal processes, we're using the technologies for document understanding, optical character reading, and machine learning. And we're doing that on behalf of clients, but we're also doing that internally. So to be able to use some of those processes and automations, sort of client facing plus internally, are big changes. Big changes for us. But I think the other thing too is like, we're always trying to make it faster and better. I think that's one of those also processes where we put something in place and we're constantly looking to enhance it, make it better based on the process that's out here. >> And you're applying automation to that upfront piece, the planning phase? Is that right? Or? >> Yeah, yeah, so a lot of it is about sort of the work that we do on behalf of clients. And there are teams who are specifically tasked to accounts. And so we're looking to find ways to make it easier for those accounts to get their bills paid, to get visibility into, you know, accounts payable, accounts receivable, their full end to end accounts lifecycle. And so yeah, we're doing that directly on behalf of clients and then we're doing that internally. >> How about the why UiPath question. Marshall, I think I heard you say that you're pretty much exclusively UiPath as your automation partner. Why? Why not play the field? Why UiPath? >> So I think it started in like 2017, 2018 for Ashling. We did an analysis of kind of an outside in of what, at that point was the big three of RPA, the vision and the roadmap and the open platform architecture of UiPath and just the self-awareness that, "Hey, we need to operate with other technologies in order for our clients to get the most value from automation." That was really the main reason, outside of the fact that we like working with UiPath, but it was just that complete vision of a platform as opposed to a tool. We felt like everybody else was more of a pointed tool and then UiPath had this platform approach and it was going to be necessary to go end to end like we all are trying to achieve. >> And UiPath continues to deepen that, right? They continues to support us with tons of new technology- >> How so? Can you be specific? >> I mean, when we're talking about document understanding, I mean, we're trying to leverage that for manual handwritten time sheets. We're also using it for, you know, Chronos integration, right? So like there's a lot of stuff that we're using it for and we can go to a single shop, right? To be able to do it, a single platform from a scalability and a supportability perspective, it's also a big game changer for us, right? As you start, you want to be able to scale, but you can't spend a ton of money supporting, you know, a hundred different platforms. You really got to invest and be smart about it. And UiPath for us was a really smart play. >> Are you budget limited relative, you're competing with other initiatives within the organization? Where's the funding come from? Is it from the business? Is it from IT? Is it a combination? >> It had been centrally funded and we are now moving into a different model. So we are constantly looking at, you know, the justification of value, speed to value, and proving it out to our business partners from all service lines and within all different functions of the organization. So we're at an interesting inflection point, but I think we also have a really good background that we're building on. >> I've been saying it all day, I've said it for years, at the UiPath events that they are awesome about putting customers on theCUBE and we love to hear from the customer stories because we get to sort of map what we hear in the keynotes and then test it, right, in the real world. And I also really love the fact that Marshall, UiPath always brings implementation partners so we can get the expertise and you have a wider observation space. So guys, thanks so much for coming on theCUBE and thanks for sharing your stories and good luck in the future. >> Thanks for having us. >> Appreciate it guys. >> Very welcome. >> Thank you. >> All right, keep it right there. Dave Nicholson and Dave Vellante live from Las Vegas UiPath FORWARD 5. We'll be right back right after this short break.

The Cube presents UI Path Forward five. Brought to you by UI Path. >>Hi, everybody went back live at the Venetian, formerly the Sands Convention Center. Dave Ante with David Nicholson. UI. Paths forward five. This is the fourth forward conference that the Cube has done. So we've seen the ascendancy of UI path, the growth customers. UiPath is one of the first companies to actually come back Post Covid. Last year, 2021 at the Bellagio. They took a chance and it actually worked out great at a couple thousand people there. Lots of customers. We're here with Lauren Joyce, who's the global automation lead at Whirlpool. She's joined by Regener Facade rp, who is the global automation lead at Accenture. Good to see you again. Lauren. Welcome to the Cube first timer. Very much, >>Yes, thank >>You. So you're relatively new to automation, but you, as we were talking, you're a process with talk about the center of excellence that you're building out. What's the importance of that to Whirlpool? >>Absolutely. So we are first looking at automation from our finance organization and they were coming to us with, Hey, here are 12 things we wanna automate. And really what we are finding is that not all of these things were suitable for automation. So we've started on the COE journey of, well, how do we make sure that we're getting the most ROI for our business? Starting with discovery, making sure that what we're automating it makes sense, it's the right process versus just an upgrade or, or retooling set. So for us, especially being a global company, making sure that we had that governance in place, that mindset and what should be automated and when really made sense and helped us on our journey pursuing. >>And, and, and I presume that's where Accenture comes in. I mean, rp, you got deep industry expertise, you've got automation expertise. What role do you play in that prioritization exercise? >>So the, the way we approach any automation implementation is similar to what we did here in our pool. First step is, you know, I call it as knowing where you are in the automation journey. Like what always is, if you don't know where you are on a map, a map won't help you. So baselining the current automation maturity and the current journey where they are. And once you do that, you identify you are not star and prioritization and the goals that are required and then you build a plan. And exactly how we approach in establishing a center of excellence that drives the automation with rigor, knowing where you are and where you want to get to, >>What's the team look like in a, in a, who's on the bus, You know, who's who's, who's in in the circle if you will. How do you com you know, build, you've written about this, it's like a sports team. You put it together, you need be a quarterback, you need a lineman, you need, you know, wide receivers who's on the center of excellence team. >>So the way you always build the center of excellence is making sure that your business partners and the senior leadership team is committed to the entire automation journey. That's the key ingredient