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

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

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

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

>>live from Washington, D. C. It's the Cube covering Bumi World >>19 Do you buy movie? >>Welcome to the Cube of Leader in live tech coverage on Lisa Martin John for years with me were a Bumi World in d. C this year Excited to have there could be four really chatty people in this segment warning you now we've got Mandy Dollar while the cmo abou me Anibal Corker s V p of sales guys welcome thistles been in Austin. This is day one of the main event partner event started yesterday Partner Summit One of the things that is always very resonant with Bhumi events as you get this sense of collaboration with your partners with your customers and it's very symbiotic. So some of the numbers that came out today I wanted to kind of geek out on numbers because last boom, the world was on the 11 months ago, and I think the numbers we were talking about where 7500 customers adding five new a day. Now it's over 9000 in over 80 countries. Your partner program is blowing up 580 partners, incredible growth. And Chris McNab told Jonah me earlier today. This event? Actually, no, he said in the keynote five x What? It was the first event. Wow. You guys all look very refreshed for being this busy facade. Mandy, talk to us about what's going on. Abou me from your perspective. The new branding is really cool to have that represent what booby is delivering. We're at a >>growth trajectory and we had to refresh our brand to put a new face on this business so we could accelerate our growth. This is a whole new boo me to the world. When I stood up, it sails kick off earlier this year. In February, we reposition the company and focused ourselves on selling solutions. And as a part of that strategy, to start to amplify this brand to really become more of a known entity in the market, it was time for us to polish the brand up. You know, we had tremendous product market fit for many years. We just forgot to tell the world. So when I came on board, I can't keep a secret. Here I am Brandy. Look and feel. Lots of new customer stories. We're accelerating outcomes. >>Very clean. Logo queen branding. What's the brand promise. Where do you want to take the brand? What's next? Where's this going? Take us through the vision. >>Great question. The vision for the business Is that why we exist? We went through and, you know, we deliver a connected business experience that the real reason why we exist is to accelerate business outcomes for our customers. That is our vision, all right. We're connecting and unifying everything in a ditch. Digital ecosystem. The world has gone digital. No longer is software eating the world digital. Is the new game in town gloomy as well. Poised to go do that? That is the vision. And it's all about the customer and sharing their stories and the winds that they have worthy, enabling technology that drives that outcome faster and better than anybody else >>we had on earlier the founder of Bumi sharing early successes, Lisa asked him the background behind all started, and he said, we made a big bet and self aware Founder said We got lucky and he got lucky. Made a big bet on cloud. Now you guys have 9000 customers. Last year, your number one number one priority was customer success equation then the keynote again this year. You guys are crazy about customer outcomes. What >>is >>that mean? You hear customer success equation? What is the equation? Because the math equation isn't like, is it? What? What is the formula? >>Well, I think it entails a couple of key things. It starts with the product right, and it doing exactly what people are looking for it to do. And the reality is most people come in and they have an idea that they want to do X, and they really end up doing X plus y Times E. And and that becomes that's a big part of it. So getting to understand the platform and then showing them, you know that we really care about their success, that in fact it's either win, win relationship or lose lose, we have to make them successful. We have a tremendous muscle when it comes to customer success and our support efforts and those types of things. So just making sure that they're on the right journey, that they're leveraging the platform that's doing what they wanted to do. And again, we're seeing so many customers come back in now because of that and thinking that they can solve so many more problems than what they originally anticipate >>talking on our opening around. Um, you're successful business model like you talk more about that. But in contrast to what we've been reporting on our sites and silken angle in the Cube is Wall Street sees we work pulled their I p o uber, all these big companies, they buy market share, get a position, and then they try to crank the monetization. They're not being looked upon favorably right now, because that entails extracts from the customer. You guys are more on the other side, the Cloud SAS model, which is provide value if you need more, buy more, lower price fits increased. That's an Amazon like flywheel. Yeah, So you guys are on the positive side of the SAS formula as you have that first you guys agree with that's happening. But what do you say to customers who is booming? Because now you're you have leverage software business. Yeah, we have the professional service is what does this mean for customers? >>We'll get I would say that what it means is that they can come in and solve a problem so much faster than they ever thought they could solve it before. They're thinking they want to go on a journey. Everyone talks about the journey right, and it all. It comes in about 1000 different shapes and sizes. And with Bumi having a layer like this to be able to connect, what you need to connect when you need to connect it, how you need to connect it, that's and doing that in such in a fashion that no one ever really thought. And again. You said you had Rick Nucci and in the Founder where they thought I just talked to a minute ago. And I always say he was talking about how he was listening to some of the customers success stories. And I looked at him. I said You didn't think they were ever going to do all this stuff, that they could do all these things And he said, You know what? We didn't anticipate. It really didn't and so getting them to do that. But the key, to be honest, a big part of our growth, although we're acquiring lots of new logo. Certainly, as you mentioned, let's new customers a huge part of our growth is that again people are going, man. OK, I I brought in a new SAS application service now, or something like that. Okay, that's good. But I've got all these FTP problems and I've got this database issue and I need to be able to leverage this existing on Premiere P. And now I'm going to work Day and I have to be able to, and it's just it's just we see them just starting to get very creative about how they're leveraging the fact >>it's opening up. You say, you know, from a marketing perspective, unlocking potential. But it's really true. I I saw yesterday first and the manifestation of the Bumi fandom. That's rial. I was talking to one of your customers who integrated use integration for a particular opportunity. I thought there might be some, you know? Wow, there's gonna be a lot of data coming out. What can we do with this? And all of the, um, kind of side benefits that came from that they couldn't have predicted. Neither could have Rick Nucci, but how they're able to become even, you know, as a transportation logistics provider, trusted advisors to the carriers and the shippers that work with them. And then they're realizing, Oh, actually what we're doing, you know, under the hood with Bhumi is making a carrier more productive because the workload is less less clicks, etcetera. So it's really it shows the transformation doesn't just stay within your customer, their customers as well. The sort of this snowball effect. It really got that resoundingly yesterday from summer combo, >>where we see the people, the customers figure out if this becomes a common data layer for their monetization journey, right. So now they have control of all this data, no matter where it is and how it's going out in public cloud private clouds, public's ask, whatever it is, and then they now they've got control. They can become creative with the data. Now they can provide new service is to customers and suppliers and partners and internal stakeholders, whatever it might be. And I think that's that's it. Haven't clicked for us a couple years ago, and Mandy has been great about making that really how we send the message and it's really seen takeoff. >>We really speak about transformation, right? That's business processes. That's customer experience. How do you take that data and build upon it using our flow capabilities and take thes wrote processes and start to have them automated in a way that you're driving new customer experiences. Right? Employees on boarding is one that we use internally. We talked about it before our MPs went from a negative. I don't know, two incredibly positive, right? That's what this technology can do. Once you have that data layer in, we become that enabling technology to to go drive these additional >>out. And he has net promoter score for the folks at the jargon that this piece of a good point with the new branding we saw, it resonates. Well, it's gonna create a lot of brand impressions. I know you've done a great job of getting it out there. It's only gonna get better. But you get the brain of pressure. Then I want to know who is booming. If they know Bhumi, who what's the new room? We're gonna be like, What's the plan? How we're going to scale up the messaging? How you gonna take it? The market with the brand, There >>s O. Our core strategic initiatives are really what's on top of mind for Cee Io's right connection is important. That the stuff that will talked about in terms of on Prem and multi hybrid cloud scenarios right modernization, right? Getting stuff off of legacy Fed has a massive opportunity in terms of modernization. We're seeing that already. You know, we were Fed RAM certified in August. We've already got her for stealing the door. Congratulations. A fantastic opportunity on modernization, transformation. The stuff I spoke about customer experience, the one I'm particularly excited about. This is the marketing strategy coming through the innovation layer. We have a quick serve retailer that is now taking facial recognition. When I go through a drive thru triangulating my data with Maya vehicle license plate, making me on the spot loyalty offers and also saying, Oh, Mandy, would you like your regular breath breakfast sandwich Order That is the artist >>or not, you're in a good mood or Rolls Express. Oh, >>yes, >>minutes late today she's going to storm through here, right? Like that level of sentiment analysis based on my voice. The other stuff we heard this morning, right? We're triangulating all of that to go Dr whole new ways of doing business. So that's what I find hard. Your >>ecosystem is a key part of any growth strategy. I have to get the customer equation I loved. Loved the business model. You know, a big fan Disclose that everyone knows that. But be successful. You guys have a challenge. You have to grow the brand. You had to build the ecosystem, build the community with education pieces again. They're these >>air >>real blocking and tackling things. What? You guys, what's your opinion? What do you guys gonna do with that? Give us the playbook. >>We've brought it all together under one brand now, right Community saw this morning the boom Evers. The >>asked 1000 people in that community manager. >>Absolutely. And now we are ready for exponential growth, right? We have a way to game. If I We have a way to certify and train more people are partners. Demand it. There's a skills gap in the market in technology. That's a known fact for many years. So how do we quickly enable intelligence around the Bumi platform and mind trust and share? So that's something that's gonna happen. So we're creating this in waves were creating a viral ality component to our community right, all under the Bumi brand. So it all becomes additive. And that was important for us, as far as a growing up as a business is. Well, we're We're on this fast growth trajectory and everybody's off doing their thing. So I came in and said, All right, guys, let's let's build some cohesion here and that is going to help us as we scale this business >>will. On the sales side, you're gonna get a lot of pull now from the marketing Digital's. A lot of organic stuff goes on digital. We know we do a lot of cubes that we see the data. You guys still get the lead. You got too close sale cycles. This is kind of the business side of it. How's that going? What's that? What's an engagement looked like? How fast do Customs committees that word of mouth they talk to each other? What if some of the dynamics