brian lily is here he's the cio of Equinix Brian thanks for coming on thanks I'm happy to be here that's so you've heard the keynote this morning yes you heard the excellent messaging Franklin was just on very crisp it seems like there's a passionate audience here so first of all let's start with with equinix you guys are you know interesting company you're sort of at the heart of a lot of this cloud action tell us more about equinix well Equinix is a global data center provider we have 97 data centers around the world in 15 countries and we have over 500 cloud providers that host with us around the world and we're network neutral which is really besides sort of being high-end operational reliability etc we have 900 carriers in our facilities so if you're a cloud provider a content provider and you want to provide information access in the lowest latency highest reliability way to eyeballs all over the world Equinix is the place to be you have a mega global footprint fact we were at the AWS some of the few weeks ago the Moscone Equinix kept coming up you know we had a number of company that netapp on they talked about their partnership with you another another number of other companies that are working with you to get for instance close to some of the Amazon data centers and provide that that presence and that low latency and so you guys are really you know crushing it in the cloud talk a little bit about what you're doing with with with service now you know this whole notion that I t is all these disparate processes and running on spreadsheets is was that kind of what your operation was like free service now or described a little bit yeah I'd be happy to it was exactly like that so I've been it I've been in equinix four and a half years and when I came we had really we had done some significant organic growth we'd acquired some companies in Europe and Asia and and really hadn't pulled that all together and so we had six or seven disparate systems everybody was on their own process and and actually a service now had this great marketing program it was called cloud for clunkers and the clunker I think was they were specifically talking about but it was cloud for clunkers and and I thought that was kind of catchy and my colleague I have a goal that everybody that reports to me directly becomes a CIO and the CIO of JDS Uniphase Chris Beatty he had implemented services out very sign after I had left and he said Brian whatever you've put into whatever you're doing stop go with service now you'll never regret it and it was the best advice ever got so I got to give props to Chris implemented it and now we have one global instance that we're running all around the world all of our information I have a CIO dashboard where we're now all demand all demand coming into IT comes in through service now we have a google-like interface I can track projects incidents events problems requests our entire change management process is run through there so we're actually one hundred percent compliant with that so how did you do before you said you had six or seven different systems try to do all this stuff that's right and we had manual I mean we had manual effort right so so the itl does sort of your classical break fix I need help was done on one system the server team was done on a different system the network team on a third system email was have a you know so so when it came time you know sometimes your guys come to you and say hey I need some I need some heads I'm dying here I'm like show me the data baby show me the data and they couldn't do it or they stopped work for 56 days to gather the data to prove to me that they needed more head count well well now we we have metrics that are that are actually amazing we know we know exactly what our SLA Czar against each incident problem requests whatever by group we know it by by region we know where we have hotspots we know where we should automate to address things I mean we actually are running it like a business now which we couldn't do before so how about visibility to things like the application portfolio or the project portfolio just ServiceNow help you you know give you line of sight into those sort of critical initiatives yeah so so we started with the infrastructure and I think most companies start with infrastructure it's maybe a little more straightforward and so we started there but but then the apps guys it was kind of nice to see the out sky saw the infrastructure guys starting to manage their business like a business and often I don't know if you know but in that sort of in the in the IT organization the apps guys are closer the business infrastructure guys are sort of the guys you know under the hood or behind the curtain don't pay attention them mechanics mechanic they were mechanics well they actually were running their business like the head of infrastructure for me was acting like the CIO I mean he had command of the business we call it at equinix you have to have command of whatever business you're running and the apps guy said you know I want that so so we actually did a couple things we changed our interface to the business to us to be through service now it used to be for projects for application projects it had a different mechanism we move that now to a very clean form in service now that we we built and so now all application demand comes in all of our business systems analysis for both support and projects manage now their business and service now so now they both come to me with their dashboards with the demand coming into the team's by functional area if it's if it's apps we can see that finance is heavily asking for apps versus operations or sales or marketing so we actually now I go to the east staff meeting I report to the CEO and I go in with data that says look here's the portfolio of applications we have here's the request you're asking me to do let's prioritize these together I have a recommendation based on what i think is impact and