(upbeat music) >> Hello, CUBE friends and welcome back to Vegas. Lisa Martin here with John Furrier. This is our third day of coverage of AWS re:Invent. There are somewhere between 50,000 and 60, 70,000 people here. The excitement is palpable. The energy in the room has been on fire since Monday night. John, we love talking, we love re:Invent. We love talking about AWS and it's incredible ecosystem of partners and we're going to be doing that next. >> Yeah, I mean 10 years of theCUBE, we've been here since 2013. Watching it grow as the cloud computing invention. And then the ecosystem has just been growing, growing, growing at the same time innovation. And that's this next segment with the company that we both have covered deeply. Boomi is going to be a great segment. Looking forward to it. >> We have, we have. And speaking of innovation and Boomi, we have a four-time cube guests back with us. Ed Macosky joined us, Chief Innovation Officer at Boomi. And it's great to see you in person. >> Yeah, great to be here. Thanks for having me. >> What's going on at Boomi? I mean, I know up and to the right, continues we'll go this way. What's going on? >> Yeah, we continue to grow. We're really focused with AWS on the cloud and app modernization. Most of our projects and many of our customers are in this modernization journey from an enterprise perspective, moving from on-premises, trying to implement multicloud, hybrid cloud, that sort of thing. But what we're really seeing is this modernization choke point that a lot of our customers are facing in that journey where they just can't get over the hump. And a lot of their, they come to us with failing projects where they're saying, "Hey, I've got maybe this anchor of a legacy data source or applications that I need to bring in temporarily or I need to keep filling that." So we help with integrating these workflows, integrating these applications and help that lift and shift and help our customers projects from failing and quickly bringing themselves to the cloud. >> You know, Ed, we've been talking with you guys for many many years with theCUBE and look at the transition, how the market's evolved. If you look at the innovation going on now, I won't say it's an innovator's dilemma because there's a lot of innovation happening. It's becoming an integrator's dilemma. And I was talking with some of your staff. Booth traffic's up, great leads coming in. You mentioned on the keynote in a slide. I mean, the world spun in the direction of Boomi with all your capabilities around integration, understanding how data works. All the themes here at re:Invent kind of like are in that conversation top track that we've been mentioning and Boomi, you guys have been building around. Explain why that's happening. Am I right? Am I getting that right, or can you share your thoughts? >> Yeah, absolutely. We're in a great spot. I mean, given the way the economy's going today, people are, again, trying to do more with less. But there is this modernization journey that I talked about and there's an explosion of SaaS applications, cloud technologies, data sources, et cetera. And not only is it about integrating data sources and automating workflows, but implementing things at scale, making sure you have high data quality, high data governance, security, et cetera. And Boomi sits right in the middle of providing solutions of all of that to make a business more efficient. Not only that, but you can implement things very very quickly 'cause we're a low-code platform. It's not just about this hardcore technology that's really hard to implement. You can do it really quickly with our platform. >> Speaking of transformation, one of the things John does every year ahead of re:Invent is he gets to sit down with the CEO of re:Invent and really does a great, if you haven't seen it, check it out on siliconangle.com. Really kind of a preview of what we're going to expect at the show. And one of the things Adam said to you was CIOs, CEOs are coming to me not wanting to talk about technology. They want to talk about transformation, business transformation. It's no more, not so much about digital transformation anymore, it's about transforming businesses. Are you hearing customers come to you with the same help us transform our business so we can be competitive, so we can meet customer demand? >> Oh, absolutely. It's no longer about tools and technology and providing people with paint to paint on a canvas. We're offering solutions on the AWS marketplace. We have five solutions that we launched this year to get people up and running very quickly based on business problems from disbursement to lead to cash with Salesforce and NetSuite to business-to-business integrations and EDI dashboarding and that sort of thing. We also have our own marketplace that provide these solutions and give our customers the ability to visualize what they can do with our platform to actually solve business problems. Again, not just about tooling and technology and how to connect things. >> How's the marketplace relationship going for you? Are you guys seeing success there? >> Yeah, we're seeing a lot of success. I mean, in fact, we're going to be doubling down in the next year. We're going to be, we haven't announced it yet, but we're going to be announcing some new solutions. >> John: I guess we're announcing it now. >> No, I'm not going to get to specifics. But we're going to be putting more and more solutions on the marketplace and we're going to be offering more ways to consume and purchase our platform on the marketplace in the next couple of months. >> Ed, talk about what's new with Boomi real quick. I know you guys have new connectors Early Access. What's been announced? What have you guys announced? What's coming? What's the new things folks should pay attention from a product standpoint? >> Yeah, so you mentioned the connectors. We have 32 new connectors. And by the way in our ecosystem, our customers have connected 199,970 unique things. Amazon SQS is one of those in that number. So that's the kind of scale. >> What's the number again? >> 199,970. At least that's the last I checked earlier. >> That's a good recall right there. Exact number. >> It's an exciting number 'cause we're scaling very, very rapidly. But the other things that are exciting are we announced our event streaming service that we want to bring to our cloud. We've relied on partners in the past to do that for us, but it's been a very critical need that our customers have asked for. So we're integrating that into our platform. We're also going to be focusing more and more on our data management capabilities because I mentioned it a little earlier, connecting things, if bad data's going in and bad data's going out, bad data's going everywhere. So we have the tools and capability to govern data, manage data, high quality solutions. So we're going to invest more and more in that 'cause that's what our customers are asking us for. >> Data governance is a challenge for any business in any industry. Too much access is a huge risk, not enough access to the right people means you can't really extract the insights from data to be able to make data-driven decisions. How do you help customers really on that fine line of data governance? >> Very specifically, we have as part of our iPaaS platform, we have a data catalog and data prep capability within the platform itself that gives citizens in the organization the ability to catalog data in a secure way based on what they have capabilities to. But not only that, the integrator can use data catalog to actually catalog the data and understand what needs to be integrated and how they can make their business more efficient by automating the movement of data and sharing the data across the organization. >> On the innovation side, I want to get back to that again because I think this integration innovation angle is something that we talked about with Adams Selipsky in our stories hitting SiliconANGLE right now are all about the partner ecosystems. We've been highlighting some of the bigger players emerging. You guys are out there. You got Databricks, Snowflake, MongoDB where they're partnering with Amazon, but they're not just an ISV, they're platforms. You guys have your own ISVs. You have your own customers. You're doing low-code before no-code is popular. So where are you guys at on that wave? You got a good customer base, share some names. What's going on with the customers? Are they becoming more developer oriented? 'Cause let's face it, your customers that working on Boomi, they're developers. >> Yes. >> And so they got tools. You're enablers, so you're a platform on Amazon. >> We are a platform on Amazon. >> We call that supercloud, but that's where this new shift is happening. What's your reaction to that? >> Yes, so I guess we are a supercloud on Amazon and our customers and our partners are developers of our platforms themselves. So most of our partners are also customers of ours and they will be implementing their own integrations in the backend of their platforms into their backend systems to do things like billing and monitoring of their own usage of their platforms. But with our customers, they're also Amazon customers who are trying to connect in a multicloud way or many times just within the Amazon ecosystem. Or even customers like Kenco and Tim Heger who did a presentation from HealthBridge. They're also doing B2B connectivity to bring information from their partners into their ecosystem within their platform. So we handle all of the above. So now we are an independent company and it's nice to be a central part of all of these different ecosystems. And where I find myself in my role a lot of times is literally connecting different platforms and applications and SI partners to solve these problems 'cause nobody can really see it themselves. I had a conversation earlier today where someone would say, "Hey, you're going to talk with that SI partner later today. They're a big SI partner of ours. Why don't they develop solutions that we can go to market together to solve problems for our customers?" >> Lisa, this is something that we've been talking about a lot where it's an and conversation. My big takeaway from Adam's one-on-one and re:Invent so far is they're not mutually exclusive. There's an and. You can be an ISV and this platforms in the ecosystem because you're enabling software developers, ISV as they call it. I think that term is old school, but still independent software vendors. That's not a platform. They can coexist and they are, but they're becoming on your platform. So you're one of the most advanced Amazon partners. So as cloud grows and we mature and what, 13 years old Amazon is now, so okay, you're becoming bigger as a platform. That's the next wave. What happens in that next five years from there? What happens next? Because if your platform continues to grow, what happens next? >> So for us, where we're going is connecting platform providers, cloud providers are getting bigger. A lot of these cloud providers are embracing partnerships with other vendors and things and we're helping connect those. So when I talk about business-to-business and sharing data between those, there are still some folks that have legacy applications that need to connect and bring things in and they're just going to ride them until they go away. That is a requirement, but at some point that's all going to fall by the wayside. But where the industry is really going for us is it is about automation and quickly automating things and again, doing more with less. I think Tim Heger had a quote where he said, "I don't need to use Michelangelo to come paint my living room." And that's the way he thinks about low-code. It's not about, you don't want to just sit there and code things and make an art out of coding. You want to get things done quickly and you want to keep automating your business to keep pushing things forward. So a lot of the things we're looking at is not just about connecting and automating data transformation and that's all valuable, but how do I get someone more productive? How do I automate the business in an intelligent way more and more to push them forward. >> Out of the box solutions versus platforms. You can do both. You can build a platform. >> Yes. >> Or you can just buy out of the box. >> Well, that's what's great about us too is because we don't just provide solutions. We provide solutions many times as a starting point or the way I look at it, it's art of the possible a lot of what we give 'cause then our customers can take our low-code tooling and say, wow, I like this solution, but I can really take it to the next step, almost in like an open source model and just quickly iterate and drive innovation that way. And I just love seeing our, a lot of it for me is just our ecosystem and our partners driving the innovation for us. >> And driving that speed for customers. When I had the chance to interview Tim Heger myself last month and he was talking about Boomi integration and Flow are enabling him to do integration 10x faster than before and HealthBridge built their business on Boomi. They didn't replace the legacy solution, but he had experience with some of your big competitors and chose Boomi and said, "It is 10x faster." So he's able to deliver to those and it's a great business helping people pay for health issues if they don't have the funds to do that. So much faster than they could have if had they chosen a different technology. >> Yeah, and also what I like about the HealthBridge story is you said they started with Boomi's technology. So I like to think we scale up and scale down. So many times when I talk to prospects or new customers, they think that our technology is too advanced or too expensive or too big for them to go after and they don't think they can solve these problems like we do with enterprises. We can start with you as a startup going with SaaS applications, trying to be innovative in your organization to automate things and scale. As you scale the company will be right there along with you to scale into very very advanced solutions all in a low-code way. >> And also helping folks to scale up and down during what we're facing these macroeconomic headwinds. That's really important for businesses to be able to do for cost optimization. But at the end of the day, that company has to be a data company. They have to be able to make sure that the data matches. It's there. They know what they have. They can actually facilitate communications, conversations and deliver the end user customer is demanding whether it's a retailer, a healthcare organization, a bank, you name it. >> Exactly. And another thing with today's economy, a lot of people forget with integration or automation tooling, once you get things implemented, in many traditional forms you got to manage that long term. You have to have a team to do that. Our technology runs autonomously. I hear from our customers over and over again. I just said it, sometimes I'll walk away for a month and come back and wow, Boomi's still running. I didn't realize it. 'Cause we have technology that continues to patch itself, heal itself, continue running autonomously. That also saves in a time like now where you don't have to worry about sending teams out to patch and upgrade things on a continuous basis. We take care of that for our customers. >> I think you guys can see a lot of growth with this recession and looming. You guys fit well in the marketplace. As people figure out how to right size, you guys fit right nicely into that equation. I got to ask you, what's ahead for 2023 for Boomi? What can we expect to see? >> Yeah, what's ahead? I briefly mentioned it earlier, but the new service we're really excited about that 'cause it's going to help our customers to scale even further and bring more workloads into AWS and more workloads that we can solve challenges for our customers. We've also got additional solutions. We're looking at launching on AWS marketplace. We're going to continue working with SIs and GSIs and our ISV ecosystem to identify more and more enterprise great solutions and verticals and industry-based solutions that we can take out of the box and give to our customers. So we're just going to keep growing. >> What are some of those key verticals? Just curious. >> So we're focusing on manufacturing, the financial services industry. I don't know, maybe it's vertical, but higher ed's another big one for us. So we have over a hundred universities that use our technology in order to automate, grant submissions, student management of different aspects, that sort of thing. Boise State is one of them that's modernized on AWS with Boomi technology. So we're going to continue rolling in that front as well. >> Okay. Is it time for the challenge? >> It's time for the challenge. Are you ready for the challenge, Ed? We're springing this on you, but we know you so we know you can nail this. >> Oh no. >> If you were going to create your own sizzle reel and we're creating sizzle reel that's going to go on Instagram reels and you're going to be a star of it, what would that sizzle reel say? Like if you had a billboard or a bumper sticker, what's that about Boomi boom powerful story? >> Well, we joked about this earlier, but I'd have to say, Go Boomi it. This isn't real. >> Go Boomi it, why? >> Go Boomi it because it's such a succinct way of saying our customer, that terminology came to us from our customers because Boomi becomes a verb within an organization. They'll typically start with us and they'll solve an integration challenge or something like that. And then we become viral in a good way with an organization where our customers, Lisa, you mentioned it earlier before the show, you love talking to our customers 'cause they're so excited and happy and love our technology. They just keep finding more ways to solve challenges and push their business forward. And when a problem comes up, an employee will typically say to another, go Boomi it. >> When you're a verb, that's a good thing. >> Ed: Yes it is. >> Splunk, go Splunk it. That was a verb for log files. Kleenex, tissue. >> Go Boomi it. Ed, thank you so much for coming back on your fourth time. So next time we see you will be fifth time. We'll get you that five-timers club jacket like they have on SNL next time. >> Perfect, can't wait. >> We appreciate your insight, your time. It's great to hear what's going on at Boomi. We appreciate it. >> Ed: Cool. Thank you. >> For Ed Macosky and John Furrier, I'm Lisa Martin. You're watching theCUBE, the leader in live enterprise and emerging tech coverage. (upbeat music)

(upbeat music) >> So Boomi is a leader in intelligent connectivity and automation. So theCUBE's been awesome with our messaging. I think when I look back in the last year, I did theCUBE remotely from AWS re:Invent last year, I think it was the most watched video that I did from all of it. So it's been a great asset for me to get the message out in things that we want to talk to the AWS and our customer community about. So very grateful for that. It's extremely important to get here, get in front of our customers and partners again in-person, have these conversations, and how we can help solve new challenges that are emerging for our customers, particularly also to get out our vision in the hyperautomation space, and talk to our customers about these new problems that we're helping them solve. Done theCUBE a few times, everybody's been super professional, courteous. It's been well-organized and well-executed. I would recommend it to anyone, and I certainly would be open and happy to do it again. Well, it's three. I would sum it up as, "Go Boomi it."

>>Welcome back to the cubes. Continuing coverage of AWS reinvent 2021 live from Las Vegas. I'm Lisa Martin. We have to set two live sets here with the cube two remote sets over 100 guests on the program for three and a half days talking about the next decade and cloud innovation. And I have two alumni back with me. Please. Welcome back, Mandy Dolly, while the CMO of Boomi and ed. Makowski the head of product at Boomi guys. It's so great to see you. Great to see you, Lisa, thank you in person zoom. Incredible. So in the time, since it's been, since I've seen you, booty is a verb. You, I can see your cheeks bursting. Yeah. Just >>Boom, yet go, boom. It go. Boom. Yet, >>Talk to me about what, what that means, because this is something that you discovered through customers during the pandemic. >>Absolutely. And really it's a Testament to the platform that's been built and the experience of 18,000 customers, a hundred thousand community members, anytime there's disparate data. And it needs to be connected in a way that's secure, reliable performance. And it just works that confidence and trust our customers are telling us that they just Boomi it. And so we figured it was a rally cry. And as a marketing team, it was handed to us. We didn't have to push a Boulder up hill. Our customers are, are just booming it. And so our rally cry to the market is take advantage of the experience of those that have come before you and go build what you need to. It works, >>Period. It works well as the chief marketing officer, there's probably nothing better, nothing better than the validating voice of the customer, right? That's the most honest that you're going to get, but having a customer create the verb for you, there's going to be nothing that prepares you for that. Nothing like it, but also how great does that make it when you're having conversations with prospective customers or even partners that there's that confidence and that trust that your 18,000 plus now customer's house right in >>Lummi right. And adding what? Eight a day. Yeah. Every day we're adding eight new customers. >>Thank you customers a day. The Boomi versus what? A hundred thousand strong now. Yes. >>In two years we built that. Is that right? Yes. >>Wow. Oh my goodness. During the >>Pandemic, the momentum is incredible. Yeah. It's >>Incredible. >>Then you're on your growth from a usage perspective. So yeah, we're skyrocketing >>Use the most need like, uh, you know, neck braces from whiplash going so fast. >>Oh, we're ready. >>Good. I know, I know you are. So talk to me about, you know, we've seen such change in the last 22 months, massive acceleration to the cloud digital transformation. We're now seeing every company has to be a data company to survive and actually to be competitive, to be a competitor. But one of the things that used to be okay back in the day was, you know, these, uh, experiences that weren't integrated, like when you went to well, like when I was back in college and I would go in and you would pay for this class and that cause everything was disconnected and we didn't know what we didn't know. Now the integrated experience is table stakes for any organization. And talk to me about when you're talking with customers, where are they like across industries and going, we don't have a choice. We've got to be able to connect these experiences for our customers, for our employees and to be a comparator. >>Okay. Yeah. I mean, it used to be about for us application data integration, that sort of thing. That's where we were born. But particularly through the pandemic, it's become integrated experiences and automation. It's not just about moving data between systems, that sort of thing. It's about connecting with your end users, your employees, your customers, et cetera, like you were saying, and automating and using intelligence to continue automating those things faster. Because if, if you're not moving faster in today's world, you're, you're in peril. So, >>And that was one of the themes that we were actually talking about this morning during our kickoff that you're hearing is every company is a data company. And if they're not, they're not going to be around much longer many. Talk to me when you're talking with customers who have to really reckon with that and go, how do we connect these experiences? Because if we can't do that, then we're not going to be around. >>Yeah. The answer lies in the problems, right? There are real-world problems that need to be solved. We have a customer just north of here, a, a university. And, um, as they were bringing students back to campus, right, you're trying to deliver a connected campus experience. Well, how do you handle contact tracing, right. For COVID-19 that's a real modern day problem. Right? And so there you're able to now connect disparate data sources to go deliver on a way, an automated way to be able to handle that and provide safety to your students. Table-stakes oh, it is right. Digital identity management again in a university set setting critical. Right? So these things are now a part of our fabric of the way we live. The consumerization of tech has hit B2B. It's merging. Yeah. >>And it's good. There's definitely silver linings that have come out of the last 22 months. And I'm sure there will be a few more as we go through Omicron and whatever Greek letter is next in the alphabet, but don't want to hear we are at reinvent so much. There's always so much news at reinvent. Here we are. First 10th, 10th reinvent. You can't believe 10th reinvent. AWS is 15 years old brand new leader. And of course, yesterday ad starts the flood of announcements yesterday, today. Talk to me about what it's like to be part of that powerful AWS ecosystem from a partner perspective and how, how influential is Boomi and its customers and the Boomi verse in the direction that AWS goes in because there's so customer obsessed like you guys are >>Well, it was really exciting for us because we're a customer and a partner of AWS, right? We, we run our infrastructure on AWS. So we get to take advantage of all the new announcements that they make and all the cool stuff they bring to the table. So we're really excited for that. But also as all these things come up and customers want to take advantage of them, if they're creating different data, sets, different data silos or opportunity for automation around the business, we're right there for our customers and partners to go take advantage of that and quickly get these things up and running as they get released by AWS. So it's all very exciting. And we look forward to all these different announcements. >>One of the things also that I felt in the last day and a half, since everything really kicked off yesterday was the customer flywheel. AWS always talks about, we work backwards from the customer forwards. And that is a resounding theme that I'm hearing throughout all of the partners that I've talked about. They have a massive ecosystem. Boomi has a massive ecosystem to working with those partners, but also ensuring that, you know, at the end of the day, we're here to help customers resolve problems, problems that are here today, problems that are going to be here tomorrow. How do you help customers deal with Mandy with, with some of the challenges of today, when they say Mandy help us future-proof or integrations what we're doing going forward, what does that mean to Boomi? Yeah, >>I think for us, the way we approach it is you start with Boomi with a connectivity kind of problem, right? We're able to take disparate data silos and be able to connect and be able to create this backbone of connectivity. Once you have that, you can go build these workflows and these user engagement mechanisms to automate these processes and scale, right? So that's 0.1, we have a company called health bridge financial, right? They're a health tech company, financial services company. They are working towards, they run on AWS. They, they have, uh, a very, um, uh, secure, compliant infrastructure requirement, especially around HIPAA because they're dealing with healthcare, right? And they have needs to be able to integrate quickly and not a big budget to start with. They grew very quickly and Lummi powered their, their AWS ecosystem. So as our workloads grew on RDS, as well as SQS as three, we were able to go in and perform these HIPAA compliant integrations for them. So they could go provide reimbursement on medical spending claims for their end customers. So not only did we give them user engagement and an outstanding customer experience, we were able to help them grow as a business and be able to leverage the AWS ecosystem. That's a win, win, win across the board for all of us. >>That's one plus one equals three, for sure. Yep. One of the things too, that's interesting is, you know, when we see the plethora of AWS services, like I mentioned a minute ago, there's always so many announcements, but there's so much choice for customers, right? When you're talking ed with customers, Boomi customers that are looking for AWS services, tell me about some of those conversations. Can we help guide them along that journey? >>I mean, we help them from an architectural standpoint, as far as what services they should choose from AWS to integrate their different data sources within the AWS ecosystem and maybe to others, um, we've helped our customers going back a little bit to, to the future-proofing over the time we've at our platform, we've connected with our customers over 180,000 different data sources, including AWS and others, that as we continue to grow, our customers never need to upgrade. We're a cloud model, ourselves running an AWS. So they just get to keep taking advantage of that. Their business grows and evolves. And as AWS grows and evolves for them, and they're modernizing their infrastructure bringing in, in AWS, we continue to stay on the forefront with keeping connectivity and automation and integration options. >>And that's a massive advantage for customers in any industry, especially, I know one of the first things I thought of when the pandemic first struck and we saw this, you know, the rise of the pharma companies working on vaccine was Madrona. Madonna's a Boomi customer. If they are talk to me about some of the things that you've helped them facilitate, because there was that obviously that time where everyone's scattered, nobody could get onsite having a cloud native solution. Must've been a huge advantage. Yeah. Well getting us all back here, really >>Exactly. First and foremost, getting more people on board into their business to help go find the race for the cure. And then being able to connect that data right. That they were generating and really find a solution. So we had an integral role to play in that. That's definitely a feather in our cap. We're really proud of that. Um, again, right. It's it's about speed and agility and the way we're architected, we're a low code platform. We're not developer heavy. You can log in and go and start building right away. What, what used to take months now takes weeks. If not days, if you use the Boomi platform, those brittle code integrations no longer need to be a part of your day to day. >>And that probably was a major instrument in the survival of a lot of businesses in the very beginning when it was chaotic, right? And it was pivot, pivot, pivot, pivot, pivot, that, that, you know, one of the things we learned during the pandemic is that there is access to real-time data. Real-time integrations. Isn't a nice to have anymore. It's required. It's fundamental for employee experiences, customer experiences in every industry >>And banking. We've had several banks who were able to stand up and start taking PPP loans. Uh, they used to do this in person. They were able to take them within literally some of our banks within four days had the whole process built into it. >>Wow. And so from a differentiation perspective, how have your customer conversations changed? Obviously go Boomi. It is now is something that you do, you have t-shirts yet, by the way, they're coming. And can I get one? Yes, absolutely. Excellent. But talk to me about how those customer conversations have changed is, is what Boomi enables organizations is this snow at the C-suite the board level going? We've got to make sure that these data sources are connected because they're only gonna keep proliferating. >>Yeah, I think it's coming, right. We're not quite there yet, but as we're starting to get this groundswell at the integration developer level at the enterprise architect level, I think the C-suite especially is realizing the value of the delivery of this integrated experience now, right? These data fueled experiences are the differentiators for new business models. So transformation is something that's required. Obviously you need to modernize. We heard about that in the keynotes here at the conference, but now it's the innovation layer and that's where we're squarely focused is once you're able to connect this data and be able to modernize your systems, how do you go build new business models with innovation? That's where the C-suites leaning in with >>Us. Got it. And that's the opportunity is to really unlock the value of all this data and identify new products, new services, new target markets, and really that innovation kicks the door wide open on a competitor if you're focused on really becoming a data company, I think. Yeah, exactly. Yeah. What are some of the things that, that you're looking forward to as we, as we wrap up 2021 and let's cross our fingers, we're going into a much better 20, 22. What question for both of you and we'll start with you, what's next for Boomi? >>So we just recently laid out our hyper automation vision, right. And what hyper automation is, is adding intelligence, artificial intelligence, and machine learning to your automation to make you go faster and faster and help you with decisions that you may have been making over and over as an example, or any workflows you do as an employee. So there is this convergence of RPA and iPads that's happening in the market. And we're on the forefront of that around robotic process automation. And then bringing that, those types of things into our platform and just helping our customers automate more and more, because that's what they're looking for. That's what go Boomi. It's all about. They've integrated their stuff. We were taking the lead from our customers who are automating things. We had blue force tracking as an example, where in Amsterdam, they have security guards running around and, and, and using, um, wearable devices to track them on cameras. And that's not an application integration use case that's automation. So we're moving there, we're looking with our customers on how we can help them get faster and better and provide things like safety and that use case. So, >>And we're our customers in terms of, of embracing hyper automation. Because when we talk about, we know a lot of, uh, news around AI and, and model last day and a half, but when you think about kind of like, where are most organizations with from a maturation perspective, are they ready for hyper automation? >>I think they're ready for automation. They're learning about hyper automation. I think we're pushing the term further ahead. You know, we're, we're, we're on the forefront of that because industries are thinking, our customers are thinking about automation. They're thinking about AIML, we're introducing them to hyper automation and, and kind of explaining to them, you're doing this already. Think more along these lines, how can you drive your business forward with these? And they're embracing it really well. So >>Is that conversation elevating up to the board level yet? Is that a board level initiative or >>What it is? It's, it's a little more grassroots. I think that's, I was thinking that's where came from because the employees teams are solving problems. They're showcasing these things to their executives and saying, look at the cool stuff we're doing for the business. And the executives are now saying, well with this problem, can we now go boob? Can we Boomi it because they're there, they're starting to understand what we can do. Okay. >>That's awesome. Oh my goodness. Mandy, you've been the chief marketing officer for three over three years now. I can't believe the amount of change that you've seen, not just the last 22 months, but the last three years. What are you excited about as Boomi heads into 2022? I think, >>And new opportunities to get deeper and broader into the market. Our ownership changed as you know this past year. And, um, you know, we have a new leg on growth, if you will, right? And so whole new trajectory ahead of us, bigger brand building more pervasiveness or ease of use around our platform, right? We're available now in a pay as you go model on our website and on a $50 a month model or, uh, um, atmosphere go and then also on marketplace. So we're making the product and the platform more accessible to more people so they can begin on faster, build faster, and go solve these problems. So really democratizing integration is something that I'm very excited about. Democratizing integration, as well as more air cover, just to let people know that this technology exists. So it's really a marketer's dream >>And why they should go buy me it. Right. Exactly. You guys. It was great to have you on the program. Congratulations on the success on, on becoming a verb. That's pretty awesome. I'll look forward to my t-shirt. So I smelled flu and >>You got it. >>All right. For my guests. I'm Lisa Martin. You're watching the cube, the global leader in life tech coverage.