in the field? >>Well, we're seeing some of those times shrink. It's weird. I've been here seven years, so it's, you know, my team then was like 10. Now it's 470 or something, and so we've grown very fast, but it's on. We came in before. It was kind of like a connection deal. Last minute I thought, you know Oh gosh, I got an immigration problem. But now, a couple years later, it started really extending because it became a little more strategic. But now we're starting to see it shrink because people realize they're bringing it in, and they know that it's something that's key to what they have to do. What we're seeing is, is it's it's It's something that all of our partners are partners air so critical to helping us with the journey because we're really still just talking about one little piece of that larger pie. And so they come in and become with Come in with us every single time and we're globalizing as you mentioned all the countries that we're doing this in. But you know, France and Germany, or big efforts for Japan, the Fed those were like four areas. If I could pick that partners and how we're going to those markets >>are credible. Follow up on that. Just as you guys are getting these deals. Whats When does a customer know they have a Bumi opportunity? What is their problems? or a moment Is that a certain use cases? It like, Wow, I got integration problem. Is it integration? Problem called Boo me. What's that? What's the success pattern that you're seeing for the winds? >>You know, I'm gonna go back to the four that we talked about because, you know, part of part of my challenges, the sales leader for seven years was I've said this is the most organic technology I've ever I've ever dealt with. Representative. Because when we walked in, it could go anywhere. People wanted to do Data Analytics. They wanted to solve that TP problem. They wanted to do front. And you heard Olive from Sky. And she's thinking front end customer support stuff. So it really could go anywhere now is always always about managing data and collecting it. But, I mean, it really was. It comes from so many places, and the sale cycle has been, you know, has changed because of it. >>So as the marketing and the brand have evolved since Mandy spent on board, how much are you time? Are you still spending describing? Okay. So Bumi is how much more brand awareness and recognition do you have now? And how is that making the job easier? Because the attention the renewal rate is really high. 97%. >>Yeah, what's actually almost 99% from our field customers, and then we get over AM customers as well, about 97%. So how do we How do we keep the customers >>in terms of brand awareness, all the recognition? How much if you compared to seven years ago, when you were having to say, Well, buoy is now with Chris, McNall said, Hey, there's gonna be 100 different mentions of customer stories at this event alone. How much easier is your job? Enough sense? Because people are now much more aware of Bloomie's capability. >>I think people realize they need. This is what I say to all of our partners and even we're talking Deltek people. Every single customer will invest in this type of technology over the next several years. It might be a very tactical thing to do, but but call it a night pass. Call it a simpler way to connect and manage and access your data. So, yes, we're proud we're over that bridge to say OK, this is what was legitimate I think we're still having conversations about how strategic it is. But again, that's typically an interpretive process. We weigh very rarely come in and say Someone says, Oh, I'm going to replace all of this So it is. It's I'm going to solve this problem And then they go, Oh, all right now And its architects and leaders are going, Oh, well, we could solve all of these other problems that we've had >>Well, and if I may, they say, normally it would have taken me months to do this and you did it in days. Yes, we're interested. So that's that's the value. Proper >>the equation. Accelerate, right? >>Well, they were. The thing that we're observing is that the projects are increasing, not decreasing, and the number of project because they could be little things. That's right. That time to value is the proof points versus the long monolith proposal. It's up and running, and the jet states for months and months. >>Well, you talk about the integrators that we have so many integrators that we work with. We were worried at first years ago. Are we taking their business from them a little bit right? Because they have a lot of folks who are focused on that. But what they found is they're solving problems faster. But they're just doing the time. More problems, right? There's that there's this. Projects are growing. >>What I love about your business model is that the trend that we're covering is it's not I t setting the pace of projects. It's the projects themselves that then dictate to the cloud scale. And so I think you guys are tipping on this new we call Cloud to point out, which is it's completely flipped around anyone. If it's a mission based organization or for profit, there's a project to do something valid. You That's right. I t is just has to support it, not dictate terms. So this is a whole different level of thinking. Having the SAS business model >>well and layer in the usability of the product, right? The interface We go after citizen integrators lines of business. I can go build something for my marketing text back that's powerful, >>and the veterans examples of great one of the key No. Two people have to get done and they make a difference. They create value, >>absolutely speaking of value, this event is five x bigger then it was two years ago. Mandy, congratulations on everything that you guys have done. The voices of your customers are couldn't be stronger. That's the best friend validation that you can get. We're excited to be here. We've had a great day. One can't wait for day two tomorrow. >>Yeah. What are you doing? The product. >>Yes, I do. And more customers as well. We could all live on from sky, for example. Jillian is on. I think candy dot com hopefully is gonna bring in some candy. >>Yes, they well, two ton can. Absolutely. There's candy right back >>here. Awesome, guys. Thank you, Will and Mandy. So much for having the cube here and joining with us today. >>Thank you for your support. It's always great to chat with you about >>our pleasure. See, I told you it's gonna be chatty. John Ferrier. I'm Lisa Martin. You're watching the Cube from Bhumi World 2019. Thanks for watching

>>live from Washington, D. C. It's the Cube covering Bumi World 19. >>Do you buy movie? >>Welcome to the Cube. I'm Lisa Martin at Bumi World 2019 in Washington, D. C. Been here all day. Had some great conversations. One of my favorite things about movie is how impactful they are making their customers. And I'm very pleased to welcome the CEO off American Cancer Society. Kenny Ocular Kenny, Welcome to the Cube. >>Thank you. Happy to be here. >>Really? Enjoyed your keynote this morning on stage with Chris McNab. You know, the American Cancer Society is one of those organizations. I think that that impacts every single person on this planet in some way or another. We've all been touched by cancer, and it's so it's so interesting to look at it as how is technology fueling the American Cancer Society? Your CEO talk to us a little bit about what you guys are doing with booming. How Bhumi is really helping you guys two integrate all these different systems so that an agency is old and historic as a C s is is really transforming to be a modern kind of cloud driven organization. >>Yeah, I think all organizations now are becoming I t organizations. It's their heart, and it's important for us to the American Cancer Society to interact with. Our constituents are volunteers. Our patients are staff right in a digital way. So it is critically important that we are right there with everybody else, uh, interacting with them. And so, whether they're on the go and doing it on their mobile phone or, you know, at the doctor's office talking with their doctor about treatment options that were there to help them get them what they need, an information for their best chance to beat the beat the disease. >>So talk to me first about the business transformation that the American Cancer Society winter before your time there. But first it was. We have all these different organizations different leadership, different I t infrastructure, different financial operations model. Talk to us about first powdered it transform from a business like process perspective and then start looking at digital transformation. >>So some of it happened at the same time the organization made the decision back in about 2012 to consolidate other organizations. We were we kind of run ran regionally at the time and each independent, different region. There were 13 different regions kind of ran independently with their own I T systems. There were some shared technologies that we had of the organization, starting in about 2012 decided that no, we wanted to centralize our model and come together. We thought it was a more efficient manner and allowed us, in essence, to doom or for our mission, which is the ultimate goal. So there was a lot of consolidation around people on organization. Some of the processes I will say, God, God consolidated. Some are still going through some of that transformation. So after we kind of keep brought the organization's together and some of the people together, we kind of looked at Where are we with our technology and how do we move forward into the 21st century and do that effectively? And so at the time, we did kind of an analysis of our current state. As I mentioned in the keynote, we had a lot of technologies >>that were just older, had kind of run their course for >>end of life or just become that, you know, over change over a decade of changes and just being a monstrous the e meth or systems. That way, we're really struggling to keep up right both in terms of change and enhancement and delivering those capabilities back to our constituents. So we decided that no, it's time for us to move to a new and technology modernization effort, and we really wanted to be on the cloud first strategy. So we were looking at our cloud vendors and everything else. And one of the big selections was, as we chose Salesforce's R C R M platform we chose. Net Suite is our financially rp platform that we we could consolidate all those. And then as a part of that, we were looking at all of the leftover processes that weren't standardized, that we were still doing differently, that we could simplify. So taking stuff from 21 steps down to six steps if we could, you know, et cetera, and bringing that along with the transformation just to create more efficiencies for us and then, at the end of the day, driving a better end user experience with your volunteer, your staff, your patient, et cetera, >>it's a tremendous amount of data just in a serum like cells fours and Oracle Net Sweet. What was the thought and the opportunity to actually put an integration platform to enable that data to be shared between the applications and enabled whether it's providers or as you said volunteers, and we'll talk about that? And second, to be ableto have an experience that allows them to get whatever is that they're looking for. Talk to us about integration and sort of that driving kind of hub centralized hub aspect. >>Yeah. I mean, with any business data is key. And historically, we had our data was was >>spread out across multiple systems but then didn't always sync up. So you'd have you know you'd pull a report out of one system and say something different than when you looked at another system. So one of the key foundational tenets with the transformation was is we wanted our data to be in sync. We >>wanted to be able to see the same things no matter where you were looking. At that way, we we were all looking at the same information and basically a single source of truth. Yes, and boom. He was a critical component of that, right? With their integration platform, they were going to be our integration hub that is going >>to keep everything in sync. So we knew we had over, Um well, we had 100 and 20 applications that ultimately were a part of it. There were probably 20 major ones that had most of our data in there. And then boom. He is integrating all of those. So when information's coming across, whether it's coming in from, ah, donation made or an event participants or a patient referral form, all of that data comes in, comes in through Bumi, and it's propagated, orchestrated across the systems as it needs to be to make sure that it has all of the right information in it, that the data is as clean as we can make it, and it's all in sync. At the end of the day, >>that's critical. Having the data is great, but if you actually can't utilize an extract values from that, it's I don't want a worthless, but it's clearly the value, and they're you know, >>it's a lot harder to make good business decisions without good