business value but at the end of the day I'm the steward of the company's money it's not my money so you know but but now we have the visibility we can have the conversation we couldn't have the conversation because I really is a business value conversation I'm so that's that's impressive so Jeff summers brian is a CIO there's so many transformative things happening right now there's there's cloud there's computing power as a service you guys were quite dialed in without since you had a lot of that infrastructure but as a CIO with all the transformative opportunities that you have how are you prioritizing thing and how does this fall within those priority priorities when you're making the changes to your business and implementing new technologies that's a great quote thats a great question because the CIO is that I talked to and it's pretty interesting they're pulling their hair out but yeah I was 642 lat a hair before I joined idea uh-huh a CIO colleague of mine he we had this exact conversation because he goes you know he came over actually came over to see our implementation wanted to talk through how we had gotten there and sort of our journey was service now and and he said you know I really want to be where you guys are and he says we just haven't bubbled up in the priority yet because they're so busy either fixing or dealing with just organic growth or whatever so it's a really good question we we try and have a balance we have you know clearly operations of our data centers comes first so so that consumed so anything we can do there too and we're doing some really interesting innovation there with big data we've built some reference architectures with Accenture specifically around helping us manage that data center platform then sales and marketing I mean clearly got to bring revenue in the door and so the last but not least is finance legal HR and IT but but at the end of the day I try and do i call it the cio sprinkle where you know you even if you put large clumps of money or resources here you got a sprinkle a little bit everywhere and and service now was sort of our sprinkle where I said we have to do this to run efficiently as a global organization and and it was really the best decision I ever made and what's interesting is is now the business sort of looks over our shoulder and says hey hey what is that and we've now implemented service now for our HR function for our finance Shared Services Center for facilities now several different business functions want what we have so yeah we implemented it for us but it's we're spreading it yeah the other thing is because your data center Frank talked about the lights out aspect of as many processes as you can without people clearly running a big data center the less people you have running around those machines the better so with that as a reference within your own business you know how effective have you been using this this platform to kind of take people out of all these processes well I think I think we have so we we have a program called equinix on Equinix and what it is is it's how we use our own global platform to run our own business and you know we've got distributed because you can get real economies of scale if you distribute as opposed to just clumping into large data centers you can actually even if you have one of those you can have small footprints all over the world and increase performance and network hubbing and all that so we've done that for us well we don't necessarily have IT people in all those locations so we we've implemented a couple of things one is monitoring tool called science logic very very good very good tool that we've integrated with service now so all of our incident event monitoring is done on science logic but it integrates into service now so we have and I'll show this later today we have a incident p1 scroller we're right into service now these tickets are automatically open they scroll in front of everybody we have them on the wall absolutely we so in a go to door knock and everybody is aware of them and now that's a part of our sort of hands-off in these remote locations in particular but it just helped us manage our business again commander the business CIO has to have it so is that how it works with you mentioned HR is you have some other HR system sure there it's peoplesoft their workday whatever it is that you use work dank workday good love workday how you to hell awesome I do to their smoking hot yeah and getting it right I said happening so it's okay so you use workday so how does get just like that example how does the service now you know integrate with the workday how does that all work so so I think in most we're not a huge enterprise where over 3,000 employees now and we are global but I think as you start to of any scale you start to centralize into shared services so it you know in a previous company of mine it was called HR front line at equinix called HR direct and what this is it's a you know think of it as a small help desk for HR questions so if you have a question about benefits or pay or whatever you can call this number or you can submit an email to HR direct a tektronix calm and and we've taken those male aliases and and put that right into service now so they see and can track all the requests and what they've used so so it's it's in that sense of stand-alone how it's integrated is is they do a couple of things with the data the first thing they do is they say wow this question keeps getting asked how do we improve our FAQ s improve our communications to the employees because actually the data is there the information is there but they're not getting it so it helps them with their faq second is is sometimes it could be related to a workday piece of data that is wrong about the employee or whatever and and so then they can go and actually update workday so today we don't I don't believe we've got it integrated other than work days our source of truth for employees and so it with Active