>> Voiceover: Live, from Washington DC, it's theCUBE. Covering Boomi World '19. Brought to you by Boomi. >> Welcome to theCUBE, Lisa Martin at Boomi World 2019 in Washington DC, with John Fareer this week. John and I are very pleased to welcome back to theCUBE, the COO of Boomi, Chris Port. Chris, welcome back. >> Thank you, thank you for having me. >> So, yesterday was the partner summit. >> Yep. >> Today kicks off everything. Let's look at where we were only 11 months ago at Boomi World '18, when we sat down with you in Las Vegas. >> Sure. >> You now have 9,000 plus customers in 80 plus countries. 580, I think, partners globally. It's amazing the growth, and those are just some of the stats that were shared this morning. 97% renewal rate, which is huge. Really exciting news coming out this morning for Boomi. You guys have done a great job of listening to your customers, and evaluating their data to deliver outstanding cloud-native technology. Talk to us about what's transpired since we last saw you, that really has you excited. >> Yeah, well, look, growth is exciting. So, a lot of growth. Yeah, we just finished an almost 50% growth quarter. So, you know, the teams continue to grow. I mean, I think we talked about three pillars last year, around product, go to market, and success. So I can tell you, our product team, you know, we've got new people from the leadership level, you know, kind of like Steve Wood was here, you know, as the Chief Product Officer. He's still here, but now he's bringing in people, you know, from a leadership perspective, augmenting our incredible leadership team that we've already got, as well as kind of as we think about building out that layer, as we kind of built out our development teams and our product management teams. So, lot of growth there. From a go to market, you know, you just talked about 80 countries, 9,000 plus customers. Adding six to seven a day, depending upon the day. So, and then success. You know, the one thing that we've really done, is we've kind of hardened the methodology. We've added a significant number of team members under me, as we kind of think about that success equation and really build it out, driving towards the 97, 98%, kind of, you know, direct side retention on the dollar, you know, calculation. And we're now really starting to do some things where we're really starting to look at when we have our success people engaged, and what that drives from a cross-sell and expansion, what we really enable our customers to do. You know, and what we've seen is just about a 30 to 40% uplift. So, we're really kind of giving us even more ammunition to double down on that. >> So, I just saw some demos on the conventional AI that Chris McNab was demoing with Mandy, actually with the voice attendant there, and they were referencing head count. Were those actual numbers, 700 new employees added to Boomi in the last quarter? >> Oh, not in the last quarter, but in the last two years, three years, I'll just give you a perspective, I mean, it's grown seven x since I've been back, and that's three and a half years. >> John: Can you talk about headcount numbers at all? >> Yeah, we don't really publicly disclose that, but we're north of 1000, we had a goal in terms of, you know, Chris used to talk about the road to certain dollar figures, and I can tell you we just blew through our third goal since I've been here in three and a half years. Ahead of schedule of all of them, >> John: Got some good leverage from Dell Technologies now kicking in? >> Oh, absolutely, you know, Dell Technologies and what they've done to really start to be a little bit more of an accelerant. We're incredibly excited about what Dell Technologies can do with us in the fed space, I was just in a Federal break out and Dell has such a great presence in the Federal space, and such great relationships, and that should absolutely be a force multiplier and accelerator for us there as well. >> Let's talk about that a little bit more from a Federal perspective. Here we are, in Washington, DC, Boomi announced, maybe six or so weeks ago in August, Fed Remp authorization and one of the first IPAZ venders in the marketplace. But interestingly what Chris McNab shared this morning, was that Boomi achieved Fed Ramp certification in five months, and one of your competitors, I think I know who it is, took 18 months. >> Yes >> So John and I have been talking about time to value with every interview today, talk to us a little bit about what that Fed Ramp marketplace means not just to your Federal businesses, but to Boomi's platform and capabilities in general. >> Yes, and I think Chris started that this morning, is when you think about the number of controls we had to go through to get that certification, and the ability to do it in that five month period, I think it highlights, A, where we're at, but the investment that we've made, but candidly, the architecture and back to the end customer, why do they care? Because, granted, Federal is very important to us, but candidly, we've got 9,000 plus customers because we just got started, right? We do have our first Fed customer, but we're not allowed to disclose who it is yet. But 9000 plus customers that aren't in Fed, obviously. And why do they care? It's about the increased security, it's affectively the stamp of approval in terms of our scalability, and just what we've done to invest in their future, because it's so paramount, and being kind of a trusted advisor. You know, being a software provider is one thing, but trust has just become so much of the forefront I don't know how many discussions I have on the pre sale cycle. And if it's not in every discussion, it's in nine out of 10 now. >> Yeah Chris, and today's business client I mean, you can't really go a couple minutes without hearing about, you know, WeWork, you know, pulled their IPO. Software economics are driving evaluations of really profitable companies like Zoom, and others. And there's the unicorns that aren't making any money, losing money. Kind of, the wolves of Wall Street kind of reacted to that. But the customers look at the business model. Of companies that they partner with. I want you to take a minute to explain Boomi's business model. You guys are a modern software company, so you have good emergence with engagement journeys, and sales, partnerships, the ecosystem. But you've also got the cloud dynamic, and you got SaaS. >> Yes. >> I mean SaaS companies are getting great evaluations. They are highly profitable, so the operating leverage with SaaS, combined with how you guys are deploying it is very interesting. Can you explain for people that aren't yet Boomi customers what the business model is and how they engage with you and what should they expect. >> Yeah, well look, I think it all starts with our architecture, right? So, the way the software's architected is, it just absolutely facilitates an ease of use, and a time to value that's unmatched in the space. So, bringing to that the 9000 plus customers, you're honestly talking about, 'cause when you look at our space, it all starts there, from a strategic construct. You have legacy providers, as well as some of the newer names that are, you know, what I would call high control. And we may have talked a little bit about this last year, but they're in this high control, they require a fair amount of development, they have long lead times, in terms of getting to that time to value. Then you have kind of, the new school, you know, and Boomi is certainly over here, we pioneered it, which is high productivity, high time to value. Again, we want to cut projects from nine months, historically, that a customer will maybe engage on, we want to make that 90 days. We want to make that nine days, right? So everything starts from there and our entire go to market has been built off that, so what does that mean? When you think about that backs of our partners, you know we really started out with other ISV's, that were in the SaaS space, and how could we add to their value prop. 'Cause candidly, integration can be a barrier to a SaaS application, take a concur, a success factor, to their adoption. So we removed that barrier, but in the same time, the same speed, the same agility as they do. >> So, agility, great value prep is, look, that's great. Check, love that. How do they buy, they pay, how do they pay you? Just talk about the economics real quick. >> Yep, and that's the other thing, so we've moved obviously from this perpetual, kind of, CapEx model, to the SaaS model, which is much more OpEx focused, but again, in smaller bites. I mean, our customers aren't paying us, you know, hey, it'd be great if they did, but they don't have to. And we're getting bigger and bigger, but it's typically though expansion, versus this massive long sale cycle, pay us five million up front and then pay us a 20% drip for the rest of your life. It's all, you know, it's basically a fixed fee annually, they pay us for that first year, and they pay us for the second year, and it's my team's job to make sure they're renewing every year so that we continue to be good stewards, good partners with them. And hopefully, as they find value, and we find that they do, typical Boomi customer, particularly in enterprise, doubles their use of Boomi within about an 18 month time frame. >> And that's the Amazon pioneering model, which is, you lower the price for your customer, but your mix of business just gets bigger, so you're dropping the price for the customer, but you get more customers. >> Exactly >> It's good economics. >> Yeah, and I mean it's just about getting in there, proving the value of the technology and look, you heard it this morning, you heard just so many compelling stories. Our customers will absolutely continue to find one more use and one more use and they will just constantly double, and double again, and double again, their use of Boomi, so. >> Integration isn't going away, it's kind of like storage and data, like, you got to store data. Like, there'll always be storage, always be integration. >> I talked to some customers yesterday, Chris, who articulated just that, in terms of the unexpected benefits that integrating Boomi with, whether it's a transport management system, or sales force, and suddenly they're starting to see so many more downstream benefits that they couldn't even have forecast when they first started, going, "We got to integrate these two things" and the opportunities, but one of the things that came up in some of those customer conversations that I want to talk with you about, is, from an architectural differentiation standpoint, Boomi says, "We're cloud-native, single instance multi-tenant cloud application delivered as a service". Talk to us architecturally about how that is, what is that? And why is that so unique for Boomi to deliver? >> Sure, that's a great question. So single-instance means that every single one of our 9000 plus customers is on the same version of Boomi. So we do 11 releases a year, we don't do it in December, because you know, a lot of retail customers and a lot of customers go on a moratorium in December. So, we don't disrupt business in December, but 11 releases a year, and what that means is every time we do a release, that all 9000 plus customers, on it's way to 10000 and 20000, they get the same version of Boomi, every month. They're all working off that same version. Now, they like that, because there's no physical upgrades, but the reason single-instance means so much is, again, Chris talked about the 30 terabytes of anonymized data. You can't do that unless you have a single instance software. So, that's kind of the secret sauce, our ability to do things, like Boomi suggest, that Chris talked about. Which candidly, the first real use of AI and Middleware. Right? Michael Morton is going to talk tomorrow about this insights platform, you know, that we're now launching. That really, we'll start to get into data privacy to start, but there's so many different things, I mean again, this is literally our fundamental fair advantage, I mean, nobody else has this, nobody else has it even close to 9000 plus customers. We see everything they do, and it's our opportunity to unlock that, and show them the value. Not just suggest, not just automated regression testing, not just insights tomorrow, but what are the next three, five, 10 things we can do to absolutely accelerate their (cross-talk drowns out speaker) >> John: That's data driven. >> That's absolutely data driven >> That's the definition of data driven, okay, so I got to get your definition of something I'm hearing a lot of, I kind of got my view on this, but I want to get yours. What is, in Boomi's world, what is event driven mean? Because, we hear about event driven architecture, what is that? >> Well, I mean, look, think about real time, I mean, historically there's been a lot of, you know, from a process perspective, you know, batch. It's not necessarily done in real time. Event driven is more listening and responding. So, how do I become much more, from a software perspective, how do I become much more real time, to listen to those different events that are in my ecosystem, could be something a customer's doing, could be something that you're doing as a finance employee. So it depends on what the use case is, but how do I respond to that event with a subsequent event, but more in a real time, you know, way. >> So the classic definition of event, something happened, triggers, software policies, stuff that you can react to. >> Yeah, and that's my definition, you should talk to Steve Wood, talk to Michael Morton, I'm sure they'll be much more eloquent, but that would be my perspective. >> We're going to pin them down. My final question is culture. Boomi has got a cool culture, I asked this last year, you guys are still feeling very much like a startup and the culture, and the customers, you got great customer loyalty, Lisa was pointing that out at our opening. So this has got a good momentum with the culture, your thoughts on how it goes next level, 'cause as you're growing, you got to keep an eye on culture, you want to grow as fast as you can, but within the norms of what's workable. >> Yeah, well look, I'll say it's the number one priority for the entire company, and that starts from Chris, all the way down. So we have leadership meetings that then cascade down. I have my own leadership meetings, my leaders have their meetings. There's only one topic that is non negotiable, that should be on every agenda: how are we doing, how are our people doing, how are we doing as humans, right? 