for success. Then you build, one of the critical aspect is the talent, the quarterback, you said the talent. In today's world, automation talent is just not about knowing, you know, RPA techniques or you know, process optimization, but it is an end to end technology stack starting from cloud to data to analytics and entire platform capabilities of automation that combined and coupled with change management and how do you drive an enterprise chain management is very, very critical in terms of implementing automation. >>Absolutely. Lauren, I'm curious, did, did Accenture bring UI path to Whirlpool or did you bring, or did you bring Accenture in and UI path in together? How, how did that interaction? >>Yes. So we brought Accenture in and they really helped us along with that journey and they brought UI path to us. Our European business was actually using Blue Prism and that's when we said no, we wanna standardize specifically on UI path and make sure from a global standpoint we're using the same tooling. And that really helped that as we were building our team, we leaned on their expertise and then even we're retooling people within our corporation of, hey, we took our SAP lead, our GCP lead to be our technical architect and and people that could help speak the language and translate from process and explain that doesn't have to be a large project and explain what automation is to help drive return investment for sure. >>Now you're early in, but have you seen results, you know so far? Can you talk about that, quantify it in any way or? >>Absolutely. So we started our journey December of 2020. We've automated about 60 or so bots, but really everything that we've done is based on hours saved. So we're at about 60,000 hours automated and with some of our biggest, like our big box stores and our KitchenAid small appliances, we've even had hard dollar savings that we had a bot that went live about in 60 days. We had a $3 million return and take took out 3000 hours of human interaction. That was great for us. >>So the world's kind of a mess right now. You got supply chain issues, you got inflation, you got a recession, you got the United States. Anyway, you got the Fed trying to figure out, oh there's sling shoting, you know, some people are, you know, really hurting stock market is starting to show that there's a lot of confusion out there. The world is changed quite a bit obviously the last few years. How do you guys see it? What role has, I wonder if both of you could answer, what role has automation played in helping like, for instance, Whirlpool with maybe supply chain problems or maybe bigger forecasting and, and what are you seeing across organizations? But Lauren if you could start. >>Absolutely. So for us being able to show improvement in a six to eight week development cycle and instead of saying here's a heavy dollar investment or a new tooling that you gotta get people resources up to speed on, we can take where we are today, automate save hours where we're getting our employee engagement scores of I'm overworked, I have too much on my plate, how can you help me? And automation is there to support and that's really helped our business one take unnecessary work off their plate and show very quick value add to the business without having to have huge dollar investments in our, I'm you trying to save money. >>Are people, what are you seeing in terms of, so some of the problems that people I see as sign out here said, oh, in inflation at five to 7% go after productivity and make it in 20% gains. I mean, what are you seeing in the field? >>More than ever, More than ever, automation is more relevant now given the current economy environment that we are operating. Because automation always free up or optimizers the capacity that every enterprise has. Optimizing capacity is very important so that you can take your talented employees and the talented resources to do more strategic transformation program, which helps to sustain and stay and scale in your business. So I see that automation playing a significant role to impact business imperative. >>What are some of the common misconceptions? I mean we talk a lot about people's fear of automation. You know, I don't think that's necessarily a misconception. I think a lot of times people are fearful about automating though. Maybe they, they shouldn't be. We had Dentsu on today, DS like, you know, this giant global branding firm and they get a lot of young kids, they're like, No, bring it on. I don't want to do all this mundane stuff. But you know, a lot of folks are are are concerned, but, so that maybe is one misconception. Are there others, Lauren, that you found that you can share? >>I think we were lucky that we didn't necessarily have that fear of being replaced by automation. I think our change management plan really helped drive that. We included some fun things of any time a bot went live you got almost like a birth certificate of here's the process we save for you, here's how it's grown over six, six months, 12 months, 18 months. But I'm not sure if we had any other major gaps like that or or pitfalls >>Or, or p anything that, >>So my philosophy is automation is human plus machine combination. You can't run just, you know, people can't think that, you know, if my task get automated, I lose the, I lose my my jobs. That's not how it works because you, you do need human expertise, competency skills to kind of argument what you do with automation. And most important thing when you do this change is that most of the enterprises do not believe, do not understand that you have to get even process, right? You don't want to, you know, have an inefficient process and put automation on the top of it. Then you just made your inefficiency run more faster. So you need to kind of make sure that you address inefficiency, optimize your process, then infuse automation, then have human plus machine capability to strengthen your automation. >>Is it really that easy? Sounds easy, right? It, >>So from an, from an Accenture perspective, if you're, if you're looking at the market as a whole or looking at industry verticals, what's the difference between an organization that is leveraging automation and an organization that is not leveraging organ leveraging automation? Is there, is there sort of a range of percentage of efficiency that you can put on that? What does it mean for their bottom line? >>Essent, you must have data on this. Yeah, I mean what, >>Yeah, >>Today, today's world in the technology world, every organization understands the importance of automation that's given. That's a table stake. Now, where an organization is in the journey differs some of the enterprises maybe at the beginning of the maturity spectrum. In my book I talk about automation maturity framework wherein there are the initial stages of automation. Some of them are intelligent automation at the end of the spectrum where they're using data cloud and AI to drive the automation journey. But in every enterprise, the key success of automation depends upon whether you do automation and enterprisewide not in a silo in the organization, but if you do enterprise wide apply across, you get a lot more benefits, lot more efficiency to drive. >>Does does automation being more strategic or key? Does