Directory actually is integrated with service now so we have all of our employees who can submit requests or who can act as technicians in the system I Brian so running low on time but last question I have is what advice would you give to your CIO peers that are thinking about you know automating their their their service management and kind of struggling with all these disparate systems people that are in a similar situation is you what advice would you give them maybe things that you would have done differently help help your peers out here sure I I would say this is something that is sort of table stakes you have to do this and if you have to do this start with something you know you can get your arms around so in our case I think why we're successful is is we started with number one sort of a Service Catalog like what are the services that you offer as a CIO that you're going to offer the business and mask the complexity of who provides those services to the end-user don't make them choose they know they want a computer they don't know which group so mass that you can marry that together I think the other thing is is as a CIO you've got to be a leader it's just like the sales exec who says to the rep you must put the data into salesforce com but then they never use it right so if you're the CIO I mean I've told my guys if it's not in service now don't even come talk to me don't even talk to me so now we run our project meetings out of it we run our our metrics meetings out of it you got to be a leader and and number one is demand that the data is in their number to demand that we have one process one system one set of processes consistent you're going to get people say well it's different in Germany it's different in Singapore baloney delivering IT is delivering IT that's my advice right fantastic listen thanks for stopping by the cube really appreciate the advice the insides the energy all right Jeff Frick and I'll be right back we're live at Las Vegas the knowledge conference this is service now's big event big customer event this cube silicon angles flagship telecast keep it right there boom right back with our next guest

okay we're back this is painful on time with Wikibon org and this is the cube silicon angles continuous production we here at knowledge service now's big customer event i'm here with my co-host Jeff Frick this morning we were broadcasting live from sa p sapphire my colleague john furrier jeff kelly and david foyer were down here but we're here in Las Vegas at the aria hotel we're here with dave schneider who's the senior vice president of worldwide sales and services at service now Dave welcome to the cute thank you for having me a lot of good energy here talking to customers said Brian Lily on from from Equinix great case study great story we were Jeff and I were at the you know the customer event last night just cruising around talking to customers talking to prospects everybody's really excited what are they what are they telling you I think what the colonists is that what what we're all about which is making customers successful in their journey both the IT Service Management and allowing IT to be helpful to the entire organization is actually working and that the value they're getting from the investment around our technology is yielding really good results for their country so when you go to meet customers you know describe paint a picture for us of you know new customers new prospects what's the environment like no I think it range is a lot between customer experiences so as people are becoming more and more comfortable to cloud idea service we're seeing people really just rotate naturally to that wanting to get away from fixed fixed offerings and traditional and hosted systems internal there into internal their networks so we're seeing a lot of excitement about that and then there's some disbelief there's some displeased but actually after all these years of trying that they can actually make IT an effective part of an organization and our tools and our solutions really help them do that so when you say all these years of time what have they tried that's not work it seems like they've tried everything they've tried they tried remedy the tribe Peregrine they tried I have a corona motor tool right absolutely so I think what happens in IT is it you know they've been the Forgotten ones they've been the ones that didn't have the opportunity to invest as the other lines of business for a below best to keep themselves competitive in the marketplace now we're giving them best-in-class tools so that they are no longer hindered by the lack of sophistication they want that so you get your getting penalized in a sense by you know the past failures of other initiatives right that's the big barrier that you have to come over it is that inertia the existing disbelief is that right I think there's some disbelief also I think I T is often starved for resources i T is a cost to an organization not necessarily seen as a benefit by the financial parts of the organization however if used correctly they can be turned into an asset class and make the whole organization more competitive this morning we had GE talking on stage and they were able to do a massive transformation using the tool to generate millions of dollars of cost savings and additional revenue streams yeah I mean I've been saying to me this is all about global scale and demonstrating IT value and excellence throughout the organization are you finding that you're so we talked about sort of your prospects when you go in when you go in after customers implemented let's say for a year or so what's different what's changed and particularly i'm interested in that notion of IT value is their heightened awareness of IT value throughout the organization well so i think part of what happens is IT changes the perception of IT and organization gets changed through the transformation with our tool they go from as we we often say the