'cause, look, I've been at a lot of companies, I got to be in management consulting, so I got to see a lot of leadership teams that were both good and maybe had opportunities for improvement. I got to see a lot of companies, I've now been part of something, you know. But candidly, these three and a half years, I've never been part of something like this, and it's a family, and it's just totally different. Totally different, you know, I say it all the time at our town halls, but I mean it. I look at this as a once in a lifetime, these opportunities just don't come around that often and, you know, to go from how many people we had, just even when I got back three and a half years ago, to how many we have today, to think that my team, my own personal team now is two and a half times bigger than Boomi was three and a half years ago. To give you a scale perspective. And so it's a topic every day, is how do we invest in people and how do we keep this going. >> You guys got a lot of challenges too, with the growth, and I want to get your thoughts on this. One, is, the new branding looks awesome, we wore some Boomi t-shirts out last night, we were at the Washington National's game, and give it a test drive, people were like, "What's Boomi?". Very strong reaction, >> Love it! >> But that's the question, what's Boomi? You got to answer that question, so that's one comment I want to get from you. The other one is, the focus on community and education, is some work areas for you guys. So, the new brand's going to get awareness, what's Boomi? You got to answer that, what is Boomi? And then, community and education's a focus area, as COO, how are you going to tackle those opportunities and challenges as a leader? >> Yeah, well look, on the brand I think this is a real opportunity for us to really accelerate and amplify our voice in the market. Like, and Mandy's here, I think the things we're doing, I think you're going to see us really start to target the CX level, like, what is that CEO, that COO, that CIO, what are he or she thinking about, and really go after them to make sure that when they start thinking about integration flow, hub, whatever it may be, that Boomi absolutely is part of their vernacular. And I think it's, today, the number of times I hear that today, that you were saying, "What's Boomi?" is so much less than it was three and a half years ago, so I think that we've made some good in roads there, but I really think this is our next level, our opportunity to completely, let's get that out of the way we want to be a household name, we want the B2B iconic, you know, so, I think we're on our way, right? It's going to be a journey but I think that this is a great, kind of, launching pad. In terms of learning certifications, so we talked about today, we launched Boomi-verse, very excited. >> 65000 members! >> Absolutely, you know, we need that to be double, triple, quadruple, and that's all part of accelerating this journey. We were literally doing five certifications, this is a global number, but five certifications a day, three years ago, we literally just closed a week where we did 50 a day, so 10x, we've opened it up and that's kind of, our big thing is like, it's free. We want the world to come in and learn about Boomi, build that skill set, the hundreds and thousands of jobs, when you just start looking for Boomi in terms of job sites, it's not about a lack of opportunity, it's about our ability to fill those jobs and I look at that as my responsibility, our team's responsibility. Because, you know, I want it to be an iconic brand, when you have a resume, I want Boomi to be front and center in terms of skill sets that you're highlighting, because, you know, it truly can change peoples careers, and you saw some of the stuff we're doing with veterans, >> Lisa: That was fantastic. >> It really is, and it's because of the opportunity that we see, and forget 20 000, we need 50 000, 100 000 certifications, and we're well on our way, and I think you'll just see us accelerate that and I think Boomi verses that launching pad. >> Well you guys all look very well rested for how much innovation is going on at scale. Chris, thank you, for joining John and me on theCUBE today. It's been a pleasure. >> Thank you so much. >> For Chris Port and John Foreer, I am Lisa Martin, and you're watching theCUBE from Boomi World '19. Thanks for watching! (electronic music)

>> Narrator: Live from Washington D.C., it's theCUBE, covering Boomi World '19 brought to you by Boomi. >> Welcome back to theCUBE's coverage of Boomi World 2019 from D.C. I'm Lisa Martin. John Furrier is my co-host for the next couple of days. And we're very pleased to welcome back to theCUBE the Boomi CEO, Chris McNabb. Chris, welcome back! >> Lisa, it's great to be here. It's always fun. >> The energy that you guys kicked off everything with this morning, the keynote, it was awesome, it was electric. I love the numbers that you started with. Boomi World '18 was about 11 months ago and we were talking, I was watching those videos back the other day, you had about 7500 customers then. You now have over 9000 customers in 80 plus countries, over 1500 endpoints integrated, 580 partners, I could go on and on, 97% renewal rate. (laughs) >> Keep selling! >> It's amazing, though, the momentum that you guys have carried into D.C. in just a short time period. Tell us about that. >> Lisa, it's really been the result of not only hard work by our team, we continue to innovate for our product and bring new things to market. But it's our customers that drive adoption and we use customer references to gain new customers and it's their stories that resonate with the new prospects that come onboard. It's our 580 partners making sure that when our customers and prospects buy into the Boomi platform that they get implemented and they shorten the timeframe and they bring intelligence and smarts and it's our community. It's the 65,000 people that are already there solving problems, that are helping our newer customers get onboarded and get success early. So it's those four legs of the stool. It's the entire ecosystem that continues to go, all of us are going along for the ride. >> Last year we asked you what you were investing in, your team as well. And the theme was pretty consistent across the board. Product first and foremost. 'Cause the product is continuing to grow and enabling platform, some great stuff there go to market, and then the customer success equation, not customer success organization, although you have a lot there, the equation... Where are you guys this year on those three points? >> Yeah, so tremendous investment in the product. You're going to hear tons of announcements. My announcements are the tip of the iceberg. We've got huge announcements in API management and the things that we're doing there. There's event-driven architecture announcements, there's the conversational AI; we're adding voice to integration platform service, with the help of Accenture. So you can now talk to your platform and interact with your enterprise applications. That's just the tip of the iceberg on the product side. We've got data hub things and so on. When we look at the other parts, John, particularly around customer success, we're doing really well there. Our customer success rate, our retention rate is now 95-96%. Our customer satisfaction was around 97%. And it's our customer success organization that helps make sure our services are being implemented, our partners are doing the right thing, success and outcomes are being delivered, and we engage to make sure that happens. If you need a little bit of Boomi help, Boomi help comes. And we partner over the success of that, and I think when you look at the key KPIs around churn and retention, as well as customer SaaS, I think we're doing a really nice job there. >> On the follow-up on that, one of the things we've been observing and reporting on SiliconANGLE and theCUBE is the successful companies are the ones that have, that was a great product, but in the cloud era, data's a big part of it. You guys have unified data platform. We talked about this last year, how you have anonymous data, you mentioned on your keynote that you get insights. So this is again, Coupa software does this, a lot of the successful profitable companies have a nice business model, by leveraging the data. How does that fit into the equation for customer success? I want you to explain the equation specifically. I mean, you guys have great format for customer focus, I get that, but what is the equation now that you have this unique modern value proposition? >> Yeah I think the equation for us is quite simple. So we do leverage all the metadata. Every single process that's ever been run, we know how long it took, did it have an error? We know how people build connections, we have that meta, we leverage that for our customers. When we look at our customers, we have a life cycle that we walk them through. When you're talking about the equation, we have a framework, a life cycle. How do we engage in sales to make sure sales is not overselling it? How do we get them to close so they look at us as a partner? How do we make sure the implementation goes well? Will they view it alone, with a partner, or with us? Get them to success. Get them through a renewal, and then how can we help them land and expand and do more things in their enterprise to continue the winning success that they established initially. >> You talked this morning revealing Boomi's competitive, unfair competitive advantage in customers, one of the things that we talk about, Chris, at every show and you probably talk about this all the time, too, is data. It's the new oil. It's gold. It's the lifeblood of a business. Yes! If an organization, whether it is an incumbent established business that might have brittle technology and disparate systems, if that type of company can't actually see all the data, have the visibility, and ensure that all of the endpoints are sharing from a single source of truth, that data value is capped, right? You guys leveraging that. I think it's over 30 Terabytes of anonymized metadata? >> Chris: It is. >> Is a great example of unlocking the power of the data that you have to make your customers better, to make them more successful and keep them, which you've obviously done. >> Yeah, it's a part of the ecosystem play that I continuously talk about. As customers use our platform, they instill it with their knowledge, experience, and their expertise. What we do, as a pure cloud provider, because I store how they map this field to that field, how long this process took, and all of these kind of things to make up that repository, I can now, as a cloud platform lever that up. And I can increase the productivity for everybody in the ecosystem. So as customers put a little bit in themselves, they get a 10x return or a massive return out, in terms of productivity and leverage that our platform's able to provide, but it takes both of us together to do that. >> Chris, I want to talk about the hard news this morning. You guys announced with Accenture, a big partnership around conversational AI. Accenture was on stage, their brand, their expertise, coming together with you guys, in a joint partnership. Could you explain, for a minute, what that is about? Just take a minute to explain the partnership and the solution specifically. >> Yeah, so when you look at conversational AI, it's the use of natural language, right? To work with technology, and you can't preprogram it, you have to understand the variations of things, you have to understand voice as identity, so when I say my pipeline report, it knows it's me, it's my authorization, it gets my data. Accenture brings the conversational AI experience, technology, and solutions to the table. And we're now linking and partnering that into our integration capabilities and connective capabilities. So as a net result, people can talk to their phone and interact with their workflows, and interact with their datastores to get data, approve workflows, etc, in a very natural way, >> What is Boomi do and what does Accenture do? 