(energetic music) >> Hello, welcome to the CUBE's coverage of Boomi's Out of This World event. I'm John Furrier, host of theCUBE. We've got two great guests here, Chris McNabb, CEO of Boomi, and Ed Macosky, SVP and Head of Products, talking about hyper automation and the future of connectivity. Gentlemen, thank you for coming on theCUBE, great to see you. >> John, it is great to see you again as well. Looking forward to the next in-person one. >> I miss the in-person events, you guys have had great events and a lot of action happening. Love the big news of going out on your own direction, big financing, change of control, all that good stuff happening, industries growing. Chris, this is a big move. You know, the industry is changing. Can you give us some context to, you know, what's going on in automation and connectivity, because iPaaS, which you guys have pioneered, have been a big part of Cloud and CloudScale, and now we're seeing next-generation things happening. Data, automation, edge, modern application development, all happening. Set some context, what's going on? >> Yeah John, listen, it's a great time to be in our space at this point in time. Our customers, at the end of the day, are looking to create what we announced at last year's thing, called Integrated Experiences, which is the combination of user engagement, more awesome connectivity, and making sure high quality data goes through that experience, and providing 21st century experiences. And we're right at the heart of that work. Our platform really drives all the services that are needed there. But what our customers really need and what we're here to focus on today, that this world is to make sure that we have the world's best cut connectivity capabilities, and process automation engagement of constituents to really do what they want to do, where they want to do it. >> So a lot of big moves happening, what's the story? Take us through the story. I mean, you guys have a transaction with big sum financing, setting up this intelligence connectivity and automation approach. Take us through the story, what happened? >> Yeah. So, you know, the lead business was sold outside of Dell and that deal closed. We are now owned by two top tier private equity firms, FP and TPG. That sale is completed and now we are ready to unleash the Boomi business on this market. I think it's a great, it's a great transaction for Dell, and it's a great transaction for FP, PTG but most specifically, it's really a world-class transaction for the Boomi business, the Boomi customer base, as well as the Boomi employee. So I really looked at this as a win-win-win and sets us up for really going after this one. >> Yeah, and there's a huge wave coming and you're seeing like the, the big wave coming. It's just like, no need to debate it. It's here. It's cloud 2.0, whatever you want to call it, it's scale. IT has completely figured out, that not only is replatforming the cloud, but you got to be in the cloud refactoring. This is driving the innovation. And, this is really I see where you guys are leading. So share with me what is hyper automation? What is that actually mean? >> So what hyper automation really is, is intelligent connectivity automation. So our customers have been doing this. It's very specifically related to taking workflows, taking automation within the business. That's been around for a long time anyway, but adding AI and ML to it. So, as you continue to automate your business, you're getting more and more steam, and you get more and more productivity out of the (mumbles) organization or productivity from the (mumbles). >> So Chris, tell us more about this hyper automation, because you guys have a large install base. Take us through some of the numbers of the customer base, and where the dots are connecting as they look at the new IT landscape as it transforms. >> Yeah. John, great question. You know, when I talk to, you know as many of our 18,000 customers worldwide as I can get to, you know, what they are saying very clearly is their IT news feed is getting more complicated, more distributed, more siloed, and it has more data. And as you work through that problem, what they're trying to accomplish, is they're trying to engage their constituents in a 21st century web, however they want, whether it be mobile web, portals, chat bots, old fashioned telephones. And in doing that, that complicated area is extraordinarily difficult. So that's the pervasive problem that Boomi is purpose-built to help solve. And our customers start out sometimes with just great connectivity. Hyper automation is where the real value comes in. That's where your constituents see a complete difference in how I inter-operate with (mumbles). >> So, first of all, I love the word hyper automation because it reminds me of hyper scale, which, you know, look at the Amazons and the cloud players. You know, that kind of game has kind of evolved. I mean, the old joke is what inning are we in, right? And, and I, to use a baseball metaphor, I think it's a doubleheader and game one is won by the cloud. Right? So, Amazon wins game one, game two is all about data. You guys, this is core to Boomi and I want to get your thoughts on this because data is the competitive advantage. But if you look at the pandemic and the stories that we're reporting on, and this reinvent specifically, that'll be a big story. The refactoring in the cloud is a big strategic effort, not just replatforming, refactoring in the cloud. So this is really where you guys are, I think, skating where the puck is. Am I getting it right, can you just share that vision? >> Yeah, John. From a vision perspective, I think the pandemic has really accelerated people's expectations. You know what we need to be more nimble, more flexible. And because they had a fair amount in the Cloud they have to understand what is the next tier, what is the next generation offerings that we put together tie together and connect. That is not only connecting systems, apps, databases, and clouds. You're connecting people, processes and devices. So we're going to have a great story here and out of this world about how we connect bio centric vest to a video system who a network monitoring hub to protect the officer's safety in Amsterdam in real-time. We can deploy officers to location all automatic. All decisions are automatic, all locations, cameras (mumbles) all automatically. And that's only possible, when we think about next generation technology that Boomi provides. Next generation capabilities by the other providers in that solution. >> Ed, before we get to the product announcements for the even, we'll get your reaction to that. I see in the cloud you can refactor, you got data, you got latency issues. These are all kind of go away when you start thinking about integrating it altogether. What's your reaction to refactoring as the next step? >> Yeah. So my regular, I mean, exactly what Chris said, but as our customers are moving to the cloud, they're not choosing any more, just one cloud. It is a multi-cloud it's multidimensional (mumbles), you got multi-cloud, you got hybrid cloud, you have edge devices, et cetera. And our technology just naturally puts this in the space to do that. And based on what we see with our customers, we actually have, we've connected over 189,000 different devices, application points, data endpoints, et cetera to people. And we're seeing that growth of 44% year on year. So, we're seeing that explosion in helping customers, and we just want to accelerate that, and help them react to these changes as quickly as they possibly can. And a lot of it doesn't require, you know, massive upload project technology. We've been lucky enough to be visionaries that with our deployment technology, being able to embrace this new environment that's coming up or we're right at the forefront of this (mumbles). >> Yeah. I love the intelligence saying, I love hyper automation. Okay, let's get into the product announcements of Out of This World event. What are some of the announcements, and share with us the key highlights. >> Yeah. So first and foremost, we've announced a vision in our tactic. So I talked about the 189,000 applications that we did data endpoints, et cetera, that our customers are picking today. And they're moving very, very rapidly with that and it's no longer about name, connections, and having these fixed auxiliary that connects to applications you need to be able to react intelligently, pick the next endpoint and connect very quickly and bring that into your ecosystem. So we've got this vision towards the connectivity service that we're working on that will basically normalize that connectivity across all of the applications that are plugging into Boomi's iPaaS ecosystem and allow customers to get up and running very quickly. So I'm really excited about that. The other thing we announced is Boomi event streams. So in order to complete this, we can't just, we've been on this EDA journey Event-Driven Architecture for the last couple of years, and embracing an open ecosystem. But we found that in order to go faster for our customers, it's very, very important that we bring this into Boomi's iPaaS platform. Our partnerships in this area are still very important for us. But there is an avenue that our customers are demanding that, "hey, bring us into your platform." And we need to move faster with this, and our new Boomi event streams will allow them to do that. We also recently just announced the Boomi Discover Catalog. So this is the, this is an ongoing vision us. We're, building up into a marketplace where customers and partners can all participate, whether it's inside of a customer's ecosystem or partners, or Boomi, et cetera, offering these quick onboarding solutions for their customers. So we will learn intelligently as people have these solutions to help customers onboard, and build, and connect to these systems faster. So that's kind of how they all come together for us In a hyper automation scenario the last thing too, is we are working on RPA as a last mile connectivity that's where we start RPAs today, you know, gone are going to be the days of having RPA at a desktop perspective where you have to have someone manually run that. Although its RPA our runtime technology extends the desktops anyway. So we are going to bring RPA technology into the IPaaS platform as we move forward here so that our customers can enjoy the benefits of that as well. >> That's real quick. It was going to ask about the fence stream. I love this RPA angle. Tell me more about how that impacts is that's that's what I think, pretty big what's the impact of when you bring robotic processes on our RPA into iPaaS, what's the, what's the impact of the customer? >> The impact of the customer is that we believe that customers can really enjoy true cloud when it comes to RPA technology today, most of the RPA technologies, like I said, are deployed at a desktop and they are, they are manually run by some folks. It helps speed up the business user and adds some value there. But our technology will surely bring it to the cloud and allow that connectivity of what an arm robotic process automation solution will be doing and can tap into the iPaaS ecosystem and extend and connect that data up into the cloud or even other operating systems that the customer (mumbles). >> Okay. So on the event streams that you did, you guys announced, obviously it's the best part of the embedded event driven architecture, You guys have been part of. What is, why is it important for customers? Can you just take a minute to explain why event streams and why event driven approaches are important. >> Because customers need access to the data real time. So, so there's two reasons why it's very important to the customers one is Event Driven Architectures are on the rise, in order to truly scale up an environment. If you're talking tens of millions of transactions, you need to have an Event Driven Architecture in place in order to manage that state. So you don't have any message loss or any of those types of things. So it's important that we continue to invest as we continue to scale on our customers and they scale up their environments with us. The other reason it is very important for us to bring it into our ecosystem, within our platform is that our customers enjoy the luxury of having an integrated experience themselves as they're building, you know, intelligent connectivity and automation solutions within our platform. So to ask a customer, to go work with a third party technology versus enjoying it in an integrated experience itself is why we want to bring it in and have them get their (mumbles) much faster. >> I really think you guys are onto something because it's a partnership world. Ecosystems are now everywhere. There's ecosystems, because everything's a platform now that's evolving from tools to platforms and it's not a one platform rules the world. This is the benefit of how the clouds emerging, almost a whole nother set of cloud capabilities. I love this vision and you start to see that, and you guys did talk about this thing called conductivity marketplace. And what is that? Is that a, is that a place where people are sharing instead of partnershipping? I know there's a lot of partners are connected with each other and they want to have it all automated. How does this all play in? Can you just quickly explain that? >> Yeah, so in the last year we launched and we actually launched open source community around connectors and that sort of thing we invested pretty heavily in RSDK. We see quite a big uptake in the ecosystem of them building specific connectors, as well as solution. And our partners were very excited about partnering with us and (mumbles) to markets and those sorts of things that they can offer solutions to their customers on a marketplace. So, so we are reacting to the popular demand that we have from our partners and customers where they say, Hey, we'd love to participate in this marketplace. We'd love to be able to work with you and publish solutions that we're delivering more customers. So, so we're, we're fulfilling that mission on behalf of our customers and partners. >> You know, Chris, when you look at the cloud native ecosystem at the high level, you're seeing opensource driving a big part of it, large enterprises, large customers are moving to that next level of modern application development. They're partnering, right? They're going to out, outsource and partner some, some edge components, maybe bring someone else over here, have a supplier everything's confide now in the cloud, AKA dev ops meets, you know, business logic. So this seems to be validated. How do you see this evolving? How does this iPaaS kind of environment just become the environment? I mean, it seems to me that that's what's happening. What's your reaction to the, to that trend? >> I think as iPaaS evolves we've extended the breadth of our iPaaS dramatically. We're not an integration platform. We're, we take the broadest definition of the word integration I guess I'll say it that way. You'll be integrating people. Connecting people is just as important as connecting cloud applications So, you know, that that's part one in terms of the vision of what it is two is going to be the importance of speed and productivity. It's critically important that people can figure out how to reconnect because endpoints are exploding. You have to connect these extraordinarily quickly infractions of the amount of time that it ever took and coding, code is just not the way that that works. You have to have it abstracted and you have to make it simpler, low-code, no-code environments, configuration based environments, make it simpler for more people outside of IT to actually use the solutions. So that's where these platforms become much more pervasive than the enterprise, solve a much bigger problem, and they solve it at speeds. So, you know, the vision for this is just to continue to accelerate that, you know, when we got started here, things used to take months and months, you know, it came down to weeks, it came down to days, it's in to hours. We're looking at seconds to define connectivity in an easy button, those get connected and get working. That's our vision for intelligent connectivity. >> Okay, so we're talking about hyper automation in the future context. That's the segment here? What is a feature conductivity? Take me through that. How does that evolve? I can see marketplace. I can see an ecosystem. I see people connecting with partners and applications and data. What is the future of connectivity? >> The vision, right? For connectivity, and they talk about our connectivity as a service, but you know, you have to think about it as connectivity instead of connectors, like an NBO, a thing that talks to it, and what we look at is like, you should be able to point to an endpoint, pick a cloud app, any cloud application.  You have an API. I should be able to automatically programmatically and dynamically, anytime I want go interrogate that, browse it in the button and I've established connectivity, and the amount of take, in the amount of time it's taken me to explain it, you should almost be able to work through it and be connected to that and talking to that endpoint, we're going to bring that kind of connectivity, that dynamic generated, automatic connectivity, in to our platform, and that's the vision >> And people connect to user from a product standpoint and this should be literally plug and play, so to speak, old, old term, but really seamlessly, automated play, automate and play kind of just connect. >> Yes, absolutely. And what Chris was talking, I was thinking about a customer to be named, but one of the, during one of the interviews coming up at Out of this World, the customer was describing to us today, already the capabilities that we have, where he is, a CTO was able to get an integration up and running before this team was able to write the requirements for the integration. So, so those are the types of things we're looking to continue add to, to add to. And we're also, you know, not asking our customers to make a choice. You can scale up and scale down. It's very important for our customers to realize whether the problem's really big or really small our platforms there to get it done fast and in a secure way. >> I see a lot of people integrating in the cloud with each other and themselves other apps, seeing huge benefits while still working on premise across multiple environments. So this kind of new operating models evolving, some people call it refactoring, whatever term you want to use. It's a change of, of a value creation, creates new value. So as you guys go out, Chris, take us through your vision on next steps. Okay. You're, you're going to be independent. You got the financing behind you. Dell got a nice deal. You guys are going forward. What's next for boomi? >> Well, listen John, we, we, you know, we couldn't be more excited having the opportunity to truly unleash, you know, this business out on the market and you know, our employees are super excited. Our customers are going to benefit. Our customers are going to get a lot more product innovation every single day, we are ready to put out 11 releases a year. There's literally a hundred different features we put in that product. We're looking to double down on that and really accelerate our path towards those things what we were talking about today. Engagement with our customers gets to get much better, you know, doubling down on customer success. People support people, PSL in the field gets us engaging our customers in so many different ways. There's so much more folks that when we partner with our customers, we care about their overall success, and this investment really gives us so many avenues now to double down on and making sure that their journey with us and their journey towards their success as a business and how we can help them. Some of them, we help them get there. >> You guys got a lot of trajectory and experience and knowledge in this industry I think. It's really kind of a great position to be in. And as you guys take on this next wave, Chris McNabb, CEO Boomi, Ed Macosky, SVP, head of projects, thanks for coming on the cube, and this is the cube coverage of Boomi's Out of This World. I'm John Furrier, your host. Thanks for watching. (upbeat music)

>>Hello, welcome to the cubes coverage of Boomi's out of this world. I'm John for your host of the cube at two great guests here, Chris port, chief operating officer of Boomi and Mandy deli wall. Who's the chief marketing officer of Boomi, Chris Mandy. Great to see you. Thanks for coming on the cube. Appreciate it. >>Thank you for having us. >>This segment is really about the Boomi, uh, trend and customers, um, and the success you guys had obviously now on a new trajectory go to the next level. And you got a lot of trajectory and success. Chris, as the chief operating officer, we've talked many times about the customer base, uh, and growing poised perfectly for this next wave. Give us the update on the macro trends around your customer base and how Boomi's helping them and how you're, you're getting your growth. >>Absolutely. And John really look forward to seeing you soon later, yo, again, this is a great moment in time. We're now more than 18,000 customers, 800 partners globally. We've actually seen an acceleration of the business through the pandemic. Obviously people are trying to do more with less. So it's just an amazing time to see what our customers are doing. Obviously, an explosion of SAS applications. And when we started thinking about, you know, explosion of endpoints, explosion of data, and now you compound that with a labor sheet, which you know, I know if anyone's looking at movies hiring more than we've ever hired in our life. And obviously we're all seeing this in space. So now basically a high productivity, high time to value tool set like Boomi is an imperative. It's no longer a luxury. And we're seeing that accelerate where our customers you've heard Chris talking about 189,000 unique importance that we now connect to. That's the power of movie. You do that in minutes and that's happening every single day. So again, just extending our footprint, extending our customer, really taking advantage. We're seeing there are real tailwind for the business right now. So really excited. Are you excited to work with, >>You know, Chris, uh, Dave Volante, we're talking about, you know, how do you tell the next big breakout success is rogue usage, shadow it. When you have rogue users, that means there's some innovation happening and you guys have a lot of customers that are hiring because it's all new, it's all new innovation, Mandy. This is kind of like a marketing opportunity. It's like rogue is not a bad word here. There's new functionality. You guys are showing the market that you go with Boomi, you can get more value. And then new things just emerge. New positions, open up value is being created. It's kind of a sign of value. Not, not a negative. It's a positive. >>Yeah, absolutely. We give our customers innovate. They're looking to modernize, transform new business models, right? The world we live in today. And so there's really your choice. We abstract away that complexity. So our platform gives people the ability to go build quickly. And so that's really the thought leadership. >>You know, I love, I love Andy Jassy former CEO of AWS. Now the CEO of Amazon always said, uh, Chris, you know, you know, he's no compression algorithm for experience. And he always talked about Amazon being misunderstood. And then finally people go, oh my God, that's the flow. That's the formula of success. And then they're late to the game. A lot of similarities in the Boomi culture, uh, with his law under undifferentiated, heavy lifting, you guys take away and create net new opportunities. This is an operational opportunity for customers. What's your quick comment on that? >>I love the quote again, 26 billion minutes of working with our customers directly. That's a perfect way to put it. I mean, it's not, it's a mode. There's no substitute for that. Trying to bring that to bear every day. And again would just the imperative of being agile speed, time to value. I mean, Forrester did a study recently, you know, Boomi 65% faster in terms of building integration, manual coding, and more importantly, legacy middleware. And these are now just embarrass. They're not luxuries anymore. So again, you know, when we take the, you know, we bring the bear that 26 billion minutes, everything we do from a successful or which is now double more than double from a footprint, you know, over the last 12 to 18 months. And again, trying to build more and more people into that organization, but cumulating success, successes that part of our DNA. I mean, you know, the thousand plus people across the globe, it's what we think about every single day is how to make customers successful. And again, to your point, there's, there is no substitute for the experience of, >>You know, um, we've been covering Boomi for a long time, Mandy, you know that, and, and we kind of got the picture right away. And you mentioned Chris, some of those KPIs, those are real value points that you look to, but ultimately you guys are, have been successful. And I think one of the tell signs is customer customer value always have great customers. So customer success, this is a pass term SAS term. I I-PASS term is part of the, of the cloud. You have to have customer sets built in from the beginning. You guys always had that as part of your culture, customer success, organizations and operations. What's the update, Chris with customer it's customer success. >>Yeah. Again, I mean, you know, more than doubling the team over the last 18 months in building this even more into the DNA of Boomi overall, we've completely overhauled what we think is a world-class onboarding experience for both our new customers, as well as our existing customers. John, you brought it up, you know, call it road, call it whatever. I mean, we're existing customers every day when you give them the best onboarding experience too, so that they can accelerate their journey, which kind of gets into the Boomi person, our whole community, which when we were together last time, face to face, you wouldn't be seen. We weren't just two years ago, we're now over a hundred thousand members and part of our community growing every single day, incredibly excited about that because that brings the knowledge base to all of their experience. And again, it really brings what customers really want to interact in a digital way and the Boomi versus so, so much significantly the number of knowledge base articles, the number of marketplace type vehicles that our cohorts construct talking to each other about what they're doing is so much more than comms. >>We didn't do this year, but again, you know, the Boomi versus so vibrant now it's kind of a force multiplier for more importantly, how our customers are learning from each other. Yeah. And just to tag onto that, John, over 38% of our customers are publicly. There's a movement here, industry, average of averages are high. So the platform really sells itself and customers nowadays, we're very grateful for that. >>I think you guys are a great example of product market fit and go to market fit. As people look at these metrics, you gotta nail customer success, which from day one, you gotta have the usage metrics. You've gotta have the integration. Now you've got hyper automation. And as you start getting the ecosystem, Mandy, you've got a branding opportunity here. You got, you have, uh, ecosystem, which is another tale sign of success. When you start having that word of mouth. I remember when shadow, it was kind of like poo-pooed, but that was the road behaviors became the cloud. You starting to see you guys see this ecosystem, you've kind of crossed the chasm, create opportunity for your brand. What's your reaction. >>Yeah, absolutely. And we haven't done any brand work yet. Right? That's common. So, you know, we're just getting started. >>Okay. So I have to ask what this viral thing going on. That's going to go, boom, go Boomi it. So a lot of kind of double entendres there, it and boom, you