Department of node or the Department of now that's a real thing and that that kind of confidence the swagger that the people have nit for IT kind of gets reestablished and you see people really proud of doing what they're doing and knowing that they're bringing a real value to their their customer is really an important part of what we do so the new confidence that these organizations have on delivering value of their customer the ability to support and integrate hundreds of tools potentially into a single platform record that's transformative to a CIO or to an IT executive who didn't know where things were in when the bad things would happen they couldn't tell what was causing the event and know how to fix it so what questions do you ask prospective customers what's your sort of list of top two or three questions that you start with I think first of all is why would you continue down the path that you are if there is something better what what would keep you from doing it and then we also look for other initiatives that are important to the business where what's driving them so if they've done a lot of integrations through acquisitions that's a huge opportunity for cost savings and aggregation into one one set of tools okay let's talk a little bit about your sort of sales organization you guys I think have these show you let's let me back up a little bit so you start with it I presume incident management problem management maybe even change management is that right is that the starting point so we get brought in to solve a lot of different problems now in an IT organization so it's not uncommon that someone would think about replacing their old help desk or incident management system we always say help desk is sort of like to four letter words you really try to make the desk go away because our customers don't want us sitting behind desks they want us to be out talking to them or they want to self help themselves and so we start maybe with looking at the historical systems very quickly we try to get into a much broader conversation okay and then my understanding is your sales organization has evolved where you will both look at existing customers helping them utilize the platform further beyond maybe just the core helpdesk an incident management problem management and utilize service now as a platform for other areas can you talk about that a little bit so went once when we get involved with a customer the customer is a customer for life so we kind of have a mantra inside of service now which is love that customer and if you love the customer and you do things for and on behalf of them teaching them about the technology and how they can benefit from it we get additional businesses they're more and more successful so every time we interface with the customer it's an opportunity to throw them an opportunity to make them more successful every time they do something to add technology around us they're saving money and probably growing their license business with us but having a pretty good at bit so it's interesting when we were at the event last night for the people who weren't here there were pictures of cakes all over the place there was there was cakes on the table and there was a slideshow with cakes and I said so what is the story with the cake what's in it and I kind of know the stories but it's good to follow till you said about what's really cared about a lot of us like sugar so there is that there's this common desire to celebrate so actually it was solving not not coming tonight well it's not common IT but it actually started with one customer or a couple different customers well when we went go lives the customer actually themselves they didn't go buy a store-bought cake they baked their own cake and they would decorate the cake in various ways and most of them had service now or Thank You service now it's part of it they really viewed this as a setting free element and so they were celebrating like a birth or a wedding like anything else that we celebrate in life they were celebrating with a kick and so it became a tradition I can't tell you how many hundreds of cakes I've now eaten but it's really a fun thing to do and it kind of keeps on a life about life of its own and sometimes I'll do interim cakes when they do go live with a new module or other aspects and call those cupcakes it's it's interesting as they said we were down at the event last night talking to a lot of customers and potential customers and the vibe is very good and the other vibe that's that that picked up this morning I mean the Kino started at 8am right this is not a sleep and group of people these are people that are up and ready to go everyone was waiting to eat at six thirty they were on the ground and so these are people that are working you know they're they're getting stuff done this is not kind of a hangout tech crowd well I mean there was some hanging out last night there was all hang out last night however I will say this event is all about the customer more than eighty percent of the content is taught by customers to customers they come up with the content they're here because they want to learn and so they don't want to miss a thing they're going to bring the ideas back to their companies and implement change and so they view themselves through service now is an opportunity to make a massive the organization it's obviously a pretty darn good career move for a lot of the customers as well who gets successful with us but most importantly they want to be here and we're thrilled to have them because you know quite honestly I get energy i sat in that keynote presentation and I got so much energy listening to the panel I was fired up and ready to go David you guys have a ninety-six percent renewal rate which is that's the same how is it that you've been able to achieve that what what's the secret sauce behind that what a customer's tell you so it fluctuates a little bit but it's been a 95 plus 4 13 quarters in a row I