'Cause they're involved with you. You guys have a team, you're teamed up. What's the relationship? Take a minute to explain the relationship. Who's doing what? >> So, Accenture brings much of the voice capabilities. So when we mentioned this morning that language isn't a barrier, I'd like to offer up this service in Spanish and French and English, etc. Accenture does all of that work. So they're the natural language processing there, the language independent part of that, and we're all the connectivity part. We are the workflows, we are the integration. Accenture feeds us something, whether it comes, it can come in multiple languages over WhatsApp, chat, voice, it doesn't matter, comes to me, and then we do the natural unlocking of the data. >> That's their converse piece, that converse and Boomi, working together? >> Yeah, so B in the Boomiverse, you mean? >> John: Yeah. >> So, Boomiverse and B, the introduction of our astronaut B, who going to lead you on a mission through our community and be your bot. It's a working bot and we're going to leverage that kind of capability through that as well. >> One of the interesting things about the conversational AI is that we all as consumers have interacted probably pretty recently with a call center for something. And I love how Leticia, who's going to be on from Accenture later today with John and me, was talking about, we've all been there going, "Agent, agent, agent." And a few months ago, while working for theCUBE, I realized, oh actually, as frustrating as it is sometimes, we have the opportunity to help train the models. But I'd love to get your perspective on what Boomi and Accenture are seeing in organizations, executive suites about the perception of conversational AI and the impact. They see the impact possibilities that Accenture and Boomi can bring, and are they ready for that? >> I think there's going to be a bit of an educational process with leaders in the business, but if you look at Leticia's, I think, second slide, where she says, "Seven million dollars being spent "on password resets with humans." When voice is your identity, you don't need that anymore. You don't have to remember passwords. You don't have to reset things. The immense benefit for organizations is huge. 25% reduction in Op-Ecs. That's going to get people's attention. They're going to have to work our way through it, and we're going to work through the process with them. Okay, let's do a small thing, let's try it out, let's get it working, let's scale it, and let's get it to enterprise. >> It speaks to integration opportunity. I mean, voice, video, other mediums, it's an integration game. That's what you guys are doing. And that's the whole benefit of Boomi. I'd love to get your thoughts on your success formula and how you guys are going to ride this wave going forward, 'cause you have a modern infrastructure, modern solution, you get projects off the ground quickly for customers, you get the value quickly. This is a mega trend. People, they don't want projects back at them, they want to get them done quick. You guys are solving that big problem. What's next? Where are you investing? What's your thoughts on the business? What do you do? >> Well in terms of what's next, so we really did go after the entire transformation problem. Integration's not just data to us. It's people. It's devices, it's your processes, right? So we look at it holistically, we've done that. We brought intelligence in so now we're providing insights, data privacy insights that we talked about in the keynotes, conversational AI and that's the start. But we've got to do a better job of dashboards, other insights, what is the return on investment of a Boomi purchase and how much is it helping? To what degree is transform making a bottom line impact in your business? Having the analytics to support that is going to be big. >> Lisa and I were talking on the intro round, you can't hide success anymore. You can't hide the ball. 'Cause your instrument, the outcomes, and the outcomes are either you're getting paid for value, or you're achieving a mission, whether it's the veterans or the American Cancer Institute, usage of an app, you can't hide the ball anymore! It's either success or not. You guys are very customer centric. Hundreds of use cases, best practices. This is your focus. The people part of success has been a missing link in the digital transmission: process, technology, people, culture. You guys are breaking through. Is that because the winds people are getting? Is that the energy? Is that the people? What's the people equation on your end? You've been so successful with, you guys are having success there. >> The Boomi culture, when we talk internally, who are we and what do we value? One of the first things we talk about is, we are customer-first. What that means to us is outcomes matter. It's not about buying our technology. It's not about getting data; it's about an outcome. And we talked a lot about outcomes today. In fact, at this show, throughout all the presentations, there will be roughly 100 different customer outcome stories that are shared globally. So when we talk about breaking through, because we want to partner with them and join them in their goal, and whatever it takes to do that, that starts to resonate. It's taken a while to resonate, but now it really is, and when you feel the energy on the floor, I hope you guys feel the same thing, it's just enormous and it's really starting to grow and we couldn't be happier. >> One of the cool things that I heard yesterday, Chris, I have had the opportunity to talk to a number of your customers in the last week who said, I always say, "Tell me about the differentiators, "the technical differentiators." The cloud native always comes up, the low-code. We talked yesterday about CFOs becoming citizen developers, and I thought, Wow, really? Do they know that? But on the business side, resoundingly, customers are saying cultural alignment. "Boomi understands our business." And so what you guys are enabling on the transformation of people side, as John mentioned, you're delivering that because it was one of the things that customers have said that was one of the deciding factors in going with Boomi, and they'll say, "We evaluated A, B, and C." And this cultural alignment. Yeah, I mean, Boomi has fans and it sounds kind of cliche to say, it's true! >> I appreciate that, and that is really great to hear! I stood up on stage last year and this year, and repeated the phrase, "I don't want to be their software vendor." I don't think of it that way. Nobody on my team thinks about it that way. We're building. I want to be your transformation partner. I want to be a part of, a piece of, how you're moving your business forward. Whatever it takes to do that: workflows, mobile applications, data integration, warehouse problems, insights. We can get engaged in all of that. We can go end to end in your enterprise, to open it up for you, and then provide access for your customers in ways you never dreamed of. And being a part of that is just an awesome thing for us. >> Chris, I want to get your reaction to some comment Michael Dell made, two comments Michael Dell made to me on theCUBE. 2014, I asked him, besides VMWare, the crown jewel of Dell technologies, what are you excited about? He said "Pivitol." He was fixated on Pivitol at that time. Okay, Pivitol goes public. They get bought back into the fold, it's all going on. Last year at this event, I asked him, What are you focused on this year? Now what's getting your focus? He goes, "Boomi." What's your reaction to that? Because you know Michael, when he gets fixated on something, things happen. What's your reaction to that? >> My reaction is "Thank you, Michael, "for the brand awareness." I certainly appreciate that. Certainly when he focuses on 'em, it gets attention. We have, the Boomi business as it gets capitalized by Dell has had 100% executive support everything we've ever asked for as a leadership team, we've gotten and then some. Could not be a better situation for this business, the Boomi business, and then what Michael does for it, and as we push that forward, I believe and he believes that data is the fuel of AI in the future. It's going to be all about data, and Boomi sits right in the middle of that. >> And he likes to look under the hood, too. He's not just a business guy; he's a techie. So he's looking under the hood, he likes what he sees (laughs). Of course! >> When he talks to me about it, he's been pleased with the results to date, I'll say that. >> Excellent. Well, we have this, great, as we wrap things up, a story that is near and dear to, not just my heart, but many hearts. Talk to us about what this is. What Boomi is doing with the American Cancer Society, which I think is just phenomenal. >> Lisa, I really appreciate it. So, this morning, and I'll just kind of hold this up for a moment, but, this morning we had the American Cancer Society as one of our reference customers, how they completed nine projects in 14 months, one of which impacted 30,000 patients achieving 500,000, half a million rides, and integrated together 150 partners to make sure people could get to their life saving treatments and back, and it's a volunteer network. We're happy to be a part of that. So we undertook a cause. We're going to have a pass the baton for the American Cancer Society here at Boomi World. And every time we pass the baton, $2, $1 from us, being matched by Dell Technologies makes it $2, and we're going to pass the baton here, hoping to crush it and get to a $20,000 donation. So if I could pass the baton to each of you-- >> Lisa: Absolutely! >> That's $2, >> That's four. >> John, if you'd keep doing it, I want to ring the bell, I want to crush this for the American Cancer Society. >> That's awesome! >> Pass it to the team. >> Exactly, throw it over there! >> Chris: Pass it around to everybody, let's keep this thing hopping. >> Don't throw it! >> Well Chris, that is-- >> We'll pass it around. >> Such an outstanding story. There are so many, as you said. There's going to be a 100 different customers talked about here over the next probably, started yesterday with Partner Summit today and tomorrow. That's a lot! We are happy to have a whole bunch of them on the program today and hear how many different use cases Boomi is facilitating. You guys have taken I-Pass way beyond connecting cloud to on-prem. It's edge, it's any data, any device, low-code. I know I'm speaking your language. >> I love it! >> But we're hearing that, we're feeling that, we're excited to be able to share that through theCUBE this week. >> Lisa, well listen, thank you for being here at Boomi World, it's always great to have you. It's great to talk to you. >> Lisa: Likewise. >> And I'm looking forward to a great show! >> John: Thank you for coming on. >> Well, thank you. >> Lisa: All right, our pleasure. >> Appreciate it. >> For Chris McNabb, and John Furrier, I'm Lisa Martin. You're watching theCUBE from Boomi World 2019. Thanks for watching. (upbeat music)

>> Live from Las Vegas it's theCUBE covering Boomi World 2018. Brought to you by Dell Boomi. >> Good evening, welcome back to theCUBE. I'm Lisa Martin, live from Las Vegas at Boomi World '18. Been here all day talking with Dell Technology CEO, Michael Dell, to Dell Boomi execs, customers. We're joined by a couple of gentlemen now, one is a customer of Dell Boomi, that's Peter de Lange, from Digital Angel, the CEO and co-founder, welcome, and Mike Veldhuis, co-founder of Nalta, which is their transformation partner. Guys, thanks so much for joining me on theCUBE this afternoon. >> You're welcome. >> You're welcome. >> So, I first saw you this morning on stage, saw you accepting your award. This was Dell Boomi's first time honoring and recognizing customers so congratulations on being the winner of the Emerging Technology Award, but let's start by just giving our viewers an idea of, we'll start Mike, with you, Nalta, as a Boomi partner. >> Yup. >> Tell us a little bit about Nalta. What do you guys do, what makes you unique, where are you based? >> Well, first of all, we are from Holland. You know, so, for us it's great to be in Vegas, great to be in the U.S. and tell our story over here. We started in the Netherlands, in 2000. We're not a very big company compared to many large U.S. companies. We're a team of 60 people, and we started as an infrastructure company in 2000, already a Dell partner and we had a software department as well as software company and what's so cool about I.O.T. and the stuff we build nowadays is that we combine those two disciplines integrate I.T. platforms like we did for Digital Angel. >> So let's talk about Digital Angel. Thank you, Mike. First of all, I love the name, there's a lot of significance to that. We talked about award winner for Dell Boomi. Tell us a little bit about Digital Angel. What was the genesis of creating it not so long ago? >> Well, um, first thing was, if you're looking at what's happening in healthcare, one thing that's really important is getting qualified caregivers, because there's a big shortage on that. Next to that, if you look at the development of the baby boomers, the older or the seniors are, the group is growing, and on the other hand, the caregivers are less available. So how can we match that? So we need new technology. The first question was, or the main question, can we connect smart healthcare products to the internet? And maybe with those products we can help the healthcare sector. >> Give me an example of some of those products that you're talking about. >> The first product we have connected to our platform is a smart mattress. >> A smart mattress? >> Yeah, it's embedded with light sensors and it measures, for example, the way a person lies on a mattress, but it also measures the heartbeats, breathing rates, all those data variables. >> Wow. That's pretty cool, smart mattress. So, you had this idea, really kind of nothing in the Netherlands, or even here in the U.S. at the time, but healthcare is one of those industries that obviously, we're talking about life or death situations. There are so many devices that are not connected, and people can lose their lives as a result. So, walk us through this concept of a smart mattress and how you're working with manufacturers to build that and then we'll get to how you're working on transforming with Nalta. >> Yeah, no problem. Well, starting off from the question, can we connect, yes we can. Next of the factors is we need a platform to land all the data in. We need customers like manufacturers because they must produce products that are able to generate data. So the first one was the mattress, the next one is a bed, a wheelchair, so we already have several products live within approx situation. That's where we got off, yeah. >> So Mike, talk to us about when you first started engaging with Digital Angel. A presumably unique opportunity to really transform an industry, save lives, talk to us a little bit about when you guys got together to really take this idea and really help it grow and help transform an industry. >> First of all, for us, it's wonderful to work on such a huge case. Like you said, you're potentially saving lives and I.T., sometimes, is so I.T.