data, >>right? And when we're talking about something like patients dealing with with very, very scary situations, being able to Matt, whether it's matching a volunteer with ah mentor with a patient is going through something similar that could be game changing in lives and really kind of propagate. Talk to me about this service match that you guys have built with Bhumi. I think it's such a great service that you guys are delivering. Tell us about that. What it's enabling. >>So service matches an application that is part of our road to recovery program, where we provide rides for cancer patients to and from cancer treatment So often when you're getting chemo therapy, driving after chemotherapy is not an option. And ah, lot of a patient's have trouble with caregivers and family, always helping them. So the American Cancer Society provides this program to provide those rides free of charge for cancer patients. And the service match application is about connecting those patients to volunteers for the rides. So if if a patient calls in, they say, I need a ride, this is what time I'm going etcetera. They can do that now online as well, and we can connect them with a volunteer. So then that goes out to our volunteer community and somebody can say I can do that. I can help this person out, connects them up so that they can get to their treatments on time. >>That's so fantastic. And such a impact that you guys could make isn't something where you guys were integrating on the background with, like, a rideshare service or these just folks like Hey, I've got a car that seats five I want to help is it is available. It is. It is available to anybody. Anybody can >>volunteer, and most of the rides are handled volunteers If we cannot find a volunteer, we have a lot of great partners that worked with the American Cancer Society. They can provide those rideshare opportunities, so we'll make it happen and and get the patient to their treatment >>to talk to me about the ability to do that. That's a one great application of what you guys are doing with Bhumi. What was the actual building? That application? How long did it take to be able to say, Hey, we had this idea? We can connect these systems. We can facilitate something that's critical in the care of the patients. What was that kind of build an implementation like because when we talked a lot about time to value. And we've talked about that a lot today. So talk to me about it through that lens >>eso for us. We started on we're all on spreadsheets, right and paper. And yeah, it was it was about a 12 months process actually build some of the the service match application itself. The bony implementation came in as part of our transformation to make sure that all of the systems were integrated with that. So as people are requesting rides or whether that's through the call center or going through the website, that that information is there, that they can help patients with it. So if they need to change the schedule or do something different, that those all take place and that everybody has the latest information, it also enables us has were as changes are happening or even the rides are taking place. Notifications air going back out and back and forth so that everybody is up to date on all of the activity that's taking place. >>And to date, you guys have helped with service match alone Nearly 30,000 patients. >>Yeah, we we service. I think It's 30,000 patients a year. >>Wow. >>On the on the platform, we, uh, over 500,000 rides have been delivered since its inception. >>And And when was that inception? >>I'd have to look at the date. I don't >>know. A couple years ago were in the last. >>It's been It's probably been in over a decade now. >>Okay, that's awesome. So another thing. I'm curious. Four volunteers who want to do to raise funds to support the American Cancer Society is integration kind of essential component. You're smiling. So I think the answer is I think I know the answer. Talk to us about how, um, Bhumi is helping a CS to deliver, you know, a more seamless, a better fundraising experience for anybody that wants to actually go out and do that. >>Yeah. So we have a lot of donation processing systems that that that we leverage As for the American Cancer Society, because part of what we want to do is make it easy for people to raise money and raise it in their way. Right? So we have multiple systems, both from all the events that we do, whether it's the relay for life, for the making strides against breast cancer, which are two of our major event platforms. But we also have raised your way platforms. So if you want to do it yourself and you want to host a wine front razer with your friends and raise some money, we can absolutely help you do that as well. And what we do is we take all that information from all of that that from those events, and then bring that into the system so that we know what happened when who you were, so we can properly thank you. You can also get your tax credits and and all of the other things that go along with it. So >>that's awesome. So I want to ask you from a CEO's perspective, Bumi being a A single instance multi tenant cloud application delivered as a service to you and your previous role before you came to the American Cancer Society was insurance. Talk to me about that as a differentiator. What is that as a. C s continues to scale on, offer more programs and have more data to integrate roomies architecture and your perspective is that something that gives the A. C. S really a leg up to be able to do more, more. >>Absolutely. I think boonies, low code development strategy is is a differentiated for anybody that's using the platform it. We have been able to deliver Maur integrations in a shorter amount of time with our transformation than I've done in the past with other integration platforms or just developing it. I'll say the old fashioned way with Java or C sharp. So I think I think it's an integration platform. It's it's It's a real game changer in terms of what enterprises can do in terms of delivering, uh, faster and with Maur stability and performance than in the past, >>which is critical for many businesses that obviously yours included. They also take a look back at your previous role in a different industry. How is the role of the CEO changing in your perspective as things are moving to the cloud? But there's the explosion of edge and this consume arised implementation, right or influence because as consumers, we have access to everything and we want to be able to transact anything, whether it's signing up to be a volunteer or an actual patient needing to have access to records or a ride? How How is that consumers ation effect changing the role of the CEO, opening up more opportunities? >>Yeah, that's a big question. >>Sorry. It's >>okay. Um, yeah, I think the role of C I. O. Is changing significantly in terms of they are required to be more of a business leader are as much as a business leader as as any of the other C suite executives. And it is justice critical for them to understand the business where it's going be a part of the strategy with it and helped drive. From that perspective, The consumer ization component is actually in some ways, I think, making the c i o in the i t. Job a little bit harder. There's, um there's a lot that goes into making sure that what we're doing is secure on, performs well and sometimes just the overall consumer ization of technology. It looks so easy sometimes, and sometimes it's easy to underestimate some of the the complex nature of what we're doing and the level of security that needs to be applied to make sure that were protecting our constituents and making sure that their data is safe and secure. >>How does Boonmee help facilitate doctors? You right? We talk about security all the time. In any industry. How is what you're doing with Louis giving you maybe that peace of mind or or the confidence that what's being moved around as data and applications migrate, that you've got a secure, safe environment? That data? >>Yeah, I think Bumi does several things. First off, they've got a lot of security certifications is a part of their program. They make it relatively easy to to leverage that they allow us to deploy the the atoms where we need to. So whether that's on Prem or in our own tenants, behind our firewalls, all of those things will allow us to deploy it in whatever method we feel is most secure based on the data that we're trying to move >>except Well, Kenny, it's been a pleasure having you on the Cube just really quickly. Where can we go if we want to become a volunteered to help patients >>san sir dot org's >>cancer dot org's Awesome Kenny has been a pleasure. Thank you so much. Thank congratulations on the massive impact that A C S is making not just with Bhumi, but in the lives of many, many people. We appreciate your time. >>We're very excited and happy. We can help. >>All right. I'm Lisa Martin. You're watching the Cube from Bhumi World 2019. Thanks for watching.

live from Washington DC it's the cube covering booby world 19 to you by booby welcome to the cubes coverage of boomy world 2019 I'm Lisa Martin with John Fourier John it's great to be back hosting gloomy world with you in DC this year last year in Vegas this year in DC a lot of government business a lot of public sector a lot of tech for good going on in the keynotes we will be continuing to take their culture expanding this cloud mindset and service model low code data integration unified platforms boomy verts a new introduction a lot of great announcements a great company I like I'm like I like gloomy I do too the energy here is great you know Lumi world 2018 was only 11 months ago John you mentioned we were in Vegas and they have added another 1500 plus new customers now there are over nine thousand customers in 80 countries 580 partners and customers are crossing every industry I had a great opportunity to speak with about a dozen boomy customers in the last week and their Bhoomi fandom it sounds kind of silly but it's really true what they have enabled their customers to achieve like this morning we heard from American Cancer Society for example Gilead leading hotels of the world is really enabling businesses to transform yeah you know day Volante and i we started covering the big data world in 2010 when we first started the cube you know one of the things that they observe and the research was that the value was going to be created and captured by practitioners not so much the vendor selling product at that point but it was cloud computing you know the theme of Bumi is business outcomes accelerated and the big trend that's driving it is that practitioners who are launching projects of either aanchal in the cloud or on-premise premises they're the ones who are getting the value out of it so what's happening is you're seeing with the ability to start projects quickly small projects and the number of projects a company has in their digital transformation is increasing this is the mega trend and from those projects whether it's a mobile app or a SAS solution or anything it's thrown off data so what's happening is you have this trend trend of more projects with the need to get them up and running fast getting to value and that is where Bumi's kind of hit their sweet spot because they got a platform that allows people to launch projects fast small medium or large projects and get them done quickly and that's throwing off value but from the value not only is the doubling down on those projects it's the data so the unification of the data and integrating it in it really kind of is Nirvana for a business owner a developer or an application because the platform allows that to happen and that's where this new world of Cloud 2.0 is kind of hitting its stride right now and that's why companies are getting the profitability and the old model of you know get growth at all costs and losses like we see on the public markets we work in other unicorns they're just investing to take territory and the profits aren't there because they're not enabling those kinds of outcomes so I think Bumi's in a nice spot I think is a nice portfolio for Dell to have this company I think this is gonna be the next pivotal I think what pivotal did with JAL technologies was a big part of their growth I think that and they were very successful in public then they ended up getting bought back by VMware and Dell technologies I think Bumi's the next rising star in the Dell technologies portfolio they won't say that publicly they won't say it on the record they won't even admit it privately but that's kind of what's going on well when we were at Dell technology's world Jon covering the cube with two sets for three days Michael talked about Michael Dell talked about Bumi as the number one cloud integration platform and as the iPad market has evolved in the last ten years you know it's gone from needing to connect cloud to on-prem unprimed edge and Bumi's uniquely positioned as this single instance multi-tenant cloud application delivered as a service and as Chris