it, does it in a way make investments in automation more, more scrutinized or more circumspect? I, I would, I would use the term discretionary. We heard Bobby Patrick today say this is not discretionary, it's strategic to me. If it's strategic it might be a mandate but it's might be something I can kick down the road. What are you seeing there in the field just in terms of overall demand and sentiment? >>Automation today, as I said, is a table stake. When it becomes an integrated DNA of enterprise, it is always, you know, whether you want to call one pillar of strategy, key DNA of your strategic roadmap you are in investments have to be directly proportional to what you want to accomplish as your business KPIs to thrive and deliver your business with. Otherwise, if you do it as like a one off thing, you know you won't get the benefit. Yeah. >>Or from your standpoint, where do you want to take the automation initiative inside a whirlpool? How are you thinking about scaling it? What have you learned that you can apply to driving scale? >>So we put some strict governance in place who weren't just automating everything under the sun cuz >>Wild west >>Yeah, I can't support that. Right? So we made sure that everything had at least less than a one year invest return on investment and 500 hours worth of automation for us to even consider it as part of our coe. So because of that, we do have some automations that would make sense, but that's why we're looking at a citizen development program or low code, no code. What other types of options are there to make sure that it does become a part of our culture and dna that you can automate those even small parts of your workflow to, to make your day better. >>When, when you're looking at those workflows, do you, are you, are you literally looking over someone's shoulder with a stopwatch and measuring, Measuring how time >>And motion studies? No >>Question. Yeah. I mean is it time and motion studies? I mean, is that sort of the entry level data that that you use or is it more, or is it more automated than that? >>I would say it's a little more automated than that, but we do sit down and we ask our business process, show me what this process looks like to you. And then from that we can take some task mining and look at, okay, how long did it take you to do this? How often are you doing it? And then based on how long the automation would take, see how many hours are saved and how many people are doing that same task on a monthly, daily, weekly basis. >>Great. All right guys, thanks so much for coming in the cube and sharing your story. A whirlpool and always love to have Accenture on. You guys got such a massive observation space, global depth of industry. So thank you very much both. Thank you. Thank you. You're very welcome. All right, keep it right there. Dave Nicholson and Dave Ante will be back right to the short break, you watching the cubes coverage of UI path forward. Five live from Las Vegas.

>> Narrator: From around the globe it's theCUBE! With digital coverage of UiPath Live, the release show. Brought to you by UiPath. >> Hi everybody this is Dave Valenti, welcome back to our RPA Drill Down. Ted Kummert is here he is Executive Vice President for Products and Engineering at UiPath. Ted, thanks for coming on, great to see you. >> Dave, it's great to be here, thanks so much. >> Dave your background is pretty interesting, you started as a Silicon Valley Engineer, they pulled you out, you did a huge stint at Microsoft. You got experience in SAS, you've got VC chops with Madrona. And at Microsoft you saw it all, the NT, the CE Space, Workflow, even MSN you did stuff with MSN, and then the all important data. So I'm interested in what attracted you to UiPath? >> Yeah Dave, I feel super fortunate to have worked in the industry in this span of time, it's been an amazing journey, and I had a great run at Microsoft it was fantastic. You mentioned one experience in the middle there, when I first went to the server business, the enterprise business, I owned our Integration and Workflow products, and I would say that's the first I encountered this idea. Often in the software industry there are ideas that have been around for a long time, and what we're doing is refining how we're delivering them. And we had ideas we talked about in terms of Business Process Management, Business Activity Monitoring, Workflow. The ways to efficiently able somebody to express the business process in a piece of software. Bring systems together, make everybody productive, bring humans into it. These were the ideas we talked about. Now in reality there were some real gaps. Because what happened in the technology was pretty different from what the actual business process was. And so lets fast forward then, I met Madrona Venture Group, Seattle based Venture Capital Firm. We actually made a decision to participate in one of UiPath's fundraising rounds. And that's the first I really came encountered with the company and had to have more than an intellectual understanding of RPA. 'Cause when I first saw it, I said "oh, I think that's desktop automation" I didn't look very close, maybe that's going to run out of runway, whatever. And then I got more acquainted with it and figured out "Oh, there's a much bigger idea here". And the power is that by really considering the process and the implementation from the humans work in, then you have an opportunity really to automate the real work. Not that what we were doing before wasn't significant, this is just that much more powerful. And that's when I got really excited. And then the companies statistics and growth and everything else just speaks for itself, in terms of an opportunity to work, I believe, in one of the most significant platforms going in the enterprise today, and work at one of the fastest growing companies around. It was like almost an automatic decision to decide to come to the company. >> Well you know, you bring up a good point you think about software historically through our industry, a lot of it was 'okay here's this software, now figure out how to map your processes to make it all work' and today the processes, especially you think about this pandemic, the processes are unknown. And so the software really has to be adaptable. So I'm wondering, and essentially we're talking about a fundamental shift in the way we work. And is there really a fundamental shift going on in how we write software and how would you describe that? >> Well there certainly are, and in a way that's the job of what we do when we build platforms for the enterprises, is try and give our customers a new way to get work done, that's more efficient and helps them build more powerful applications. And that's exactly what RPA does, the efficiency, it's not that this is the only way in software to express a lot of this, it just happens to be the quickest. You know in most ways. Especially as you start thinking about initiatives like our StudioX product to what we talk about as enabling citizen developers. It's an expression that allows customers to just do what they could have done otherwise much more quickly and efficient. And the value on that is always high, certainly in an unknown era like this, it's even more valuable, there are specific processes we've