think really the issue is if you do right by the customers where why would they go somewhere else the alternatives just aren't that good but most importantly if you're delivering value every day through an engagement if you're bringing technology to bear to solve a problem once you solve the problem you don't need to Joe try something else you look two ways to leverage what you've already built and moved forward so the four or five percent of customers that disappear many of those are through acquisitions right companies got acquired and went out of business very rarely is that they made a choice to go with a different technology you guys don't and maybe used to in the early days but you don't sort of overwhelm your messaging with with cloud you know some of these some of the SAS companies do can you talk about sort of how you sell to organizations and a little bit more more depth it's not a it's almost night not a hard core technology sell its really around business process and value can you talk more so we sell to multiple levels in a company so there there are folks that are functionally responsible for different aspects of what we do let it be incident management or help desk let it be people that are trying to build knowledge management systems or trying to do employee self-service those are different constituents that will talk to in a sales campaign and then we often will try to reach the CIO or an executive NIT you give them the message of what we can really provide because you know people don't start off thinking you know I want to replace my helpdesk them and end up with the RP for IT we've got to convince them or give them the possibility that that's or sorry paint the picture that the possibilities are real so to customers do they do I mean a lot so many projects today are not not IT projects their business driven yes and there's a business case around them and the whole ir r and r roi etc and pv whatever it is how do people conduct a business case for service now it ranges dramatically depending on what problem they're trying to solve but you know some of what we do is sort of like an oxygen water problem right you can't live today without breathing or drinking some water you can't live in IT without solving some of these problems so it's an oxygen issue the nice to have things are quickly becoming oxygen issues employee self-service are you kidding me you're not gonna have a system that lets employees help themselves why wouldn't you do that why wouldn't you have an automated password reset process to save money why wouldn't you do cloud provisioning to save money these are these are oxygen issues can't live without them type of problems for IT organizations and the reality is they're not getting the job done today so being able to show them a way to make it transformed is great we do intercede a lot of times during an upgrade process or during that consolidation phase where they realize we've got hundreds of tools and they're all in little islands they're not talking to each other and they don't have any data that they can trust so you strive for this consumer like experience we're hearing that a lot what are your customers telling you about oh how well you're doing that I think the exciting things we're going to see tomorrow with Fred's keynote presentation on the handheld on tablet device interfaces are really all about continuing that push towards consumerization nobody wants to use a green screen interface that was designed in the 80s anymore our customers are wanting the same kind of tools they had or they have when they go home when they use google or they use amazon they want the same kind of experience when they're at work and so we provide them the ability to make that happen and that's really transformative to how people perceive IT it is it is it more the IT staff that wants that type of experience or their their customers their clients and their own company are telling them this is our expectation if she said only use Google is only amazon is no I mean I go as far to say is if I'm going to an old guard custom or the old tools and I'm trying to recruit the generation that's coming into the workforce today and I'm showing user interfaces that looking at acquitted and old that employee base isn't going to stay there very long so if you want to be able to grow your business with today's talent on a global scale you need tools that look familiar and that people want to use I'm looking at your screen over there it looks pretty sexy it doesn't look anything like it did 10 years ago Yeah right so did your workforce like Frank's Lupin you're hiring by Mars what are you hiring what are you looking for we're hiring athletes we're hiring people to care we love that Natalie yeah absolutely i'll check out i mean if i could say it one way is if you want to love your customer and sell transformative technology and you want to be part of something that's bigger than you because that's what i'm looking for i'm looking for people that want to join us create something special make a difference not just in our lives which is nice and fun we're really focused on the customer is when you change your customers experience in their perception it has gifts beyond cakes it has gifts beyond making a great company these are lifelong relationships you'll have and even opportunity to that at service now well the enthusiasm here at knowledge is palpable you talk to the customers and they all smiles on their faces they want to be here they want as you said David share their stories most of the content coming from customers and then of course the cube so keep it right there I'll be back with Jeff brick David thank you very much for coming in the cube and sharing your story this is the cube this is knowledge we're here live in Vegas we'll be right back with our next guest right after this great thanks good