McNab CEO of Bhumi says who will be on momentarily with us our unfair advantage is our customers and the customers are all leveraging the platforms we just talked about the outcomes with the projects but here's the other advantage that bloomie has they have a anonymized data model where they get the benefit of the collective customer base so the collective data can give them better insights and companies that are successful that have gone public recently coppa software and others these guys are using the data create more advantage for their customers again this is one of those again nuance points but that's where the value is the value is in the day to date is the new software and this is where the advantage is interesting Michael Dell is interested in Bhumi I asked him around 2014 you know outside of VMware the crown jewel of Dell I said what are you interested in and he said pivotal and he was geeking out on pivotal because he saw the value of pivotal last year I asked Michael Dell what do you want sitting down and he said Bhumi I think he sees Bhumi as a key element in that bringing the glue together for the overall dealt with technology platform well there's a great story how when Dell was acquiring many companies not too long ago Gumi was really the center of that universe for facilitating these integrations you talk about data we talk about it John at every show customers do as well whether you're calling it the new oil gold the lifeblood currency of an organization if it is siloed in hundreds of applications and a business cannot trust where's my single source of truth its value cannot be harnessed and one of the things Bhoomi does really well with master data hub is to allow I think they said there they can connect now with over 1500 endpoints like Salesforce NetSuite for example allowing customers to synchronize data between applications dramatically transforming everything from customer our employee onboarding to a call center experience yeah I mean I think the digital transformation is a topic that's been talking about ad nauseam it's been kicked around become a cliche but we look at digital transformation it's people process and technologies and the process and technology side people have good visibility and what the options are out they get cloud you've got on-premise got a lot of software software-defined stuff but the people equation is interesting we were just at Red Hat's ansible Fest last week and in the automation space on the DevOps side the people are actually getting the outcomes that they need and that value piece and we were talking about that's the third leg of the stool of digital transformation so Dell tech Gee's has boomy which hits that spot directly the people here are achieving their outcomes that they want in their projects they're getting that value that energizes the people component and helps the cultural shift on digital transformation so I think the people aspect of what boom he's doing is super critical that is the the final chapter of digital transformation people process technology processes are up being automated the technology's there it's the people equation and they're doing it you're right they are doing it and that's hard a number of customers have Bumi's that I spoke with yesterday I talked about one of the main I always say to customers what were the business differentiators what were the technical differentiators and a lot of them will talk about Bumi's cultural alignment with their own culture as really standing out considerably against their peers you and I were talking before we went live about just the atmosphere in the keynote sort of some of the the tongue-in-cheek they are really people helping other people and you get that feeling but customers are talking as well about dramatic transformations to their productivity that they actually didn't even expect to get when they said we need to integrate a sales force with a transport management system for example and whoa suddenly we are saving whatever it's X number of clicks that really starts to snowball in terms of hours saved per person per month per year yeah I think what's interesting from the keynote today is there it builds on last year's boomy where we asked Chris port the CE OS variety and the CEO as well what their what their strategy was what they're investing in they said we're investing in the product and they continue to invest in the product and now with AI and The Voice integration voice enabled our voice accessible data sets you're starting to see that integration piece go another level I think that's interesting that sets the table for the AI stuff that they're doing and I think that's gonna be again leveraging that unified data set that to me is a big deal I think that's the top story here is that you starting to see a product focus using the data having those data integration points with voice and other mediums and if they can get that right then that's a nice automation layer that's gonna be where the next level of value for bloom he's gonna be created you know and their challenge is their small team they hired 750 people in q2 of this year they're hiring more people so can they kind of keep the rocket ship going on the customer growth and again it's a SAS business model it's a unified data set so I like this I like their their fundamentals so you talk about AI and one of the big announcements came out this morning that Chris McNabb CEO talked about with Accenture is what they're doing to partner together to enable conversational AI and one of the women from eccentric who was on stage will be joining us later today and I loved how she and Chris we're talking about you know we all interact with AI whether we're calling an ISP or some sort of call center and you're screaming agent into the phone because it's really starting to frustrate you one of the things that I had a mind shift on earlier this year while covering a show for the cube was hey that's actually our opportunity as regular folks on the street to help the models learn and train and what they showed today on that fun demo was how they're actually talking to be the boom I bought about looking at you know for example employee onboarding what percent complete is that what needs to be done and how can I actually use voice recognition to get other processes within the organization across business units done I do though think what about somebody like Meryl Streep who can do all these different accents when conversational AI comes up and it's gonna recognize your voices the footprint that was one thing I thought about these people that you know that have great ability to mimic accents gonna do well and they're as big as Amazon they can get the celebrities Amazon just kept Alexa as now the voices from celebrities I think it's pretty cool I think one of the things that I think is important to talk about in this keynote was the key my key takeaway was they hit the core themes unified data set which is their value multi-cloud global customers ecosystem partners low code developer environments are changing and developing fast and data integration this is the key areas of topics and what they announced here on stage was the voice accessible data services that secure and scalable more low code conversations projects are being deployed faster and this transformation journey and I think if I look at blew me outside of those strengths I just mentioned I think they're challenged lisa is going to be can they foster the ecosystem can they build those blocking and tackling things that they need to get done in the marketplace on the go to market how see the customer growth is there can they develop that ecosystem once that ecosystem is developed then you're gonna see more more action there but it's still small then they got to do some more work I think the momentum is there and we should definitely point out that we are in DC which is symbolic for a be me just a few weeks ago in August they announced FedRAMP authorization they are one of not the first but one of the first iPad vendors in the a in the FedRAMP marketplace but something that that Chris McNabb and look at my notes here said this morning was they were the first iPads vendor to get certified in five months and their competitor I have a feeling I know who it is took 18 months so they're proud of that that really but he also said in something that we can unpack with Chris McNabb a little bit later today is that the federal certification the availability in the marketplace opens up even more opportunities not just for federal from a security from a privacy perspective yeah this is a big this is a big story I think this is gonna be a subtext because they're well they're another announcements but that FedRAMP certification in record time as you pointed out it's significant for a couple of reasons we've been following the government transformation since the CIA deal of AWS and the recent jedi contract which we've been talking a lot about really points to the modernization of the government and the procurement and the government is going through its own transformation and the ones that are being successful the ones that have all the attributes that boom he has cloud-based unified data sets security built in these are the fast track to the modern infrastructure that's what the government's doing so I'm expecting a lot of DC business I think it's kind of not a flu that they're in DC here for a reason they're here to do some business they're doing work with the veterans they're doing work with American Cancer Society other things but the government I think they're gonna do a lot of government business because once they get that certification that's going to open up a ton of business and we've seen the government is leaning towards modern architectures not the old-school Oracle's of the world so you know that is definitely changing and I think they're in a good position you brought up American Cancer Society and veterans two things that we're nearing dear to my heart and it was great see one how boomy is working with American Cancer Society their CIO was on stage he will be joining you and I this afternoon about how they are leveraging Bhumi for I think they call it service match to match cancer patients with uber and lyft drivers to get people to their treatment in back and how that was enabled by Bhumi I just thought was was the story that will resonate with every single person regardless of where you live what industry that you're in that's transformative and that's such a service that is so critical well that's that points to the validation of the trend we were just talking about that at the beginning was the trend about getting projects off the ground isn't about some IT department it could come from someone who sees an opportunity to solve a problem in the business or their mission in this case your example this is huge because the time to value is faster so it's not an IT lead thing it's a business or mission driven outcome so throwing an app together and and mashing up you know GPS and other things to provide value that's where the action is that's why there's so much action in cloud that's why boom he's doing so well because they're hitting that mark right there doesn't it's not hard to do you know time to value can be one of those as a marketer how do you actually measure that but we're seeing roles exactly it works seeing that in so many different use cases of themI in so many different industries whether it's American Cancer Society or Sky powering Internet and services for customers elisa listen this is this is a big thing that people always whitewash and they try to hide the ball on and we're now living in a transparent era of a modern infrastructure and these applications you cannot hide the ball on success it's either has value or a dozen as valuating throwing off revenue because people pay for value and if it's being used from a mission standpoint that's undeniable so what's happening now is that the new kpi's our success can be defined and you you haven't helped KPIs and dashboards and say hey are people paying for it boom top-line revenue bottom line profit usage on apps so there's no more you know people fudging the numbers or trying to hide the ball on whether a project was successful that this is a gonna change the landscape significantly it is and we're gonna unpack all of that today John we've got a whole bunch of the booming on today some partners and some customers as well so guys stick with us John and I have a grateful day packed Lisa Martin with John Fourier you're watching the cube from booming world 19