been helping automate in the healthcare, in financial services, with things like SBA Loan Processing, that we weren't thinking about six months ago, or they weren't thinking about six months ago. We're all thinking about how we're reinventing the way we work as individuals and corporations because of what's going on with the coronavirus crisis, having a platform like this that gives you agility and mapping the real work to what your computer state and applications all know how to do, is even more valuable in a climate like that. >> What attracted us originally to UiPath, we knew Bobby Patrick CMO, he said "Dave, go download a copy, go build some automations and go try it with some other companies". So that really struck us as wow, this is actually quite simple. Yet at the same time, and so you've of course been automating all these simple tasks, but now you've got real aspiration, you're glomming on to this term of Hyperautomation, you've made some acquisitions, you've got a vision, that really has taken you beyond 'paving the cow path' I sometimes say, of all these existing processes. It's really trying to discover new processes and opportunities for automation, which you would think after 50 or whatever years we've been in this industry, we'd have attacked a lot of it, but wow, seems like we have a long way to go. Again, especially what we're learning through this pandemic. Your thoughts on that? >> Yeah, I'd say Hyperautomation. It's actually a Gartner term, it's not our term. But there is a bigger idea here, built around the core automation platform. So let's talk for a second just what's not about the core platform and then what Hyperautomation really means around that. And I think of that as the bookends of how do I discover and plan, how do I improve my ability to do more automations, and find the real opportunities that I have. And how do I measure and optimize? And that's a lot of what we delivered in 20.4 as a new capability. So let's talk about discover and plan. One aspect of that is the wisdom of the crowd. We have a product we call Automation Hub that is all about that. Enabling people who have ideas, they're the ones doing the work, they have the observation into what efficiencies can be. Enabling them to either with our Ask Capture Utility capture that and document that, or just directly document that. And then, people across the company can then collaborate eventually moving on building the best ideas out of that. So there's capturing the crowd, and then there's a more scientific way of capturing actually what the opportunities are. So we've got two products we introduced. One is process mining, and process mining is about going outside in from the, let's call it the larger processes, more end to end processes in the enterprise. Things like order-to-cash and procure-to-pay, helping you understand by watching the events, and doing the analytics around that, where your bottle necks, where are you opportunities. And then task mining said "let's watch an individual, or group of individuals, what their tasks are, let's watch the log of events there, let's apply some machine learning processing to that, and say here's the repetitive things we've found." And really helping you then scientifically discover what your opportunities are. And these ideas have been along for a long time, process mining is not new. But the connection to an automation platform, we think is a new and powerful idea, and something we plan to invest a lot in going forward. So that's the first bookend. And then the second bookend is really about attaching rich analytics, so how do I measure it, so there's operationally how are my robots doing? And then there's everything down to return on investment. How do I understand how they are performing, verses what I would have spent if I was continuing to do them the old way. >> Yeah that's big 'cause (laughing) the hero reports for the executives to say "hey, this is actually working" but at the same time you've got to take a systems view. You don't want to just optimize one part of the system at the detriment to others. So you talk about process mining, which is kind of discovering the backend systems, ERP and the like, where the task mining it sounds like it's more the collaboration and front end. So that whole system thinking, really applies, doesn't it? >> Yeah. Very much so. Another part of what we talked about then, in the system is, how do we capture the ideas and how do we enable more people to build these automations? And that really gets down to, we talk about it in our company level vision, is a robot for every person. Every person should have a digital assistant. It can help you with things you do less frequently, it can help you with things you do all the time to do your job. And how do we help you create those? We've released a new tool we call StudioX. So for our RPA Developers we have Studio, and StudioX is really trying to enable a citizen developer. It's not unlike the art that we saw in Business Intelligence there was the era where analytics and reporting were the domain of experts, and they produced formalized reports that people could consume. But the people that had the questions would have to work with them and couldn't do the work themselves. And then along comes ClickView and Tableau and Power BI enabling the self services model, and all of a sudden people could do that work themselves, and that enabled powerful things. We think the same arch happens here, and StudioX is really our way of enabling that, citizen developer with the ideas to get some automation work done on their own. >> Got a lot in this announcement, things like document understanding, bring your own AI with AI fabric, how are you able to launch so many products, and have them fit together, you've made some acquisitions. Can you talk about the architecture that enables you to do that? >> Yeah, it's clearly in terms of ambition, and I've been there for 10 weeks, but in terms of ambition you don't have to have been there when they started the release after Forward III in October to know that this is the most ambitious thing that this company has ever done from a release perspective. Just in terms of the surface area we're delivering across now as an organization, is substantive. We talk about 1,000 feature improvements, 100's of discreet features, new products, as well as now our automation cloud has become generally available as well. So we've had muscle building over this past time to become world class at offering SAS, in addition to on-premises. And then we've got this big surface area, and architecture is a key component of how you can do this. How do you deliver efficiently the same software on-premises and in the cloud? Well you do that by having the right architecture and making the right bets. And certainly you look forward, how are companies doing this today? It's really all about Cloud-Native Platform. But it's about an architecture such that we can do that efficiently. So there is a lot about just your technical strategy. And then it's just about a ton of discipline and customer focus. It keeps you focused on the right things. StudioX was a great example of we were led by customers through a lot of what we actually delivered, a couple of the major features in it, certainly