know, everyone knows that icon on their text. Boom. You know, it's good. Things are booming. What's going on? He was the update go, boom. It Boomi is, >>Yeah. So it's go movie. And this was something that our customers brought to us during the pandemic. We didn't have much opportunity. Honestly, we were all sitting behind our computer screens. So we decided that we were going to start to hold wine conversations with customers, just to check in, see how they're doing, see how we can help and get them together to share a story of how they're handling disruptions to the business. So over the course of several months, talking to customers globally, I started to hear people say, well, I told my so-and-so because it'll get done. If you have a problem, doesn't matter what it is. And all of a sudden they crystallized for me like, you know what, this is a movement. And so this wasn't something the marketing team dropped up. This is something we heard from our and have taken it to market. Now our team members talk about it or customers are talking about it. And really, again, it's a Testament to the pervasiveness and capability platform. You start with the connect, but you're able to grow with us as your business changes and opportunities advisement. >>Well, you know, that's a really good indicator of, uh, net, net, net promoter score kind of vibe when people are giving you your marketing slogans, uh, from happy customers. So a really great congratulations to the whole team there. Can you give us some specific examples since you mentioned referenceable customers of customer examples and take me through some of the highlights in your opinion, that kind of show where this is going in terms of customer use case and value. >>Yeah. And I'll start with one that's very near and dear and obviously very relevant, right? There's there's been some press on Moderna here recently. Um, you know, they were in the race to find a cure for COVID-19. They were looking to bring on new employees and they couldn't bring them on onboard these people. So they leveraged the technology to do an integrated, uh, pursuit of driving customers onto their own to their employee platforms. So we ripped, it celebrated their onboarding cut that time in half. So they could actually start working on what matters. So then undifferentiated heavy lifting around the administrative tasks associated with getting my social security number, as well as other aspects that we all have joining a company that's automated, you can get to work faster. So that really helped improve drug development time and make a real difference in terms of getting the vaccine to market. >>So that's a net that's one tangible example, second example, customer of ours, uh, drink customer with net suite. They had to find different routes to market, right? And so they went direct to consumer. So they expanded their business through a global pandemic by leveraging Boomi technology and integrating commerce with their financial systems to be able to get to customers directly and also manage their Omni channel in a, in a new way. So again, innovator die. Right? Great. When you have another customer in India, that's a government, small country, citizens had to go in in-person together for their health ID cards. Well, offices are closed. Nobody's allowed to go be in person anymore. Within one week, they digitally transform. So they can disseminate healthcare cards in a critical time in a global pandemic to their citizens and have them get healthier. So three tangible examples of how we just in the last 18 months have been able to help these customers. >>So Chris, you guys have been operating a great business. Okay. Now you're on your own. You're independent. You got some great financing partners behind you, independent company, great trajectory building on that. A lot of economies of scale, you guys have built into it. Mandy, you've got great customers. Where's the next journey for you guys, take us through the operational growth strategy, uh, for Boomi. >>Well look, I mean, obviously we're on a hiring screen or hiring than we've ever done, and that's pervasive across the entire business, real focus on product engineering, who our go-to market, but we're also, you know, when you heard Chris, we're really redefining I-PASS. I mean, when I think about what I'm most excited about, it's a few things a we're violently aligned from kind of call it the chairman of the board to the newest team member. You know, we know what the opportunity is. We're all aligned, but as importantly, it's what we're doing from a product perspective. You know, when you've heard about intelligent connectivity, you've heard about automating connectivity, what we're doing from a discover perspective, EDA, everything we're doing in the marketplace, really accelerating what the adoption opportunities are for movie across the whole Boomi verse and across all of those new customers that we're acquiring and then ultimately seeing what they do. I mean, again, I, I, I love what Mandy says. I mean, it literally always, I feel so strongly about this within every single company in the world. I mean, it literally should be, no movie is because the opportunities are expansive and endless in terms of what we can do together. And that's what I'm excited about is really kind of unleashing this company on the world, see what we can do next. It was, we really think about this next iteration, >>Mandy, real quick to you, uh, when people say go Boomi it, when your customers say that, what does it mean to them? Why are they saying it? Take us through some of the psychology and some of the implications of, and the meaning of the word go Boomi from a customer perspective. >>Yeah. Great question. I think it's, first of all, it's a Testament of the trust, right? It's just going to work, right? So go get it done. It'll be fast. It'll be easy. It is not complex at all. Drag and drop visual interface. Just go make it happen and go move on to the next data is critical, right? It's the lifeblood of any organization or that backbone of connectivity that gives our customers confidence to go to work. >>Awesome stuff. Chris, final word for you. If you can just share in your opinion and be talking to your customers out there and future customers, what would you say to them as you guys go this next leg of the journey for Boomi? What would you say to them? >>Yeah, I would say come partner with us. Come on, understand what we can do for your business. Come understand what true intelligent, automated connects in Lightspeed in terms of how fast we can do that with you. And let's go explore the art of the possible because to me, that's >>Awesome, Chris. Great to see you, Amanda and great to see you virtually. Can't wait to see you in person and next event, uh, and congratulations on all the success and looking forward to covering the next leg of the journey of Boomi. Thanks for coming on. Okay. This is the cube coverage of Boomi's out of this world event. I'm John furrier hosted the cube. Thanks for watching.

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. Welcome to the cubes coverage of AWS reinvent 2020. The virtual version. I'm Lisa Martin here with the guests from Bumi. Please welcome Ed Makowski, its head of product of the program and nice to see you today >>I see you, Lisa. >>So here we are in a very socially distant world. But I know a lot about movie, and that movie is really all about connecting people with what they want now. So talk to me before we dig into kind of what's going on with AWS. What's the landscape? That movie like in this year that has had so much change? >>So things have been going really well for us business wise, I think you know, as we've come through this pandemic or we continue to work through the pandemic, we're seeing a lot of our customers accelerating their their migration to the cloud acceleration, accelerating their modernization journeys. Um, in fact, we see the 30% uptick and usage in our platform. You know, in the last several months, as as people just continue to double down on automating, integrating their systems, working through integrated experiences. Toe Really like you said put put data in the hands of the users, the data that they're looking for on the work clothes that they're looking to automate. They're accomplishing that our platform. So things have been good. >>That's good in a year of such uncertainty. So as we kind of look at, you know, you talked about it. We've been talking about it for months now. This acceleration of the digital journey, that Cove it is really catalyzing. Let's get specific with from an integrated experience perspective, I think we're all as consumers, even Mawr demanding oven integrated experience. Now more than ever. How are you working with customers To help them achieve that? >>Sure. So So the way we look at the world through our lenses, data collectivity and user engagement, or are critical pieces to a cloud modernization or a cloud migration journey. So, just like in life, people make connections early on, and as they work through life, they leverage those connections to make advancements, that sort of thing. I did an interview actually a couple of weeks ago with an A list celebrity, where he gave us a bunch of feedback around connectivity where he talked about early on in his life. He made connections that that provided him value later in his career. We think of the same thing for a business, right? If you think about as a business, your customers, your employees, urine users, it's important to take your most strategic asset, which is your data, and and put that toe work for you and make connections with those users, employees, partners, etcetera, eso we look at those is integrated experiences, right, and we we offer a platform that, in a low code way, allows the business to make those connections with users in those integrated experiences. >>Love to know who the A list celebrity was, but I won't ask you to develop that information because we look at that, you know, nowadays we had this massive shift in the last eight months or so where I think as consumers we've been everything's been on demand for a while. We're used to getting what we want. And in the business world there was a big shift and trying to figure out companies well known companies, you know, filing for Chapter 11 and trying to figure out How do we pivot? Not just once, but it's a Siris of pivots, right? So talk to me about From From an integrated experiences perspective, any customers that you kind of think in particular really, really highlight what Bhumi is doing there to allow these customers to have connected integrated experience while you're helping those customers modernized and transform their businesses. >>Yeah, I mean, I could talk to a couple of examples where you know, when when the pandemic hit in the coven situation hit, we had a lot of, you know, I think the world saw there were a lot of mom and pop shops downtown Main Street where they were trying to collect information from industry from from their governments and industries. And they were trying to really relay that information out to, um, their customers and users. And most of them, those small businesses, uh, weren't I t enabled in any way, shape or form, and we tried to figure out what is the business can we do to help solve some of these challenges and a booming for good initiative? And we put out a solution called answers on demand that we gave out to free for free and within I believe it was two weeks. We had only over 2500, you know, customers from all different shops around the country that that registered and basically were ableto themselves stand up a frequently asked question. Ah, site within their Web page chatbots that they were embedded. They were able to bed in the Web page on a low code way, and that was kind of one example. Another from an enterprise example, is you think of things like, Hey, a new employee starts and typically they can walk in the first day. People hand them forms, they walk around, they meet with different departments. How do I get myself on boarded to an organization? Well, in the world today, everybody expects things to be on their mobile. They expect things to be done immediately, and they're not gonna goto 10 different APs in order to onboard themselves to go get swag or sign themselves up for their payroll, etcetera. That's a classic, you know, integrated integrated experiences use case that we help with where it's Hey, we can help with integrating those systems in the back end and provide an integrated experience to your new employees that come on board so they can walk through and be up and running within your company very quickly in a remote way. So we offer all the tooling that businesses can customize. Those make them look like they're, you know, they're color schemes of their business. So on and so forth create custom work flows all again in a low code way because we focus on time to value. It's about getting something done very quickly versus along I t projects That's going to take, you know, 23 years. >>Yeah, I remember. I think it was booming world last year where Chris, your CEO, was talking about, uh, the on boarding experience when he started at Bumi and how massively transformed that is. But to your point right now, there's so many things that we don't have time for. And so when there's obstacles in our way or processes or more convoluted, it just makes everything you know, not function well together or allow customers really maximize their investments in particular technologies. I wanted to get your take on Speaking of maximizing investments, How does booming help have you worked with partner with AWS to help your customers maximize their investments in AWS is technology and services. Sure >>so So we you know, we built our platform first and foremost on top of the AWS platform. So we sit there natively and we take advantage of all of a W s S s services. Behind the scene seems to offer secure platform that customers can work in from a loco development environment. From there you can take advantage. You can take your Bumi integrations and you can run them within three a w your own A w s environment if you'd like to. So we've actually launched a ah Bumi Quick start that allows you to Okay, quickly deploy a run time that spends up in the AWS cloud so you can run your workloads there in a secure way. If you've got your own security set up, you can run within that domain versus going within boonies cloud if you'd like. We're also about to release an elastic version of that That's kubernetes base so that you could, you know, scale that up and down and take advantage of your AWS. Resource is not in a fixed way. But Maurin, a survivalist type capacity. We also have data catalog and prep capabilities now, which we didn't have last year. But we have We've added these so that you can explore your AWS endpoints. You can explore any business and points that you have and kind of look at what data you have that you can, you know, harvest thio, pull together and and offer that make that available to your customers and users. You can run all of that in your AWS environment as well. We put >>a >>bunch of focus and adventure oven architectures so as a you know, as a classic integration scenario, a lot of people focus on pub sub patterns, those types of things. So we're we released connectivity to event bridge, sqs, etcetera. We also support connectivity to red shift so you can handle data warehousing scenarios. So and a lot of investment in the AWS ecosystem in the last year and a half to two years, and we continue, you know, we're going to continue doing that. We're just kind of at the beginning of that. So >>Bumi has over 12,000 customers ranging from, you know, the big guys, nonprofits like American Cancer Society, etcetera. How do you work with customers as head of product toe help them influence the road back to be able to take in the information that they need to. For example, we wanna we wanna be ableto work with me and really modernized but also maximize or a W s investment. What is that customer feedback loop like? >>Sure, So we've got within booming. We have a customer success team that focuses on all of those customers and different tiers. Verticals, um, you know, different horizontal plays, etcetera. But we have success. People that look out, you know, for our customers meet with them on a regular basis. They bring a lot of that feedback back into product. I'm an executive sponsor for a number of our customers where I meet with them directly to understand the projects, use cases. What are they trying to achieve and take? That is input, but but very specifically, we do quarterly webinars for our customers where we get each of our product managers, including myself, do a two hour session where we go through every single detail of here is what we are expecting ourselves that delivered to you as a customer over the next year, and that gives our customers the opportunity to see all those details. We published them online publicly. We then allow them to come back through direct relationships with product or customer success. To request these enhancements. We score them, we go through. We do commit a tely east. 25% of our roadmap to customers specific requests. Um, you know, even the 75% other piece of the road map we're looking at what we feel is the best interest of our customers and what we want to take them in an innovative way. But like I said, the 25% are direct commitment to Hey, customer wants X Y Z feature will put that in the 25% >>That's he, especially right now to be able to be able to. I don't want to be reactive because we often use that as a bad term. But be able to pivot quickly and and take that information in and make the changes needed that will benefit countless others if we go back to integrated experiences, you know, here we are at this virtual aws reinvent. We're so used to being surrounded in Vegas by 45,000 people. But talk to me about how Bhumi is helping AWS customers with their integrated experiences. What are some of the things that you guys are really excited about that you're enabling now? >>So with an integrated experience, you know, again, I go back to the three things that any customer AWS customer specifically need thio think about in order to create an ingrate experience. So data readiness is the first piece. So with a W s, you'll be spinning up a number of the services. You'll be putting data in the cloud so on and so forth. But you need to make sure that that data is of high quality. Um, it's secure. It's understood something like, you know, 60 to 70% of data that you haven't enterprises is unknown, and we help solve some of those challenges through our catalog and prepping tools. So even if you're moving a bunch of your processes and data applications into the cloud, we can help customers with data readiness and making sure it's security of high quality. The second piece is pervasive connectivity. So it is about connecting all of your data sources. So we do have an open platform. You have all your AWS services that we can help you connect to get data from those sources or or transfer them to those sources. But we also allow you to extend out into on Prem or other clouds as well. So as much as we love and work with a W s, we do understand that people need to move things into the cloud out of the cloud, etcetera. You know, we help with all of those connectivity challenges that an organization may face. Uh and then the third is that user engagement engagement piece So you could move data all around all you want. You can understand your data, but unless you're putting it in the hands of the user and allowing them to act on that data in some way, shape or form the tools we have, you know, around workflow and building those in a low code way, you could do all of this in a, you know, a unified platform that we have that you can go in and building a low code way. You don't have to be a pure hardcore Java developer to get things done. We focus on time to value. So you can. You know, we have stories of customers building their first set of integrations or work flows and, you know, minutes or a couple of hours versus some of our competitors who take days, weeks or months. >>So from a local perspective, something I'm just curious about, that's kind of be a facilitator of during the last, you know, eight months of things changing and customers not being able suddenly to get into their data centers air on site, talk to me a little bit about some of the things maybe even anecdotally, that you've heard about Bhumi Loco development platform being facilitator of people that couldn't get to a data center. >>Yeah, so I mean, all of the development even before covert, all all loco development that you did for Bumi was in a Web browser. We've always been that right. So we have that capability. And then from a run time, I was talking earlier about how you can run in a ws cloud. But you can also set your runtime behind a firewall. If it is at a facility, you can put it in. You know, any locations around the world. So when the pandemic hit and folks started needing to work remotely, it was kind of a non event for many of our developer, our local developers, because they can now access the browser from home and still access. All those resource is whether it's on site in a W s or wherever they were then forced to Okay, The rest of the business is saying we need to make data available. We need to actually now put processes in place. And and Bumi became an asset to say, Wait a minute. It's not about just integration behind the scenes, that's plumbing that nobody sees. Our users started becoming heroes in their business by standing up work flows and saying I can quickly because it's low code. Oh, you need to collect information about, you know, in some cases, you know, citizen information that they used to go to. You know, I don't know that I could talk about this government, but citizens used have to go into a building in order to fill out forms and whatnot. We need to collect data live. How can I do that? Okay. This government now just use boom me to start posting these on their website. These work flows in a secure way. You know, that's just, um, examples. I talked about answers on demand before, but but we've seen this pivot of user engagement Mawr out of, you know, bringing middleware and integration out of the shadows of I t into solving real problems as people are now this first around the world at home. So >>solving your problems and probably helping a lot of businesses not just survive the last few months and forward but thrive as well as theirs. We know some things from this will be permanent. Let's question to you just can you give us a sneak peek into some of the solutions and the initiatives that Booby and AWS are working on together? Yes. >>So I talked a little bit about this before, so we are in Advanced Tech Partner were a public sector partner. We run our platform on AWS again, so we continue to work on how we can keep expanding and taking advantage of A W S two services To make things more scalable. Onda were more and more secure. It's always a top priority given the shift to the cloud and a W s is helping us with those we have are quick starts that we're working on again to make things quicker and easier for people to stand up integration workloads in AWS catalog and prep again. All of the connectivity that we have to things like event bridge, sqs Red shift, etcetera. Um, you know, those are all the things we're collaborating on with them. And again through the next year, we'll continue to keep focusing on more and more to just make running your booming environment in AWS more and more seamless. >>Seamless. I'll take it well and thank you so much for sharing what's going on with Louis and AWS in this virtual event. We appreciate your time. >>Yeah. Thank you so much. >>Bread. McCaskey. I'm Lisa Martin. You're watching the cubes coverage of AWS reinvent 2020 A virtual edition

>>Live from Washington, D C it's the cube covering Boomi world 19 how to buy bullying. >>Welcome back to the cube Lisa Martin with John furrier. We are wrapping up two days of Boomi world 19 and I think boom is a really good word to set up. Our final segment of the show, John and I are pleased to be joined by a couple of guests. To my right is Sam choy cadley, the founder and CEO of manual labor. Sam, welcome to the cube. Thank you. Happy to be here. And one of our distinguished alumni, we have Mandy Dolly while the CMO of Boomi. Mandy, first of all, congratulations on an awesome event. This was our area here in the expo center was buzzing nonstop the last few days. We've heard from your C-suite, we've heard from partners, from customers, the Boomi fandom, as I said to you yesterday is legit, too legit to quit, but one of the cool things is that you have a new brand identity that we really want to kind of dig into because it wasn't in your face. >>It was really celebrate very strong. So talk to us about that. And then we'll get into what Sam helped you create. Absolutely. That was one of the most exciting aspects of the show, frankly, and we deliberately decided that we were going to show, not tell because we wanted to anchor the community. We wanted to anchor our customers and partners in the new Boomi. We're on a growth trajectory. Right. That's not a secret anymore. We're no longer a secret. When they brought me in, my goal was to make us a household name. We're well on our way. First thing we had to do was go refresh the look and feel to really get us to a point where we could start to connect with the Mark market in a modern way. We're a modern mill middleware platform where as John likes to say, cloud to Datto company, which I love. >>I've adopted. Thank you, and we also went to the oil card baseball game. The Washington nationals versus the walking brewers, which was dramatic, were down close. We were wearing the Boomi shirts with, I think we're the first ones out in the wild. Yes, you were five of us blue with the white letters and a sea of red. People love the shirt. They loved the look. They love the brand. So it worked. It did bottle compliments. It did. They loved it. Great to hear you're the genius behind this. Give us the motivation. Where'd it come from? What was the design principles, boys, you're thinking? Sure. Ah, you know, it's funny, it started with just a very casual conversation with Mandy. You know, when we start our work, we always ask about the brand itself and we try and personify it so that we get a true understanding of who or what the brand would be. >>And so we asked Mandy, you know, if you can explain the personality of Boomi two or three. Dot. Oh, how would you describe the personality and quit just as quickly. She came up with two words and she said bad-ass and swagger. And so that told us, right, because it's, it's a lot about, as Boomi evolves, you know, they have so much to be proud of. There's so much innovation and solutions that they're providing. It was like you don't need to overcomplicate the identity itself because the work and what you do is go into speak for it. And so we immediately thought about the different iterations and what the logo itself can look like. Because when you think about a logo, it's more than just an image or what it looks like. It's typically the first impression that people have. And and a lot of times you want to try and describe what you do or who you are through something that's visual. >>And so when you have swagger, when you were a bad ass, you don't have to overcomplicate what you're doing or saying. So we wanted to focus just on the name itself, especially as we're taking this new step of dropping the Dell name. You know, what is, how memorable can we make the Boomi name look? So taking this idea of badass and swagger, we also injected a lot of the key benefits. So you heard a lot about the up into the right. And so that's where if you look at the top of the B, which is called the Ascender, there is that beautiful angle. And so that's there. Our goal of staying in the upper right corner and you know there's a very specific degree so it's 30 degrees of, of that angle. And so 45 felt too in a lot of ways, like too harsh 30 felt like it was something that was achievable and attainable and