-ish. You're talking about technology, tools, applications, technicians, engineers, it's all in that I.T. level, and that's perfectly fine. They're solving problems and challenges. But, talking about a business case or business itself is so energizing because you can actually tap into a customer's needs and help them find solutions for the challenges they have. And in this case, we are talking about I.O.T., internet of things, which is a little vague. Digital transformation is even vaguer. >> Right. >> So when Digital Angel approached us with this, on first sight, very simple need, we want to connect a mattress or a device to a platform to present the data and the insights of this device to the end customer in favor of the patient, it's our job to start questions, questioning, and listen and put it on paper, write user stories, get a clear picture of what the actual need is. Then from that, we build our first project and our first product, and eventually the first platform. That became the Digital Angel platform itself. >> And you've done this in a very short period of time. >> True. >> Uh, yeah. I think the, >> Eight months? >> No, no, no. It was faster. The first version was within seven months. >> Wow. Seven months. >> Yeah, and that's the beauty of if you can cooperate with people with knowledge like Nalta in a partnership, but also the availability of components like Dell Boomi. >> Yeah. >> So you can fasten up the process to create new things and that's really important to get much further and get things done. >> So let's unpack that a little bit more. Dell Boomi's platform as kind of a fueler, maybe some power to your platform? >> Mhmm. >> Talk to us about the integration, how you're using it specifically and what some of the new things that they announced this week, how does that excite you about being able to grow your business? >> Well, the thing is, and that's what Mike explained, is listen to the needs. So, we have needs as a company, Digital Angel, next to the fact that patients also have needs. How can we translate that into technology? So, the question we asked Mike, or Nalta, we must have a platform that is able to be completely flexible, so that's the basic, it must be able to do the analytics, if necessary. There's a long list of things we have to have within the platform and then, it's Nalta who is answering that question. >> Yeah, we translate it into a Boomi solution. And I think what's innovative, we just came out of a breakout session and one of the questions we got we were telling the Digital Angel Story and our story, how we work with customers, where does Boomi fit in? Does it come at last, what is the reason you put Boomi into the solution, just for moving data from point A to point B? The answer to that is that we have Boomi at the core of the design itself, so we start with Boomi, it's not an afterthought, it's not that we have a solution an application and now all of a sudden we have to tie it into a different ecosystem. We start with Boomi, and that's very powerful because we have all the time and flexibility to choose the best of great solutions around this Boomi solution, and that's what we've done. >> So, looking at this unique opportunity, to be able to transform average, everyday hospital products into smart devices that can actually influence the pace of care, the treatment of care, innovation. That's pretty remarkable. I'd love to understand, Peter, from your perspective, what are some of the actual results that you're starting to see maybe in the Netherlands. >> Yeah. >> You mentioned, I think before we went live that you're starting to come over here. Give us some of those tangible nuggets that you're like, this is why we're doing this, this is why we're helping these organizations connect. >> By having the platform and connecting all of those products, you have to know several things. When you are visiting healthcare institutes, one of the things is, we are using networks on 165 apps already, so we need another one. We already use I.T. related products, so, I'm busy with a patient and I have to scribe from one app to the other to get my information, but the thing I see is single information, because I can see the blood-pressure or the heartbeat or something like that. So if it's possible, can we combine that? So in the back end we can combine all the data of the different products and it enables us not only in the background, but also on the front end to have one user interface, so we don't need all the 165 apps. So we are creating time. >> Creating time? >> Yeah. >> Interesting. >> That's really interesting, and with that time, as a caregiver, because we know there's a shortage on caregivers, the right care at the right moment, to the right person can be given, and that's one of the goals we have and can already see as a result. We can also calculate saving, but the most important thing for us as the company, we want to improve the quality of life and not so much talk about savings. One of them is, the first digital product we've created, based on the data, saves 6000 dollars a year, for one digital product, for one patient. So that's in numbers. That's results. That's real, real results. >> I've never heard anybody talk about a business outcome as creating time. (laughter) >> But, in healthcare, we've talked about that a number of times, it's essential. So, last question, Peter, for you. You've mentioned expanding to the U.S., because of the things I find shocking in 2018 almost 2019 is you have a loved one who is in the hospital and there are so many people that come in to do rounds and they all have devices and nothing is connected. How are you going to help us in the U.S. to resolve that problem with Digital Angel? >> I can answer that with another example. One of the things was, if we are able to see how a person lies on his bed, and the care institute has a protocol, and the protocol says, you have to turn these patients each and every three hours, what we did know in total 30 to 50 percent of the people turn around themselves during the night. So you don't have to turn them. >> Interesting. >> Even if you turn them, the chance of example, pressure sores, is much higher. >> Really? >> Yeah. 30 to 50 percent. >> Wow. All of this by evaluating data. Well, gentlemen, I wish we had more time it's such an interesting use-case. Peter, congratulations on the award, Mike you as well. >> Thank you very much >> Thanks so much for stopping by theCUBE and talking to us about how you guys are helping to transform an industry. >> Thank you very much, for the opportunity >> Thank you. >> We want to thank you for watching theCUBE, I'm Lisa Martin. Stick around John Ferger and I will be back with our show wrap in just a short minute. (upbeat music)

(upbeat electronic music) >> Live from Las Vegas, it's theCUBE. Covering Boomi World 2018, brought to you by Dell Boomi. >> Welcome back to theCUBE, we've been live all day at Boomi World 2018 in Las Vegas. I am Lisa Martin with John Furrier. John, this is the second annual Boomi World, the first time theCUBE is here. We've had a great day. Started things off with Michael Dell, who I really found it very telling that Boomi, as a business unit of Dell Technologies, that the CEO of Dell Technologies comes here to kick things off this morning. What is your impression after talking with Michael and some of the folks from Boomi, what is your impression of Boomi? >> Well I think Michael Dell has talked about, he always talks the same talking points, 'cause we've done them so many times, he's got the traditional Dell business, Dell Technologies business foundation, you've got EMC merger of equals, but he's quietly been incubating some key flagship directions. One is VMware, which hasn't been incubated, it is quite a market leader in virtualization, the relationship with Amazon, so VMware is kind of its own, the main flagship. Pivotal has been really core. So he talks about VMware, Pivotal, and the portfolio of Dell Technologies. So I think for me the big takeaway from this event is that Dell Boomi is the third flagship of the kind of armada of Dell's future. So having Michael be here, he could be at VMware in Europe, in Barcelona, he's here. He sees Boomi as a core linchpin to connect into the growth of Pivotal, which has been growing off VMware, and now you've got Boomi coming up the rear, saying, hey, we could actually tie stuff together. And they solve a problem that the average productivity developer or IT person, who doesn't want to write a lot of code, they call it low code, to deliver kind of the assembly and integration of the next generation applications. So net new applications while improving existing. And this is under a category called Integrated Platform as a Service at an enterprise level. So I think Boomi is becoming a strategic part of the Dell playbook. I think that's a big surprise to me because Boomi is known, but their growth has been phenomenal, 80% numbers he said. So this has been kind of a coming out party for Boomi in the sense that this is real. >> I'm curious, though, why do you think, so the Dell Technologies companies Pivotal, RSA, VMware you mentioned, Dell EMC, Virtustream. Why is it that you think that Dell Boomi is a business unit of Dell Technologies and not one of those, part of the seven-eight standalone companies. >> Well they bought them eight years ago and it's evolving, so it's organically grown and it's on a relevant weight. The relevant weight is cloud native, cloud scale with data as a value proposition that's the scale horizontally. So from different database you want to pull that data into realtime. That's a key integration point whether it's APIs for stateless applications or having statuses with data. This is the battleground you're seeing with Kubernetes, you're seeing it with network services at the micro services level, so they solve a big problem. The rest of Dell is just a massively huge portfolio of products that solve the enterprise other problems. So why have 26 vendors, he said, when you can go to Dell and get all the basic things you need but have an enabler for the future. And that is really about having that bridge to the future and that's what Michael wants and that's what Dell's doing is just saying, look it, VMware runs your stuff and a lot of stuff around it Pivotal's going to integrate you in with cloud, cloud-native, cloud-foundry, and do all these things, and Boomi's going to help tie it all together. That's a nice value proposition, that gives customers comfort in my opinion. I think that's a good story and I think Boomi could be a big part of that piece of the puzzle. >> We heard a lot about trust today, we hear a lot about trust, John, at every event, talking about data needs to be trusted, but Dell Technologies, and Dell Boomi as well, as a trusted advisor, you mentioned the growth numbers, I think 80% last quarter that Michael Dell shared this morning. Chris McNabb, the Boomi CEO, also talked about that. But they've also grown this, it's doubled in its second year. It's gotten too big for San Francisco. They have 7,500 plus customers and counting globally. They're adding five new customers a day. One of the things that I heard pervasively throughout the day is how symbiotic Dell Boomi is with their customers, with their employees, and with their partner ecosystem. So they now come and say, with the iPaaS market, fifth year in a row as a leader in the partner MQ, but now they've come out and said today, we want to redefine the I in iPaaS. iPaaS is a well established market, they're now saying, we're going to use intelligence, and I think it was north of almost 30 terabytes of anonymous metadata, and as Michael has said a number of times, companies need to be using their data as a way to identify their competitive advantage, and they're doing that. >> That's a core value proposition and I think Boomi is undervalued in my opinion the way the market sees them because no one has yet valued how important the insights are out of it. Because people are just now starting to operationalize this notion of, well, I can get insights out of a legacy, value critical mission system in a cloud native environment. So these new value propositions that are emerging and Boomi, it's easy to say, hey, on the face of the numbers, okay, the purchase price per customer is low, but the value's high, the value of the data's high, so I think the only thing Boomi's got working against it is its own success could be a problem on the ticket. So there's a lot more revenue around Dell than what Boomi's doing on a straight product basis. They've got a great product market fit, check the box there, that's a great thing. Question is, if I'm a competitor, I could say, oh, I'm going to put them in a box, but they do more. There's so much going on around Boomi that I think Dell's smart in saying, okay, the purchase price that they're going to get in bookings revenue is x, but the value's high enough, that's why the growth is there on the sales side, but the actual contribution to overall Dell is much higher. So I think Boomi could be a very strategic piece of the puzzle for Dell. >> It really sounded like that today from Michael Dell on down. And they came out today and said boldly, Dell Boomi is your transformation partner really carrying on the theme of Dell Technologies World which theCUBE was at just about six months ago which was all about digital transformation, IT transformation, security transformation, workforce transformation. That theme at Dell Technologies World of the platform of the possible extended here with Boomi, unlimited possibilities. >> Yeah, I think people look at the cloud and then they try to figure it out and I think it's pretty clear that the SaaS business model shows the scale. But there also used to be an analogy in business where it's kind of like McDonald's or fast food and people always move from station to station. In IT people are now wearing multiple hats so you're going to see that the trend move towards multiple hats, people wearing multiple hats and managing multiple things. Boomi allows that to happen because when they do integration they don't have to go back and fix it. So you can ship it and move on to the next thing which could be another task. So I think the people management side of the culture of DevOps is a big thing. >> And Michael talked about that, the people culture, the change management. That's really challenging. And we asked him to share, well, Dell Technologies now, 34 years after he started his business in his dorm room with $1,000, probably couldn't have imagined it is becoming what it is. But this is an organization that has transformed itself dramatically, and had to transform its people and culture to, I would argue, be the fuel for that digital IT security transformation. >> It's the fuel for the rocket ship, and that's what Dell was talking about. It's very interesting to see how they play it out but I think Boomi's got some upside big time for Dell and I think that the customer traction shows that the data value in integrating fast and having that low code automation is a winning formula. It's in line with where VMware's going, it's in line with what Pivotal's doing, and it's in line with this digital transformation trend. I think that's what they're talking about. >> Well I enjoyed hosting with you today, John. I think it was a really interesting event and I love unpacking things like integration. It's so much more than that, and they did a great job of articulating that. >> We talked about Kubernetes too, when Kubernetes came out on theCUBE too. Always good to get those Kubernetes soundbites. >> We talked about blockchain as well, and how Boomi and partners are enabling customers to really take advantage of a blockchain. They're announcing some support with that. IoT, as Michael said, speaking of boom in Boomi, there's going to be a boom at the edge. Again, that was a theme from Dell Technologies World that came here today, and some of the customers, the last customer we just had on-- >> Yeah, I mean, the thing that I'd say too is Boomi's got this cool vibe going on, but remember Boomi was born in the cloud that means they're cloud native. All their stuff is cloud, so they understand the culture that they're selling into. And I think that gives Dell a cool factor here and very cool and relevant with the trend lines. So I think they've got a good opportunity. Great to host with you, great time. >> Excellent. Well, thanks John. >> Thanks. >> We want to thank you for watching theCUBE. Lisa Martin for John Furrier from Boomi World 18. Thanks for watching, we'll catch you next time. (upbeat music)