the out of box templates, the studio governance features, came out of customer suggestions. I think we had about 100 that we have sitting in the backlog, a lot of which we've already done, and really being disciplined and really focused on what customers are telling. So make sure you have the right technical strategy and architecture, really follow your customers, and really stay disciplined and focused on what matters most as you execute on the release. >> What can we learn from previous examples, I think about for instance SQL Server, you obviously have some knowledge in it, it started out pretty simple workloads and then at the time we all said "wow, it's a lot more powerful to come from below that it is, if a Db2, or an Oracle sort of goes down market", Microsoft proved that, obviously built in the robustness necessary, is there a similar metaphor here with regard to things like governance and security, just in terms of where UiPath started and where you see it going? >> Well I think the similarities have more to do with we have an idea of a bigger platform that we're now delivering against. In the database market, that was, we started, SQL Server started out as more of just a transactional database product, and ultimately grew to all of the workloads in the data platform, including transaction for transactional apps, data warehousing and as well as business intelligence. I see the same analogy here of thinking more broadly of the needs, and what the ability of an integrated platform, what it can do to enable great things for customers, I think that's a very consistent thing. And I think another consistent thing is know who you are. SQL Server knew exactly who it had to be when it entered the database market. That it was going to set a new benchmark on simplicity, TCO, and that was going to be the way it differentiated. In this case, we're out ahead of the market, we have a vision that's broader than a lot of the market is today. I think we see a lot of people coming in to this space, but we see them building to where we were, and we're out ahead. So we are operating from a leadership position, and I'm not going to tell you one's easier that the other, and both you have to execute with great urgency. But we're really executing out ahead, so we've got to keep thinking about, and there's no one's tail lights to follow, we have to be the ones really blazing the trail on what all of this means. >> I want to ask you about this incorporation of existing systems. Some markets they take off, it's kind of a one shot deal, and the market just embeds. I think you guys have bigger aspirations than that, I look at it like a service now, misunderstood early on, built the platform and now really is fundamental part of a lot of enterprises. I also look at things like EDW, which again, you have some experience in. In my view it failed to live up to a lot of it's promises even though it delivered a lot of value. You look at some of the big data initiatives, you know EDW still plugs in, it's the system of record, okay that's fine. How do you see RPA evolving? Are we going to incorporate, do we have to embrace existing business process systems? Or is this largely a do-over in your opinion? >> Well I think it's certainly about a new way of building automation, and it's starting to incorporate and include the other ways, for instance in the current release we added support for long running workflow, it was about human workflow based scenarios, now the human is collaborating with the robot, and we built those capabilities. So I do see us combining some of the old and new way. I think one of the most significant things here, is also that impact that AI and ML based technologies and skills can have on the power of the automations that we deliver. We've certainly got a surface area that, I think about our AI and ML strategy in two parts, that we are building first class first party skills, that we're including in the platform, and then we're building a platform for third parties and customers to bring their what their data science teams have delivered, so those can also be a part of our ecosystem, and part of automations. And so things like document understanding, how do I easily extract data from more structured, semi-structured and completely unstructured documents, accurately? And include those in my automations. Computer vision which gives us an ability to automate at a UI level across other types of systems than say a Windows and a browser base application. And task mining is built on a very robust, multi layer ML system, and the innovation opportunity that I think just consider there, you know continue there. You think it's a macro level if there's aspects of machine learning that are about captured human knowledge, well what exactly is an automation that captured where you're capturing a lot of human knowledge. The impact of ML and AI are going to be significant going out into the future. >> Yeah, I want to ask you about them, and I think a lot of people are just afraid of AI, as a separate thing and they have to figure out how to operationalize it. And I think companies like UiPath are really in a position to embed UI into applications AI into applications everywhere, so that maybe those folks that haven't climbed on the digital bandwagon, who are now with this pandemic are realizing "wow, we better accelerate this" they can actually tap machine intelligence through your products and others as well. Your thoughts on that sort of narrative? >> Yeah, I agree with that point of view, it's AI and ML is still maturing discipline across the industry. And you have to build new muscle, and you build new muscle and data science, and it forces you to think about data and how you manage your data in a different way. And that's a journey we've been on as a company to not only build our first party skills, but also to build the platform. It's what's given us the knowledge that to help us figure out, well what do we need to include here so our customers can bring their skills, actually to our platform, and I do think this is a place where we're going to see the real impact of AI and ML in a broader way. Based on the kind of apps it is and the kind of skills we can bring to bear. >> Okay last question, you're ten weeks in, when you're 50, 100, 200 weeks in, what should we be watching, what do you want to have accomplished? >> Well we're listening, we're obviously listening closely to our customers, right now we're still having a great week, 'cause there's nothing like shipping new software. So right now we're actually thinking deeply about where we're headed next. We see there's lots of opportunities and robot for every person, and that initiative, and so we're launched a bunch of important new capabilities there, and we're going to keep working with the market to understand how we can, how we can add additional capability there. We've just got the GA of our automation cloud, I think you should expect more and more services in our automation cloud going forward. I think this area we talked about, in terms of AI and ML and those technologies, I think you should expect more investment and innovation there from us and the community, helping our customers, and I think you will also see us then, as we talked about this convergence of the ways we bring together systems through integrate and build business process, I think we'll see a convergence into the platform of more of those methods. I look ahead to the next releases, and want to see us making some very significant releases that are advancing all of those things, and continuing our leadership in what we talk about now as the Hyperautomation platform. >> Well Ted, lot of innovation opportunities and of course everybody's hopping on the automation bandwagon. Everybody's going to want a piece of your RPA hide, and you're in the lead, we're really excited for you, we're excited to have you on theCUBE, so thanks very much for all your time and your insight. Really appreciate it. >> Yeah, thanks Dave, great to spend this time with you. >> All right thank you for watching everybody, this is Dave Velanti for theCUBE, and our RPA Drill Down Series, keep it right there we'll be right back, right after this short break. (calming instrumental music)