this one minute I'm here with my co-host Jeff Frick who we just fresh off of the AWS summit the Amazon event Jeff and I covered that and we're here at knowledge 13 now this conference is all about the notion of going from IT as a service organization changing high teas mantra from no to now that really is the theme of this conference and we're here with Frank's luton who's the president and CEO of service now Frank welcome back to the cube thanks good to be here that's good to see you again we had you on that vm world is great story when we first introduced service now to our community you just fresh off the keynote fantastic keynote by the way thank you you had strong themes i mentioned the from no to now you talked about itu gave a little little tongue-in-cheek joke about the line outside the the rmv the Registry of Motor Vehicles and that's sort of the the idea is you guys are transforming IT from an organization that is trying to manage demand push off demand saying no we'll get it in six months it'll cost you five million dollars to one that really is redesigning IT processes around the globe so first of all welcome back congratulations how do you feel after that keynote I have to work a lot of energy in that room and it was electrifying it was awesome well one of the one of the guys in the panel stopped when you had asking the question I think was the guy from NY yes he said even stop you looked at the audience said i love this crowd that was a great crowd we gave a little goop out to the audience so talk about from know to now how'd you come up with that theme and you know give us a little color behind you know it's it's actually not easy for for us to communicate about service now desk to to lay people in sight unless you have lived in sight I t you just most people don't even know what I t really does on the day-to-day basis right so we've lived a fairly insular existence because you know everybody knows what sales people do and to some degree about HR doesn't finance people but I t it's a bit of a you know a bit of a mystery to what most folks do right but most people do know however is that the service experience with IT has been and challenging what's all we say I mean it's been you know sort of a service experience where if you have to ask the answer was going to be no right because IT organizations have been super preoccupied with infrastructure rapid change in the infrastructure for the last 30 40 years nothing ever set still long enough for us to really master the architecture and the platforms are really stabilizing mature our systems and they have to keep moving so you get pretty cranky it's back to your organization having to live that kind of life so their their their reputation for service has not been stellar and I love making the joke during the keynote their ranking right down there with legal in the basement you know of the corporate enterprise you know so well so talk a little bit about sort of how you guys you know go into an organism's you start with the IT organization right in helping them sort of automated processes connect all these different processes but you've been through your platform expanding out to other parts of the organization the irony is that I T which is the most technology savvy organization in the price as the least management sophistication in terms of managing their own activity which you know I duck to the CIO of a very large consumer gets company he said where does she make her son it's inexcusable right here here we are running milk that going in dollar budgets and staffs with tens of thousands of people and we're running it on spreadsheets email excel project management tools this is ridiculous right we don't have real information in near real time and show that we can drive our business as opposed to being driven by it right i key executives have a tendency to run from one crisis to another with their hair on fire and that's sort of the mental model and a note of now message is about out of a get these people out of this you know reactive crisis mode to where they become full-blown business partners and they start you know bring your guide to enterprise and in a very transformative way or they become the people that bring innovation to the enterprise you know here's so much Frank about shadow I teach my colleague Jeff Frick and I were at the AWS some of the few weeks and you see a lot of these cloud companies you mentioned your keynote Salesforce the salespeople workday talk to HR people they sort n run IT certainly amazon is the poster child for shadow IT but you know Jeff we have that sort of notion where IT people are not the center of the new cloud universe but that's different for service now yes it's very different but the other thing brought up amazon your keynote and how they've kind of fine what kind of a user expectation experiences with an application on the web a level of service a level of delivery and then you've got AWS its kind of the girl child of shadow IT but you guys are coming in really as the enabler to let the internal IT guys actually have the tools to compete with with guys trying to go around it really exact with delivery platform I mean we're trying to turn the tables here right because the entire history of IT is one big end around righty the many computer was an end-around of the glasshouse client-server was really pcs you know dribbling into departmental environments suffer as a service was an incredible end around people in there didn't realize it was seeping into the enterprise right now things like 80 lbs now infrastructure right is actually finding its way so we're saying look you know worthy Enterprise IT cloud company right we are going to empower and enable IT to be driving rather than just being driven and being taken over and run over by by events because that's what's been happening here's the goodness IT can start withdrawing and getting out of the business of infrastructure which is what they've been doing forever infrastructure is very challenging pretty soon that's going to be somebody else's problem right