(upbeat techno music) >> Live from Las Vegas, it's theCUBE. Covering Boomi World 2018. Brought to you by Dell Boomi. >> Good afternoon, welcome back to theCUBE's continuing coverage of Boomi World 2018 from Las Vegas. I'm Lisa Martin with John Furrier and we're welcoming back to theCUBE one of our alumni Nima Badiey, Head of Technology Ecosystems from Pivotal. Nima, welcome back. >> Thank you for having me back. >> So Pivotal, part of the Dell technologies part of the companies, >> Yeah. >> You guys IPOd recently. And I did read that of the first half 2018, eight of the 10 tech IPOs were powered by Boomi. >> Well, I don't know about that specific. I know that tech IPOs are making a big comeback. We did IPO on the 20th of April, so we've passed out six-month anniversary if you can say. But it's been a distinct privilege to be part of the overall Dell family of businesses. I think what you have in Michael as a leader, who, he has a specific vision, but he's left the independent operating units to work on their own, to find their path through that journey, and to help each other as brethren, as like sisters and brothers. And the fact that Pivotal is here supporting Boomi. That Boomi is within our conference of supporting our customers that we're working together really speaks volumes. I think if you take a look at it, a lot of things happened this week, right? So a couple weeks ago, IBM's acquiring RedHat, this morning VMWare's acquiring Heptio. That's a solid signal that the enterprise transformation and adoption of cloud native model is really taking off. So the new middleware is really all about the cloud native polyglock, multiglock environment. >> And what's interesting, I want to get your thoughts on this because first of all congratulations on the IP, some are saying Pivotal's never going to go public, and they did, you guys were spectacular, great success. But what's going on now is interesting. We're hearing here at this show, as other shows is, cloud scale and data are really at the center of this horizontally scalable cloud poly proposition. Okay great, you mention Kubernetes and Heptio and VM where, that's all great. The question that is how do you compete when ecosystems become the most important thing. You worked at VMware you're at Pivotal. Dell knows ecosystems. Boomi's got an ecosystem. Partners, which is also suppliers and integrators. >> Yeah. >> They integrate and also developers. This is a key competitive advantage. What's your take on that here? >> So I think you touched on the right point. You compete because of your ecosystem, not despite your ecosystem. We can't be completely hedgemonic like Microsoft or Cisco or Amazon can afford to be. And I don't think customers really want that. Customers actually want choice. They want the best options but from a variety of sources. And that's why one of the reasons that we not only invest Dell ecosystem but also in Pivotal's own ecosystem is to cultivate the right technologies that will help our customers on that journey. And our philosophy's always find the leaders in the quadrant. The Cadillac vendors, the Lexus vendors onboard them and the most important thing you can do is, to ensure a pristine customer experience. We're not measuring whether feature A from one partner is better than feature B from another partner. We really don't care. What we care about is we can hand wire and automate what would have been a very manual process for customers, so that, let's say Boomi with Cloud Foundry works perfectly out of the box. So the customers doesn't have to go through and hire consultants and additional external resources just to figure out how two pieces of software should work together, they just should. So when they make that buying decision they know that the day after that buying decision, everything's going to be installed and their developers and their app dev teams and their ops teams can be productive. So that's the power of the ecosystem. >> Can you talk about the relationship between Pivotal and Boomi, because Boomi's been born in the Cloud as start up. Acquired eight years ago. You're part of the Dell Technologies family. VMware's VMware, we know about VMware doing great. You guys doing great. Now Boomi's out there. So how do they factor into and what's the relationship you have with them and how does that work, how do you guys work together? >> Perfect question. So, in my primary role at Pivotal is to manage all of our partner ecosystems, specifically the technology partners. And what I look for are any force multipliers. Any essentially ISVs who can help us accomplish more together than we could on our own. Boomi's a classic example of that. What do they enable? So take your classic customer. Classic customer has, let's say, 100 applications in inventory that they have built, managed, and purchased procured off from shelf-to-shelf components. And roughly 20 or 30% are newish, green field applications, perfect for the cloud native transformation. Most 80% of them or 70% are going to be older, ground field applications that will have to be refactored. But there's always going to be that 15% towards the end that's legacy mainframe. It can't be changed, you cannot afford to modernize it, to restructure it, to refactor it. You're going to have to leave it alone, but you need it. Your inventory systems are there. >> These are critical systems, those people who think legacy as outdated, but they're actually just valued. >> No, they're critically valuable. >> Yes. >> We just cannot be modernized. >> Bingo. >> So a partner like Boomi will allow you to access the full breadth of those resources without having to change them. So I could potentially put Boomi in front of any number of older business applications and effectively modernize them by bridging those older legacy systems with the new systems that I want to build. So let's do an example. I am the Gap and I want to build a new version of our in-store procurement system that runs on my iPhone, that I can just point to a garment and it will automatically put it in my, ya know, check out box. How do I do that? Well I can build all the intelligence. And I can use AI and functions and I can build everything it's out of containers, that's great. But I still have to connect to the inventory system. Inventory system... >> Which is a database. All these systems are out there. >> Somewhere, something. And my developers don't know enough about the old legacy database to be able to use it. But if I put a restful interface using Boomi in front of it and a business connector that's not older XML or kind of inflexible, whatever, solo gateways. Then I have enabled my developer to actually build something that is real. That is customer focused. It is appropriate for that market without being hamstrung by my existing legacy infrastructure. And now my legacy infrastructure is not an anchor that's holding me back. >> You had mentioned force, me and Lisa talk about this all the time on theCUBE, where that scenario's totally legit and relevant because in the old version of IT you have to essentially build inventory management into the new app. You'd have to essentially kill the old to bring in the new. I think with containers and cloud native has shown is you can keep the old and sunset it if you want on your own time table or keep it there and make it productive. Make the data exposeble, but you can bring the cool relevant new stuff in. >> Yeah. >> I think that is what I see and we see from customers, like OK cool, I don't have to kill the old. I'll take care of it on my own timetable versus a complete switching cost analysis. Take down a production system. >> Exactly. >> Build something new, will it work. Ya know cross your fingers. Okay, again and this is a key IT different dynamic. >> It is and it's a realization that there are things you can move and those are immutable. They're simply just monolithic that will never move. And you're going to work within those confines. You can have the best of both worlds. You can maintain your legacy applications. They're still fine, they run most of your business. And still invent the new and explore new markets and new industries and new verticals. And just new capabilities all through and through without having to touch in your back end systems. Without having to bring the older vendors in and say can you please modernize your stuff because my business is dependent and I am going to lose that. I'm going to become the new Sears, I going to become the new Woolworth or whoever. Blockbuster that has missed an opportunity to vector into a new way of delivering their services. >> When you're having customer conversations, Nima, I'm curious, talking with enterprise organizations who have tons of data, all the systems including the legacy, which I'm glad that you brought up that that's not just old systems. There's a lot of business critical, mission critical application running on 'em. Where do you start that conversation with the large enterprise, who doesn't want to become a Blockbuster to your point, and going this is the suite of applications we have, where do we start? Talk to us about that customer journey that you help enable. >> That's great 'cause in most cases the customers already know exactly what they want. It's not the what that you have to have the conversation around, it's the how do I get there. I know what I want, I know what I want to be, I know what I want to design. And it's how do I transform my business fundamentally do an app transformation, enterprise transformation, digital transformation? Where do I begin? And so, ya know, our perspective at Pivotal is, ya know, we're diehard adopters of agile methodology. We truly, truly believe that you can be an agile development organization. We truly believe in Marc Andreessen's vision of software eating the world. Which let's unpack what that means. It just means that if you're going to survive the next 10 years you have to fundamentally become a software company, right? So look at all the companies we work with. Are you an insurance company or are you delivering an insurance product through software? Are you a bank or are you delivering banking product through software? Well, when was the last time you talked to a bank teller? Or the atm, most of your banking's done online. Your computer or your mobile device. Even my check cashing, I don't have to talk to anyone. It's wonderful. Ford Motor Company, do they bend sheet metal and put wheels on it or are they a software company? Well consider that your modern pickup truck has... >> They're an IOT company now. (laughing) (crosstalking) Manufacturing lines. >> That's what's crazy. You have a 150 million lines of code in your pickup truck. Your car, your pickup truck, your whatever is more software than it is anything else. >> But also data's key. I want to get your thoughts since this is super important Michael Dell brought up on the keynote today here at Boomi World was, okay the data's got to stay in the car. I don't need to have a latency issue of hey, I need to know nanosecond results. With data, cloud has become a great use case. With multicloud on the horizon, some people are going to throw data in multiple clouds and that's clear use case, and everyone can see the benefits of that. How do you guys look at this? 