>> Automation is being viewed as increasingly strategic by business executives. A prominent example can be seen in the form of robotic process automation, RPA. Despite the pandemic, RPA continues to show strong growth in the market, and that's really confirmed in the survey data from our partner, ETR. Hi everybody, this is Dave Vellante, and welcome to this special presentation from the CUBE team with support from UI Path. Earlier this month UI Path had a big launch event and today we're going to provide some perspective and analysis of the market. We're also going to interview some of the UI Path execs to get a better understanding of the market trends and the competitive environment. Let me lay out the program. It's going to start with my independent, unsponsored breaking analysis segment. This is pure editorial. In this first video we're going to discuss some of the RPA challenges and early issues that customers had with RPA. And we're going to update you on the market, we're going to look at the latest ETR spending data. We have some comments on the competition. And we're particularly going to focus on of course, UI path, but also automation anywhere, Blue Prism, and we even have some thoughts on Pega Systems. Now you can go to wikibond.com and read the full analysis of that breaking analysis. It's also on siliconangle.com if you really want more details on this data. After that, we have four UI Path execs that we interview including the CMO, Bobby Patrick, Ted Cumert their new head of products. He's going to talk to us about software development and platform architectures. And then we also interview Terek Madcore about RPA in the cloud. And then we're going to close with Brandon Knott. And I'm going to push Brandon a little bit on how much of that UI Path vision, i/e a robot for every person. How much of that is real, how much of that is marketing hype, and what can we expect going forward in terms of that adoption? So thanks for watching everybody. I hope you enjoy the program.

>>This is Dave Volante, and I want to tell you about an event we're holding this week with support from you. I path. As you know, we've been reporting on the automation space and the impact of Cove it. Earlier this month, you I path had a big launch, and we're able to get some of their execs to come on the Cube and talk about the future of automation. So on Thursday, May 21st 12 noon, Eastern time, we're running a program on the cube dot net. It's going to start with my independent breaking analysis, talking about some of the r p a challenges and updating you on the market. And we'll be looking at the latest CTR spending data at commenting on the competition with a particular focus on your path, but also automation anywhere, Blue Prism and even some thoughts on Pegasystems. We then have four U i path exact execs that we've interviewed, including CMO, Bobby Patrick, Ted Kumar, who's their new head of products talking about software architectures. We also interviewed Erik Madkour about R p a in the cloud, and we close with Brendan not well, I'm gonna ask to defend you I pass vision of a robot for every person. Very ambitious. And I'm gonna push Brendan a little bit on how much? Israel versus marketing hype. So go the cube dot net. Look for the U I path event that you can add to your calendar. Thanks, everybody, and we'll see you there.

>>Live from Las Vegas. It's the cube covering UI path forward Americas 2019. Brought to you by UI path. >>We're back. You're watching the cube, the leader in live tech coverage. We go out to the events. This has been a great event. UI path forward three, the third North American event, and this is day two. We're just wrapping up. Brandon nod is here as a senior vice president with UI path and Kadar. Danny, who's the vice president of global accounts at UI path. So you guys got a store? >>Yeah, yeah, yeah, we do. Britta, what's the story you guys, one was a customer and customer that is to first customer. Um, so three years ago, something like that when you iPod, we just started out with a global expansion. We'd got our seed funding round in 2015 we started expanding and building our global sales team when he's 16. I joined in the UK, responsible globally for the banking financial services industry. And one, one fine day, I get a communication, an email from a prospective customer that, Hey, I want to talk to you about your platform. And it was a Brandon over here. Brandon, do you want to tell it? Tell them what a, how you found out about your iPad. >>Yeah, you bet. I was interviewing a couple of partners and looking at the different platforms and found that yeah, you, I've had really had what I was looking for, which is the openness of the platform, the ability to do training online and start my journey kind of on my terms. And so when I reached out to it was very much how can you help me get started? I've already made the business case internally, I'm ready to go. What year was this? 2016 and it's interesting, >>Daniel Donnez last night and his keynote said, you know, we really appreciate you guys who joined us in 2016 cause you know, the product didn't have all the features that we wanted. You know, it wasn't fully baked. This was my interpretation. That's right. But, but I, but I was saying earlier in the cube, the right move, that UI path made as you bet on simplicity. And he said, okay, let's get to market fast. Yeah. Simple. And that. And you said on your terms, what do you mean by that? >>So one of the things that I love about UI path is early on there was a principle of openness. Let people download the software. Don't be afraid, don't tease people, and then say, come to our site and we'll give you a call. Right? They said, come to our site, download, try it yourself. Here's what there's free training. And as UI path has grown, that principle is, is still very much precedent. You can go online right now and download, take free courses online. So what I wanted as a customer at that time was the ability to see it for myself. I wanted to make it real before I've made the investment. That was our experience. When Bobby Patrick first started, I said, you iPad today? He goes, go to the download a >>copy of our software, start building automations. I'm like, huh, yeah to it. And then go to automation