>> from the Silicon Angle Media Office in Boston, Massachusetts. It's the cue now Here's your host Day Volonte >> Hybrid. Welcome to this special edition of Cube Insights. This is the Cubes 10th year at VM World and leading up >> to V M World. >> We wanted to provide some data in some analysis to you all, and we're working with our partners at E. T. R Enterprise Technology Research. We first introduced you to them when IBM consummated the Red Hat acquisition and they provided some data. E T. R is affirmed. That does really detailed and fast ongoing data. They have, ah, large panel of end customers that they talked to about spending intentions, covering virtually every company in the Enterprise. It's it's great stuff. We reached out to them and came up with a number of questions that we wanted to address around Of'em World and VM where, so let me just start by showing you the questions that we ask them to help us with. And we did essentially what I call drill down survey. So we took their existing data sets. They just did a survey. They completed one in July on spending intentions for the second half of the year combined that, with all the time Siri's data that they had. So these are the questions that really are top of mind for I t decision makers in our community. First of all, what's the appetite for VM? We're spending the second half of 2019. We'll share some data on that. There's a second point is there's narrative out there that that containers are going to kill the M. Where, well, is that true? What is the day to say? How about Multi Cloud? It's the hot topic who was best positioned in multi cloud not only within the VM, where ecosystem but overall, obviously, the M, where has designs on multi cloud and is considered an early potential leader? How about NSX when VM wear but nice era? It changed the game on networking, changed their relationship with Cisco. How is Ennis Ex impacting spending on Cisco? Particularly, obviously a networking. The fifth question that we wanted to address is how is public cloud affecting the M where spend we know public cloud is growing faster than on Prem. What's the impact on the M wear? And then finally it was announced in the press that VM wear was going to acquire Pivotal. Why would that be all right? So let's get into it. The first thing that I want to address is the first question in spending intention. So this slide really shows the results of the second half survey. It's 600 >> and >> 93 respondents representing almost $300 billion in spending power. And so it's actually they were asked what you're spending intention intentions For the second half of 2019 you could see 41% of the respondents said they're going to spend Maur, and only 7% said they're gonna spend less. About 45% said >> they gonna hold firm >> small number 5%. So we're gonna add new and only a tiny infant testable. 2% said they were gonna replace the anywhere, so that's pretty good for an incumbent. And essentially it Sze holding serve and maybe doing a little bit. But even better than holding serve on. So So we saw. That is very positive. The next question that we want to address is the narrative of containers will kill the M, where we asked Pat Gelsinger about that on the Cube years ago, he said, Hey, we're gonna use this as a tail wind. We're gonna embrace containers. So the bottom line is there's very little evidence that containers are hurting the M where let alone killing the end. Where this is a portion of the survey, about 461 respondents on you can see that you know, the big big blip early on back in July 27. Dean. Big uptick in spending, and since then it's been relatively stable. But the important point here is the number of shared accounts that we went to essentially container customers and asked them about their VM wear. Spend. I say we eat. TR did. This is what they do on an ongoing basis, and you could see the number of shared accounts back in 17 was only eight. But as you go to the right hand side, the more recent surveys you're talking about 361 shared accounts of the data sample got much bigger. No evidence that the M where is being negatively impacted by containers kind of affirming the assertion of Pat Gelsinger. Let's talk about multi club. I have said that multi cloud to date has largely been a symptom of multi vendor It's cos acquiring Cloud Technologies for specific workloads. Its shadow i t. It's pockets of cloud activity versus a coherent strategy to manage across multiple clouds. True Hybrid Cloud. We're in the early stages, so the data here, in our view, shows that multi cloud really is jump ball. Um, Interestingly, however, Microsoft and Google is showing momentum. So with this slide shows is the cloud spending intentions. And we picked, you know, the top five players there, that air sort of angling around multi cloud ghoul with Antos. Clearly Microsoft coming from its large software estate of V M. Where, of course, which many believer are early favorite Red Hat with the IBM acquisition and Cisco. So what's interesting here is Google and Microsoft clearly have a lot of momentum kind of mind share in the market place, and not a lot of hard core spending going on and multi cloud. Everybody has multi clouds, but in terms of spending on specific products, does like Antos, for instance, from Google, designed for to support multi cloud. That's where in the early stages there, but you can see the sentiment that buyers have around multi cloud Google and Microsoft showing momentum. Interestingly, VM wear Red Hat and Cisco kind of, you know, bunched up as the big enterprise player. So that's why we call a jump. Oh, we see it is wide open. You know, Cisco might surprise some people, but it really doesn't surprise us. Cisco's coming at multi cloud from a position of networking strength of each of these players you know has their strength. Google with Antos Microsoft from its software state Veum, where clearly as the data center operating system red hat with open shift Now with IBM service is capability. And, of course, Sisko coming at it from networking and security. So so hard to conclude you know who wins out of this data but wanted to share that with you just in terms of what customers are thinking around multi cloud. Okay, big conversation in the community around networking generally specifically NSX. When VM wear beats us, go to the punch and acquired nice era. It stated that we want to do to networking in storage what we did for servers. Well, what did the end? Where do the servers they really co opted the marketplace changed the game and really became, you know, these central point of server management, and that's what they want to do with with networking. VM where is trying to de position Cisco as, ah, hardware vendor, Cisco is responding with its own software defined capabilities and is an interesting battle going on. What is the data show? This shows that network networking spend intentions for Cisco, the Red Line and the M Wear the Blue Line. You can see VM where NSX is sort of bouncing around but has very high mindshare. Where Cisco it's showing a holding firm, but a very gradual decline, I've said many times. Cisco very impressive company, 60 plus percent market share. They've held that for a long, long time, despite some of the successes that you've seen you by the likes of a risk juniper and F five et cetera. Cisco has held its dominant share, but nonetheless, it's clear that NSX is impacting Cisco's dominance. Certainly from a marketing standpoint, and you're seeing also, from a spending standpoint that NSX is really challenging Cisco. It'll be very interesting to see how that plays out over time. Okay, next question was okay. What about cloud. How is that affecting VM? Where we see the cloud numbers, we see the growth. What does that mean for VM wear? And you can see here this'll cloud customers of'em were spend about 718 respondents, and you can see the number of shared accounts in the sample is substantial. 3 94 3 79 for 69. It obviously changes by by the frequency that e t. R does these surveys and they do, you know, several times a year, as you can see, but, you know, large sample of shared accounts. And there's no question that Cloud customers continue to shift Maur. They're spending to the public cloud and potentially at the expense of the end, where you can see the gradual decline here and somewhat precipitous decline. VM. We're still very strong. Stock price is doing great, but there's a little question in our mind that long term VM where, despite cleaning up its cloud strategy with first the AWS Partnership and also now partnerships with Google and Microsoft, and of course, I'd be Emma's Well, they were first, but having public cloud partners nonetheless, we see that over time there's a riel tension there. That on Prem is not going to grab the market, share that growth that the cloud has. And that is a challenge for VM, where that we continue to watch finally pivotal. Why would a V M where acquire? Pivotal? Well, first of all, this is why Pivotal is not work. It doesn't have the momentum that it wants in the marketplace. You can see it's it's pretty steep decline over the last couple of years. On Dhe, it's precipitous. Ah, drop in stock price. Essentially, Del and the governance structure of Del Technologies, which course owns VM, wear a large portion of pivotal saying, Look, let's let's roll this back in. Let's give the stock price of boost. The stock went up 70 plus percent of the day that thou went down 800 points. And so this is why the M, where would buy Pivotal? You know, it's a forcing function, we believe, from from Del. It also makes sense, del in its family del technologies that has these software assets VM where is the mother ship of the Del software operation? So why not folded in personally? I think they should do it with some other software assets as well. Secureworks del Bumi, Arcee. All candidates to roll in potentially overtime to Vienna where at least portions of it, anyway. Okay, so let's summarize. What are the key takeaways? What's the appetite for Veum warrants in the second half of 2019? Pretty solid, we'd say. Well, containers kill VM where there's no evidence, certainly in the theater. But there are threats. Think about sass. How many SAS providers are actually running? VM where so, as SAS continues to grow in prominence of that is a potential blind spot for VM. Where that we're watching Who's best position in multi cloud? It's wide open. Microsoft look strong. Google clearly has some momentum. Cisco maybe surprises many, but I think it's not gonna be a winner. Take all we feel is, though there's a lot of opportunities, but number one is going to make the most money. And so it's a very important space that we're watching. House NSX impacting Cisco Spend. It's a battle, but NSX is clearly negatively pressuring, pressuring Cisco. How about Public Cloud? How is that affecting the M we're spend? We think it's slowly eating away at on print on Prem including the end, where I want to share with you a quote from one of the customers that E. T. R talked to its ahead of, ah, retail consumer organisation in North America. A long time I t practitioner says Veum wears everywhere that I've ever been. I've been a customer. Longtime VM were customer hair. She means it's the standard, but it's interesting situation to see what's their next step. How do they keep themselves relevant? I think they're always going to be a need for Veum where, especially because the ability to have the privacy of an extended network is key. However, with the cloud based environment and encrypted data, it's gonna be interesting to see how that all plays out how Veum wear deals with that approach. I think their next strategic steps are going to be crucial. I think that VM where has to be thinking long term. Okay, what do we do about Cloud? Remember VM, where early on tried to get into cloud and with its own public cloud option, became the cloud air. It failed. They got rid of it, cleaned up their cloud strategy. But why did VM where originally want to get into that business because they know that's world of growth is so yes, hybrid and multi cloud gives VM wear a lot of runway. The partnership with Amazon has a lot of momentum. I didn't share that data, but it's very clear that AWS uh Veum, where on AWS has strong momentum. And so that's certainly what the e t. Our data shows nonetheless, long term, you gotta ask what strategic moves will Michael Dell make to secure their position in the public cloud? Okay, lastly, whywould whywould vm will require pivotal. That's a duh. Okay, we gonna stated why So So that's the deal, thanks to our friends at E T. R. Really appreciate them sharing the data enterprise technology research If you wanted this, there's so many cuts on the data, it's it's unbelievable. You can cut it by large companies, small company industry applications and every company on the planet. You can compare companies together. It's really a powerful set of data, but also access tools that they have developed very, very nice, really modern version of survey panels. And so follow up with us. Follow up with them if you want more information and watch us at VM World will be covering these and many other issues that are tent year at VM World. All the key execs are gonna be on practitioners, customers, partners on, of course, analysts and the broader ecosystem technologists and John Ferrier stew Minuteman myself on the entire Cube team will be there to celebrate. So check it out, cube dot net and we'll see you next week. Thanks for watching.