'Cause now data needs to be addressable across horizontal systems. You mentioned the Gap and the Gap example. >> That's great, so, one of the biggest trends we see in data is really event streaming. Is the idea that the ability to generate data far out exceeds the ability to consume it. So, what if we treated data as just a river? And I'm going to cast my line and only pick up what I want out of that stream. And this is where CAFCA and companies like Solice and any venturing networks and spring cloud functions and spring cloud data are really coming into play, is acknowledgement that yes we are not in a world where we can store all of the data all the time and figure out what to do with it after the fact. We need timely, and timely is within milliseconds, if not seconds. Action taken on an event or data even coming through. So why don't we modernize around, ya know, that type of data structure and data event and data horizon. So that's one of the trends we see. The second is that there is no one database to rule them all anymore. I can't get away with having oracle and that's my be all, end all. I now have my ESQL and SQL and Mongo and Cassandra and Redis and any other number of databases that are form, fit and function specific for a utility and they're perfect for that. I see graph databases, I see key value stores, I see distributed data warehouse. And so my options as a developer, as a user is really expanding, which means the total types of data components that I can use are also expanding exponentially. And that gives me a lot more flexibility on the types of products that I can build and the services that I can ultimately deliver. >> And that highlights micro services trend, because you have now a multitude of databases, it's not the one database rules them all. They'll be literally thousands of database on censors, so micro service has become the key element to connect all these systems. >> All of it together. And micro services really a higher level of abstraction. So we started with virtual machines and then we went to containers and then we went to functions and micro services. It's on an upward trend necessarily as it is an expansion. Into different ways of being able to do work. So some of my work products are going to be very, very small. They can afford to be ephemeral, but there may be many of them. How do I manage a cluster of millions of these potential work loads? Backing off I can have an ephemeral applications that run inside of containers or I can have ridged fixed applications that have to run inside a virtual machines. I'm going to have all of them. What I need is a platform that delivers all of this for me without me having to figure out how to hand wire these bits and pieces from various different either proprietary or open source kits just to make it work. I'm going to need a 60 to 100 or 200 person team just to maintain this very bespoke thing that I have developed. I'll just pull it off the shelf 'cause this is a solved problem. Right, Pivotal has already solved this problem. Other companies have already solved this problem. Let me start there and so now I'm here. I don't have to worry about all this left over plumbing. Now I can actually build on top of my business. The analogy I'd use is you don't bring furniture with you every time you check into a hotel. And we're telling customers every time you want to move to a different city just for business meeting or for work trip we're going to build you a house and you need to furnish it. Well, that's ridiculous. I'm going to check into a hotel and my expectation is I can check out of any other room and they'll all be the same, it doesn't really matter what floor I'm on, what room I'm in. But they'll have the same facilities, the same bed, the same, ya know, restroom facilities. That's what I want. That's what containers are. Eventually all the services surrounding that hotel room experience will be micro services. >> And we're the work load, the people. >> And we are the work load and we're the most important thing, we are the application, you're right. >> I love that. That's probably best analogy I've heard of containers. Nima, thanks so much for stopping by theCUBE, joining John and me today. And talking to us about what's going on with Pivotal and how you guys are really helping as part of Dell business dramatically transform. >> Been my pleasure. Thank you both. >> Thank you. >> Thank you. Thank you for watching theCUBE. I'm Lisa Martin with John Furrier. We are in Las Vegas at Boomi World '18. Stick around, John and I will be right back with our next guest. (light techno music)

>> Live from Las Vegas. It's theCUBE, covering Boomi World 2018. Brought to you by Dell Boomi. >> Welcome back to theCUBE, we are continuing our coverage of Boomi World 2018. I'm Lisa Martin in Las Vegas with John Furrier and we're welcoming to theCUBE, Pragnya Paramita, Senior Product Marketing Manager at Dell Boomi. Pragnya, welcome. >> Hi, nice to meet you guys. >> So second annual Dell Boomi World, we had Mandy Dhaliwal, your CMO, on shortly, ago who said doubled from last year. Some of the really cool stats that caught my ears and eyes this morning during the general session are 7500 plus customers globally that Dell Boomi has now. You're adding five new customers everyday. There are about close to 70 different customers speaking at this event. The customers are coming together to share how Dell Boomi is helping them on this nebulous, daunting transformation journey. Talk to us about some of the news coming out in the last couple of days, and as a product marketing manager, what are some of the things that excite you? >> I think, after the last few weeks, what we've been able to put out in the market with our partnership with the Blockchain consortium has been really exciting. To be working for a company that's always been at the cutting edge and looking to do things at the cutting edge, just as an employee, that's like a really cool thing to be a part of. But what I'm really excited about is tomorrow's Keynote. And I know we've probably been teasing everybody through the day about tomorrow's Keynote but I'm really excited to unveil what we are going to be showing you guys tomorrow. >> So one of the things that's exciting about you guys is that the product market fit is clear with customer traction. As you guys look at, say, Blockchain smart contracts, this is about business, so you're messaging around, connecting businesses with developer integration as a starting point with low code is a productivity question, it's a foundational question. As you have this platform, what's some of the product positionings that you guys are looking to expand on? Obviously we heard Michael Dell today say, data tsunami, scaling AI. These are questions that people want to have answers. Is that how you guys see the positioning when you go to market? >> So, at first positioning I think the true value that we do provide our customers is fast time to market, so I think speed and the ability to do things efficiently and being the first to market is what our customers really value and we want to be able to power that so that's goal to our positioning in the market. The other one is flexibility. I think with each vendor and consolidation happening around in the market, people are marking their turfs and territory and in this day and event, at Boomi, we really want to be an open ecosystem. You bring your data, you bring your application, you bring your cloud. You could have a hybrid environment as you operate your business, Boomi will connect to everything, and I think that is a cool part of our messaging that we want to make sure customers understand, we want to make sure the market understand that we'll be true to that. >> As you got the cool technology with the Cloud-Native, you guys are born in the cloud, still operating at cloud scale, as you sit at the product marketing meetings and think about the customers, you're solving a lot of problems, there's a lot of check boxes on the solving customer problems but you also want a position for the future. So I got to ask you, when you look at your customer base holistically, what's the core problem that you guys solve for your customers? >> I think unlocking the value of the data, customer data. So it resides in siloed application, it resides in parts of business that some... So if you're not the American business, your ability to interact with your Australian counterparts is not only restricted by time zones but it's also restricted by laws and data protection and all of those things which governments are waking up to. And to be able to do that securely, to be able to do that at a scale, is something that we want to be able to deliver to our customers. And I think our ability to be a Cloud-Native platform allows us that flexibility to do it in a way that customers feel comfortable and again, are able to get some value back from their data. >> So about six months ago, the Gartner Magic Quadrant for IPAAS came out and once again I think, John, we've heard today for the fifth year in a row Dell Boomi is a strong leader. I'm curious, six months later, now, today, you guys said we are re-imagining the I in iPaaS. From a market that's well established, highly competitive, that now customers, it's not just about integrating applications, it's integrating data from new sources, from existing sources, to be able to identify new revenue streams, new products, new services. What is it about this re-imagining the I to be intelligence, that, in your opinion, is going to further really kind of elevate Dell Boomi's competitive differentiation. >> So, the true differentiation is that in the market, we were the first who were a Native-Cloud application. So the value of that single instance multi-tenant cloud application is what we are really leveraging as part of our intelligence in the platform. So many of our competitors and other vendors in the market have probably caught on to this whole cloud thing in the last couple of years. But at the end of the day, we have 10 years of a lead with them, that would be hard for them to match. And again, it is value from what customers have been doing on our platform, so our ability to look at that enormous amount of data anonymously and then provide value back to them has been really critical to our success in how our customers have found value and I guess with the ability for us to leverage AI and machine learning capabilities within the platform, we want to be able to make it much more easier for our customers. >> So in terms of business initiatives, some of the key ones that Dell Boomi targets are e-commerce, order to cash, Customer 360, as well as onboarding. Talk to us, I really like that Chris McNabb, in the general session this morning kind of opened the kimono and said, "Hey, we found, "through the voice of our own employees, "we weren't so great in this particular area." Talk to us about the Dell Boomi employee onboarding solution and how it was really born based on your own internal needs for improvement. >> So I joined a year ago, I was employee number 300 something, and this year we are at employee number 700 plus, maybe going onto 800 at the last we heard, so you can imagine the scale that the company is growing at and for us and I guess what Chris articulated this morning, employee onboarding was becoming a choke point, not only in making sure employees are productive faster, but are also enjoying this new company that they've decided to, you know, become a part of. We, at Boomi, as Boomers ourselves, do really value our culture a lot, but that didn't quite reflect in the employee onboarding experience that we were providing, and I think that was a big stimulus, Chris shared the numbers of our NPS scores that he saw, for him to say that hey, we are running at a really fast pace but this is critical issue. >> Pretty big negative number a year ago or six months ago on that end. >> And as a CEO, he decided this is a priority, but then as we went through this exercise, what we were able to find out that it's not only a challenge that we are facing, but our customers, both large and small, continue facing that issue. So the approach that we took was while we were solving our own employee onboarding challenge, we were able to productize that entire solution and create an accelerator. And the value of that accelerator, it's a common problem, we know it is a problem that happens at scale, and at a certain scale it becomes really detrimental to your business. But then your business is really unique so we cannot give you a one-size-fit-all solution that you can go and turn on on day one and it'll work. What we are giving you here is a framework, we leveraged it, we had great results, we are more than happy to share that back, that something that took like 92 days for an employee to get access to 27 applications now takes minutes, like literally five minutes. What took about 19 admins across the organizations who were doing this as a second job almost, because we're a small company, the guy who bought the license for this new software that he wanted his team to use, became the admin for that product, and now his team is, from seven people, it's now 52 people. But he's still the admin of that product, along with managing that solution, so all of that effort was consolidated from 19 people to like two people, that's real gain there in just employee productivity that we have been able to standardize. And what we are doing now is taking the solution and the accelerator package to our customers and we are having some great conversation with many of our customers who had initially looked at Boomi and said like, hey, you guys provide us an integration solution to our problem. But at the end of the day, onboarding, as within an organization, is a cross-functional issue. It ties together workflows from your finance team, from your benefits team, from your recruiting team who is getting the candidate to your HR, who is going to make sure-- >> Facilities where you sit, all kinds of data. >> All kinds of things, and making sure you have your laptop and your badges and all of those things on day one. So a lot of people in the organizations are like these silent heroes who are making sure that every employee who shows up on day one has a good experience but there's only so far that a manual process can go, and being able to automate that process, and a good reason why we are now able to do this is because of Boomi Flow. The ManyWho acquisition that we did last year, it has opened doors for us to have conversations with our customers where we are like, you have cross-functional processes, you need to be able to automate them as much as possible and let your employees actually do more value added work instead of being, you know, sending emails and then collating emails with data from every place, putting it in a spreadsheet, adding that to your SAP, or your workday system and-- >> So that sounds like that's the consequence of two problems, I hear this right, one, data silos and manual or purpose-built applications that are dependent upon data silos. No data silos allows for automation, and then everything kind of goes away and solves the problem. Is that right? >> Yeah, absolutely. So cross-functional workflows are something that when people try to solve, they end up causing the integration problem at the end of the day. So you try to solve for one thing but then integration is always at the core of it. With Boomi, because we are coming integration up, we sort of automatically solve for that, but then with Boomi Flow, what we are able to do is we are able to abstract that away from users who