infrastructure goes behind the cooking all you have to do is in network connection so that means that the role of IT is moving from you know keeping the lights on to you know we're going to be the people who are experts at defining structuring and automating service relationships and so does relationship management I mean at this and I make a joke about you know your hole in the inbox of email you know it's full of basically service relationships that are unstructured and unlimited and undefined right right and there is this incredible opportunity to go aptet with record-keeping workflow systems and that's what we want to enable and empower IT to do right we had to give you a quick example actually very interesting we talked to our one of our very large retail customers and the supply chain office unbeknownst to us went to IT and said hey we want to build this app what should we use and Ikey said no you should try and do that on service now what's the app a supply chain office in a retail environment what they do is they take requests all day long stores distribution centers suppliers and they're rebalancing you know product right place right time right right product and they were doing that everybody running spreadsheets and emails and people constantly calling what's the update on my request and they decide no we're going to go to a record-keeping workflow system and from the moment you know they started using that system all of a sudden they had full visibility to a what the volume was of issues that was coming in but the nature of the volume was how well they were doing on their SOS relative to their storage and distribution centers and they were able to structurally go after you know the things that were a constant them grief because they just didn't know right so very simply in very short period of time you know they transformed themselves from the supply chain all those Devils running around like a chicken with his head cut off the people that were actually driving to supply chain now now supply chain management in the retail organization it's super mission-critical right because their results are directly impacted by having right product right time right place simple example where we moving from email and Excel to a record-keeping workflow system any impact with literally within 30 40 days is enormous yeah you hear that a lot of people just using Excel using email we talked to we talking some customers last night we talked to some perspective customers that were in so to check it out and they were big Lotus no shop and is describing sort of the difficulties and challenges of it you will sign them up I can almost see it but the other thing so so this notion of your customer base is very powerful in fact I tweeted out I said the service now has a sick logo basis and we said is that a typo said no sick like that sick touchdown catch it isn't good yeah sick is it good but I mean which I we hear from land o lakes Red Hat metropcs KPM nor Brent I mean just on and on and on at Facebook Intel google or customers what are some other favorite customer stories you hear a lot of the same themes Frank you know we used to use spreadsheets with using email or reliant on all these disparate processes bringing them all together getting some some other you know favorite stories of yours for customers I I relayed a bunch of him on stage this morning right beasties it's just extraordinary to me the the corporate America I mean you mentioned some of them but you know the people we had on stage you know AIG you know coca-cola company's general electric demand this is United States Army right and they owe is yeah New York Stock Exchange eli lilly big pharmaceuticals bristol-myers squibb they all have the same set of issues they have a completely fractured fragmented sprawled acti environment right and here's the interesting history we have not had CIOs that long you know I T used to report into a division next sag or a regional exact and there really wasn't one person that was responsible for running IT throughout the global enterprise because it was just a decentralized function by the way example when you in Europe yeah I ray mighty and I certainly wasn't IT guy stuff and by the way it wasn't my priority either you know it was just by the way that's for some of the history you know comes from so CIO comes in and they are now charged with you're going to run this thing they're not running anything they're being run by it right so until you get to global IT processes I mean City another you know big name they set to as rogue global bank that we don't have global IT right it is the inefficiency and the lack of ability to drive and manage is unacceptable for these very sophisticated large institutions it's embarrassing really you know yeah I mean you really can't go global as a come you can't scale your business not having all these surprises so to me it's about global scaling and it's about the business value of both having ITB accountable but also have the metrics and the visibility to be able to demonstrate the value to the organization you see i SAT with our executive sponsor from bristol-myers squibb last night and she said i got data and i got it in real time and i know it's good so I'm not putting my service providers on their heels you know before they were you know everything was you know in the realm of you know interpretation and fuzzy fuzzy right and now it's like I have data and I'm driving and I'm changing behavior right so the empowering effective it has mighty organizations it's just stomach right I thought that empowering note that came up in your keynote was interesting how the IT organizations themselves and their presentation now to their internal customers are looking more like a company you know they're they're being cute there yeah I'm taking branding they're there they're not just button pushers in and as you said you know infrastructure operators they are trying to be contributors to the business and