live from Las Vegas it's the queue covering del technology's world 2019 brought to you by Dell technologies and it's ecosystem partners okay welcome back everyone we live in Las Vegas with a cube tech cue coverage of Dell technology world I'm Jean for @d Volante we're here in Cuba Lumley MERIS house who's the president and chief commercial officer Dell technologies great to see you again always great to be here sir so the the movie just gets better and sequels and Dell 3 into the year 3 of the acquisition I love look I love the script and we're gonna keep going you guys are access to the Game of Thrones it's not going to end it's gonna one of the themes I want to get your thoughts on first of all welcome back to look you good to see you what's going on right now give us an update Mars you've you've seen the chessboard of MMA of big firms on the private equity side you worked at HP during those days you came to Dell with Michael early on partnering on the going private and then looking at the overall plan which is now in full execution mode at the integration part of integrating it all together it's working really good mill the fairway revenues at ninety plus billion where are we right now well I'll tell you I think you and I were just discussing it a second ago scale does matter but if you can align scale with ax in your portfolio that it's so well aligned to the trends in the industry and you're representing an opportunity for a customer to select a partner like Dell technologies to help them solve their key business channel and just not just for today we're into the future and then if you can do at scale right portfolio at the velocity we're doing it's a trifecta that we love it's a that you know I recently talked to Tom Tom sweet we grew the business eleven billion dollars on an already big number just last year alone so and we're gaining sharing all of our key lines of business so the Folies aligning really well customers have been extraordinary and obviously building those big trusted relationships not just now to the but into the future that's you guys ready and you guys got a great team the ability to attract the talent has been phenomenal give you guys props on that but I keep coming back to we had a few years ago which is okay the big waves coming everyone kind of got cloud they saw the scale of Amazon great gel sign that continues to do great for AWS now it's multi cloud now IT the original consolidation of IT that you guys were going after had good growth and value creation just out of the box and now the tail winds as you mentioned so I got to ask you about this end to end this is a land grab this end to end operational consistency thing because it's a very unique it's hard to copy it's in the middle if you can continue to pull that off that's going to be a great opportunity that's gonna feed up up the stack if you will talk about the challenges and why you guys are going this end to end and the benefits the customers there's there is no doubt that the customers are getting smarter every day in understanding what workloads what applications what data sets ought to reside in which ecosystems to better serve them and to better align to their overall economic needs and desires that they want and their flexibility and agility to be able to move those workloads in that data seamlessly to best address their particular needs the beauty of what we've been able to do is integrate the VMware architecture into the public cloud ecosystems and we've got many others that are ready knocking on the door to the beat want to be part of it so now what a customer can have is that true agility that true flexibility of moving applications and data seamlessly but all control through one mechanism because at the end of the day what's going to happen is they're gonna have their day to resign on multiple different sources but they want to be able to see it they want to be able to accident they want to be able to analyze it and once you're able to analyze it regardless of where it resides and then draw the conclusions from it that's what's enables them to then create a predictive model that almost a cost to zero so on day one of the keynotes Michael said he showed the be of a video he said if you're you know bank with two trillion and assets or your two-story farmhouse we care about you know that's kind of music to your ears you obviously you're a big part of that what's different about the commercial customers and and what's going on in that base in terms of their transformation their trends and how is that different from I mean in commercial customers Lisa my and my patch I've got the biggest of the public-sector account so I've got them of all different sizes and shapes and different stages of the journey and that's what we're finding everywhere even if you're a big account small account medium account everyone is on there's digital transformation journey and there's an intersection that we can play a very big part of in and then enabling them to create a playbook as to how do I go through this journey effectively but what we're finding is when we took the overall architecture kind of or indeed tenants if you will around making sure that we have a scale out architecture model it doesn't able to have our customers adopt things and then be able to scale it out as their economic or as their business grows as an example so you can jump into having leading-edge capabilities and technology to help you drive your your company today but know that we're there with you all the way to then scale at whatever rate you want to scale at Mars I got to ask you we had Tom sweet on as you just mentioned CFO he talked about the multiple levers to create multiple levers you guys are pulling to create shareholder value which is ultimately comes from free cash flow which is happy customers great to pay down the debt that's his job margin expansion get good product development increase go to market efficiencies okay and then so philosophy supply chain go to market efficiencies this is your wheelhouse as you guys go talk to the customers and go to the market now with the sets of partnerships one of the changes that we're seeing is in IT it shifted the conversation shifted from not just cost reduction but revenue generating so with these new tailwind is creating a business model opportunity for your customers this is not the old school best in breed got great storage low cost I I've you know low cost per storage gigabyte this is about I don't want to deal with infrastructure anymore you guys handle that this is what you're going after how are you guys going to market under the new reality that customers are critical do you agree with that and how are you going to market with this new shift in the customers mindset Mike the mindset is now that change or dying if I don't drive the digital transformation within my company someone else will do it and more than likely will be a competitor so you see it having on the the uber front air B&B front you can go down the list every single one of these industries are figuring out I better Drive this aggressively and make sure that I take advantage of what's happening in the technology landscape in order to progress and grow my business to be more relevant and more differentiated so instead of IT being a let me lower my cost structure model IT is now the enabler of changing the business model the enabler of a scaling at a much faster rate to take advantage of the options and how does that change the customer selection on vendor supplier because obviously this is obviously gonna probably good for saying you know one supplier gel but that's gonna change how they evaluate procure consume and they're partnering how is that going to change their selection they they want to move more and more towards having the conversation around what do we need to do to scale our business and again create a differentiated advantage right well last thing they want to be is a systems integrator of all the different IT suppliers so when you have a partner like Dell technologies that truly does have the broadest and and and what I'd say best capabilities on the planet to then become that partner of choice for them to move them in this direction faster that's a very simple decision for them to make and how is that dynamic translating into public sector where you know there's a lot of turnover in terms of administration's you might have edicts in terms of you know multi vendor what are you seeing there but I think this is consistent we have a built a a practice what we call smart digital cities that we seeing the need everywhere at the end of the day regardless what public sector entity you go to what country you go to whatever mean it's about you go to every single one of them are thinking about how can I create more jobs how can I create build and grow the economic engine of my city my state my country and guess what they're leaning on technology to do that so everywhere we go it's a conversation about how can we drive efficiencies and productivity improvements across all the things you do and provide a greater level of service to every one of your it's constituencies through technology anything from securing the environment driving protecting our citizens to providing better health care services to providing better traffic management to providing better education and reach waste management you just go down the list every single city every single Enterprise a public sector entity around the globe is thinking about it and what's again the beautiful thing is we can come in we can bring in our overall partner ecosystem because it is a broader ecosystem that is needed in order to be able to deliver those end-to-end capabilities but very much on demand everywhere I gotta ask you about first of all is on the IT side those four public sector entities have a huge job ahead of them and they're not IT huge that staffs they need nimbleness and they need horsepower basically out of the gate and the beauty of what we are able to do is we share the best practices of what we see around the world you can imagine that a city of Dubai very progressive right clearly have the budget clearly have less restrictions on data privacy clearly have less restrictions on legacy integrations into past solutions so they can move pretty quickly with a pretty broad base view as to where they want to go so you take those ideas take those best practices and then you you showcase that to the rest of the world it's - ok what can we use what can they use - to move their agenda forward quickly I want to switch gears talk about competition I saw the Tom sweets presentation the analyst briefing around competition I didn't see any cloud vendors on their office T going multi cloud with your own cloud I see that but just in the traditional IT space the numbers are great in your and you got bigger bigger is better so HPE when smaller they thought that focus would be better for them maybe it is but now you have existing competitors from the classic IT market it's a new new ground you're going after you got Alienware here it's a gaming world you're partnering with it's a beautiful set up so that's the future of TCS so you're in all these markets what's the competitive view how did you talk about your companies for competitive strategy - what we first talked about if you if you've got scale and you have a broad broad portfolio they can address the the core trends that are emerging for the next decade or two and you can do it at speed I'd say a very nice formula and that's what we're starting to really operate at that kind of cadence with the the the strategically aligned businesses like VM were like like pivotal like secure works that are all coming together very nicely to be able to drive these transformations collectively as one portfolio where's the partner coopertition kind of thing going on because you think Cisco for instance you know you guys partner with Cisco in some level but also at the same time NSX on the VMware family side looking like us competing directly with Cisco so this is this you're going to have direct competition and then other ones that are coopertition where you're working as a partner or maybe and it's evolving so how do you guys bet to have those balance conversations it's it's been like that for decades right and there's you you've got big players in the market at the end of the day as long as you service your customer and deliver to them what they want and how they want it at the end of the day we need to collaborate to make that happen - same exact reason why we announced our partnership with Microsoft and Azure earlier this week customer draw was there they said we want you to be that single that single broker that enables me to move my my data in my application seamlessly and securely containerized to any public cloud well guess what Azure needs to be part of that equation so when the customer drives it and it's clearly aligned to their particular needs the the IT ecosystem comes together the best serve that when you have when you meet with the top customers and the top senior people what's the pitch Mario's when you go in and say hey you know here's get we're just gel technology we've got all the puzzle pieces they'll be be successful what's your pitch when you go in what's the mean message that you guys say to those customers I like for the last couple of years we've been talking about that the transformations that are happening right at the highest level it's just a digital transformation journey that people are on the work force transformation they're doing the overall IT transformation that enables that then of course how do you the whole environment on top of that they're having the conversation about okay let's go build the blueprint as to what that looks like for me as a customer and then show me how I'm gonna you're gonna deliver to me the platforms that enables me to grow and make sure that I'm making the right batch long term right I don't want a solution that's just there for today I want to make sure that I've got a solution that good that that will take me into the future and that makes me ultra competitive so when you think about it if I wanted a an app development platform that clearly needs to be cloud native in mind I need to have agile development capabilities and I need to be able the time to value needs to continue to shrink well guess what we got that with pivotal right you want to be able to now do your data management ecosystem seamlessly and and across multiple platforms clearly we have assets like Bumi that enable that to happen very very well and and then you want to virtualize your overall infrastructure layer as much as possible so you truly can scale up or scale down any of your infrastructure capabilities in order to meet the needs of that particular workload