don't really care about how you're going to get two applications to work together, so if you are in the HR team, you just want to make sure that here is the value proposition for the organization that I hired these employees for, they get to see that. I don't really care if your 15 applications need to work together at the backend. (cross talking) >> American Airlines example's a good one, they've hundreds of integrations, some will ship it and forget it. They won't have to remember it, hey, number 52, what was that again? Solved the problem but broke this over there. That's kind of the problem that is the core issue, right? >> It's a core issue. So we have a session later today with American Airlines, and MOD Pizza. So, both of them are a study in contrast. MOD Pizza is an organization that was founded a couple of years ago, around the same time that American Airlines and US Airways merges was happening. So the session is very interesting because you get a perspective from a company that started in 2011 or 2013, and took an approach of being a Cloud-Native infrastructure. So they make choices where all of their applications are in the Cloud but then when they grew at a certain scale, employee onboarding became an issue, they came to Boomi and how they are solving it, and on the flip side of it, you have a perspective from a large organization that around the same time relogged that their employee onboarding issues and then looked at Boomi and then said that, hey, how can we solve this? And as they said in the Keynote, good is not good enough, you need to have a great experience. >> Well you've also raised your NPS score 168 points, and now you've got an opportunity to reach customers in a different way, like you said to be able to integrate these functions and have to work together, that abstraction layer is critical for the business being more efficient and more productive. Finding new revenue streams faster, being more competitive, and really unlocking the value of that data so it can be used across multiple business units within organizations at the same time. Pragnya, thanks so much for stopping by and joining John and me on theCUBE today. >> Yeah, it was great talking to you guys. >> We appreciate it and have a great time at-- >> Hope you have a great Boomi World. >> Absolutely, off to a great start. Thanks so much for your time. For John Furrier, I'm Lisa Martin, you're watching theCUBE, Live from Boomi World 18 in Vegas, stick around, John and I will be back with our next guest. (light music)

(upbeat music) >> Live from Las Vegas. It's the Cube. Covering, Boomi World, 2018. Brought to you by Dell Boomi. >> Hello everyone, welcome to the live Cube coverage here in Las Vegas, the Wynn Hotel for Dell Boomi World 18. So, exclusive coverage. We're here all day. Wall to wall coverage covering the impact of cloud native to application developers and owners and for businesses. I'm John Furrier with Lisa Martin here. We're here with Michael Dell. 13th time on the Cube. He's the founder and CEO of Dell Technologies. Continuing to defy logic. Growing leaps and bounds. Continuing to do more in the new era of IT and computing. Mike, great to see you. Thanks for coming. >> Great to be with you. Lisa, John, always fun. And here at Boomi World it's really exciting to see the ecosystem continue to grow. As people try to connect everything together Boomi is right there. Incredible business last quarter. Booking growth, 80%, 7500 customers. I still can't find a customer that doesn't need Boomi. The team continues to evolve what the capabilities. We've just had a great show here. 1000 customers showed up. Lot's of great customer stories about how they're integrating all their apps and data together. With the tsunami of data that is coming, it just gets more and more important and interesting and fun. >> You know, you mentioned on the key note stage with CEO Boomi, talking about some performance numbers that you always throw out, server growth. Continuing to grow, okay. The pundants were saying oh servers, that's cloud server-less. You still need compute, networking and storage but they do change with the cloud and SaaS has proven that business model of as a service is key. Boomi's got this little secret weapon around the unified platform that integrates a lot of these traditional components that is still going to be foundational but yet set up the next wave around AI, Edge, data tsunami that you mentioned. This is a key variable in the architectural shift. Can you talk about how you see that playing out? Because you got a couple big pieces on the chess board. VMWare, the continuous Dell Technologies portfolio kind of as the table stakes. This is kind of interesting new architecture. Explain how you see that. >> Pivotal, Dell EMC, VMWare. >> So a lot of pieces. >> Right. >> How does Boomi play into that? Because if it does be a glue layer if you will for lack of a better word, it can be very powerful. >> Yeah, so the challenge is when you go to Software as a Service, how do you connect the things together? Now, connecting 1 or 2 together is pretty straight forward. But when you start having 50 or 100 of these things, and then you've got on premise systems and now you want to have actions like an employee does something and based on their roll then something else happens, you have work flow. And then you get this, you go from a couple billion PCs to 5 billion smart phones to 100s of billions of connected things out there with this explosion in the edge. How you integrate and connect everything together with work flow and do it securely is super, super important. So we're seeing just an explosion of use cases. There was some great examples from a city digitizing and being able to detect leaks and when traffic lights aren't working. The used cases are pretty unlimited and Boomi and Pivitol play sort of at the top layer for us so the applications and integrating all the data and allowing customers to express their competitive advantage with software and data and AI and machine learning. And then of course we've got VM Ware to virtualize everything from the data center to the network and beyond. With NSX, what we're doing with NFE and software to fine win. And then of course we're the initial infrastructure company. Absolute number 1 in all aspects of the data center. And growing much faster than any of the competitors. >> And I want to also get your thoughts on VM Ware announced up to this morning, actually Barcelona time for VM Ware Europe, the acquisition of Heptio. >> Absolutely. >> Okay, Pat Kelson said in VM World, we're going in, we're going to make Kubernetes the dial tone. This is a key architectural component around orchestration. Containers certainly everyone knows, that's been standardized. People love containers. They're using them. As applications need to be more efficiently built out, out of the Boomi's value proposition, Kubernetes and these cloud native things are super important. What's your view on that? Great acquisitions, very young company? Not 34 billion dollars for a Red Hat like IBM bought but a small tuck in. How important is that trend for you? >> Well, think about what we've done with Pivitol and VM Ware together with the Pivitol container service and now adding Heptio with 2 of the 3 founders of the whole Kubernetes movement. We're going to be making Kubernetes just part of the dial tone of vSpheres. So for virtually all the customers out there, 600000 of them that use vSphere, it'll just be super easy to now have Kubernetes containers built into their vSphere environment. That's the vision. We've got a great team working on it across VM Ware and Pivitol and now the Heptio team. Adding to it. We're super pumped about all this. >> If your friend asked you at a party this weekend, hey Michael, why is Kubernetes important? What do you say to that? >> I guess it would depend on how much they know about this. >> They're a business owner responsible for application development. >> Yeah. >> They are owning to transform their organization. They realize clouds going to be a part of it. They here Kubernetes really popular, it's trending. But it's a technology. A lot of people are now getting this for the first time and seeing it as the early dopples have shown it. They try to want to know the impact and why it's important. Why is Kubernetes important as you start to get into this orchestration of apps and work loads across clouds. Why is it important? >> I think people don't want to get locked in to a particular place when it comes to their infrastructure. Kubernetes has clearly won the battle in terms of being able to be that abstraction layer. That's the simple thing that is super exciting. When it sort of went from cloud to hybrid cloud to multi cloud, people realized they wanted a 2 way street where they could move things back and forth. And now with the edge, they want to move it to the edge. With the distributed core. This explosion in data, this dat tsunami really requires a whole new set of tools in terms of the software infrastructure to be able to make it all work. >> So transformation is ... You're talking about Dell Technologies now. 34 years later you have 7 corporations under that. Done a lot to keep those brands, as they're very valuable. Dell Boomi as a business unit. Transformation is essential and Dell Boomi wants to be the transformation partner. It's also incredibly difficult. IT transformation. Digital, security, workforce. Dell Boomi works and Dell Technologies with a lot of large enterprise organizations that are still probably fairly not as well connected as they should be to find new value, new business dreams. How do you talk with customers, large enterprises that need to transform to stay competitive? Where do they start? And how dose the Dell transformation story in and of itself help those customers feel confident in what Dell Technologies can deliver? >> Right, well first thing I'd say is we actually work with customers of all sizes. We have an enormous business with small and medium and large customers. We're number 1 across the whole spectrum. We serve 99% of the Fortune 500. Since your question is about those types. They're looking at the digital transformation and figuring out this is really not an IT project. It's about technology becoming pervasive in everything that they're doing. From sells to marketing, to product creation to their whole fundamental strategy. So then it shows up in the office of the CEO and business line executives and they're having to reimagine. And so they look for a partner and Dell Technologies is very unique. 2 years and 2 months ago we put together all these companies and it's been fabulous. We've been growing double digits consistently and the response has been great because we can deliver a complete set of capabilities. Now you're right, change management, and how do I do it in my company, that's a big deal. So they're pulling on us to bring them more of a ... The don't want us to show up with a bunch of parts and drop em off. They want us to actually build them a solution that is specific to their needs. Help them implement it. In many cases, run it for them. So we do much of that ourselves with our own services organization. 60000 plus people in our services organization. And of course we have the best, all the great SIs out there that are helping customers implement and run and manage like I said, 99% of the Fortune 500. We're right there with them in this digital transformation. Of course we do the IT, the workforce, the PCs and of course security. Unbelievably important. Your whole brand trust is all based on that so we wrap the whole thing with security and no company has the breath that we have. I think we've kind of won the hearts and minds of the decision makers because of the capabilities that we have. Not that we take it for granted. We have to go earn that trust every single day. We have unbelievably talented people in our company. Over 20000 engineers. Scientists, PHDs. About 90% of them are software engineers. This is a very different company than it was 5 or 10 years ago. We're having a blast. It's a rocket ship, so. >> I had a chance to interview an IT leader and his name is Allen Bean. He's the global CTO and head of IT innovation at Proctor and Gamble. He brought the cloud to Coca-Cola. Has had a career all in IT going back to DHL in the 90s and 80s. So we were talking and I asked him, does IT matter. And Dave Alampi always brings up the book by Nick Carr. And we always talk about it. >> Love it. Such a fun topper, yeah. >> And so he says, quote, at that time some people thought it didn't matter, everyone was kind of complaining, but he says it does matter. It's a competitive advantage. And over the decades IT was outsourced. And now people are trying to bring that back in and make it a competitive advantage. This is now ... It's a mandate basically. So as people who have been kind of anemic with IT, they've got people running stuff but eventually outsource all the value. They got to bring that value in. Cloud is that opportunity. How do you respond to the leaders out there trying to figure this out. What are the keys to success around bringing back the competitive advantage and using the cloud for things that aren't core to the core competency but getting that core competency nailed down. What's your vision. >> Yeah, well, look, I mean, it's all about understanding what is your competitive differentiation and advantage as a business. And if you give that away to somebody else, you're going to be out of business in not too much time. Packers applications are great for things that aren't differentiated. But if you actually do something that's unique and valuable and special and you can't express that in software with your own data, you're going to have a problem, right? This is what companies are figuring out. This is what we're doing with Pivitol and Boomi allowing companies to build all this together. And look I think as it relates to cloud, customers have figured out it's multi cloud, right? It's a workload dependent discussion. Some workloads are great in the public cloud but in many cases, not so much, right? As we've modernized and automated the infrastructure we have customers that tell us hey our private cloud for