you can stay up there. And so that's sort of why that you'll see that 30 degree not only in the logo but in a lot of their designs. Even the direction of the sprites. There's continuity and repetitiveness in that. And so hopefully people will start looking at that angle and the shapes and you'll recognize Boomi for it. >>Oh sure. The sales guys, man, you're going to take that shape and turn it into straight up cause they aspirational, want to get more sales, a hundred percent growth. But it's a little things though. Those are the little things. And also the eye has got the dot on there. Talk about that. That seems to be a D ingredient Mark that pops around and other places is what, what's going on with the eye. >>So a lot of, um, the equity that Boomi has in the, at Adam's sphere was really important and it was something that we wanted to carry through what we asked ourselves and the manual labor team was if we deconstructed the alum, how can we bring it back and introduce it in a new fresh way? And so we literally deconstructed it and came back with what is sort of the nucleus changing with a pop of color, let's it sort of shine bright. Um, and we talked a lot about the different meanings as it's a contrast and color that almost looks like a light, but it's also this sort of beacon. You know, when we think about the growth of Boomi burrs and the importance of the community sort of all coming together and lighting up all of what Boomi is and how continues to be successful. >>So the two words, I love bandy that you chose, that you wanted Boomie's brand to become badass and swagger. Sam, I'd love to get your opinions on the, the first logo that you saw that Mandy says, we want to revolutionize us. The. What was your, what were the two words that you would use to describe it? I'm just curious how your mind works and sees that and goes wow. Simple one I think about the animal was very scientific and it was very technical and I think that that speaks so much to all the solution and how in depth they go with both their products and the solutions. And so it was very obvious and it was very clear and I think it communicated really well as we looked to sort of modernize the brand and also sort of bring a new generation of developers and, and customers along. >>This was a great way for us to sort of re-introduce it. And then there's even other elements like we are, we call it the macro Adam, but you'll see there's, there's a coral and then it almost looks like there's rings around it. And it was our way of showing the energy behind the team. Um, Adam's fear the community. And so it almost vibrates if you look at it, especially against the Navy. And that was our way of sort of bringing in the life and the Adam at work. Mandy, you're beaming. This is so cool. It's very, first of all I'm like, this is data-driven. That is so incredible. All of the thoughts that went into designing this, I think this exceeded looking at her face and does bars. I'm so proud. And this partnership has been incredible. Has exceeded your expectations. I mean just going through this process of it's not just about changing a logo. No, not at all. It is not at all. This is incredibly strategic to our future. Right? Right. This is more than colors and fonts. >>So you guys are also wearing the buttons that had the B for bad-ass, but the dot. I noticed that boom, bad ass boom. Um, you know, we hear a lot and there's lots of the conversational AI thing. Just to kind of weave in some topic, I want to get your reaction is that data's should be a living thing. So you know, the classic brand consciousness, the brand should be a living thing. Sam, should it grow and nurture the brand >>we do. We say that a lot. I mean, because where's the vision going? I mean in a lot of ways a brand is a promise to the people that support it, right? It, we, Boomi can say we're, this is our brand, this is our meeting, this is everything. But if, if they don't fulfill that promise and if the community and the members and the customers and partners don't embrace that, it's just like you're standing in the woods by yourself, it will. The trust isn't there. Exactly. And so that's why we talk. We always say you have to nurture it. You have to keep it as alive in three years, five years as it is today during Boomi world. So how many different iterations did you go through? Like different, Oh, we're white. We're going to go there. There were nine 10 that we paired. We w met multiple conversations across the organization. >>This was not done an event? No, not at. We shared across broadly, I'm not a secret keeper and a even within the company, this was obviously internal confidential, but we were bringing people in to a to get opinion and make sure that there were shared ownership. What was the original response to Mandy when you came in to Boomi saying we, I mean, I imagine that's part of why they brought you in. Was it just yes time? Yes. Can you please hurry up? But some people can be really passionately tied. It's like when you're selling a house to someone doesn't like good wrestler, right? Let it go. Right, but that's hard to do. Especially if somebody has been around long time and they've nurtured this and they put so much heart and soul into it. But this sounded like they were receptive. Knowing that we need to evolve as our customers are evolving and as our technology is evolving. >>Well, here's the backstory on the former logo, Chris port, our COO who you've met and spoken to when he ran the acquisition of Boomi way back when is when he decided in PowerPoint probably, sorry Chris, to put a Dell logo, which no longer a really actually is no longer even follows Dell technologies branding guidelines and a Boomi font together. And that was how Dell Boomi logo was born. So it was put into place and we ran with it and nobody questioned it. We were too busy building and iPads business and so income's Mandy and says, here, we're going to go do this and really up our game in the market. And one thing we should know, John mentioned brand representation at the national scan the other night. There was a a Boomi store right over by our sat here that's been full. Every time I've gone over there, and I don't know what this gentleman was trying to buy yesterday, but whatever it is, you guys were already sold out of it. >>So this has been a suddenly, well there's a revenue source over here, but people want to embrace this. The proud customers, vendors, partners, they're proud to wear this brand. It's been the parent that we've seen and just in two and a half days has been really interesting. Well that's part number two. That's the Boomi verse. You're seeing them in action, right? They're wearing it loud and proud. Yeah. Right there. They're tremendously proud of the accomplishments and the business that we're driving for them. We partner with our customers. Right. And that's, that's the manifestation of, of what's happening. >>Well, Sam, congratulations to you and the team, Mandy. It takes courage to take a branding challenge like this in a big company. Certainly Dell's involved the other mothership, so he works very closely with Dell technologies as well. Congratulations. We have a Dell technologies bad-ass and swagger. Also the cubes here. We're bringing them bad ass sweater as well. Brand alignment. Good job. Different logos saying congratulations. Thank >>you Sam. We have, I have to before we go, we have to understand the name of your company is a very intriguing manual labor, which a lot of Boomi solves, you know, aims to solve in terms of automation about the name of Iranian will labor. Exactly as in irony. Um, so we, I am a family of immigrants. We moved over when I was four. My mom was one obsessed as Jackie Onassis and, and America and, and my dad, um, was a teacher in Korea, so when I was four, and I have two older sisters who are seven and nine. And she decided she wanted all of us to grow up here. And um, so we moved to America. And it's funny, I was, I think I survived on brands alone because it was, she wanted us to be immerse into everything. American culture. So it was chef Boyardee wonder bread. >>I mean literally it was only American, like iconic brands. But fast forward to that, we got here and none of us spoke English. And so my dad and did whatever work he had to, to support us. And so it was literal manual labor. It was washing dishes, it was, you know, working in a stock room, just, you know, doing whatever work he needed to do to support us. And so that's where the name manual labor comes from. It's an homage to my parents who did everything they needed to do, um, to support us, to give us the opportunity to be educated here and everything, all the benefits of it. Um, and then also just in that, we learned a lot around about just rolling up your sleeves and doing the work. Um, being proud of the work you do, whether you are a teacher or a dishwasher, um, immigrant or someone who grew up here. >>It was more about just owning that pride, um, doing what you need to do to, to be successful. So, wow, what a great backstory and a wonderful tribute to your past and your family and congratulations on what you've done for Boomi. Thank you Andy. A continued. Congratulations. I'll echo what John said. This is really been out. I can't wait for next year. Gosh, but it's really been an awesome event. We've had just had nothing but positivity from customers, partners, your execs, everybody there. You have even more fans than when you walked in here two and a half days ago. So thank you for spending two days with us. This has been incredible. Awesome. We'd love it. Learned a ton. All right. Well, we promised you a chatty conversation. I hope we delivered for John furrier. I'm Lisa Martin. You've been watching the cube from Boomi world 19 thanks for watching.

>>live from Washington, D. C. >>It's the Cube >>covering Bumi World 19. Do you buy movie? >>Hey, welcome back to the Cube. We've got candy. That's right. I am Lisa Martin in Washington, D. C. At booming World 19 with John Ferrier and John and I are excited to be talking next with a chief technology officer of candy dot com. Gary, welcome to the Cube. >>Thank you for having me great to be here. >>So tell our audience about candy dot com Guinea all that you want dot com cool stuff. >>It is cool stuff. It is the endless. I'll just like going to the supermarket and never runs. Oh, it's absolutely perfect. That's actually how we started knowing that there was so much candy out there that people wanted in the lines just weren't long enough to put him in, no matter where you checked out, and we started off being the online candy store, which was a foot in the door, but it was a very small opening at that time. >>One of the things you said when I met you today whilst eating candy that you guys brought thank you very much for that was very appropriate. Um, was that candy? Is recession proof? >>It is. It's it's ah, you know, good times, bad times. You know, people are gonna have birthday parties. People get married holidays. They're going to come. You know, you've had a really great day. It's a candy bar. You know, you've had a really bad day. It's the candy bar. That's just it's an impulse buy, but it's an impulse buy with your favorite. I mean, it's something to comfort more than anything else, actually. And the technology side talk about how you guys were organized. What? Some of the challenges and how does Bumi fit in? Take us through the journey. Sure, when we started out, we thought, How hard could it be doing? Data entry will get the orders. They'll come across, we'll have some people. Instrument to the system will start filling up, you know, and then everything else will take care of itself. And within about a few minutes, we realized that that was probably not going to work. It was not scalable because first of all, data entry is air pro. You know, if you have someone actually trying to do with their, it's not gonna work for us. So we realized that there was a mechanism out there with Edie I and we went to 1/3 party provider to help us with the FBI. And that's how we started with the first couple of integrations and it was good. It got us off the ground and got us further into that door. >>So you started with, um, how many different partners trading partners take us back to kind of the last 10 years of candy dot com and how that Trading Partner Network has grown. >>Oh, it's like the journey. It's still we starts with the first step. We had one that was interested, one that wanted to work with Austin, and we started to do the work with them and figure out how to handle it. But they had multiple divisions, so, you know, there was only one that was 32 actual integrations that had to be done on being a traditional brick and mortar. It's very competitive. So once the word got out that they were work with us, there was a couple other. So we had six pretty big ones lined up early on that we needed to have integrated in up and running very quickly. >>And from a digital perspective, what were some of the initial system's applications that you implemented just start being able to manage and track those trading partner interactions to ensure that you're able to deliver? You know what? The candy, the candy demand that you need to fill? >>It was, sadly, a lot of C S V. A lot of email, a lot of phone calls back and forth. There was a lot of hours, and it was one those ones where we would really just bring in temps and try to keep up with it did not really have a repeatable process or a good technical footprint of what we needed to d'oh way didn't know what we didn't know when we started, and we very rapidly came to become aware of what we needed to do. >>So starting with air P Net sweet brought net Sweden two years ago. Tell us about that and what you thought was gonna solve all of our problems. Well, that's why it's >>a great package because it brought us both order management and it brought us here. Pee in. There were so many models and so much technology behind it and they have a warehouse module. There's, like all we could grow forever With this, it will never be bounded. This is gonna be fantastic. But what we forgot is that it was only as good as the data in there. And if we're using as a manual data entry, it's not going to meet our needs. We needed to come up with a better way in a more efficient way to get the data in. And this was still back in the day when we're trying to fulfill something within a week, much less where we're at today. >>Okay, so where does Bumi fit into play? >>We realized, unfortunately that even when you have an integration up and running and as good as the integration is, some of your trading partners will have changes. They're going to give you a different reference number. They're gonna give you a different requirement. They're gonna make something that was optional now mandatory. So we had problems because it wasn't just also that was impacting everyone that was doing an integration with that trading partner had it. So if I had outsourced it and there was 100 people that had that map. We were one of 100. Sometimes we were one, and sometimes we were as far away from one is possible and you understand that, and you appreciate it because there's only a finite number of hours to get things done. So we understood that to be really profitable and get to the level of service we needed to control the data. And that's when we decided that we needed to bring the E. D I and house. >>So when you were looking for the right integration partner, what was it about Bhumi from a technology perspective and a business perspective that really differentiated it. >>First and foremost, the number one requirement had to talk to nets. We had a have a native nets. We'd integration if it did not talk to net sweet. It wasn't gonna make it onto our plate because we weren't gonna spend the time to reinvent the wheel when obviously the wheel was out there. We had actually done that once before, and it was successful but painful. And there's people out there who build a connection and work to silver partners like blooming in the platinum partners that can go out and they can actually keep up with the release before it comes out. And you're being proactive by the reactive from a business need. It was We can't drop data. We need to be efficient. We need to be timely. We need visibility. And looking at Bumi, it met all those needs. We had a connection into nets. We had a reporting tool. We had error messages coming back. We had everything that we needed to manage our own world and take control of it. Or so we thought >>that look. Okay, so get this implemented. What sort of opportunities is the start opening up? You talked about control there, or so we thought. What have you been able to unlock where control is concerned? In the last few years, >>what we didn't realize with what we were doing is that way. We're just basically turning on everything and trying to run this efficiently and fast as possible. And that was really the wrong approach to take what we needed to do it as some governance to it as some logic to it, too, you know, not compete with jobs. There's there's a finite number of avenues into the back end system, you need to utilize it. But there was also tools that we found out inside this system that handled things like error trapping and retrial, logic and time outs and stuff like that. And as we worked with the subject matter experts at Boom, as we worked with the people at Nets, we in our account managers who would show us things and help us long. We learned a lot more about him. When we went live back in February of 2016 we were very excited. We did 1000 orders into our system and one day and we thought, How phenomenal is this? I mean, 1000 orders. How many more orders could you actually look for? And we very soon realized that there was a lot more orders willing to come into our system if we could handle it. >>So what? So when you first started with Bhumi went from some number 2 1000 orders today. What was that original number that you guys were able to handle when it was more of a manual process? >>It depend on how many attempts we could hire that sometimes it was 100 orders we got in. Sometimes it was 100% dependent on people. Also depend on someone, Remember, understands the spreadsheet. >>The Sun's painful, >>painful and not really easy to plan for. >>But you discovered pretty quickly you went from I won't say 0 to 1000. But somewhere in between that realized tha the capabilities, though of this system was gonna allow you to get 20,000 orders per day. Where was the demand coming from? Was it coming from trading partners was coming from their customers? Was it coming from your internal team seeing Hey, guys, I think there's a lot more power here than we originally thought. >>Well, success begets success because we were able to get an order in now in a timely fashion and ship it out there. All of a sudden, I realized we were shipping orders within 48 to 72 hours. It wasn't taking 10 days anymore, so we had repeat customers, which obviously makes your numbers go up. And then, as you know, your experience is good and you share it because social media is the weight of the world All the sudden, you know if if you tell two friends and they tell two friends we start getting more volume. Damn white starts happening is someone realizes they're losing market share of their brick and mortar website. And who was fulfilling the orders for them if they're doing so well and we're losing business and they start knocking on the door saying what? We'd like to work with you as well. And the other thing, too, is just timing. In the United States, it's pretty warm between April and October, and the bulk of perishable and heat sensitive product will ship through one of our warehouses because we have the thermal controls in the programs in place to give a good experience to make sure the product arrives the way it's supposed to be treated. >>Yeah, you were mentioning that when you were on stage this morning with Mandy Dolly Well, Mami CMO and Jason Maynard from Net Sweet that there are obviously, if you order some chocolate. I wanted to get there in the exact state in which I saw it online, right? But there's you've gotta have a lot of access, invisibility and systems to be able to help you facilitate that temperature control, depending on the type of product. >>Absolutely. So we're very proud of the fact that, you know, we're temperature controlled where humidity controlled were suf certified. We've done everything the right way to make sure that what we do is gonna be the best experience that your food is safe. Because, Paramount, the last thing we ever want to do is to keep a product of someone's gonna make your child sex because, you know, you don't want anyone to get sick. But the worst feeling is apparent is when your kid doesn't feel well. So we understand that Andi have a phenomenal staff. Are Q A team will go through and we have ways to test the product to get to the melting point. And we know different products melted different temperatures, and we determine what those temperatures are. We build those thresholds we do calls out to get the weather. No, I'm shipping it from my location to you. What's the temperature of my It doesn't matter if it's cold at your place. It is 90 where I'm shipping it from. So we look at what is it now? Where is it going? What's it gonna be the next few days? How big is it? You know how much product is in there with that? That isn't heat sensitive. And we have a pretty complex algorithm that we put in place That has really enabled us to handle the summer months and give a good product because, I mean a lot of people like s'mores, but they don't want the pre melted chocolate showing up at their house. >>Would agree. That takes the fun out of the bonfire part, right? Exactly. So let's talk about the people transformation because you were saying your 100% dependent on manual Somebody even sending the spreadsheet little into star inputting data to process X number of orders per day went from almost 0 to 1000 overnight with Bhumi, then saw this capacity for 20,000. How have has your team has other business units within candy like finance? How are they benefiting from all of this? What a presume is massive workforce productivity gains that you're giving everybody? >>Absolutely. It was a great problem tohave because as we got bigger and we started getting more and more orders than we got more and more invoices and you know, we got more and more checks in which we always think it's a good thing, but those checks need to be reconciled. They have to be reconciled against the transaction Inside the Nets week. It's no exaggeration that we would have pages printed out with a ruler going down and highlighting one by one on the invoice to make sure nothing was omitted. And we were spending an individual spent an eight hour day, three days a week, just going through direct missile. One invoice that was coming in and we would get two or three a week from them. So it was painful and again also error prone. And these people are very creative, very smart, and they offer so much more to the business that it was a waste of their time in a waste of their intellect. S o del. Booming, we found out, is not just any eyes phenomenal, Aditi, I but it has all these other tools and won. The tools we had was to be able to take the remittance file from the financial institution, reconcile it against the invoice is in the system and create a C S V import that would run that we have a script for that created a cash payment in our system that would actually close out the invoices and be paid so that we don't take care of it. It was done, and finance would basically get the file and e mail to us. We would file it back and they'd run an import. So instead of 250 hours a week, it was five minutes of file. >>That's a dramatics saving hundreds of hours a month, but also faster time to revenue recognition. >>That's a big one, you know, because when you try to get people discounts or give them brakes or if your terms are out there, it's nice to get it in there and keep your system's clean, because you also have to answer to the end of the month. You know you want to close the books and everything in manual processes. Air one the few things that you can't just throw more horsepower at. >>I'm glad you brought up, though from a resource kind of reallocation. Perspective is, these folks, in particular areas of the business, have value that they're not able before weren't able to really unlock and deliver. Now, with the technology in place, they're able to probably focus on more strategic areas of the business or more strategic projects. I also imagine your sales. We said faster time to revenue in revenue recognition, but big boost to candy dot comes sales. Since you've implemented the technology >>direct, I mean the sales numbers have just grown. I mean, as much as we do. No do are forecasting and think where it's going to go. Wee wee drastically underestimated this year. The summer was very, very good to us. Our first year under booming, we ran for 11 months. We did a little over 600,000 orders for that first year. In comparison, in June, July and August this year, we did over a 1,000,000 orders. That's a lot of chocolate. So a >>lot of candy, >>most certainly >>busier time, period. I mean Halloweens in a few weeks, Christmas is coming. How does that compare in terms of like the Flux >>way? Have a peek? Obviously, Halloween Halloween is obviously the time, of course. November 1st, our orders are zero because everyone walks in with a pillowcase of candy from their kids to the office, so it literally goes from a 1,000,000 miles an hour or two nothing, and it's it's kind of eerie. But throughout the summer we stay very, very busy because a lot of the market places don't have the facility and listen, they're great, you know, it's one stop shopping. They have everything, but everything is in a warehouse in that entire warehouse is not properly controlled to handle food products. So they decided it was an advantageous for them to ship, you know, during the summer, and it's poorly monitored as a summer Shipp program. But it's really more of a heat sensitive program because we'll add the thermal product to protect the thermal packaging to protect the product, even in February. I mean, there's some spots in Florida in Texas at a pretty one that you want to protect the item. So it's a heat sensitive program that we're very proud of, and we keep advancing and we keep growing. And, you know, I have. I'm very fortunate. I have a great team. I mean, we're not gonna call out, you know, like Jim and Scott, because that would be wrong to deal with. These guys have been with me from the start, and they put the E. T. I in place. They put the scripting in place that the guys were just, you know, rock stars on. Do I look good because of their effort? And I'm very, very proud of the team we've assembled that does this to make sure that you're and satisfaction is always met. >>Awesome story. So I imagine you know, when we hear like, four out of five dentists recommend this kind of bet. Is the fifth dentist recommending candy dot com? Is that where that guy's been? >>Yeah, he's got four kids >>going through college and >>everything, so he figures candy dot com to go. Way to make the money to make sure those tuition skip. >>All right. Well, Gary, it's been a pleasure to have you on the keys. Thank you for sharing what you're doing with bhumi at candy dot com. We appreciate and thanks for all the candy. >>Oh, our pleasure. Thank you very much for having been a great couple of days. I'm glad to be part of it. >>All right. Our pleasure for John Ferrier. I'm Lisa Martin. You're watching the Cube from Bhumi World 19. Thanks for watching