anywhere, which by the way is the sponsor of ours. We love, we're an arms dealer. We love everybody. You know, go to blue prism, get their software too. So we tried, but we couldn't, you know, it was called the reseller will do pro what's your need? We just want to play with it, you know, so, so that's what you mean by bad on your terms and so yeah, that, that's worked pretty well for you guys, hasn't it? has and uh, you know, when we started off, right, community has always been a pillar within, within UI paths, you know, kind of strategy to to make sure that RPA is available to everyone. We call it democratization of, of automation and hence, you know, availability of the community edition. >>Uh, we go to the universities, students are able to download and use it for free and now we've tied up with certain universities to expand the education system with uh, getting, um, you know, when graduates pass out they come out ready knowing you want found RPA. Yeah, we had a, the college of William and Mary on and Tom Clancy, they were talking about that. Now I did my little review of the predictions in the morning. Guys predictions. He said that the students that come out of college, you're gonna force RPA on their companies. Most college kids don't know what RPA is. I got hit, I said it's gonna take a couple of cycles here, but, but so, okay, so run. Why did you join UI path? How did that all, you know, what drove you to say, okay, this is it. I'm going to have instead of applying the technology to make my existing company better, I'm gonna. >>So I ran operations for a mortgage company and we had already automated everything that we could using the classic tools and we are winning awards. And it was, you know, people were looking at the work that we are doing and they were impressed, but I still couldn't get past a certain point in my automations. So bringing in UI path allowed me to continue that journey to keep automating. And after a while, the more that I was working with you, I path weird, uh, I was a guest of, of them at conferences, speaking with guy Kirkwood and any number of folks. I looked at the culture of the company and thought this is a place that I want to be. And I looked at the roadmap and where the product was going and what I was able to do with it as a customer. And I thought, I want to help other people do this. I want to help them on their journey, get to this next level of automation that they're currently there. They're being kept at. >>Yeah, well a lot of people hop on the bandwagon. I saw folks from AWS, you know, have joined a gentlemen I know from Google, let's join them in these early leading companies and correct. So how are you guys spending your time these days? Special >> as I, my, my title suggests, you know, I'm responsible for the global account portfolio and I'm spending most of my time with our customers trying to help them on their automation journey. So these are some of the largest >>global customers, uh, big insurance companies, uh, automobile industry, uh, you know, Titans in that industry and they've all been our customers now for the last two years, in three years with a plan to kind of change the way they, uh, they run their business right. And RPA and you wipe out basically the automation platform that we have now with our new release come out as well, is giving these customers and end Duan a transformation engine. So it is our responsibility now to make them, uh, you know, more knowledgeable on how to apply that technology and get them successful with their plans for a, you know, transformation and automation of their business processes. Right. >>How are you spending your time, bro? I'm in product and in my focus is attended automation. So classically people are implementing unintended automation. This, this was the first big wave of RPA was really robots just working on a server somewhere. You don't, you don't interact with them. They just do their thing 24 hours a day. Now there's a huge push into attended automation, which is having a, a robot on your computer and the two of you working together, collaborating in real time throughout your day. So we're looking to save time to take out the the wasteful and small processes that nobody wants to do as well as creating an entirely new opportunities for value based on what the two of you can do together. How are you guys thinking about the way in which a user or worker interacts with that? That bot? Yeah, I think it's, it's more like a dance and and less like a task manager, right? >>So you might think in classic automation, you know, click a button, go do this thing, click a button, go do that thing that the automation is happening when you want it to. The way that our platform has written, the robot can listen to what you're doing. It can monitor for when you click on a specific button or for when you move files to a folder. So think about it less like a conscious effort to, to guide the robot and more as a collaborative effort where, where the robot is seeing what you're doing and taking action to help you and do things on your behalf and then letting you know when they're done. So it's the paradigm is changing for work and when you have a robot on your computer, it's going to open up a new way of doing your, your daily content. And the enabler there is what machine learning machine intelligence. >>It's a combination of things. So think about machine learning and AI as just one tool that that robot has to use both CR as well. You know, we did a demo earlier this week where we took receipts, moved him to a folder, the robot sees that you've moved receipts into a folder, can bounce it off and end point that and break apart those receipts using OCR, load that all into Excel and help you with your expense report. So think about things like this, you, things you need to do. You do what you would normally do, put receipts in a folder and the robot takes care of the rest. What, what things can, um, humans do that machines can't? Yeah, the ability to make on the fly judgment for complex cognitive tasks is very, very hard to replicate in, in AI right now because typically models are built on a set of specific information. >>We build our, our receipt and our invoice model off a ton of receipts and invoices. Therefore the robot can make quick work of those receipts way, way faster than we can, but present an unstructured problem or an open ended problem in an AI model might really struggle. Whereas a human can instantly make a judgment on that. So we want computers to do that. Those, those compiled activities and with the AI models that make sense for what they're doing and want humans to be thinking at higher levels, at creative levels, higher cognitive, cognitive and decision making levels. So this is as Daniel and others had mentioned, elevating the humanity when you think about it, >>but you definitely see some of your customers are certainly talking about this. This is robots taking action systems of agencies. Some people call it on behalf of the human and having to essentially make certain decisions. But you're saying those decisions are well understood and safe essentially. >>Absolutely. When you deploy a robot you don't, you don't just kind of hope for the best. Right? You have a very specific use case and