seamlessly when you have the data platform when you have the app platform when you have the virtualization platform and you have all of the infrastructure platform so well aligned to the overall trends and transformations our customers are doing it's almost a no-brainer I mean it is an IQ test that all of our customers are clearly passing and okay and what you just laid out it's probably like a ten year he's gonna play out over the next ten years and there's still a lot of invention to be required if you guys aren't doing a lot of M&A right now you know paying down the debt tom was clear on that but as an M&A person I want if we can pick your brain and I'm more familiar with the tech M&A it's where myspace but most M&A much of it anyway fails and and from your perspective why is that and why are some successful why or some not I think it is the how do you how do you when you add a new entity into the broader entity what are the synergies that you're aligning to to make sure that that new entity has the opportunity scale and grow right and that's why you have meant you have sometimes smaller deals are interesting from an IP perspective but if you don't tie it back into how are you gonna go scale to go to market to make it available to your broader set of customer base you or it gets lost in the equation that's a problem and I think what we've done is a very good job making sure that we understand how each piece of the IP portfolio comes together and is aligned to our overall approach and how we how we how we help you have the conversation with the customer that we've been able to see what we call our cross synergies of all the acquisitions we've made significantly exceed any and all of our expectations and and that's important part to do ahead of time before you make the acquisition know not just how it fits into the IP stack but how it fits into your overall go to market stack and how it fits in your overall value proposition to the customer Marcus thanks for spending the time know you're really busy coming on the cube I got to ask you one final question of this showed here Dell technology world over three days what are the three top highlights that happened to you that give a tell sign of the next 10 years with Dell technology I mean we've always said that we do what we say so I think and I've had many of analyst tell us that my god you guys consistently have delivered what you said you would deliver so the early skepticism of hey this this is a big company there's multiple cultures not sure that operationally you will execute well guess what I think it's fair to say the teams are executing and then when you see the results of taking share in every line of business you see the results where the customer satisfaction is higher than it's ever been our partner satisfaction is higher than it's ever been our partner growth is higher is the fastest-growing route to market for us all of that is just a testament that we are operating on all cylinders but what's more exciting is the yet to come part and and the fortuity so big right the market is what three and a half trillion ninety billion is a fraction of that so this is what our our team members see it's what our customers see our partners see so that momentum it's just a tsunami that's just gonna keep on growing well the cube barometer certainly showing activity to sets when we get four you know you're doing well so we're gonna keep an eye on the pulse of the cube pan and we got here Mari it's great to see you always a pleasure great insight thanks for sharing John awesome grant appeared a virus awesome thank you so much Myers house president chief commercial officer Dell technologies Friends of the cube great executive tech athlete as we say live coverage day three here the cube coverage of Delta knows we will be right back with more after the short break [Music]

>> live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners. >> Hello and welcome to Del >> Technologies with Cubes Coverage Our tenth year covering DMC World del World Here >> Pat Kelsey who test Not your time yet, but you're going to be coming on later. >> Great key note. Thanks for coming by. >> I appreciate it. Explored back tomorrow. You later. All right. >> Not Kelson. You're kicking off the cube coverage. Three days. The wall, the wall colors. Got two sets. Shotgun of content. We got to cube cannons blowing out the content. I'm John Force to minimum David. Want a key note? Uh, really kind of the tectonic plates in the industry. Kind of coming together you had on stage is something. The Tele CEO of Microsoft, Michael Dell, CEO of Down, founder of Del Technology and Pat Gayle Sr. Legends in the industry Captains of the industry. Really a critical juncture for Del technology worlds and a slew of other announcements. But the Del Cloud unified workspace but showing Microsoft on stage. This is a game changing move for Del technology world sure del del Technologies. But also of'Em. Where. Bm where in bed with eight of us. We know that cover that relationship now, going multi cloud all the way with Azure and seeing the CEO on stage Pretty incredible days. >> I think you nailed it. It's a V m wear story, John, and the numbers tell it. VM wears market value's eighty three billion Del owns eighty percent of it. That's sixty >> six billion. What's left. Dell's market value is forty seven billion. That says, the Del Cores worth negative nineteen billion. If it weren't for VM, where Satya Nadella wouldn't be here and you're seeing Michael Dell really drive the integration? He said that several times on stage today. How much collaboration? I love the collaboration across the divisions. You saw Jeff Clarke with Pack yell Sigur talking about new desktop management, talking about VM wear Cloud on del. It's of'Em were story You're right on >> and pack. Kelsey is to really key message up their simplicity, simplifying I t. The Common operate. I felt like we were in a Cube interview four years ago because that's was the basis of hybrid cloud now kind of coming to fruition. Clear visibility, at least on the tech stack side on the operating side, this is an operator world in a developer world, and simplicity and ease of operations is going to be the critical differentiated for the winners. >> Yeah, so So, John. First of all, I think we're getting some clarity on this multi cloud world. Look, one of the things that Veum where did so? Well, not just that wave, A virtual ization, but V Centre was the centre of I t management. And the question is, can they extend that into multi cloud world? When Veum where made the partnership with a W s. It's like, Oh my gosh, what does that mean to Del We got the answer today. What? That means Adele Veum were cloud on Del AMC hardware for me personally. That relationship between VM Rendell I think it's closer from the top executive all the way on down to the field go to market than it ever was. I was one of the first people working with VM where a DMC I watched that relationship emcee always kept them is kind of the way own you, But you're gonna be independent work across the board across the board. You hear. You know V s right. V X, Ray Allen and XX and P. K s and all these wonderful products Dell and VM work developing together, going to market together. It has ripples, but Amazon likes it. Microsoft like that big deal to see Veum wear and Microsoft partnered together. There are some challenges with some other partners Visa vi, Cisco And you know, some of some of the others, like IBM and HB that, if historically partner a lot with the anywhere but a lot of exciting news and definitely on >> and cha gi ve m were knocked down Google last month. >> So, guys, this is the theme we're seeing. We see Zoom went public. That was a videoconferencing disrupting an existing industry people thought would never be disrupted. You heard something and tell a stay on stage. Say on stage here that the new generation of new APS need new infrastructure. So a re vamp, a reset revitalisation of infrastructure to power APS via cloud. It's kind. The same game computing resource is software APS but with a whole new distributor architecture. A boom is coming. We see the stock market is up huge. You see the tech earnings last week across the board. Solid results. This is now a game change. This is not a bad business to be in. You know what was once could be. A declining business sees more remote workers, people working from multiple locations, mobile unification with cloud computing, a complete renaissance across the board game. I mean, this is a big revenue opportunity. >> Well, Mike Michael Dell's Kino wasn't just about products. It was about innovation. He talked about solving world problems, a big picture stuff on. Then he let Pat and Jeff get down a little bit more into the product. Weeds and you'LL hear more of that. But Michael is laying out a huge vision. What a juxtaposition between that's what, four, five years ago, you had sort of Joe Tucci, the chairman, up on stage. Michael was there. You had. You had John Chambers there. Now Michael owns the whole kit and caboodle. He's calling the shots, and people want to do business with them. Veum, where again, As you pointed >> out to me and Lucia question, you've been following the emcee for a long time. When we interviewed Michael Dell years ago, when he was in private that he bought AMC one of things. He said a lot. People were pooh poohing the whole deal. Why they want to buy that boat anchor. He said, scale matters. So are we seeing a new generations do elected to weigh in on this too, of competitive strategy where scale matters because you look at what Del Technologies has done and is doing there essentially rolled up the global I t business and are competing at scale with synergies not even looked at before early on when we talked about it. But we started see from fruit off that scale Amazon prove scale cloud Uh, Microsoft moves of the clouds scale up now the earnings air up Thoughts >> Well, what strikes me, John, is that, you know, they always talk about end end cos talk about synergy. Synergy is a code word for cutting what you heard today. You had be ave up there, you know, talking about a video and talking about the end end capabilities that Del technology brings Del by acquiring the emcee. And of course, VM. Where is a much way more strategic partner for corporations way more than many of these startups? Khun B. so that is their linchpin. You could maybe criticize him on innovation and, oh, maybe they don't have the hottest product, but and end throw in financial services and other services. People want to do business with this company because they trust >> to scale clouds scale, delle scale, scale. >> So we heard Tom suite this morning. Talk about that, Del. Maybe I missed a couple of turns in the marketplace and they needed to go private to kind of rearrange things When they bought emcee. We knew that there are a couple of tail winds that they could arrive hyper converge infrastructure. Absolutely one. We've been watching that trend since day one that their outpacing the industry there. The leader. If you talk from a software standpoint, VM wears their. If you talk from a hardware standpoint, Dell's there who's number two in the space nutanix, which also is a complicated relationship. But Del sells that in Vienna, where still is the primary hyper visor on that environment, so they're still beating the market growth. But they're doing that by gaining market share on DH taking it. Michael always loves to talk about when he's taking market from the business So the question is the overall macro, you know, how long can they keep that double digit growth going? And Dave, I know you're looking to begin with Tom Sweet. A >> ninety billion dollar business grew fourteen percent last year. So this company, in order to grow it has to gain share because the market is not. You're not going that fast. You can't rely on repatriation. I'm sorry that people are going to just disappear from the cloud and come back. So you've got to gain share the other thing, I think, to their favours. Let's face it, they really did have their act together in storage. They were kind of missing the boat there and took their eye off the ball. PC stayed strong. They got their act together in storage, which helped with the product. Mitch mixed higher margins. So last year was a very, very strong year. Twenty twenties going to be a tougher compare, but it seems like they still have some knobs to turn >> just about competition. But, um, Nutanix, what do they do? VM where relationship with a W s. I'm sure. Andy Jackson looking distant, healing words like chaotic, complex, the bane of our existence. Kind of talking about cloud in general and you deal with multiple clouds were packed. Nelson, you say that, um kind of public cloud losing babe flavor here means to you got the public cloud dominating. Now, all this talk about on premise and you got nutanix out there. What? What happens in Nutanix here? >> Yes. Oh, look, Nutanix astute. Doing well on Dell is a very important O am. But way just on nutanix made a big partnership with Hewlett Packard Enterprise. Which, of course, I'm sure Michael doesn't like that happening. You know, Nutanix needs to keep growing their rice software company. It's interesting to talk about the other competitors I mentioned Cisco. Cisco is transforming themselves into a software company. Del Del Technology is the core business wants to be the leading infrastructure company they have VM wear. Bumi and Pivotal are their software branch with the core. Business is really around that scale that that that whole you know, infrastructure piece and it's a different chuck it the Mark >> Chuck Robbins that Cisco CEO Cisco's not yet made a big, bold move like a red at move. Well, could nutanix be that move game? >> Well, I don't know. I don't know. I think I play is an I o T. But But But to your point about your question about the cloud Cloud is not attenuating Amazons, with thirty billion dollar company growing forty one percent a year throwing off twenty five thirty percent operating margins. I mean, that's where the innovation is. That's where the scale is. Everybody wants to do multi cloud because they don't have a cloud. It's your only path if you don't have a cloud. So So I think Cloud's got a long walk >> look and they talk to you know, I tell you, you know, my community got all excited when Michael got up on stage and said, We're all in on Corin eh? Teas and what we're doing with multi cloud you're going to hear under the covers here. Everything is going from VM wear V M as that unit down to container ization, you know, talking about at that application modernization. That's where they're going to lean on VM wear modernizing some what they're doing. And you know, of course, pivotal in Bhumi are the