>> Narrator: Live from Washington, D.C., it's theCUBE covering Boomi World 19. Brought to you by Boomi. >> Welcome back, everyone, we are here live at Boomi World 2019. It's theCUBE's coverage here for two days. I'm John Furrier, your host, with Lisa Martin who stepped away, she'll be back. Les Rechan, President and CEO of Solace, is back on theCUBE. Cube alumni was with us in 2013. Les, welcome back to theCUBE, good to see you. You know we're on our 10th year of theCUBE, so it's 10 years we've been in business. You're early on with us, thanks for coming back. >> Thank you for having me. >> So you're an entrepreneur, you're on board, you're doing some investing. You see many ways of innovation. We are in one now that's really got a lot of waves coming together, convergence of multiple things happening. You're in the middle of it as the CEO. What's going on, what's your view? What's happened in the marketplace and what're you doing? >> Oh, I think, I agree this is early days. We've got this, everything's transforming, customers are re-imagining their businesses to be innovators, to move the world forward. And along with that, to enable it, we're dealing with a whole new IT infrastructure: hybrid cloud, multicloud, distributed microservices, IoT, real-time, so it's early days of that, and so we're in the business of helping those innovators move the world forward with smart data movements, so we're very excited about it. >> I want to get into your company that you're leading now and some other endeavors you're onto, but I want to get your take on how you see the market and how you talk to customers and friends and people in the industry. What's the biggest story going on in your mind right now? What's the top-line, high-order bit, trend or element or enabler, disruptive enabler. That's really powering the industry right now that's changing it for the better and creating opportunities. What's the big story in your mind? >> Well, time and data are the currency, and when you think about dealing with customers, you're listening to them, you're personalizing your engaging, and this is all about what I would call the event-driven customer journey experience. Business is a series of events. You want to get those events moving and flowing and really, when you think about it, that can be competitively advantaged for your business. >> You know it's interesting we had the folks on from Boomi here. I use the bloodstream as an example, but data movement is how the business we're in. We live in a digital world and it's combining. It's not mutually exclusive with the analog world. And you have, now, the coming together of a digitized society where things are instrumentable. You can actually get the data. And then you got to know what to look for. So, now, the challenge is with data become a big... This is a big, hard problem people try to crack the code on. Is there a formula in your mind to be truly data-driven or data-enabled or data-fed, leveraging the data? Do you see a playbook that companies can adopt to do that? >> Yeah, I think that companies are sitting on top of a lot of data. The key is to liberate it, to get it moving, but within your enterprise and then out to your partners and the customer world, so I think that you really want to just take advantage of it, you want to move it to where it needs to be, you want to augment the intelligence of the people within the enterprise and your customer set, so I talk about an event mesh, we call it. An event mesh enables the intelligent enterprise to deliver value. >> It's a nice concept, it's like connective tissue, or glue layers as a tech term-- >> Les: Digital river, central nervous system, whatever you want to call it. >> Great stuff, talk about the market you're going after. What's the market you're targeting? What's the size of it? What are you going after, what's the territory you guys are trying to take down? >> So, traditionally, we came out of what used to be called messaging-oriented middleware. So we're a messaging system. Now the term would be we're an advanced event broker. This thing used to be a couple-billion-dollar market now when you think about this hybrid multicloud, IoT. This thing has probably exploded by a factor of 10 or more. >> It's interesting RPA seems to be taking hot evaluations these days. Is that the same kind of thing, RPA and automation? They seemed like-- >> I think RPA, when you think about hybrid integration, you've got API management, you've got what Boomi does, the iPaaS, we're the advanced event broker, so we're talking about moving these events around. It could be request/reply, it could be pub/sub, async, synchronous, all these different patterns for all these different use cases that are out there, but that's really what we do as opposed to RPA. >> Got it, what's your business model? What's the business look like? How big is the company? Is it a cloud service? How do you make money? What are some of the details there? >> Well, we're a private company. We're growing very rapidly. We're about 300 people, it's a global enterprise. We're doing great things all over the world. We're enabling Digital India, for example, with companies like Airtel and Reliance, so instead of taking 30 minutes to do a mobile phone recharge, we do it in seconds. In Singapore, we're working with smart transportation, land transport, next-generation payments, 1.4 million connected cars and buses, getting that data flowing to optimize traffic, is another example. Safety-critical data in and out of the airplane which is a huge amount of events. Equities, transactions, we process 85% of the equities, transactions in Canada and the list goes on. We came out of capital markets. Now we're into these other industries 'cause everything's moving to this real-time, real-time sensitive type environment. >> And the intelligence of software. Is that the business model: you make money selling software? What is the--? >> Yeah, that's a great question. We've got multiple deployment models. We've got a hardware appliance, we've got software, we've got cloud. We are for subscriptions or operating expense or capital expense. This thing is a platform, so you've got the broker itself, you've got integration connectors, you've got the governance layers on top monitoring capability, so it's a solution set. We're very flexible and adaptable to the customer's business model in terms of subscriptions or cap packs, whatever you want. >> So you keep it flexible. >> Les: It's very flexible. >> Because, if you're running an IoT, running traffic lights, for instance, or doing some smart cities thing, then it's got to go over to another use case. They're different. >> Yes, we talk about being dynamic, open, and simple. Dynamic in terms of the agility of different types of use cases with one solution, open meaning running everywhere, and simple meaning easy to deploy and manage. >> Yeah, machine learning and data is going to be a nice substrate layer to innovate on, so awesome business model. Let's talk about the technology and the secret sauce. What's going on there? Explain the magic, what's going on with the tech product? >> The secret, this is all we do. Smart data movement is all we do. And we're the only company out there that's really-- >> John: What's smart data movement mean? Define that term. >> Smart data movement would be, I've got to get something from point A to point B. I want it to get there in a guaranteed, persistent way. That's kind of what we do as opposed to taking that payload and transforming it, so we're just moving the data around. We're making sure that it gets there, that you can recover it, et cetera, so that's what we do. >> We heard this on theCUBE this morning: "Apps come and go, but data always remains." And so this has been the theme. What's different with you guys in terms of differentiation? Because I've seen service brokers, they've come and gone. Service brokers are everywhere. It's a key part of a system architecture. You're dealing with solutions that have to think like a system. And systems have consequences. You got to think holistically, so what is your differentiation? What's the role of the broker? Just take us through that value proposition and what's differentiated. >> Yeah, I think the differentiation here is we're a platform. The dynamism and the agility is definitely unique in that we can do WAN optimization really well, we can deal with different use case patterns, so the dynamism and the agility, we can do ultra-low latency, we can do high volume, we can do general purpose across the same platform. The other point of differentiation would be openness, so we're open protocol. We support, whether it's AMQP, whether it's MQTT, we're an open system, and we support openness across all the hyperscalar platforms, across the passes. So dynamic, open, and then simple in terms of it being a single solution set, be it hardware, be it software, be it cloud, and successful. Our customers are very successful. The use cases that we support are compelling. We helped innovators move the world forward, so I'd say it's dynamic, open, simple, and successful. >> Who's the target audience: developers, C-suite? 'Cause you got to code this stuff. Those are two primary target audiences. >> Yeah, I think it's, really, it's both. It's business-driven, IT-enabled, so we tend to work with the architects, the CIO's, the middleware teams on one hand to support this reinvention of your business. On the other hand, when you think about transforming the business and doing something different and innovating, it's got to be business-driven. So here we are at Boomi World. The theme is Accelerated Outcomes, which is key. So it's really driving an outcome, but IT-enabled, so you got to support both sides. >> All right, you got a large growing market, you got a good business model, you got some secret sauce. Now, final segment, so customers, customers and societal benefits because, look, there's a tech for good angle in here, but also, there's a big wave of tech for bad, so all I hear in the news is: tech's evil, this is bad stuff, oh my god. So you got real customers, where's the benefits? Take us through some of the success stories and the opportunities for a tech-for-good component here 'cause I can see the benefits, it's on infrastructure side: deploying new capabilities, compelling, but benefits to society are super important too. >> Yeah, I would say just one example would be Digital India as an example where you're saying you've got hundreds of millions of people who really need to access different capabilities, different services with smartphones. You need to deal with huge volumes. Let's give them that access, let's make it quick, so enabling Digital India is one example of really doing something that helps, helps people live better, reduces their time doing things that they maybe would've taken a long time before. Another example would be Singapore, smart cities. If you can move the traffic flows around better, you've got a population that's increased by a million people in the last several years, that's another example, making payments faster, whatever the case may be. >> So I know you got a hard stop, you got to meet the CEO of Boomi, Chris McNabb, great guy, among theCUBE yesterday, Cube alumni as well. Final question for you is: is there any requirements that need to be in place to work with you guys? 'Cause I would say it's a huge task. Are there dependencies? Are there certain signs that customers need? When does someone know to deploy? I would say, if someone say, hey, I want to modernize my X, what's the tell sign for you guys to know where there's alignment with a project or customer? >> Yeah, I would say that it's a real-time sensitivity. Ideally, it's one where I want scalability. It's one where I want security. I want to be able to get the data to where it needs to be in a guaranteed way, and, at the same time, I want to do it in an affordable way. I want to have one platform for different use cases so that's what I would say around that. >> Les, thanks for taking the time to come on, share your insights in real time here on theCUBE. One final, final question, 'cause I look at the final, final question. You've seen a lot of waves, you've been in a lot of experiences, you've run companies, you're on a lot of boards. A lot of young people coming into the marketplace. I sometimes go on my rant: get off my lawn. Your kids don't know how good you had it. It's a great time to be young and the rescaling going on is an all-time high. What's your advice to the young, upwardly mobile tech, soon-to-be-tech, totally tech-savvy, future employees of the world? Because there's a lot of hard projects to tackle. Tons of jobs: cybersecurity, what you're doing. Do they know how good they have it and what's the advice that you would give people watching here, knowing how robust this environment is? >> Oh, I think it's a great environment and you're right. I think it's all about: people matter most and winning with talents, so the talent supply chain is a big issue. And one is: every day is a learning day. Make it a learn-it-all, keep learning every day 'cause this business is moving very quickly. At the same time, being a good team member, I would say, being compassionate, being empathetic to your teammates, and really using that to your advantage, is huge. It's one thing to have the domain skills, but it's also another thing to have those human skills that really make a difference. >> That's the team sport. It takes a village these days, stack is coming. Les, thanks for coming on. It's theCUBE coverage here in D.C. I'm John Furrier, thanks for watching, be right back. >> Thanks. (upbeat electronic music)

>>live from Washington, D. C. It's the Cube covering Bumi World 19 Do you buy movie? >>Welcome back to the Cubes. Coverage of Bumi World 19 I'm Lisa Martin with John Ferrier. John and I have a couple of gents joining us. To my right is Jeff Emerson, the global managing director for Custom Application Engineering Ethics Center. Hey, just hey, welcome. Thank you were glad to tell you, and we've got Steve would back with us. The CPO up. Hey, Steve, >>Hayley says. Ages >>minutes. You sticking into some research about that? The history of Bumi and Ipads and just looking at how the consumer ization effect has infected by a bad word has really infiltrated has that every industry organizations went from having enterprise applications. Legacy applications, cloud applications, custom applications. Let's talk about custom applications. What are you seeing in the customer marketplace for the demand for having this level of customization, whether it's a retail or or, you know, utilities company, >>it really doesn't matter what industry it is these days. Custom applications were going through a renaissance. It is. It is truly the renaissance of custom, where there was once a swing towards enterprise applications and the packages and so on. And now it's realized that oh gosh t separate ourselves from our competition. We have two great something that doesn't exist well, that is, by its nature, a custom application. And so these air coming up, Maura and Maur across the industry, and it's really starting to dominate the value chain for software. >>You were here in D. C. And public sector is going through a modernization as well. He looked at government procurement. I mean, essentially with data, everything's instrumental. You have unlimited resource with cloud computing. So essentially personalization. Hot trend. So applications air being personalized. They're customized. So every app should be not general purpose unless it's either under the covers. So this is the country's We've been having you guys. Bumi has a platform. You enable APS? You guys are deploying it. How are customers responded to this? Because to me they might go Will custom haps me, feels expensive. It feels one off the old adage. It's a one off, but it seems to be coming back. >>It does end. Fact is, you're able to do things so much more quickly today than you ever have been able to in the fast in the past and three ability to create new experiences quickly and react in an agile fashion to how those applications are being received in the marketplace. React to the data that is generated both as the primary data and the data exhaust from those systems to determine what your customers need, what they want, how they're going to act, what they're going to buy. All of those things are things that we can pull together so much more quickly today than we could ever in the past. And so it's great. >>Steve, We were talking earlier about how the data's real big part of the equation. Now everything about the application world it used to be the infrastructure would dictate what you could build. Yeah, now you have application developers saying, This is what I want now the infrastructures so programmable it's kind of flipped around that they're dictating kind of terms. >>Well, there's suddenly being this sort of emergence of these low code platforms to kind of help manage that. I mean, and they're kind of taking care of a lot of the infrastructure so you can kind of skill them is needed, but yeah, I mean, there's been a him. It's been a huge birthday. I couldn't agree more. There's like the demand for applications. We're seeing a lot. Sure there's the mega applications. We tend to leave those to our sister company Pivotal toe code those with this whole other ecosystem of applications everywhere. The personalization sze of the line of business needs to improve. Their business processes were going after that layer. We have to do it in the right way to make it super easy to do on the infrastructure that people expected to be with the architecture they expect to see. So they're highly customizable, so get exactly what they want. >>Jeff, you know, we always talk on the industry joke on the Cube, and the game is changed, but it's still the same. And every time a new trend comes, you know it's the death of something. A meteorite media to say something's dying when something new starts right. But nothing really changes everything about applications. It's the same gain just with a different twist. Do it with cloud. How are customers were spouting this? Because obviously his benefits business benefits cost benefits lot of mount up line with how they're attacking the application development. Then they got a data tsunami happening. But they gotta build APS, right, Not anything, right? >>It was once said that absolute in the world, and now it's really that data is feeding the world right? And so the amount of data that's out there and accessible and usable within applications is absolutely incredible. And so, with the emergence of the cloud in order, Thio support those massive amounts of data and Dr Rapid Development and then lo code to make that development much easier. These things all time come together, and you talked about the death of X, y or Z. We talk now about living systems, right on living systems are things that are easy to modify, their absolutely attainable and usable and expandable for for any kind of use and ultimately adaptable. >>So John mentioned the word one off a minute ago, and it reminded me of something where, you know, whatever industry that you're in, Not too long ago it was customers got some one off. Whether it's an application or part of the infrastructure, that's expensive, and it's not something that can be monetized but down to your point it's it's really custom. Applications are a big part of a business. Is competitive advantage. So what is it about the customized app? Is it Is it the fact that it's driven by an A P I? That's programmable that allows it to be customized at scale toe, where it's not a one off from a support perspective, it's something that really a company can use as that competitive leg up. >>Right in the this livings living systems world. We really have agile engineering, agile methods and so that we're doing development quickly. And we're doing this in an engineering fashion that has micro service's and small pieces of functionality that could be grabbed and plugged and played together. Thio great, different experiences. And so that granular ization of software is something that drives his flexibility and enables us to make modifications and updates quickly. >>Actually, ive your customer example that it was something we'd done, which is absence of term it like how the oil and gas industry saved nurses in Africa are saved people in Africa, which is we built, a solution that allowed them nurses in sub Saharan Africa to visit patients out in the field. They built it on a loco pa from witches. Flow part of me connected through a P eyes connected to all the infrastructure. But a lot of the work was on, uh, android tablets offline. So with the loco PA from that could deliver this solution with all offline capabilities, all the connectivity, all the integration, all built in without writing. Really any code? The only code there rose to customize the look and feel so looked exactly what they want. They delivered that on early version of our offline framework and then latterly the oil and gas industry origin energy deployed a similar solution to their rigs. The lot of you seem really complicated things of form, validation and better validation rules and better data synchronization that really forced us to improve our offline framework to something which is a Steve a big jump ahead of where it was before. And then lo and behold, the nurses nafta came back to us and said, Well, actually went up, Did or are we gonna run on desktops as well as ipads? Funnily enough, and we're like, Well, good news. We've actually already added that support. And so literally from three days of that phone call to them going live within our laptops and ipads. That was all it took. They didn't have to write any CO. They literally We just give them access to the new you. I will find framework. They installed it, turn off the wet. And that's kind of the power of this kind of next gen of up building that for this kind of line of business applications where you just need to innovate, how you work, you don't have to spend three years rebuilding those for iPad and >>Jeff houses. That dynamic, which is pretty much, I think, consisted a lot of these new APS. How's it changed your business? Because you know the theme that we've been identifying the mega trend is that there's more project work going on fast time to value, agile. You guys been doing exceptional work there and following Madu Center's been doing talking to Paul Doherty amongst others. Get a huge data science team you guys are on. I know you guys have transformed but big project and now a bunch of little projects going on, so it's kind of have to make you guys more agile as a practice because you've got to go out and solve the business problems with the customers. How is this dynamic changed? >>You're right. We absolutely do. And we have to assume muchas anything. It's helping our customers get into that mode of thinking as well. What was once a six months of gathering and documenting requirements is now done in a handful of ours. At first to get the first small bit of what's gonna be valuable functionality to put out there. And you keep doing that irritably. Overtime is instead of in a six month period, but then gets thrown over the wall. Thio have other people do this for another build stuff for six or nine >>months. I mean, the federation and getting those winds early gets proof points, gets mo mentum validation. You're not waiting for a gestation period. >>You make good decisions about what to do next on DDE. What to not do that you were planning on doing but turns out, doesn't mean >>I want to get your thoughts on something important you mentioned humanization. We see that big trend because Avery people centric and you're thinking at Bumi and we've had this debate in the queue we? We didn't come in on either side yet, but you know it orations great, great, fast. But the old days of software was a lot of craftsmanship involved, you know, crafting the product, getting it right now it's ship be embarrassed, ship it fast and then injury, which is great for efficiency. But there's a trend coming back to crafting product. They're absolutely. What is your thoughts on this? Because craft Manship is now design thinking. Would it be calling in different names? But this is a new thing. It's happening all the time. >>That software software craftsmanship is something that is more important today than it ever has been. Because you're going fast. And because you're putting things out into the market very quickly, you can't afford to make big mistakes, right? You could make functional decision mistakes, right? Oh, that wasn't the right thing for the customer, but having it not work or creating it bad experiences, right? Very bad, right? And so that craftsmanship building in all the Dev Ops pipelines and the error check in the testing and gateways and security checking all that happens automatically every time you check in code that is critical and it drives that craftsmanship back to the developer, right? Pushing left so that you make a mistake. You fix it within minutes, as opposed to >>you. Run private engineering, Smile on your face. Come on, What's your angle on this >>time? And craftsmanship is obviously huge mean? When we thought about like Bumi, we kind of wanted to make sure that yeah, that way we used to talk a little bit. No code platforms. And I think that what they did was they left out the craftsmanship that developers could do. And I've kind of thought it was like, Hey, if you can put like the business or the person who really understands the process of the application into the beating heart of the creation process so they could be on the right side of the soft waiting the world like they could be a creator and producer as much as they could be a consumer of applications, you allow them to do that and then let developers have radiate that that out with new engage with models, coding out new experiences that really hyper specific to the EU's case of the user. That's kind of the ultimate you get the core business value, and then you get the craftsmanship of the engineers together, I think, >>and I'm glad you said that because there's so many cases where here, we want to push it so that we don't even need software engineers for our software. And that's an interesting idea. Yeah, but it's actually not a good idea. Ll know or idea, Yes, simply because you there's an important aspect of software and and how I t runs that even if you have low coach, uh, components in order to drive the functionality right, these things that have to be done. But frankly, professional software engineers know how to do. >>It's better and faster and easier to do it that way. >>I think the federation certainly makes the problem that you're trying to solve. Solvable, right? Don't take your eye off the main ball, which is saw the problem, but get it elegantly designed all right, but I think that's a good This is a big discussion. You're seeing a lot with loco. So again, this is back. The custom maps custom APS just means a targeted app that solves a specific problem because it is a unique problem and it's different than the other one, right? That's the speed game. It's a speed game to nose in it that fast, fast, fast. >>And the engineering methods have changed really over the last couple of decades. While I've been doing this. Where way talked a moment about ago about the waterfall ways and then the agile ways. And the simple fact of the matter is that you're developing small pieces of software to get out into the market quickly, and you can do this in a matter of days and weeks. A supposed to months and quarters >>right, which many businesses don't have that time for company competitors gonna get in there. I'm curious as the development methods have changed so dramatically have the customer conversations like Are you guys talking more with business leaders vs You know the Guys and Girls and Dev Ops is that is this movie business little conversation that a CEO CFO, a CEO is involved in? >>So from our perspective at Accenture that the technology is always there to drive a business need, and so that conversation is first with the business owners, and that was true 20 years ago as well. The a CZ much as we do. I t transformation. It's a business lead. I transformation and, more often, technology supported business transformation. >>Excellent. Well, guys, thank you for joining John and me on the program today. Talking about all the things that you guys are seeing out in the field. Exciting stuff. >>Thanks for having us. >>We appreciate your time. Thank you for John Ferrier. I'm Lisa Martin. You're watching the Cube from Bhumi World 19. Thanks for watching.