you've coated the robot for that use case. I love it when when people say, you know, our compliance team is worried about the robots going wild or you know, we can have it gone the system, but he can't do anything that you haven't consciously told it to do, haven't written it to do. So it turns out it's actually even more compliant because it can throw off logs and a paper trail is as complex as you want it. So if I were a compliance officer, I would say get robots in immediately because I want more visibility into what's being done. >>So where do you see your customers going? So our customers say few. As Brandon was saying earlier, you know, customers started with this unattended robots first because everyone was trying to get an efficiency in their back office. We got a Y and that that is actually the core foundation for what comes next, which is the attended automation, the robot for every person vision that we have, we have fought for the, for the entire global customer community of ours. I mean the number of use cases where a human agent would with a robot. Now with having a robot on every desktop, I mean simple things like expense reports, time sheets or even simple things like downloading emails and reports on a daily basis. You don't need to engage with multiple systems. As a, as a human agent, you can get the robot to go ahead and do that for you. And as Brandon was saying, you know, you have much better control with the robot doing it. Then a human being who has a mind who could potentially, you know, cause certain security or compliance related issues because a human agent could go easily off track, do something different. Where as the robot has a certain set of parameters within which they work. >>Well guys, we've got to wrap, but so I'm going to ask each of you, give us the bumper sticker on UI path forward three a. When the trucks are pulling away from the Bellagio, what's the bumper sticker? Safe running. Try and keep up. >>Yeah, go, go big. Go big and go big now. >>Yeah, go bigger or go home. It's kind of seems to be the theme here. Well guys, thanks very much for. Congratulations on all the success you guys got a lot of work to do still for sure and best of luck. Thank you very much. Very welcome and thank you for watching everybody. It's a wrap from a UI path forward. You watching the cube, go to siliconangle.com check out all the news. We've got a bunch of in depth coverage of this show, RPA in general. We have five shows this week, so check that out and of course go to the cube.net to see what will be next week. Another big week. October has become the new may. So thank you for watching everyone. This is Dave Volante for the cube. Thanks guys. Great job today. We'll see you next time.

(upbeat music) >> From the SiliconANGLE Media office, in Boston Massachusetts, it's theCUBE. Now, here's your host, Stu Miniman. >> I'm Stu Miniman, I'm here with Bobby Patrick, the Chief Marketing Officer of UiPath and Bobby, UiPath sponsored a new survey in paper that is from the economists, it's called The Advance of Automation. Tell us a little bit about why that paper was done. >> Yeah. So Robotic Process Automation is fairly new to the market. Automation, obviously has been around a while. It's been mostly in I.T. where we've automated for the last 20 years. With RPA now, you can really begin to talk to the C level executives about, "Hey, I can really drive 10, 15 percent productivity with every employee. I can really being to think about dramatic digital transformation across my entire enterprise". And so, we approached a few outlets, The Wall Street Journal being one, the FT, and The Economist. The Economist was very interested, they obviously have studies about the impacts of the workforce around productivity. And they viewed this as a really exciting effort to engage in. We obviously sponsored it as well. But the results really were from their surveys. They had multiple professionals on it, and we couldn't be more excited about the results of the paper. >> Awesome, a lot of data in there which our audience always love. What were some of the key takeaways from the results? >> High interest in automation. But only about half solved, really broad usage of automation in their company. I think what we realize here is that automation has impacted a number of areas. Certainly hard automation, hard automation is physical robots. But soft automation, or robotic automation, actually had higher awareness in it's potential. So I was surprised about that. But I think what the most important part to me is that over 90% said they thought automation could have massive impacts on their company. Not really surprising data, I would say I some cases. But I think the way they pull it all together and summarize about it's potential. I think that's what was most impactful. >> All right, Bobby, we've been loving digging in on theCUBE for years about the future of work. There is still so much concern or fear out there. "Robots are taking my job" "I throw in this new technology." And we understand in the I.T. industry, it is very rare that a technology directly replaces people. >> Right. >> As a matter of fact, we've done events with MIT and it's people plus machines. >> Right. >> It's usually the best answer. Where does this research fit with that whole second machine age and discussing their jobs? >> Yeah, I think what's great is, two years ago, RPA was not widely known, at all. And I think at the time the narrative was AI's going to replace jobs. There was a lot of fear. But that's not what we're seeing at all. And I think the paper confirms this as well. But, this is about robots doing the work we hate. Nobody misses the work that robots do. We see in terms of the results in data is that the increase in productivity actually drives a more efficient workforce and a more satisfied workforce. Happier employees. Employee engagement. Employment productivity is what we talk about often now. And so I think that narrative has shifted very quickly. And you could argue "Well it's low unemployment economy so maybe that's why." But even in certain countries that we're in like Brazil which have a much higher unemployment. The enthusiasm there is still very high. >> All right, as I mentioned, there's a lot of data in there. Which person in the organization is driving this, where is the awareness? There's geographical cuts of it. >> Right. >> So if people what to find out more, how do they get that? >> So Economist was great. They said "Hey, we love your view of this automation first era like the cloud first era", Stu that we've all be involved in for so long. The automation first era's huge and so they said "Hey, automationfirst.economist.com would be a great URL". All the content's up there now. You can download the white papers, there's a great infographic and it's part of the Economist. So, automationfirst.economist.com. >> All right, thank you so much, Bobby. I love about it automationfirst.economist.com and really all you have to do is go to that website, click a button, you don't have to fill out a long form. >> No. >> I'm guessing some robot just populates all the stuff that you need there. >> Of course. >> All right, for Bobby Patrick, I'm Stu Miniman. Thanks for joining us as always on theCUBE. (upbeat music)