keeping some this automobile shade of nail them to it's even stronger than now yes they want to be contributors to the business but they want to be the playmakers they wanted me to go to guys give me the ball you know that that's where we want to you know take itt there that people that really understand how to change how work gets done the enterprise I thought you characterize the dwelling experience in IT people have been running from crisis to crisis and they need to be more proactive so talk about how your system allows them to be more proactive well it's all about going from a message oriented environment to a system or an a message or environment is the one way l know it's email it's text you know it's voice right that doesn't work because you know we're just talking right systems have the ability to drive behavior because you know every time you send an email you should think to yourself could i create a service request instead right because a service request has a defined data ship it goes into a database it gets assigned you know in a workflow operation it has metrics around it if it doesn't get responded to a certain amount of time it gets accelerated to the escalator to the next level or management right so the process is defined structure to automate it is going to run its course right whether you know people are participating in it or not with this great example one of our customers equinix delilah or Brian Lily's here actually is a CIO and he said they will sell funny you know we have a system that all my life cycle application where our developers check-in fixes and enhancement to a particular software release for an application and he says because they know to work flows is completely structured an automated everybody knows that they don't get their fixes enhancement in by a certain time poof the dashboards pop the higher-ups see you know who's behind and who's not and that the threat alone of the transparency and visibility that the process introduces causes everybody there run harder right so people won't have to run around with the whip like where are you you know the process is driving is like a hamster on a treadmill you know so Freki used amazon as an example of the user experience that you know you covet as a CEO of this company and you believe you're your customer base desires at the back end also when you talk about companies like Amazon and Facebook and Google they are super highly automated you also talked about lights out automation yeah now normally IT organizations are managed now they're managed by humans they're not highly automated are you are you seeing your customers able to get to that sort of vision that you're talking about that lights-out automation almost like the hyperscale guys you know it's a super important custody I said during the cleanup or were overstaffed and under automated NIT we have reams of people on staff any large financial institutions have tens of thousands of people on staff they're bigger than any technology company right why is that it's because things are very laborious laborious and manual right the processes that they run require so many touch points I mean one of the things that we always tell our customers when you can reimplement these processes do not take your legacy forward because your legacy is very manual you remember the inbox in the outbox when we have physical in boxes and other boxes and now we know we have our laptop why do we have an inbox and outbox right does this message really this cross why are you even involved in this process right so we have to invert the process it's not like wouldn't it be nice for you to be involved in this process there'd better be a very good reason for you to touch this process because the moment you touch it you know we're going from the speed of light to you know the speed of the dirt road that Franco so service now is really in a rocket ship right now and you've demonstrated you've got a track record of being able to be sometimes call jump three myself throwing gasoline on the fire you look very good at that you got 1,600 customers you're growing like crazy but you're under penetrated in your target which is the global 2000 you're only fourteen percent penetrated in the global 2000 so get a long way to go in this journey we're very excited to be you know covering this event really appreciate you guys having us here Frank's loot Minh will give you the last word and then we'll wrap you know this is actually one of the great things that we are so on the front hood and they're penetrated because our investors are like wow you've got a lot of runway you know considering the size company that we we already are and you know the rate of monetization of our business is is extraordinarily I in other words the share of wallet that service now represents and the enterprise is so much larger than people had ever considered or thought because it was not an existing category that was fully metastasized and visible it's new it's emergent it is really transforming how people you know look at technology and process automation and so on now we're gonna be here all week covering knowledge we've got it we're going to double-click on so how is it that service now is able to deliver this cloud functionality the secret is in the single system of record the CMDB and that is not a trivial thing to do we didn't talk about that with Frankie could talk about it but we don't want to steal you know the name of thunder yeah fred muddies going to be on RNA Justin who's the CTO we're going to go deep into sort of how service now actually accomplishes this architecture Lee what their vision is so Frank thanks very much for spending so much time I know you're busy you got to run but appreciate you coming on terrific thanks for having me alright thanks for watching everybody keep it right there we'll be right back with more we're live from Las Vegas ServiceNow knowledge we'll be right back this is the Q cute baby rock and roll