>>live from Washington D. C. It's the Cube covering Bumi World 19 to Bide Movie. >>Hey, welcome back to the Cubes Coverage of Bumi World 19 from Washington D. C. I'm Lisa Martin with John Ferrier and John and I have a Cube alumni sitting with us. We have the chief product officer off. Del blew me. Steve would Steve, Welcome back. >>Thank you. It's great to be back. I could see again. John. Great must meet you >>back. Wise Enjoyed your keynote this morning, Man. There were so many nuggets and there I couldn't type faster. But one of my favorite things that you said is that no one is asking for less data. Slower? >>Yes, OK did I like kind of like saying because it frames things very clearly. It's just because it's clearly a prole. Every relates to him in the audience, but it was kind of amusing, so they've really got it immediately as I get that, that's a fair statement, so >>so like, and then you kind of took us the audience back. Thio 11 months ago at Bumi World 18. Some of the things that you guys said this is what we're going to be really focused on redefining the eye and I pass to be intelligent. Give her audience who wasn't able to see your keynote A little bit of that historical from 11 months ago. So what you guys are delivering today what the Bumi platform looks like today? >>Yeah, sure. So I mean, a lot of showed last Army, we kind of owe. Then we feel like we is like craters. The industry have to kind of try lead it. Where? Where is it going next? That's our big kind of duty, I guess. And so it's been taken over when we had the founder of booming attend, which was nice, but yes, so the big thing we should Last year was kind of the next generation, which is really a unified look and feel super easy to build applications that spend all of the portfolio and art in our that we offer our customers. We wanted to make it very collaborative, so users of business or business analysts or quick technical people can work together and use. Our platform is a collaboration space of the right controls in place. Eso stuff like that was really good to show that our new solutions. Overview. We've been definitely encouraging partners to put Maur intellectual property into our platform to excel, help accelerate their customers. Helping our customers just get people on board as quickly as possible. In fact, actually owned boarding employees on boarding was the solution we showed last year. >>That was fantastic. I couldn't believe how complex that was at Bumi. And when you guys said, We've got to change this huge improvements. >>Yeah, well, it was sort of a discovery that came up from one of our cells. Engineers got Andy Tiller did a fantastic job. He didn't enjoy his, um, his own boarding experience abuse me and then sort of building a solution. And we're like, we like we can actually do this way better on the platform. But what was amazing was that even for a company the size of Bumi, which is about 1000 people, we have, like, nearly 100 integration points and systems had to be coordinated to on board a single employee 100. Yeah, it's a lot, you know. So it became a really connectivity problem, actually, on >>boarding >>bits relatively easy. It's just, like connected all these systems. That's the hard bit. So yeah, we're excited to show that I think we got a kick out of seeing you together than we give progress on how we're moving that forward with various demos >>you don't want to ask you. Last year we asked the chief operating officer and the CEO Bumi what their investment priorities were going into the next year. And they said Number one was product. So that was a key thing. First and foremost go to market and then customer equation. But a product has been a big focus. That continues to be. What >>is >>the problem? Does it mean product when your chief product officer, what do you overseeing? Talk about What is the product? What is the platform And is there a difference? >>Yeah, I mean, so we we talk about the problem because we're in the product group, but we definitely see it as a platform. The investment in product is great. It means I get to spend lots of money like about my new converse. I won't try to show them, but way, but yeah, I mean, the investment partners being that we know that as we get Maur is this is this economy keeps building of integration and connective iti wanna continue to hold our leadership. We need to invest in product to make it easier. The expectations of our users is that they get a really premium experience when they're on board it onto the platform. We have to make sure we keep up to date with all of that effort. So a lot of what we talked about, it's how one is that we break our product up into discreet service is to allow us to move faster from an engineering perspective. And there's a lot of stuff that goes on there to think about ourselves as a platform to make sure we're fully extensible on. Then providing Maura Maura service is that people can build on our platform. So a lot of that investment just driving those >>activity. Rick was on yesterday talking about the big bets they made early on that are paying off. One of them was Aussie Cloud. On seeing that as you look at the architecture of this kind of new era of clobbering cloud to point, are we calling it? There's new requirements. It's the glue layers being built out. You need data to be accessible on addressable and available in real time, and you have multiple systems to talk to hence the integration you guys are doing. But this new mega trends happening is event driven architectures, which you guys talk about. There's a P I's just going from rest ful to state. And so you have micro service is here. So these air new dynamics Can >>you take >>a minute displaying like what all this means And what is event driven infrastructure? >>Yeah, a venture of architecture. But yeah, that's well, that's what we've been calling it. But yeah, I mean, it's basically that we're going to models where we're responding in real time to things that are happening out there on that revolt that involves a whole new level of scale. But, you know, we're also getting to things like streaming soas. Data come comes in, it's coming in, not in these packets, but it's constantly being fed to you, sir, constantly having to process it. You know, before in the integration space, it was like what? You'd set up a schedule you'd say, move that data at midnight from there to there and then it got faster and booming, provided real time, which was a request response that you send it personally, require a response back. But now it's like we're not going to just send it to you as a discreet thing. We're going to send it to you constantly, so event driven architectures. But how do you handle this continuous influx of data? And it's not getting any less. So how do you kind of manage this? We're being pulled in. Both ends were being pulled. There's never been more data that you never wanted to have faster. So it's like, How do you manage that? So for Bhumi, you know, that's why we're investing so heavily. >>Used to be in the old days when things were slower, events were like a trigger in a network management software alarm notification. Now they're happening. All the time is more and more events and paying attention to what events becomes a non human thing. Yeah, it's a software thing. Is that kind of where this is going? >>Yeah, well, I >>mean, we've been thinking >>a lot about that, like we sort of feel it. One is that we're gonna grow up from being on iPods to more of a data management vendor. We think that, like where the data manager in the future will come from an I pass, that we will be managing your data across like all of these systems from the catalogue and preparation to the, you know, actually integration and surfacing it up in real time and all that kind of streaming side. So I know it's Ah yeah, it's an evolving field for sure. >>One final point on this topic of product AP eyes have been great. They really made the market. Going back to the original Web service is in early two thousands to cloud. Where does a P I go? A A p I to dot or whatever you call it. What's the next Gen Place for AP? Eyes? >>Well, so it's interesting course. So we >>have >>a slightly different view of a pie management. That may be the typical AP management space, which is one thing to declare openly. But I think I >>want to >>go with that. Were right in the sense that cause I would think that because I'm a product, >>it's a good thing for a product. I don't think so Go >>and we're more than a little opinionated. So >>it is here, >>but yeah. Is that like sure. I mean, with a p I You need a gateway you need for the proxy ap eyes. Wherever they may be, wherever they may be developed. Other you build him and Bumi or you code them yourself when you told him, Manage those and throttle and scale and add policies and, you know, have developers registered to use them and monitor their usage and cut them off and have quotas. All that kind of that is old, fantastically good stuff. You know, there's lots of understeer doing a lot of that. We're adding Maur Mork capabilities there. But for us, a p I is really about AP enabling absolutely everything like we're in this world where you got refrigerators, two autonomous vehicles to cloud infrastructure to pivotal to all these different environments. And you have to have a tool that how do you How do you manage a P I across this incredibly disparate landscape of tools, technologies, things, infrastructure and it's one thing to say. OK, we could manage a P eyes and you install our software. Well, that's not good enough because, you know, with our customer like Jack in the box. They have 2200 plus retail locations. Nice have joked in my keynote that it's like painting Golden Gate Bridge. If you had to upgrade your gateway every time there was enough grade needed. It's like pain the Golden Gate Bridge to get to the end and you start all over again. That's 2200 plus retail locations. You know, I work for Dow. Ultimately is the holy owner of our business. He put five billion P seas on the planet. What if you had a gateway on five billion peces like, How do you manage that from a single control plane in the cloud? And that's what we're after. How do you do that huge scale AP enabling literally everything. >>And this was kind of under the concept of run anywhere that waas Yes, >>yes, yeah, and that was because we wanted to emphasize that it was about running Ap eyes and a pen, enabling things wherever they may be. That's why we put it under the run anywhere Banner. >>What's the biggest thing that you guys have done this year from last movie world that you're proud of? In terms of product or technology or something that could be of some obscure something prominent. What do you do? You proud of? What's the big thing? >>Yeah, well, for a point of perspective, it would be the AP I side for sure, because that was that was a big lift. There was a lot of work involved. We kind of moved ourselves forward very, very quickly in our capabilities on a p I with Gateway portal proxy, you know, literally within the span of just over a year. So that was Ah, big left. But I would, you know, because I also run engineering. So I feel like I need to, like, geek out a little bit. I mean, one of my proud things is, actually, we started wrestling and wrangling that 30 terabytes plus of metadata and starting to see what's in there. And like, anything in data science, you know, you're kind of like looking at weaken start. We started seeing all sorts of cool new things. Now I'm not gonna talk about it the inside side, But you start to see new things. We start to see ways that that meditated can be applied. So we built the infrastructure It's huge scale, massive scale they might have meditated, were ingesting and then analyzing eyes helping us, you know, improve productivity across the platforms. We talk a lot about being more efficient, more effective, so you'll see more of that in the pub. >>Can you clear up the just the commentary around the definition around single tenant instance? And when customers do multi tenant, because the benefit of the single tenants what the main core value proposition with the data, the unification of data? That's awesome. But there's also potential opportunities with customs. Might want have a roll run through things. So you have flexibility. Is that true? Is that the definite Take us through what the difference when, when multi tenant kicks in and what's >>well, so on our platform multi tendencies s. So if you think about the build experience when you're your dragon dropping, pointing, clicking, building your work flows or your processes for managing your data, you do that in the cloud, and then you can decide where you wanna put that. So where is that actually gonna be executed? And you can put it in our cloud, which is our multi tenant cloud, and then you. Could we manage it all for you? And that's fantastic. You can point or manage. Cloud service is if you have very specific requirements, usually around security, Sometimes around hyper scale. Well may put you in a manage cloud service environment. But then, if you have very sensitive data, you may want to run that workload and then stole our little run time. Adam, you know behind your firewall so we never see the data. So it's super sensitive. We don't see it. We >>see how >>it's running and we manage it. We have grade that that infrastructure for you, but we never see your data, so it kind of gives you the best of both worlds. You could be a cloud first, cloud only vendor, and you can be a traditional on perimeter. You could be a hybrid of both >>is not a requirement. The product. It's a customer choice. >>It's a total customer choice. I think that's pretty cool. Yeah, and I think actually we're one of the few that does it the way we've been doing for a long time. And it's hard, by the way, because it's like maintaining that compatibility For 10 plus years, is quite difficult to make sure everything works every time. We have, like 9000 >>customers and 80 plus countries. But on the the 30 plus terabytes of anonymous metadata, you are very clear this morning and saying that it's just the metadata that's not the actual have any any, you know, private information from any of our customers. But in terms of leveraging that data for those insights where some of the things that from last spoon me world to this one, that that access to all that data has what some are. Some of the announcements, maybe that came out today that you guys looked at saying, It's these are some of the nuggets that were able to pull out because we have the access to this musing. Maybe it's a I or what not gonna give you >>some examples in one was the the suggested filters. And it was a simple thing. I did sort of like that joke of It's one small step for Bhumi customers, but a giant leap for booming engineering. But because we rebuild a whole bunch of infrastructure to dio but suggested filters just making it easier to query information of various systems. And it is cool because it literally is looking your system, comparing it with other customers systems based on how you've configured in this case Attilio environment and then working out actually, based on what people are doing. This is kind of what the filter might look like for you, which is very, very personalized to the user. Based on intelligence. We have more That's on the bill tight. We have more on the deployment side because you can show you, actually hey, few of built in a p. I do want to deploy it out, too. A raspberry pie will. Actually, you probably want to configure the AP. I like this where you may find you see some issues here, and that's not static information that's evolving from the metadata. We can see the performance of your systems against the Oxy. All right, In that environment, I do it a bit like this. Or if you deploy to say, I Jules, we might make recommendations based on that process of that, a p I or that data quality hub that you wantto excess just make your systems run like this. So it's kind of predicting how you deployed >>I was about to say, Are you helping customers get predicted with us? >>Yes. And there's lots we can do there. I mean, like, so we'll do Maura. Maura. But we can automatically optimize your deployment. So if it's in our cloud, that that'll happens automatically. So helps us, too. But for customers, it's also making just go. Okay, we'll deploy it. And then the leverage that community to so see what works best. The most successful deployment, the most successful architecture and the way you've deployed it is was what you'll be matched with. And then the same with the run time. With monitoring, we can start to look at things and see will. Well, not slowing down a little bit. Actually, it's Linden the string error. A little bit, actually, based on what we've seen before, that system may be about to fall over, so you might want to get all not before completely does what it's gonna do. >>Well, we got you here. I want to get your definition of cloud two point. Oh, on We've been riffing on this. Been more of a takeoff on Web two point. Oh, because cloud one daughter was anything Amazon you know storage. Compute some networking, but it's Amazon that working. But you scale up start ups will go there. It's beautiful thing, but now it's enterprise. Start to embrace cloud with hybrid on premises and deal with all these hard problems and challenges. Crazy opportunity. An operating model for on premises Cloud Club one Dato Amazon. Really easy to work with. Scales are beautiful. Cloud to point is different. I got things to deal with. Observe, abilities, a hot thing you got kubernetes containers you got. How would you define what cloud? Two pointers for Enterprise? >>We'll think because we're all about the data cloud 2.0, is really like for us. Ah, data problem. I mean, it's just like E think before I mean, I was part of cells force for a while. Is this whole idea of like earlier data in the cloud will manageable for you. But when you're getting into the kind of environments were seeing, say, there's just too much data like you, it's not feasible. I mean, give you an example. Bumi itself. We moved our infrastructure customers was transplanted customers from Rackspace to eight of us Last year it was a big engineering lift to do. You can imagine moving 9000 plus customers over on our cloud Ah, design surface that but so we did that, but actually to move the data, it was so much it was actually faster to put the disk drives in the back of a van. No mobile moving over snowball using the wheel network, you know, the engine motor e one and then put the hard drives in. And then we did our sink to bring them back up so that we have the same data in both locations. And that's just an example of the kind of customer data that customers are routinely struggling with. And cloud wasn't set up for that. But that's becoming day to day now, so you need a highly distributed architecture. It was probably why we announced the Adam Fabric, which is really a fabric of connectivity, as much as is a fabric of data, so we don't need to move your data around. You can leave it where it is. We can do some analysis on it as part of an end to end >>Program Cube alumni that I was on the cube a couple weeks ago, he said. Data is the new software, data and software. What's your reaction to that when you hear that? >>To some extent, >>I think that's a CZ, A bit of a business process geek. I think you know this process around data for sure. But But I do think I've heard similar things with, like, actually, applications come and go. Business processes come and go, but the data remains so I think maybe in some respects, your date is the new software Could be a term I I could buy into a Well, >>Steve, it's been great having you on the Cube with John and me sharing all of the things that you guys have done in the last 11 months. I can't wait to see how everything becomes a P. I enabled. Still, next Bumi World, you gotta come back. Yeah, All right. Our pleasure for John Ferrier. I'm Lisa Martin. You're watching the Cube from Bhumi World 19. Thanks for watching

>> Narrator: Live from Washington D.C. It's theCUBE. Covering Boomi World '19. Brought to you by Boomi. >> Welcome to theCUBE. Lisa Martin with John Ferrier. We are in Washington D.C., at Boomi World '19. John and I have been here now for two days, and we're pleased welcome another CUBE alumni back to our program, Michael Morton, the CTO of Boomi, Michael J. Morton. >> Thank you! It's so great to be back with you guys. >> Great to see you. >> I love this. This is great. >> So we were geeking out the last day and a half, John and I were, with all of our guests and realized Booomi World 2018 was only 11 months ago. >> John: Yup. >> So here we are in D.C. Lots of news around fed rant marketplace certification. But in such a short period of time, Boomi has scaled to 9,000 plus customers in over 80 countries. Your partner ecosystem is now over 580. All in 11 months. And 11 months ago, one of the things that was very clear from all of the Boomi execs is we're going to redefine the i in iPaaS to be intelligence. Now here we are, fast track a few months later, we're going to be talking about, Boomi is talking about, redefining that i to be intelligent insights. Cool stuff. Talk to us about the insights. >> Okay, so let's talk about intelligence first. So everybody's intelligence happy of course, but we've been very disciplined of actually being articulate about what does intelligence mean, not just the label. So we have a history of intelligence being how can you facilitate customers building solutions on Boomi faster. That's our legacy. And so we'll always continue to add new features to the product, but we had an opportunity that we realized we kept in our back pocket for a little while, right? And that's around insights. So we knew that the way the world uses Boomi is to integrate data. They connect the things. They move data. But now we're kind of shifting a little bit and saying it defines what your business is doing, not what your data's doing. Right? So now comes insights, the first for any iPaaS to do, is now we can intelligently tell you what is your business doing. So now we had to make a decision. We can't just advertise it and say we do this, right? And hey, wave our hands. So we said we're going to pick a business challenge, not a very common one. Just kidding, of course. What's a business challenge that every business has? Data privacy. So we chose the insights to say we want to help customers address a business challenge of data privacy. It makes perfect sense. If Boomi is the traffic to running your business about moving data, what's data privacy? It's about getting your arms around the movement of your data. So it just was a perfect fit, for an integration platform as a service, to expose, in a much different way, where is the data about your business actually coming and going? >> Is it going to be part of the product, chargeable, free? How're you guys thinking about these insights? Is it going to be a module? Is it going to be a connector? How do you guys think about the insights piece of it from a consumption stand point, from a customer stand point. >> Okay, so I'll take it one step at a time. I will just be honest and say we have yet to decide is it a charge for feature? We're still evolving it, but consumption's a very important question, so today what we're doing is we have this capability working today. We talked about it on stage, very comfortable about speaking about it, because we're working with a set of customers that gave us real feedback about what's important and what's not important. The consumption's a very interesting question, because depending on the role, right? If you are a chief security officer, what do you want to see? Do you want to see PDFs? Do you want to see reports? Or do you want APIs to get the data to consume into something else? So, one of our to do's is consumption. How do you want to receive this information? So this is actually in the works. >> So, I can see policy and AI being helpful there. You mentioned privacy. I want to get to that in a second. But why not security? That's the number one problem, too. Data, privacy, and security. Is it just too elusive? Or is it too hard? >> Michael: To me, they go together. >> Okay, so explain. What's going on, how does security fit in to this? >> Yep. I mean, I think there's many aspects of security obviously. But I mean security from an access standpoint, all right? So I'll take the position of access. One of the reasons why customers buy Boomi today is they want to expose a certain amount of data to consumers, either from monetization or to an application or to a consumer or to a website, right? And so one type of security is how do you limit the data that you get access to? And so today I'll go back to intelligence or insights. >> (chuckling) Exactly, same. >> It is not out of the realm of possibility that we actually show you who's accessing the data. >> Yeah, I mean we've seen this moving around. That's when the thieves are also moving around, too, and the bad actors. That's a good observation opportunity. And that's kind of where this comes from, right? This whole ability to observe, observability. >> That's right. Observe access. I mean, impersonations is a very popular thing, you can impersonate people, but the whole ability to observe inbound requests, right? I mean, there's always traffic controls on API gateways and things like that, which we'll fully support. But security? I mean, it comes with access. >> I want to get your thoughts on a couple things while you're here. Observability remind me of this cloud 2.0 conversation we've been having on theCUBE. And we're kind of goofing on web 2.0, cloud 2.0. Cloud 1.0, Amazon storage, computes, scale up, everyone's born there, loves it, no problem, no issues, just grow and buy as you go. It's great stuff. At some point when you're an enterprise, it's not that easy. >> Michael: Right. >> So, from cloud 2.0, observability has really taken network management to a whole 'nother level. And it's a data problem. So people going public, SignalFx got acquired, it's a whole industry now. Automation is evolving out of the configuration management area. RPA has got some AI in it. So if you connect the dots here, I can see you guys know where I'm going with this. >> Yep, yep. >> Observability is data. Automation is about making things easier. >> Michael: Yep. >> How do you see those components fitting into the Boomi world? Because architecturally they're now building blocks for either conversational AI or some sort of insights and intelligence. What is, what's the framework, what's the building blocks to make all this data value come to life? How would you talk about that? >> Well, I mean, you're asking, I broke down your whole tirade there into many sections already. >> John: Tirade, good word. That's a great word. >> So let's talk about, in relationship to Boomi, you used the word infrastructure. You used the word network. You threw a lot of things in there. >> John: Tirade, that's for sure. >> And it's like, okay, now I have a soup. So I'll just try to pick pieces out of the soup that I think are relevant. So, again I'll tie back to intelligence a little bit. Boomi, when you use the product, there's an engine that you run. It's a container, right? So you build in the cloud and Boomi, and then you choose where you want to run, right? And part of our efforts around intelligence is to keep that run time environment healthy and maybe scaling, all right? So automation for Boomi will be, let me look at the workloads that you are using to run on Boomi, and predict when I need to scale your environment. Automation. You'll see slowly even more automation capabilities to make it easier for scaling, sizing. So that's one aspect of hopefully answering what you're asking and trying to dissect a little bit about automation. So one will be automation for ourselves. I mean to help basic, just don't think