our predictable workload, which is 90%, is 5, 6 times less expensive than AWS. We're building these converge, hyper converge, like the fast track to the automated modernized infrastructure. And look, you can decide. But we're seeing customers that want to move things back and forth and we're seeing a bit of a boomerang. Where customers have said oh everything you upload to the cloud, and no, not everything. >> And the digital transformation really is making IT a competitive advantage. So I had a long ranging interview. It's up on YouTube. I asked him a final question. I always said, okay, so you know, he's transforming Proctor and Gamble. I said okay, as you look ads and all those things what's the next mountain that you're going to climb? You're an IT pro, you said in the agenda. And I'll read you the quote. I want to get your reaction. He said, "I think we're looking forward. Latency is still an issue. We have to find ways to defeat latency and we're not going to do it through basic physics, we're going to have to change out business models, change our technology, distribution, change everything that we're doing. Consumers and customers are demanding instant access to enhanced information through AI and machine learning right at the point when they want it." So this is his next mountain. This is kind of what you were talking about on the stage here at the Dell Boomi event around the impact of AI and data. What's your reaction to that quote? >> Well to me this is all about the edge and 5G coming around the corner. And you look at all the big telcos. They're all piling in on 5G because it's 1000 times faster and 1000 times less latency. That's going to be a big turbo charge. The rocket ship. And it will just create an explosion in data and compute on the edge. And a lot of it's going to stay on the edge. Because you'll have these edge devices talking to each other. A whole new class of applications and capabilities because of that. That's super exciting. We're already seeing it with this build out of distributed core. And that's why we see so much growth in the data center business. >> So Michael, Dell Boomi, if you look at Boomi for a second, was named by the Gartner Magic Quadrant of 2018 as a leader in Ipads. Today they talked about ... >> Again, I think 6th or 7th year in a row. It's been there for quite some time. >> An established leader in an established market. But today they were talking about, hey we want to change the, we want to redefine the I in Ipads to intelligence. How is Dell Technologies and Boomi particularly starting to leverage terra bites and terra bites of customer meta data to make your systems smarter? To enable businesses to truly connect. Prim, edge devices as things continue to get more distributed and data becomes more critical? >> Yeah, so, the key to AI and all of its variance of machine learning, deep learning neural network is the data. The data is the fuel for the rocket ship of AI. And the challenge is, if you have your data spread out in 100 softwares of service providers and 3 public clouds and here and there and where's all your data? We don't really know. How do you fuel the rocket? It becomes a very difficult problem. This is the problem that we're beginning to address for our customers. We're going to have an event all about AI coming up I think next week. Where we're going to be talking much more about this. We got a number of offerings that we're rolling out. We've been helping customers for years build their data lakes and curate the data. And of course Pivitol and Boomi are essential to how you bring all of this together and make sense of it. Because if you just have all the data but you can't actually use it. If you're not already using AI and it's variance to improve your products and services, you're doing it wrong. We've identified over 450 projects just within Dell Technologies internally. As I mentioned on stage, we've sold about 700 million computers since I started in my dorm room. We have enormous telemetry data. Imagine, if you will, that something doesn't work exactly the way it's supposed to. Okay? What's the chance that has never happened before? >> Zero. >> The answers almost zero, right? Our job is to take all this data that we have, use all this intelligence and actually prevent it from happening. So we're building all kinds of intelligence and AI and preventative technology into all of our solutions from the data center to the desk top to the edge, to the multi cloud so that all these systems are just self healing and auto magically way more reliable. >> Auto magically, I like that. It just sounds like what you're saying is Dell Technologies articulating it's value and it's differentiation because you're using that data. >> You have to. >> To identify insight, to take action immediately. >> And to your point about the big companies, they have an advantage but it's a bit of a time value expiring advantage. They have the data that the new entrance don't have. >> Right. >> But they have to activate it quickly with this new computer science or else they'll be dinosaurs, right? Nobody wants to be a dinosaur. >> Michael, what's the business drivers, and you talk to customers all the time, that they're seeing and that matter most to them. Is it agility, is it transform the customer employee experience, compliant security? How would you view the pattern around the most important business driver for your customers that are trying to put the business transformation together with digital. Could you comment just anecdotally what you see? >> I think every customer is a little bit different in their journey. Some customers, security is number 1. Because of the kind of business that they're in and it just has to be that way. For other customers it's how do I increase my speed to the solution. It used to be we need a new feature. We'll get it in a year or 2. How about never. Does never work for you? That's kind of the old IT. Now with agile development you've got, what we're doing with Pivotol cloud foundry, you've got companies implementing, these are giant companies. Biggest companies in the world. They're implementing new things like in 2 or 3 weeks. It's amazing how fast. Speed and as a chief executive, that's what you crave. How can I take this new requirement that I heard from the customer and turn it into a feature that I can go offer very, very quickly? That's what you want to be able to do. It's what we used to be able to do when we were little tiny cubs. How do you do it with 200000 people? >> I want to get your thoughts on a trend that you popularized early on in your career, the direct business model, you also had the just in time manufacturing kind of ethos of build it, build to order, really streamline efficiency. So I want to kind of take the leap to now a new generation with cloud native where you have workflows and efficiencies. You have integration. So in a way the customers are now going direct to their customers and wanting to compose and build solutions. As you said on stage, these are going to be new problems that not yet have been identified. New solutions. So that customers have to be what you did. They got to build their own. So they got to build their own, they got to have the suppliers, they got to have the code. How do you see customers being successful if they want to take that efficiency approach? Kind of be 5 nines if you will in this new modern era. Because this is the challenge that they have. They have to build their own. They need suppliers. They need you guys. How do you see the customers being successful in that scenario? >> Yeah, I think what they're trying to do is shrink the time from when at that point of customer interaction, they can use the data to make the service and the product better and if it's like this lengthy value chain with all these different intermediaries and it takes weeks or months or never, that's just way too slow. They want it to be like instantaneous. How do they create that direct relationship with their customers? I only had 1000 dollars when I started so we couldn't really afford much so each dollar you invest very carefully. We just kind of out of necessity came up with some ideas that ... >> You were efficient because you had to be. >> We didn't have any choice, right? >> So when we talk about integration, we talk about it's the foundation of digital transformation, we've talked about IT, security, workforce. One of the things that you mentioned earlier that I'd like to get your perspective on, a different view of transformation is cultural. An enterprise organization as you mentioned has a huge advantage of a tremendous wealth of data. With that amount of data and the need for speed as you just talked about, where, in your opinion, and your experience, is cultural transformation as an enabler of an enterprise to really be able to react that quickly to develop new products, new revenue strengths? >> Yeah, I think it's a big challenge. And a lot of customers struggle with change management. You never want a good crisis go to waste. We sort of grew up in the business where it was change or die, quick or dead. If you don't do it you're gone, right? This was just the way our business, this was just how we had to compete. It's what we grew up in. And I think what's happened is more and more businesses are that way now. It requires the business leaders to say hey friends, we've got a real challenge here and we've got to move faster. It is change or die, it's quick or dead, I think for all businesses because this is the fastest time ever but it's the slowest time relative to the future. It's just going to get faster and faster. If companies ... The only way you get good at change is to do it more frequently. And so if you've never changed anything for 80 years in your company and all the sudden you start trying to change, it's really hard. You just have to start. >> How do you inspire say employees at Dell Technologies who've been with you for a very long time to be able to be open and agile themselves to help facilitate this transformation? >> I believe we built it into our culture that they understand that change is good as opposed to change is bad. If you fear something well then it's bad, right? We precondition people to say okay we're going to change something. Not to say every time we change something it works perfectly. We make mistakes, we learn, we trial and error. That's all fine. Fail fast. But you need a culture where you can embrace change. No question about it. I think a lot of companies that didn't really have that are figuring that out and either by crisis or by leadership or by some combination they're then forced into it. For me, it's what we grew up in. Because hey it's a tough world out there. >> Mike, I want to ask you a final question. Thanks for coming on and spending the time with us. Great interview here. Good length. Recently in the news with a lot of commentary from us as well as the industry around IBM buying Red Hat. I made a comment around the innovation piece of this and I want to get your thoughts on that because when you bought EMC, it was a merger of equals. You integrated that and the growth that you've been successful since then, I want to get your perspective. I want you to take a minute to explain to folks watching, when you did the merger equal with EMC, what happened? You've been successful integrating the organization. What innovative things have you done since the EMC merger of equals? Take a minute to explain, again, there's a lot of moving pieces on the table. You got VM Wares, you got Pivitol, you got Boomi. A lot of moving parts in your plan. You've been successful with the numbers. Financial performance shows it. Take a minute to explain what happened, where's the innovation coming out of Dell Technologies? >> So in hind sight, it looks pretty obvious, right? You take the leader and servers and the leader in storage and you say hey infrastructure hardware goes together. And by the way, if you have the leader of infrastructure software, VM Wares, you put that all together. Wow, that'd be really great. And turns out it was. It was actually much better than we thought. And so customers have really bought into that and then with Pivitol and Boomi and Rsave, Virtustream, Secureworks etc., we have such a complete set of capabilities that customers have said, hey, why do I want to buy from 20 smaller less capable companies and integrate it myself versus you guys will just do all this for me. If they were buying from 2 or 3 or 4 parts of Dell Technologies they'll say, well, why don't we just take the others, right? We been picking up huge amounts of share across the whole business. I'm talking about like 10s of billions of dollars of growth here. There's clearly a consolidation going on in the kind of existing parts of the industry but we've also got massive investments in the new cloud native parts and software defined, and security. It's been a real blessing to be able to pull all of these teams together. We had this relationship with EMC going back from 2001. We were very early supporters of VM Ware. We had a theory of victory and it's played out very well. The teams have really gelled enormously well and the customers have continued to give us their trust. >> I think, first of all servers, storage, networking is never going away. It's the holy trinity of anything in computing. Just looks different and consumes differently. But I think people underestimate the execution innovation that you guys have done. You didn't skip a beat. VM Ware didn't skip a beat. So things have happened, so that was a challenge of the integration. >> Not everybody predicted that it was going to go that way. It's actually gone much better than even we had planned. The revenue synergies have been much larger. >> Well congratulations and thanks for taking the time on the Cube. Michael Dell is here inside the Cube here at Boomi World 18. Dell Boomi World. It's the part of Dell Technologies. We think of them being the power engine for data processing, data growth, powering AI, integrating all the application workloads. I'm John Furrier with Lisa Martin. Stay tuned for more coverage after this short break. (upbeat music) >> Since the dawn of the cloud, the Cube has been there. Connected.