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

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

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

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

>>Live from Washington DC. It's the cube covering Boomi world 19 how to bide bullying. >>Welcome to the cue of the leader in live tech coverage. Lisa Martin with John furrier live at Boomi world 2019 in DC. John and I are pleased to welcome one of our next guests, Rajiv Ahuja managing director, Deloitte consulting. Rajiv welcome to theCUBE. Thank you Lisa. So just saw the news yesterday, a partner summit, Deloitte named the 2019 innovation partner of the year. Congratulations to Deloitte on that. >>Thank you very much. We are very proud and honored to be an innovation partner with Boomi Uh, it's been a great journey with boomi. >>You are worldwide partner of the year last year. Talk to us about the Deloitte Boomi partnership, the Alliance, all the good stuff that's going on there. >>imooBSo we've been a boomi partner for a number of years now and our partnership has grown leaps and bounds over this time. Uh, we picked up Boomi as a, as an Alliance partner as years back because of the strength of their product. Phenomenal innovative product, great I-PASS platform. Uh, we love booming because of not just the features of its platform and product, but also because of the fact that it's easy to implement for our clients. Uh, it, it, it's easy to implement, uh, from a business perspective. Um, beauty of the product is that it has a lot of prebuilt integrations that it provides to our, our partners. Uh, and, and, and as a, as an Alliance partner with them. Uh, it provides by this all that we need from, in terms of training, in terms of, uh, you know, sales opportunities that we worked together with them on. >>As a management consultant and a global system integrator. You guys are, you work with a lot of big customers with big problems, big projects, broken down into smaller projects. What's the landscape look like from a customer? Digital transformation has been talked about for many, many years. People process technology. Why is Boomi doing so well? What's the, what's their secret sauce and what are the customers liking about booming? >>Excellent question. Um, so when we think about our clients right now, our clients are dealing with really business problems. They're talking about digital transformation. They're talking about, uh, cloud. They're talking about IoT, they're talking about, about, uh, how do we, how do they use AI? So those are the big problems that our clients are dealing with. Those are the big challenges and opportunities that declines have in front of them. And when our clients think of these, these opportunities and challenges are, there are three things that they need to deal with. They, they need to make sure that when they undertake these large transformations, they're able to easily integrate data that currently resides in a lot of their on-prim applications. In many of these transformation, the long pole in the tent happens to be the integration layer. That's what kind of holds back a lot of these transformation efforts. >>And Boomi is an excellent product to help them with that. A second area where clients kind of have to deal with Israeli, the speed of innovation. That's a big challenge that our clients have to deal with today. Uh, and, and, and, uh, you know, go another day is when you could bring out a new release of your product every three months, every six months. Our clients, customers, they need to see some new features every few weeks. And, and a large part about making change happen quickly is around being able to bring in the relevant data from your enterprise pretty quickly as well. And again, Boomi with its simplicity, uh, and providing an ability to simply integrate, uh, uh, products quickly. And you know, that helps with that agility as well as the speed of innovation or the number of projects increasing in companies. Because, you know, with data and agile application development, there's more projects happening. >>Do you see the numbers increasing? Can you share some insight into what that looked like? Is it a lot, is there order of magnitude? Is it changed? Is it the same game is 10, 15 years ago, but just broken down into smaller projects? One big project comes in. What's the, what's the, what's the project landscape like? >> So for us, uh, it's been, uh, a tremendous growth journey over the last 10 years. Okay. The number of projects, again driven by digital transformation efforts, cloud efforts, the number of projects, the kind of projects, the flavor of projects that is coming up. And the sheer volume of projects is around clients thinking about moving to SAS based application models, thinking about their digital transformation and then taking up more mobile as well as digital projects at this stage. Thinking about their, their uh, you know, big M and a deals at this stage. Uh, all these kind of changes within their environment and within their demands that their customers and the mining of them. That has really spiked up the level of number of projects that we see at the state. >>Are you seeing that in terms of the spike in projects similar between like an established business that might have all these silos of, of applications that don't connect versus like a, say a younger startup that might have a ton of data and they're trying to move so quickly? Are there the types of integration projects that they're needing to implement to transform? Pretty similar, >>so, so, eh, similar, but there are some unique characteristics for each of these. Uh, two uh, sort of buckets of clients I would say, or bucket of companies in a more traditional companies today. Really the need is around. Um, and I'll give you a few examples, right. Um, there is a big need among larger companies to, to move to cloud. A number of our clients have mandated that moving to cloud and taking their, their applications to the cloud is their priority number one. For a typical large sized company, their application landscape could be anywhere from about five to 600 applications in the ID portfolio to close to four to 5,000 applications. So if you look at that application landscape, the reality is that the push to the cloud at this moment of time across most of our clients, they have 15 20% of their applications in the cloud. They're using certain sass applications, they have their own custom applications that have been put on a cloud platform and then they still have a large proportion of their applications on prem as well. So that's the reality of application landscape. For our last scale clients and with this reality, the ability to integrate cloud to cloud applications, cloud two on-prem applications and on-prem to application on prem applications. That's, that's the key need for integration for our large scale clients. >>Reggie, I want to get your personal opinion on something. You've been in the industry for long time now. You seen many waves, maybe computer, client server, local area networking, inter networking, internet, web, web two. Dot. Oh, cloud cloud one. Dot. Oh, cloud 2.0 which we're in now. What is the big story in your mind, what's the most important story that in tech today in your