about your moving around time anymore. It's just going to work. It's just going to scale. So we are planning to get to that point where it's fully automated. >> And that's efficiency for you. Creates value. >> Michael: Yeah, correct. >> Deploy resources to other areas. >> Yes, but here's something else to consider is it also saves our support organization the call. That's the most important thing, is the company when you scale, is you have to put in your company cultures. You build the product. What can you do to avoid that service call coming in? So I do want to talk about culture a little bit, even for intelligence. And I like to give a very simple example about how does a product like Boomi change their culture about building in intelligence into the product. And I have a great example. So let's say I'm a developer that's been assigned to put a new feature in Boomi. And it has five configuration parameters that you need to ask the customer to configure before you can use it. Why? Why five? Can't I just tell the customer what they need for three of those? And now there's only two? And it gets people thinking, oh yeah, I guess I could have gone back into their metadata. They already did this once. So why don't I grab that value that they already did? And that's an interesting mindshift when you think about it is instead of five, I challenge you to get down to two. Get it down to two. So, intelligence is not just an outward facing customer feature. It's a development culture. >> You talk about operating systems. It's really a great conversation, because you know when you look at data, and then and what you're talking about, back to the demo and the privacy conversation that you guys are talking about, is if you think about data holistically, as a system, not as a isolated thing, 'cause that's what you're getting at. It's a systems approach. >> Michael: It is. >> The data's somewhere. Why you have another form? You get it, pull it in, automation. But as you did the demo, people were buzzing about mind blowing, whoa! Look what's flying around! What was the purpose behind the demo? What was your main point? What were you trying to get across in that demo that you wanted people to walk away with? Was it that there's threats out there that's an issue or their problems are going to be solved? Or is this cool? What was the main driver behind the demo and the privacy as the first step? >> That's a very good question. And so I'll give you the first thing that comes to mind. The company and data is a living ecosystem. It never stops. It's always in motion. It's harder to manage. It's harder to observe. Boomi is meant to basically build the engine of your living ecosystem. All right? How can you possibly as a human get insight into that ecosystem? It's impossible. But with a product like Boomi, we're giving you insights into the living part of your business. That's the really the theme. Now applying to, you said threats. Good word. Threats to what? In this case, it's threats to being fined by GDPR. It's not necessarily a security breach. But fines are real now. I mean there's monetary loss. And so that's the message. >> What have some of the, you mentioned the word mindshift in your demo this morning, you mentioned it a minute ago, when you've been working with some of these customers helping you evaluate this intelligent insight capability, what has been the mindshift there, in terms of exposing this information? What are some of the things these customers have been really like whoa, really surprised that this intelligent insights can show them, that they just have no idea about with respect to their business? >> Yep, great question. Because I gauge success on the reaction, all right? And in this case the human reaction is actually seeing a map between countries with lines. It's actually that simple, to visually be able to see as a human, the flow of data. Then on top of that, the flow of private data. >> It's like an x-ray. It's like looking at the bloodstream. >> Ah, that's a good analogy. >> Yeah, I mean the blood's flowing, all aspects. >> Right, you can't see your blood. I can't see it, right? I know it's there. >> John: (laughing) Yeah, I think so. It's red. >> I hope so. >> That's like Superman. You can see through the data points to get into what you want because the data's flowing. You guys make that observable. Now what about the data that's not in the Boomi platform? Connectors, how would people, I mean so obviously not, Boomi's not everywhere, you've got 9,000 customers, not 900,000 customers. So there's a lot of other businesses that aren't using Boomi. Can I leverage it with other platforms? How do you think about that? >> Again I'm going to interpret what you're asking. There's many other sources of data of course that people are not using Boomi to access. But if, this may be a bit of a salesman opinion, the more you use Boomi, the more insights you're going to get. So why wouldn't you connect to those things? >> So but connecting means I can just connect to those things. I'll give you a hypothetical, real world example. We have so much data on these CUBE interviews. In fact, after this CUBE interview's done, your words will be transcribed into a transcript, will be linked to the video. We can make clips out of it. It's a big data set. When people will share those clips, we know who's sharing the data. So we are there, a lot of good data. So I would be like hey, I'd like to tap into that Boomi. Why build it? I can just connect. So do I connect all my applications into Boomi or just my data? >> That's actually interesting. Now, of course, I'm the CTO of the business. I'm going to invent stuff on the fly 'cause that's what I do, right? You have metadata about, you have metadata about these files? >> We have APIs, metadata, all kinds of stuff, yeah. >> What we would expect would be this. You would need to, if you're looking for other insights, all right, you're going to now see start combining data. So analytics is really about taking multiple sources of data, putting it in one place, and mining it for new insights because of correlating things together. >> And that validates your point about being that sales rep, because more data, the better data. Look it, we just did a master class here. Master and student. Real time, on the fly. >> This is the second master class you guys have done. At Dell Technologies World, there was a master class on block chain I sat in between you two. >> I got to say, that's a new format we should look at, this real time invention. >> Michael: I love it. >> Well, Michael, thank you so much for joining John and me on theCUBE. It's been really exciting to see, in 11 months, what's transpired for Boomi. We can't wait for next Boomi World. I can't wait to hear how this double i intelligent-- >> Maybe another i? >> Insights. I cubed? I three? All right, all right. Won't quote you on that, but we appreciate it. >> Great to see you. >> Very cool stuff. For John Ferrier, I'm Lisa Martin. You're watching theCUBE from Boomi World '19. Thanks for watching. (upbeat music)

>> Narrator: Live from Washington D.C., it's theCUBE! Covering Boomi World 19, brought to you by Boomi. >> Welcome to theCUBE. Lisa Martin, with John Furrier. We are in Washington D.C. at Boomi 19. This is our second day of coverage and John and I are very excited to welcome one of Boomi's customers, we have Olive Perrins, head of In Home Experience at Sky. Olive, it's great to have you here. >> Hi, lovely to be here, it's a fantastic event. >> It is, we saw you onstage yesterday so we're very pleased to have you join us on theCUBE, so I think a lot of folks know about Sky. Everybody, I shouldn't say everybody on the planet, but most of us have an ISP. We have cable services. So, we're all customers of Sky or some of Sky's peers across the globe, so, we all kind of understand that. You guys have built something very cool with Boomi, ‘Future Assurance View’ tool, and when you taught that, when you showed me this before we went live, (exclaims) bring that to the U.S. because whenever there is a problem with our internet, I mean people, we just stop, right? >> Yeah. >> So, talk to us about what Sky has built with Boomi and some of the great things that it is enabling. >> Sure, so I think we always had amazing diagnostic information and we had lots of data. What we never did was connect at that and did data-driven decisioning. So, for us, Boomi was there to connect all of the sources together with the, over six million routers out in the field, and live on demand for a customer, check everything, all of the, telemetry data from their hubs, from their line and make sure that line is connected, it's fast enough, it compares well to their neighbors, it's stable, it's not retraining, it's as good as the line can be, and the wifi to every device in the home is good. If not, it simply decides which engineer it needs to fix this and dispatches the job. >> And you started this initially in a reactive mode to start, okay, there's faults here. Talk to us about that migration, we'll say transformation, since we're here, the transformation from reactive to proactive and then unveiling what you guys are doing with predictive. >> Yeah so, I think when we started, we set ourselves this big game of getting to 69% digital first. We were around 25% before we lunged, and to be honest, most of that 25%, it was to find the telephone number in digital rather than do anything. We're now at 87% and as you can imagine, the amount of data logs that creates, about 300,000 customers a week running the tool, has now led us to know which outcome is most reliable and really optimize our decisions. So, then we started to think, "Okay, well it's great that we're fixing "these issues, but we probably have "a lot of customers in pain." Who we're not getting to because they're not calling us or visiting the tool. Why don't we go proactive and then go predictive. Find who's going to be faulty tomorrow and intervene before it happens. So, we've taken all of the intelligence in Boomi and codified it into an algorithm, and every night, it runs and predicts who'll be healthy or unhealthy a signal tomorrow, and then, anyone who needs an engineer, we dispatch it and it just fixes it free of charge before the customer even knows it's broken. >> And was this, I'm just envisioning of the recent issues I've had with ISPs, ah, I need this. Was this driven by, you said initially, just a couple of years ago, only a quarter of your customers were, only a quarter of them were starting their search digitally and now it's up to 87% in just a two year period. What you've done to be, to go from reactive to proactive to predictive, was that driven by customer demand saying, we want, I don't even want to have to call in. I want to be able to get to you from any channel, or was it more driven by you guys suddenly having a massive increase in data, and saying, "We've got a lot more information. "If we can connect it together and unlock the value, "the services we deliver can become predictive." >> I think it was a blend of both, truthfully. So, once you ultimately master the cost per consumer, you've got a really good data model that says, given this fault, then send this engineer and we know, we'll fix it and they'll be happy. I think at that point, you start to say well, where are the other costs to the business? And ultimately that comes from churn and attracting new customers. So, it just feels right to spend more upfront on engineers to save churn later and keep a really healthy and happy base. >> You know, one of the great things about In Home Experience is obviously wifi 'cause it goes down whenever you're on screens, calls. So, the operational side to totally get the efficiencies and the savings that probably comes with that, but people are working at home more, you've seen virtual, so, there's a real need for reliability at home, but also it brings up the data and the security questions 'cause now you got wifi light-bulbs, you got, everything's wifi. So, you know, the In Home Experience now has people maybe working at home. >> Yeah. >> Home and pleasure, security, malware, all these things are cutting-edge data problems. How do you guys view that? What's the internal thinking around how to protect the home and. >> So, I guess the first thing that we needed to be really clear on is traditionally, in an ISP world, you are risk averse and you said our demarkation is where the line enters the home. That's no longer acceptable in today's age. Every time Facebook goes down, our help contacts increase by 30% and so, we know that our demarkation isn't the device, it's not the application on the device, it's the consumer themselves. It's their understanding and as an ISP, it's our job to educate, support and handhold. So, everything that we can do to make our hub smart enough that they're plug and play, and everything that we can do to predict what customers need in IOT and security, and build that in its source, it's the right thing to do. You'll have healthier happier customers in the longterm. >> And parents also want to turn the wifi off when the kids aren't doing their homework. You know, these policy kind of user experienced things are kind of, I mean, as an example, we have kids, but you know. >> We just launched a remote control for the internet, so you can control what your kids have access to anywhere, in or out of the home on any device. >> And you guys have just in this last couple of years, where mostly it's been going from reactive to proactive, you said predictive was launched recently, but even in that two years, your NPS Net Promoter score has gone up 20%, so, can you imagine in the next year or probably last, the impact that you're going to have because customers are getting what they want, and they probably, some of them don't even know it, if they don't know they have a problem, but Sky has identified it. I can only imagine that the churn numbers will go down and the NPS will even continue to rise. >> Exactly, and that's precisely what this is about, it's the happier the base is, the more stable. In the end, you're going to spend more on engineers and less on churn. That is the perfect balance, it really is. >> And in terms of spend, let's talk about the cost savings, dramatic cost savings. The first year alone, you saved a six million pounds? And the second year? >> Six million pounds and on track for similar this year. >> That's transformative to the business. >> It absolutely is, yeah. I think what it has allowed us to do is really knuckle down to watch at our budget bate, and get stability around that. So, now we've given the business some controls and dials, and they know what they can pull to control costs. >> What's next? What are you guys working on next 'cause obviously, that's good in return, you're reinvesting, it's more data, it's more things to do, it's got remote control internet. What are other things you guys looking at operationally to get into to innovate on? >> So, I think there's a real need for speed, for us it's about investing in fiber. We're putting all of our customers on a high fiber diet right now (laughs). So, it's dark fiber, faster fiber, one gig connections, and then on the wifi side, it's giving guarantees, so, it's no longer acceptable to have a router squirting out wifi. What we're now doing is guaranteeing you will have wifi of the best quality anywhere in your home to support any device, and we're putting our money where our mouth is and sending wifi heat mapping engineers with pods to get your house up and sorted right first time. Beyond that, I think it's very much going into the world of IOT, smart sensors, cameras and with that, of course, data. It means IP storage, backup for your cameras. >> One of the interesting (mumbles) trends we've been covering is automation. You're saying RPA, for instance, is a hot sector, observability on the data side, so this Cloud has, but you've mentioned the demark has changed to the user, so, you got wearables, I mean, if you've got gamers in the house, they're going to look at ping times. The kids know what ping times are. So, you're going to have all the speed issues. So, what's that going to look like for you guys as you think about more speed, more data, more people wanting custom services. Is there automation involved? I mean, where do you guys see the automation low-hanging fruit and where's the vision go? >> So, for me, it's not necessarily about automation, it's about personalization. We already have that data. We already use that data. Is it relevant to every customer? I'm sure my mum wouldn't want to know about ping, she wants to know if it's broken. So, I think for us, it's matching what's your intent and have we serviced that in an outcome, and right now, that's exactly where we're going with conversational AI, and then, really starting to consider, have we achieved your goal? RPA has a place, but I think right now, it's less about the generic quality of service and more about targeting your individual consumer needs in the home. >> I love that personalization angle because I think we sometimes in this digital age, personalization is lost. Sometimes we do that of our own, if we're going you know, on Door Dash or something to, instead of going to a restaurant. We want, I think we want a mix of both, but that personalization where something like wifi comes into play, like you were saying, when Facebook goes down, 38% spike in people calling and going, "Hey, there's a problem here." Whether or not it's Sky's problem or not. So, when we look at this demand for personalization, peoples' levels of frustration with, if there is an issue, you guys have resolved that, obviously, but in terms of what Boomi and Excentra announced yesterday with conversational AI. >> Yes. >> Really really exciting stuff there. You guys said, you and I were chatting before we went live, that there was a purposeful decision at Sky to not start this digital transformation with AI. Now, you're ready to take this on. Tell us about that decision and how you're now, really have the foundation with which to actually do it, conversationally, and make it personal. >> Yeah, and I think so much time goes into training bots and I really think that it needs to be authentic. You don't need to feel like you're talking to a human. It's okay that you know you're talking to a virtual machine, but that first interaction needs to be meaningful and helpful or you'll quickly stop engaging with it. So, I think for us, it was about define what does good quality look like? What might be the things that go wrong with Broadband? Ultimately, it really is only slow, not working at all or dropping lots outside the home or inside the home, and really it's about saying, what might be the problems we know about? Eliminate those and there's only a finite number of alternative problems left that we can really start to train a model on our learnings to date. So, I think having excluded all of the weird wonderful edge cases and dispatches, there's less there to worry about, but it's higher value for the consumer, and I think on the personalization angle, the key for us is understanding, are you tech-avoidant? Are you tech-savvy? Where are you on that scale? And which channel should we serve you up those steps in and how complicated or handholding should those steps be? And I think that's, for us, where conversational AI comes in. It's personalization, the number of steps, the type of steps and the channel that it's best served in. There is no point having Siri guide you through really complicated hands and knees wiring stuff. That's best done with some images sent through WhatsApp, for example. >> So, you guys will have the data to be able to determine, not just maybe knowing, why is this person calling in or why are they engaging with a chat bot? But to understand, what's that persons' preferred method of communication. There's that whole consumerization effect and that demand of the consumer of, you know, your mom and my mom-- >> And my handholding. >> Exactly, would have different levels. So, you're going to have enough of that quality data to really deliver the personalized experience way beyond knowing what boxes I have installed, what routers I have, what version, but also, my level of technology understanding. That's pretty cool. >> Exactly that. Exactly that, that's the destination for this year, absolutely. >> Well, sign me up. Bring this over to the U.S. And before we go, I want to note that that Sky and Boomi together, your design won the Best Enterprise Project at the UK National Technology Awards recently. >> It did, it did. >> Congratulations. >> What an honor. Thank you, it was a great night. >> Exactly, well, Olive, it's been great having you on theCUBE sharing with us what Sky is doing to really deliver a personalized experience going from reactive to proactive to predictive, awesome stuff, thank you. >> Exactly. Thank you, pleasure. >> Ours, too. For John Furrier, I'm Lisa Martin and you're watching theCUBE from Boomi World 19. (electronic upbeat music)

>> Narrator: Live from Washington, D.C. It's the CUBE. Covering Boomi World 19. Brought to you by Boomi. >> Welcome to the CUBE, about the leader in live tech coverage. I am Lisa Martin with John Furrier. We're at Boomi World 19 in Washington, D.C. Please welcome one of Boomi's award winners to the program from Gilead Sciences we have the Director of IT, Murali Anakavur. Welcome Murali and congratulations on Gilead being the 2019 Change Agent Award winner for North America. >> Thank you so much Lisa. It's good to receive the award. Lot of efforts have been put in place by our folks. I'm very honored and privileged to receive this award. >> Fantastic. So give our audience an overview of Gilead Sciences. What you guys do and then we'll start getting into the IT infrastructure and all of the great things that you have done with Boomi. >> Definitely. Gilead has been in the forefront of meeting an aspect of medical needs of patients worldwide. Clearly, it's the company, if you recollect, solve the (mumbles) problem in the world. There were the cured from the cure for it that started the company originally to come up to where they are today. They are in the forefront of science and R and D and technology when putting therapeutics for inflammatory infectious, and recently in big cancer treatments and other treatments. So the world is opening up big time. Our focus is to resolve and make medical needs. The company is so focused and they want to provide the cure for all these and it's so passionately too. So all kinds of R and D going on. I'm so honored to be working for a company which is doing this great need for humanity, frankly. >> Absolutely. So the cure for Hepatitis C, that's huge. Whenever we talk about technology where it impacts every single person on this planet, infectious diseases, cancer as you mentioned, it's really... It's pulverizing people understand it. It's--there's a lot of gravity around it. Talk to us about what you needed to implement, from a technology infrastructure perspective, to connect all of these different data sources, so that the next cure for all these different diseases has a foundation from which providers can actually link data. >> Obviously. >> Talk about it. There are some backing sources company, any company needs, let's say ERP system, need some CRM system. Those are good. But our company has the complexity of manufacturing system that needs to make medicines. Company's complexity is the lab systems, R and D systems, product life cycle management systems where things originated in a little molecule for the compound they call it, and it expands into what they say clinical studies on a medicine. So you can imagine the plethora of system that make this happen. So what happens in this environment is now people bring up systems for what they need and ERP does what they need. All of the sudden, "I can't do without customer data." "I can't do without my patient data." "I can't do without my item data." "How do we get the data?" So it becomes--begs the question like, "Oh my gosh, okay we got all these complex systems in place, how are you going to share the data? Who's the master? Where's the source of truth? So all those sort of begging question is that, kind of start up the landscape of integration. So that's where we are. Launched that previous legacy systems for SOA that we have currently. Mostly call it the SD enterprise service. that shares data within the premises. Guess what today? They want, "Hey I've got this Cloud system that I'm accessing. I'm going to buy this sales force commercial systems that could enable me to launch my commerce market better. How do we deal with these guys? How do we reach out to those folks? How do I make my engagement app on the events for doctors? How do I connect with my patients? All these are big question that've been asked. There was a need for system that'll kind of take care of all these diverse platforms in the Cloud on Prim, connect them together, so the data sharing happens. That was the biggest challenge that we have kind of solve right now. And then with Boomi coming on to our platform since a couple of years from in the past, we have matured into a place where we're going to launch a lot of things on Boomi and we are looking forward to it eagerly to consolidate all those legacy innovation platforms into the Boomi world infrastructure. So i's exciting. >> Talk about the IT landscape in your company. What's going on there? How is the structure? What are some of the environment look like? Is it transforming the roles of the people? Stacking and wrecking, is it Cloud, Hybrid, what? Talk about your environment. >> Fantastic. I think the very question getting into our pillars or what we do in IT, right? Our pillars are very simple. First thing is core services, you've got to make it--keep the lights on you've got to sure things are working fine. The next thing we adhere to is people. Who do we need to make all this happen? ITs people, acknowledged management, retain people, the best talent, get the best talent. The third pillar we have is the enabling of technology. And that's where some of us come in to enables. How do we migrate Cloud? Let's say we have a big data platform on an infrastructure, adopt infrastructure, tear down infrastructure on-prem. And you what, it's a plan's base. So the data growth, it's enormous these days. So we are talking about Cloud. We are already have plans, we already have infrastructure in Cloud that we are moving to. So if you look at it, the company's so focused not only on technology which is required to, in this day and age, to talking about data, talking about expansion, elasticity and a computing power you need, yeah, here we are with opting we'll be multicloud recipient and beneficiary, but at the same time we're also focusing on people and the core services we provide as IT. IT is technical, non-technical-- >> So you have multiple Clouds right now? >> Exactly. >> Amazon, Azure. >> Yup, we will have a multi Cloud eventually. Not that everything is online and in perfection, but our plan is to have a multi Cloud strategy going forward because the amount of things that coming to our landscape. >> You're on classic hybrid right now, you've got it all on premises. >> Yes. >> Some Cloud going on. >> Absolutely, absolutely. >> So let's talk about business transformation, digital transformation. You did a great job of articulating the business challenge, the challenges that you needed to solve. From an IT perspective, you have all the hybrid multi Cloud environment. Where did the digital transformation initiative come from? Was it the business saying, "We have so much data and desperate systems. We want to be solving more real world problems. Hi, IT, help us build the foundation that allows that." >> It's fantastic. If you look at our company, our sheer full task is digital transformation. Not just IT or COO. CEO talks about our digital transformation. So everybody, in