mind and what's the most important story that isn't being told or isn't being shared? Talked enough about >>the, the big story that has been talked about and I mentioned earlier, right? Is, is multicloud that's the big story that kind of is on the surface. The big story is that ultimately everything has to be business driven. It's the customer that is demanding change from our clients. The customer is saying that they are, they want to just deal with mobile. The younger customer, which will be the customer for of tomorrow, they want to be mobile. Right? And our clients, whether it's financial services clients or retail clients or any clients, uh, in most of the industry, you know, that's where their mind is. They want to be mobile first. They want to be cloud first. So that's the big story that's being told. And every client across flawless, all all industries that we support, that's the same story that we hear at every line. Right? The second big story at our clients is, is that that, that the computational power as has gone has, has improved so much that IOT connections with IOT, that's reality now that is coming reality, that's becoming reality. The third big story at our clients is that the traditional on prem applications that run the core guts of our clients, they haven't gone away. They're here to stay for some time. Most of our clients want to transform their core applications, but, but they haven't yet spend the money to, to transform them, >>you know, and great perspective. Thank you for sharing that insight. Uh, one of the interesting things about cloud 2.0 I'm calling it cloud 2.0 cause we were kind of in cloud 2.0 world cloud one. Dot. O was compute storage scale up Amazon born in the cloud API APIs, agile grade cloud, cheap windows enterprise is hard. Multicloud hybrid cloud Coobernetti's containers, legacy infrastructure sins you mentioned. But one thing that's interesting and I'd like to get your thoughts on is that network management used to be a small white space. Then that turned into observability companies going public great solutions. So observability is now a big category. Automation is taking configuration management and turning that into a whole category around automation. Automation is a really big hot trend right now that's ultimately a data driven business driven opportunity. So observability automation, these are tell signs for cloud 2.0 what is your view on this? Someone who's been in the industry for while talking to customers as they start to think about standing up IOT or scaling up mobile automation's important. Data's important. What's your >>no, absolutely. At the end of the day it's all about data. At the end of the day, uh, when we talk about automation, right, and we're talking about end devices, we're talking about connectivity with the end devices, we're talking about our IOT and those connectivity. But at the end of the day, the heart of it is integration and bringing data that is residing either on prem, in core systems that you have all on the cloud in the courses from that you have, how do you bring that data at the forefront of your edge? A second key aspect around around cloud to auto is it's an ecosystem. Basically. It's an ecosystem place based basically not just in terms of sharing data within your walls and sharing data with your own ecosystem partners, but it's an ecosystem based play in cloud to Datto in terms of also utilizing what your ecosystem provides. So today there is really no need for a lot of our partners to kind of do a lot of lot of their compute inside. You know, when you think about AI, a lot of gold is available in the market today that you can leverage with your ecosystem players. So ecosystem players. Also another interesting aspect about cloud dude auto that often gets old. >>You talked a minute ago about you know, the, the need to have cloud to on prem integration on prem to on-prem, et cetera. And one of the things that I was reading about Boomi is, well, iPads used to be all about 10 years ago connecting on prem, sorry, the cloud to on-prem. Now it's any data source anywhere, any integration edge. You talked about that we have this as consumers, we have this demand to have everything mobile, right? Whenever, whatever it is that we want to call an Uber or maybe a CFO needs to procure some software. What, how does that influence Dillard's go to market strategy with Boomi knowing that booby is integrating on prem cloud edge? All of it? >>So great question. Uh, there are, there are really freaky, um, kind of opportunities that we see when we implement with our clients. Uh, the first big opportunity that we see is when our clients are, are taking a journey to the cloud. Uh, let's say many of our clients want to implement core SAS solution. They're implementing a net net suite solution, they're thinking of SAP S four HANA implementation on the cloud. They're thinking of both the implementation on the cloud, right? With any large SAS platform implementation, there is always need for connectivity to on-prem applications, other SAS applications at times two end devices, right? That's the point where we see a lot of our projects. That's the point where we see a lot of opportunity to help our clients using Boomi as an integration platform. Right? A second big area where we see, uh, our clients needing help is when in their life cycle there is a big event, for example, a big MNA deal, a big divestiture that that might be planning product launch or something significant, something significant. >>And at that point of time, for example, a typical divestiture deal, typically the company that is being so love at times as a part of the deal, the expectation from the buyer is that the core ID infrastructure that they're buying from the company would also be transformed as a part of the deal. And when that's the case and we have a number of examples of those where where you know as a part of the deal itself, the seller tries to modernize it infrastructure and the first thing they do is they go for a plethora of SAS applications to replace their core legacy applications and they want to integrate them very quickly. And that's another situation where we've seen a product like Boomi being very successful in helping us implement. So those are the two big use cases. And the third one is as obviously as you talked about around digital transformation, so driven by digital transformation, whether it's mobile alone or mobile along with transformations along with gain of some edge computational transformation. That's a situation where again, you know they're there, they're leading a large transformation within their organization. And a part of that is answer is making sure that from an integration perspective they standardize and that's where Boomi comes into a lot, a lot of picture as well. >>Well where do you have tons of opportunity? Tons of momentum. Thank you for joining John and me on the QB day, sharing what Deloitte and Boomi are doing together. And again, congratulations to Deloitte on the partner of innovation partner of the year. Thank you so much. Pleasure to talk with you for Regina and John furrier. I'm Lisa Martin. You're watching the cube from Boomi world 19 thanks for watching. Thank you very much.

>> 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)