fact, it was questioned. "Hey, we want to be digital." What does it mean to be digital? Because thing comes up. So in the landscape of ITVR, we are going to be a digital-enabled company. We're going to define what it means. To me personally, digital-enabled means, "Hey, I need to share a piece of data across the landscape, whoever needs it, whenever they need it or where they need it." That's called the digital transformation if you ask me because that enables other systems to consume it, and then provide the care and attention it needs. Be at our customers. Customers are patients. Be at our hospitals that we work with. They're our customers. Employ our customers and turn that, it could be your portal. So we are attacking it from multiple points of view. You want to make sure the technology enablement moving forward in innovation. We care for all these areas of customers where we can really digitally enable them. So focus is not just one point of digitalization, it's customers and patients. How can we give them access? How can we get the feedback? All of them fall into 360 degrees of data enablement. It's so focused and we're so thrilled to have such (mumbles) that can pay a lot of attention to all these things. I think it'll be transforming our company a big time in the next few years with the digitalization that we're looking forward to. Mobile applications. All kinds of things are coming up. >> So why Boomi? Boomi is a Cloud native platform. We saw the video and if you saw that technical keynote this morning that the first videos started up with a few minutes of all the areas in which they were first. But they took this big bet back in 2007 when they were found that they are this single instance multi technic Cloud application. What differentiated Boomi when you guys were looking for the right partner with which is standardized? >> It's interesting because we like the Cloud part. Same time being (mumbles) country and industry, they said, " I can't (mumbles) put it on the Cloud." I mean this was about four years back. Remember, things were not really stable at that time. Or people are wondering, "What? Cloud?" "Where can I put my data?" We chose the Boomi hybrid model which is awesome because it gave us the benefit of both, of material that's in Cloud, I'm taking care of anything that you need to do material, I'm taking care of my processing on site. So that key was that bang say, "Oh wow, that's a fantastic option to have. It's a (mumbles) infrastructure. People can build things faster on Prim, run your case, data cases on Prim, but you have all Cloud metadatas protecting you (mumbles) Everything is easy, (mumbles) SHA. So all those were factors when we decided to go in to Boomi. But we see among others as full. But then the speed of market, less call framework, and also the roadmap they'll have for them. That's very important for us. I mean first thing in technology I want to go for next five years, ten years. Are you welcome with me in the technology? Are you making insights as we talked about today? (laughs) I'm just paraphrasing it. But those all things matter to us. In words, mine is protected. We don't end up with some debt, right? Like they model this platforms to be up to date. So those were our key factors in moving forward with Dell Boomi. >> And so let's talk about some of the business outcomes. You've mentioned a few. But let's look at them kind of categorically. If we look at kind of this over this polarizing industry, being able to study different aspect of man diseases and identify cures for them hopefully, what are some of the business outcomes that you guys are achieving so far with them. You're a Change Agent Award winner, so give us some of those really big wins that you've seen to dates? >> How to be proactive, right? It's a game, it's a data game these days. The more data you have aboard the decision you can make, you're going to differentiate in solving problems, and mean competitive as well. We are trying to see these aspects in the data that we can collect from all places. Now once you have the data, you need some kind of integration that needs to happen to process the data, to share the data to people who need them. That's why integration comes in. Obviously there are other areas where we do big data processing. We need to have some kind of a cluster to compute them and cue some analytics for scientist to see, "Hey, I've got this data. This was inference." And now we can introduce that integration to cue them all the data that they need. What does it take? In my opinion, days and months too can infer through these files and files of data, takes less than 10 minutes for people to now infer. >> Dramatic speed of (mumbles) here. Wow, elaborate on that a little bit. >> And what happens is when you get this huge epidemiology data on the world, you've got thousands and thousands tera bytes of data. Without proper computing and the resources and the modern platform, it's tough for you to count those data to come out with some analytic that people can use. You can ask queries like, "Hey, this disease happens in this area. Tell me the percentage that is relevant to this disease in this area that I need to concentrate on solving the problem." You want to solve big problems and you want to make sure the population benefits from that. So this kind of data gives you inferences that people can research on and say, "Hey, I'm going to focus on this area. It's very predominant." And let's say Africa nation, population is almost about 3 billion, 4 billion people in the world. So let's focus on that disease that gives some traction going on. And that's how you solve the world's problem, one by one, one step at a time. I'm so happy to be involved in that kind of enablement because I'm a very very minuscule part of the whole deal because we work with scientists who are fantastic, who are biologists, who are researchers. Our act in this helps them get to what they need to do. We are completely at their service for what they need and then we just want to enable things for them, make things faster, make the hope comes for them to an R and D, to be more clearer. So that's where we come in. It's more like a service, but industry aspect within the company, but then we are fully fortunate to work for a company that cures diseases and we are part of that journey that they're going through. >> You've just articulated beautifully why you guys won in the Change Agent category. Morally that was outstanding. Congratulations on what you've achieved so far. I'm sure, I'm excited to hear next year where the business goes. We appreciate your time. >> Thanks a lot, Lisa. Nice to talk to you guys today. >> Likewise, thank you. >> For John Furrier, I'm Lisa Martin. You're watching the CUBE from Boomi World 19. (lively music)

>>Live from Washington, D C it's the cube covering Boomi world 19 how to bide booming. >>Welcome to the cube at Lisa Martin at Boomi world 19 in Washington DC and with John furrier and John and I are pleased to welcome to the cube Jason Maynard, the SVP of global field operations from NetSuite. Jason, welcome. Thanks for having me. It's great to be in D C and on the cube. It is. We were just talking about baseball, so we'll have to park that for a second and talk about some other sexy stuff besides baseball, ERP. So nets we, I saw you on stage this morning. You guys have been a partner of the first Alliance partner with Boomi for about 12 years. Thousands of joint customers. candy.com is one of them. Yep. They're going to be on later today. So I'm excited to have my afternoon sugar rush. Make sure he brings a big bag. You got it. So talk to us about you guys. We're also, I noticed Boomie's 2019 Alliance partner of the year. Lots of innovations going on. Give our audience a little bit of an overview of what NetSuite is doing with Boomi. >>Great. So Boomi is, has been one of our longest partners. I said I think we, we first inked the partnership in 2007 so it goes back 12, 13 years. Um, we, we, when we sell ERP, you always end up having to connect to a legacy on prem system, right? Or you may have to connect to new marketplaces to sell and so there's always need for integration. And so from day one, Boomi wanted to really kind of push the envelope work with cloud players. You know, when we started NetSuite 20 years ago, it was kinda crazy to put business applications on the internet and they'd been there from day one with us really on this journey. And so they've been a great partner to sort of help all those customers migrate and move their business to the cloud. >> You guys had success with Boomi on the customer front. >>Can you unpack that a little bit? Because the customer equation around data is interesting. You guys have turned this into an opportunity with nets. We talk about how that works. Yeah, I mean look EV every customer needs to get more insight out of their data. And you know, the ERP system is one of the major hubs in any organization, right? You've got a handful of system of records, right? And core financials is one of the main systems of record and inevitably every customer will have probably 1520 legacy data sources, right? That are going to be necessary for an ERP. And so for us, working with Boomi across not just the U S but across the globe with a lot of different international customers, it's a natural fit because we're not obviously going to be connecting with all of the systems that they're touching today. It brings a lot more value of data into NetSuite, which obviously then helps our customer out. >>So you guys were at, you said an early partner of Boomi back in 2007 when they were founded. We got to speak with Rick Nucci yesterday. So one of the interesting things that we talk about, and John even pointed out yesterday is you know, they took a big bet, Boomi dead way back then with building this architecture that's pretty unique to this day. This single instance, multi-tenant cloud application. Take us back to, because obviously NetSuite's been around longer, you a lot of choice, there are more iPods vendors out there. What is it about the way that Boomi is architected that is enabling your customers to achieve so much success but also really that you buy saw back in Oh seven I think this is something that's going to be a real big opportunity for NetSuite. >>You know, it's, it's, it's been an interesting ride because if you go back even to Oh seven and didn't even maybe eight or nine years ago, it was not a foregone conclusion with a lot of technology vendors that the world was going to shift to the cloud. Yeah, right. There were a lot of server huggers out there. There still are. They still want to hug this, they still want to hug the machine. Right. And so it's important, I think that we work with partners who have the same true North in terms of where we think that the technology is going. And I think that alignment, which is, you know, we're 100% in the cloud, always have been, always will be. Boomi shared that vision early on. So it was easier to make a bet then right, with a vendor who was going to have that commitment. >>And so that's been, to their credit, the vision that they've had for obviously years now. And I think that's what's helped them grow so quickly. And one of the things that you observed obviously is that the customers have choices, but the world software's changing, right? I mean cloud has changed the software development life cycle. I mean just in the past decade alone, the business of change, you still going to have the system of records. Okay. But with containers and Kubernetes and some of these cloud native opportunities, there's more flexibility in how people are deploying legacy and or core apps. Yeah. So they're not getting thrown away as everyone had predicted. So, I mean, there was some funded saying, well, everyone's going to move to the cloud and not really. Yeah, well I look at it, it's a good point because there's no packaged applications. They're not the entirety of the application market as you know. >>Right? Custom application development will never go away. You will always have, you know, things that are custom. People build apps on NetSuite, right? Things that are very close to ERP you'll build on the NetSuite platform. But there are things that are not, you know, native to our platform that need to connect to NetSuite. And there are customers that we share who are, have legacy COBOL applications for example. Right? And they may need to put a wrapper around that and get certain forms into NetSuite. So it really does run the gamut. And so it'll never be one thing, right? We just sort of, in the technology industry, we never go from, you know, 100 to zero in terms of what's deployed in the legacy. We sort of layer in compost technology. And I think that's what's happening. And so, you know, we'll replace certain systems. We go in and we pretty much always replace a an on prem system but there are a lot of on-prem technologies that a will never, never go away. >> I was digging around about Boomi and you guys net suite looking at some of the use cases. One thing that caught my eye was, you know, the growth startup for instance, might be born in the cloud. Yup. Never have an it department. Um, they have kind of a um, hacked together system of record at HR and ERP kind of things, but at some point they've got to grow and they hit a growth spurt and they just become rapid growth. Eventually goes public. You guys have had good success with Boomi in these kinds of startups. It's pretty normal. You've seen this before. Can you talk about that dynamic because at some point people got to start establishing formal, is this the systems applications? You're gonna need payroll, you're gonna need HR. I mean this is blocking and tackling. You guys have been successful there. >> Well, you know, we, we like to think about we can be the first system that you'll ever need and hopefully we'll be the last system that you'll ever need. Right? And what ends up happening is we've architected NetSuite to let you start small and then add more functionality as you grow. So you may start with just basic financials. You may add order management, move into full fledged ERP, maybe you're going to use our HR system down the road. And so we kind of, we kind of stairway a customer through their journey. Boomi does the same thing. Maybe you start with two connectors, right? You're just connecting two basic applications and, and that's sweet. And then you evolve into something more sophisticated, right? Where as you saw today and some of the technology demos where, you know, they're tapping into all sorts of different systems that are not even ERP or CRM, it's, you know, IOT and just all sorts of different insights that they can bring from the different technologies. >>Better together message is legit and this works. Yeah. You know, we look at, technology is all about coopertition these days, right? Is every vendor, right? In some way we overlap, you know, Boomie's owned by Dell, NetSuite's owned by Oracle, right? We're, we're all sort of inner inner locked in one way or another. But ultimately we have to work together because we share so many customers and so customers don't have the patience and nor should they for any of the sort of the, the vendor warfare. And I think that's the cool thing that's evolved with technology standards. It's easy for us to work together and we have to do it and we want to do it because it's what's the right thing for the customer. >>Let's talk about net suite as a launching pad for a lot of tech IPOs in the last few years. Give us your perspectives on what you guys started to recognize as a lot of these tech companies have kind of, that's why it just seems to me like net suite has been this sort of launchpad for that. Talk to us about what you've achieved there. >>Yeah, no, it's, we're, we're really humbled by the fact that more companies go, Poe tech companies go public on NetSuite than frankly you need any other ERP system. Um, you know, we help invent the industry. Early on, 20 years ago, Evan Goldberg and Larry had the famous four minute phone call to, you know, kind of crazily idea to put business apps on the web. Um, and so we've been, you know, at the forefront of this, but it's not just technology. It's, you know, we, we're a subscription business right from day one. Like we didn't sell a license with maintenance. We sold a subscription. So I think a lot of customers look at us and say, okay, they've been through the journey that we have. You know, we went public 12 years ago, you know, we past $1 billion in sales, you know, we got acquired. So the journey that we've been on, most of our customers are going to be on that journey in one form or another. >>We're going to, we've made acquisitions. Our customers make acquisitions, right? So we tried it and this was sort of the genius of what Evan and the team built is a system that can handle any business model. So whether you're selling time as a service, whether you're selling time or you're selling a subscription, you're selling a widget, maybe you're going to sell a widget as a service in the future. We can kind of handle any of the business models and most of the IPS are innovative companies that innovate not just with what they sell, but in how they sell it. >> Show about some stories from the field that you've seen out there. Anecdotally, share some turn situation. What are customers going through right now? Enterprises as they go through their journeys, they realize cloud's there. They got some stuff on premise is going to keep there. >>There's obviously certain reasons you're gonna run payroll in the cloud. You're going to have to have multitenancy is allows it news cases and clouds, not that straightforward. When you start thinking about having an enterprise and the hybrid mode of operations, what are some of the customers feeling? What's a, what's the mindset? What's their architecture look like? What are some of the examples? Can you share? Yeah. You know, I'd say three things come to mind. So first off, it's this business model innovation, right? The, the on prem systems tend to lock you into a model, right? And there's nothing, and when they were built, they were innovative 1520, 30 years ago. Most companies, business models have outgrown that legacy system. So they need to move off that to enable some new thing that they want to do. So that's a big driver. I think the other thing is, is globalization is here to stay. >>Um, you know, whether you're in the United States or you're in the UK or you're in Asia, right? We're one interconnected global economy. And so you may, you know, source from Asia, you may design in California, you may do nearshore assembly in Mexico and then you do omni-channel distribution. So you have to be global. And I would say the thing that's changed in the last 10 years is companies are being global from day one. It's not just something you add on five, seven, eight years down the road. You see companies designed for being global. And that I think those two things, business model, innovation global are our big catalyst right now. I mean we had, Oh one more thing real quick. So we have a Cuba alumni set on the cube data's the new software. Yeah. So if you've got a global business, data's critical as the data needs to be acted upon, you've got policy, you got regulations, regulatory issues, personal privacy stuff, company policy. >>As you have this global layer of data, making it available, addressable across multiple systems is a huge task. What's your view on that? Well it's, it's, it's an interesting question cause we think of it and kind of three pillars. It's we give you visibility, we give you control and then we give you the agility, right? So you've got to, first off, you've got to have visibility into the data, right? You need to know what's happening. Like how much did we sell in the Australian subsidiary yesterday, right? You need to have controls. If your CFO, you need to have global financial controls. You may have sold a lot in Australia. You've got to make sure you're spending too much. Right? How do you manage that? And then ultimately the agility is how do you make a decision on that? Right. And so that's those three things I think all play into it. >>And how does the consumerization effect impact it? Visibility, control, agility. Because as consumers we have this expectation whether you know in our personal lives we can get anything that we want within a couple of clicks. So when you're talking to a tech, whether it's a young tech company or even not a tech company like candy.com which is seems like a mixture. You and I were talking before of a number of different industries, all, all in one. How does, has NetSuite evolved to enable that consumer to go from their personal life to being able to interact with ERP next, struck the value from it in the ways that they want? Anywhere, anytime. >>Let's, let's be honest, for a second, ERP kinda got a dirty reputation. You know, in the nineties nobody loved their ERP implementations. Books had been written on this, right? ERP was like, it was like going like a bad trip to the dentist office in the 90s and that was sort of the catalyst for our company. But that's not enough just to be in the cloud. It's you have to make your user experience consumer grade, right? We always talk about enterprise grade. It's all the, reliability, scalability, all that kind of stuff. That's sort of a given, like you have to do that, but I think you have to, you have to adopt the consumer grade. So we spent a lot of time and we're doing a lot more and we're going to be rolling out some new stuff around user interface and just how easy is it to have a dashboard on your phone so that you can run your business from your smartphone versus actually having to be tethered to the desktop because we're all mobile, we're all traveling. You're a business owner, you're a CFO, you're CEO. You need to be connected. Maybe you're too connected. Maybe that's part, maybe we have screen-time problems. We do business. If we, if we can give our customers Screentime addiction to watch their business in real time, I guess that's a good thing. Right? And so we want to be able to make sure that they can have all that insight at their fingertips, whether they're in the office or at the beach. >>And speaking of insight, talk to us about brain yard. What that is, why you developed it and what it's enabling. >>Yeah. Thank you. That's like my, I was hoping you were gonna ask me. It's my secret, but not so secret anymore. Pet project. So one of the things being in the cloud, we have 18,000 customers, right? We have a single instance of NetSuite and so we've had the unique seat at the table to see all of these different companies grow in all these different industries. We evolved into selling by industry. So we have a retail version of software version of manufacturing, nonprofit, 1213 different industries. What we had in that is we had all these insights by industry. What is the right DSO number for a software company, right? What is the thing that a nonprofit needs to look at? And so we had trapped inside of NetSuite, all these brains sitting in all this information and PowerPoint and word docs and just everywhere. And so we decided to crack the hood open and literally open source that information and put it on the website. >>And so there's a subtle message here is that we have to do more than just sell bits. We, we're ultimately selling customer success or a business outcome, whatever you want to call it. So we need to transfer that knowledge to our customers so they can run their business better. So it's our investment back into the customer saying, Hey, you know what, if you're a software company and your DSO is at this level, you know, best in class is actually, you know, five days lower on a day sale, outstanding. How do you get your business to close that gap? And that's where we can really add value comms. People love comparables and best practices. You're essentially taking that heavy lifting work. It's giving it up there. It's benchmarking, it's analysis. You know, I was a former wall street analyst, so this one's near and dear to my heart, which is comparison, you know, how is this company doing versus that company? >>And so we have lots of data, um, that we've gleaned over the years. Lots of insights. So we kind of know what those best practices are. This is just the first phase of what we're doing. We're working with a lot of partners across the industry to give us some of their industry data so we kind of mash it up and come up with the insights. So it wasn't as an analyst, I'd love to get your thoughts real quick and take the, take the net suite hat off, put your industry participants hat on. Lot of wall street challenges around we worked, pulled their IPO, their GP gross profit was down. Other SAS businesses have huge margins. Their successful zooms public. There's a new formula developing in this cloud 2.0 world software world where the dynamic between classic software and software economics in the cloud are changing. What's your thoughts on this? >>If a startups out there and growing companies that are really looking to crack the code by at all costs and then monetize, get the margins that would, what's your, what's your analysis? No, it's, I, this is an area that I think a lot of companies raise too much, too much capital. Right? And they, we've been in this very unique environment over the last kind of eight or nine years where I'd argue a lot of startups who've been overfunded and when you have overfunding you chase growth at really no, you know, at without any limit on terms of the cost and what you see as you sort of distort the reality of what's happening in the business. And so I would argue that we've had, you know, zero in basically free money in terms of access to capital and we've lost track of some of the basics that you need to build a profitable, sustainable business. >>So, you know, when I was working on wall street, you couldn't go public, you know, if you were within say four quarters of cashflow break even, right? Those are some of the things that we used to have. But you've seen, you know, business fundamentals. Yeah, I need, and so what's happening right now? It's just a little bit of her. I think it's mean reversion. Honestly. I think you're seeing, you know, the public markets, you know, if you will veto some of the frothiness that's been in the private markets. And so this is, I think companies, some marketplaces do. That's what they, that's there. It's fantastic. It's a self correcting mechanism, right? I mean it's, you know, just cause you marked up your last round when you were private to a good Jillian dollars doesn't mean that the buy side on, you know, the pension fund is going to want to pay that and we work so you can't be high and run a business. You know, as we were saying, you know, trying, you know, God bless them, they're trying, but it's probably not the best practice I would not have. I would not recommend that. It's not a good look for wall street. How a good luck, you know, you can get on the Joe Rogan show there, knock yourself out. If you're a Ilan, you can do it. But you know, he's the, he's the only one we're going to let, don't know. >>Probably shouldn't be publicly. Air's too much unless you want something to laugh at and you know what, in this economy, I think we all need that. Jason, thank you for sharing with us what you're doing at NetSuite with Boomi, the insights that you guys are opening up with brain yard. So from brain yard, let's go back to the other yard that I promised. The baseball yard, your Dodger fan giants fan. Hats off. You guys are there. We are not. So I will say good luck to your team. We appreciate your time and what can I say, Bri? I'll give it to ya. All right, well it's been a pleasure talking to you and thank you for your time. Thanks for John furrier. I'm Lisa Martin. You're watching the cube from booby world 19 thanks for watching.