ones that are the tip of the spear in that area. >> I don't think David, it's a suit point there. The Amazon growth will continue because if you look at what Del Technologies has rolled out today, certainly that Microsoft thing is well shot across the bow. Multi cloud, Nice checkbox. Great to see the committee of the CEO there. But everything benefits with sass in the clouds. SAS is a cloud game And if scale on the clouds gonna be there, I only see the public cloud getting stronger because the scales they're the economics cannot be ignored. Certainly the data equation will be interesting, but anon a premise infrastructure that's set up operating like a cloud. I think we'LL ultimately benefit because Amazons weak link, if there is one, is that they really don't have a sass business, right? So they have a series of customers that deuce ***. But that's going to be an opportunity for all those workloads to run on the clouds. And the question is >> going to be >> how how >> cloud like is what we here today. And I I'm a skeptic. I want to see it first, you know, Show me. >> Yeah. No, I mean, what do we hear? What are you know Veum works, you know, services on Azure. It's the STD sea stack. So we understand what that is. It is more than just virtualization. But we used to say Private Cloud just can't be virtual ization plus plus. So Veum wears, you know, expanding and changing that model. But, you know, is it cloud enough? I mean the David, you know? Oh, you want to finance it with an effects we could totally have That affects affects the two. It's great. But, you know, >> at the end of the day, innovation and economics winds and the cloud guys have the scale. I mean, look at the amount of money we heard from Google last month. They spent what, twelve billion dollars in Cap Ex through April. It would take Oracle six years to spend that much in Cap Exit would take IBM three and a half four years to spend that much in CAF X. They're cost structure is going to be so much lower. And ultimately, I believe that's going to win. >> Talk about the winners and losers because we heard at the Bank of America you mentioned also what you just said. They're the future has redefined not how you got here, how you move forward. What's the competitive positioning posture for a winning supplier in the modern era of Iranian Cloud? >> I think it's really smart that Adele is forcing these integrations and getting out ahead of this multi cloud thing, I guess said before. If you don't have a public cloud, you've gotto get into that multi cloud management business. VM wears their their their obvious linchpin. They're early in the game. This is Guest is going to play over the next five to seven years. But VM wear has knocked down eight of us. Google, now Azure. They've got a relationship with Alibaba. It's just a matter of time before you see that one happening. So they are in the pole position. The other one is IBM Red Hat. I mean, those are the two favorites in my >> and by the way, red hats here. And if you want to run, you know the latest greatest red hat solution on the Del Ready notes. You know, of course you can do that. So you know, we'd love to talk about competition, but at the end of the day, it's what's good for customers and can they pick and choose the option of their choice. How much do I get? A full stack. That's the same. And how much is their choice? And I didn't hear the word choice. Ah, lot because, you know, they were focusing on certain announcement day. But absolutely, Adele has done a good job in the space in the cloud space of laying out the top choices that customers want. >> The choice wasn't used because the choices del they'LL ship you VX rails. I'm not sure they'll be shipping other things in there. Maybe they will, too. Thanks for the analysis. Degraded. Al says, man, It's gonna be a great show. Three days of wall to wall comes to cube sets two cannons of content coming your way here A Dell Technology world. The Cube cannons stay with us for three days. I'm jumpers Do Minimum day Volonte Lisa Martin, Rebecca Knight All here in Las Vegas for Delta No stay with us We'LL be right back

>>live from Las Vegas. It's the Cube covering booby World 2018. Brought to you by Del Bumi >>Welcome back to the Cube. We're live at Bumi World 2018 in Las Vegas. I'm Lisa Martin with John Ferrier and we're welcoming to the King for the first time. Brian Stewart, managing director of Deloitte specifically in the h r transformation practice. Brian, thanks so much for joining us on the program today. >>Thanks for having me, >>Deloitte. Long time Global Systems integrator with Del Technologies del Bumi. You were on a customer panel this morning and the Kino that was very interesting. Talk to us about what? Deloitte His helping American Airlines transform with Del Boom. You mentioned This is, you know, this is a big, long duration transformation. American Airlines, well known, a lot of passengers. A lot of customers don't just about where you started three years ago, what that transformation has been like. >>Sure, in 2013 when American and US Airways came together, the first thing they did was focused on their customer world. And once they were able to get the customer rolled under control, they started looking at how they could take their employees world forward and what what we started to do was, as they said, we want to take successfactors and make that our system of record way came in to do the implementation. Okay, so we leverage Successfactors used elbow me to do the integration between all the external and internal systems. So it's some 136 plus integration State star systems and 327 internal systems spread out, you know, across the American Airlines. >>And what were some of the big results that you have helped them achieve to date? >>Well, I think for American the biggest thing was they wanted their employees experience to be the same as their customers never want it. They believe that if the employees experience is the best, it can be that the customers will have the best boss works pains. And so when they were able to do the implementation successfactors and tied together the integration points it allowed there and play experience to come up to the same standards as their customer experience. And for the first time, they had an integrated system that allowed them to get that view, provide consistent experience across the board and give them really give them place confidence. And they knew where to go to get their data, to manage their own data. >>About where you see Del Bumi succeeding where others haven't been successful, the attractions been great. A lot of watching might be looking at Dublin's Hey, okay, what's they're born in the cloud. What's why why were they successful? What's what's what's the key thing in your mind >>from our perspective, when we looked at the possible options way, looked at several possible metal wears and way Bumi stood out was to measure weight, scalability and flexibility going forward. When you're talking American Airlines, over the course of last 20 years, we're talking 325,000 plus employees that have traveled benefits. So in order to scale to that kind of number as we pull across, we had to have a solution that could be speed to build and pull that information on a regular basis. Okay, boom. He really check that box in the hard way where nobody else could. >>Big trend is different, you know, hit the easy, but not so easy when you're dealing with a lot of legacy integration points project timelines tend to get loaded in lengthened. That's the challenge. How to shorten those? Well, it's a big, big challenge. Howto customers get that that success point. >>There were a couple of different ways that we looked at handling that number one by using booming. We had all the pre built, you know, attachments to the FBI's for success factors. That was a big deal for us, because we're going to have speed to build, right? I mean, when you're talking 136 integrations that have now turned into 100 50 as after we've gone life, it's Yeah, it's a lot. It's a lot to manage, and we can't have a situation where every little thing is it's custom built. Then things start to fall apart, right? It becomes a self fulfilling, snowballing top of prophecy. So the consistency provided by Bumi allowed us to get that speed, and then it also gave us the flexibility to make calls where sometimes there are challenges with that kind of volume of data to make the combined like ad hoc report calls with the A P, I calls and do innovative actions that most people haven't seen. I know some of the stuff we were doing. They said we didn't know you could do that way, pulled it off. >>Well, what a surprise. So that's the business. You want to be in success point where you can actually go out, get value of the data and deliver the user experience. Peace, >>right. And as we go forward and we continue to leverage a state AIDS, you know, HR systems are great. And like I said, American believes that with experience must mean customer experience. But it's often hard to determine our why exactly right. Because, you know, HR Systems. You know, it's not always clear, but one of things you can take it forward on is combining it with other data across the organization and looking at how we can tie the employee data using Bumi with data from airports or customer, and tie that out and provide insights going forward. >>You know, that's a big deal. And I think you're in the hr side of it. This personal practice you're in now, but I think you nailed what we hear a lot, which is Oh, we have a staff that's gonna help you. But you know about a horizontally scalable cloud fabric model, whether it's on premises or in cloud. But the data accessibility cross pollinates. That's a key value. >>Yeah, you know, when you look at things that can impact operations Dr Shareholder value I mean, when you can get insights on those type of things back and binding that set of data going across like you're talking about, it really changes what you can get out of the system. >>So it's more than just immigration platform at that point. Yeah, it's a data trust platform >>on booming searches underlying foundation friendly with that date around >>transformation theme of many events. Del Bumi coming out today and say we want to be the transformation transformation is now a sea level conversation. It's a board level conversation. It's an imperative, very challenging for businesses like American Airlines, who grow dramatically by opposition et cetera, but also weren't born in the cloud to undergo such transformation. When you were having conversations with customers, where are you going right to that sea level? The boardroom. This is alright, delight. We have to transform. We need your help to help us identify where we should start. What's that customer like inquiry Start like >>it depends. I mean, sometimes it's a question about what can the road map look like? Kind of what you're talking about from that sea level executive or way. Maybe in the middle of an implementation where we're identifying, you know, like, here's how we can leverage the state and take it forward and bringing that forward. You know, when you talk to one of the things that you see all the time, is people on the ground have wonderful ideas and understand exactly what you know. Changes could help impact the business. And listening to those people and putting together their thoughts and taking it forward is one of the things we do to try to make sure way actually leverage all parts off Clyde experience. So I think you can start the way you're talking about. But it can also start with, you know, I think when the gentleman I work with it at American senior manager and his ideas are something constantly collaborate on to try to come up with how we can improve American Airlines is business. >>So, uh, >>in terms of delights partnership as a global systems integrator with Delta me, you have choice customers have choice. It's It's about much more than integrating applications data people processes. Today, Dell, Gloomy came out and said, We want to be not just the transformation partner, but we're We're gonna redefine the eye and ipads intelligence percent McNab talked about. I pass to Dato from some of the things you heard presumably yesterday. The Partner Summit. What excites you about this new vision that Del Bhumi is bringing the iPads >>well, the opening up in the flexibility of the platform and to add your logic in as the represented from sky, I'll have talked about this morning understanding how you can add that logic and to drive changes to anything from customer experience. You know, adding the intelligence into your workflow being part of the, you know, their flow product that they're talking about, adding that intelligence in really changes the game on what you can do. And that is the most exciting part to me, because if you had that intelligence and you can save both a customer frustration, user user experience and the bottom line and you know you can, you can anticipate things more quickly and be able to help people sell them ourselves. >>Ryan, My final question for you is you seen different evolutions of deployments and consultancy projects over the years. They've gotten shorter in the gravy train of two year projects. Everyone's making money that because planes serviced just different animal Baxter, I t was different. Now cloud speed is critical. You mentioned scale earlier. I need speed. I need scale and I need to have automation. I don't want to be going back and uploading on the 138 6 integration and find out the 3rd 1 has problems. This is chasing your tail kind of philosophy. That's over this new world. What's different about this world we're living in now? If you had to tell a friend Hey, As you start going into digital transformation, watch out for these things. But do more of this. What would that advice be? How would you advise >>I think in? If I were to try to phrase it like that, It's the key that we look for his automation and everything. So one, the big challenges I know most people faces. All right, I contest these interfaces. I've quarterly releases. People talk about release fatigue, right? How can I oughta make my testing Sakhalin away because that doesn't come just out of the box right in, actually leverage moving for some of that. But But how can automate that cycle? Because what you're exactly right. People don't want to have to say tweet one value on my data model. Now I have to test 48 interfaces. I shouldn't have to generate 40 a day sets. It should be automated and ready to go. And I think that kind of speed is what we look at as a big changer for how we how we handle keeping those things compressed and not testing everything in the world every time >>and changes the productivity. Yeah. I mean, those are like, that's grunt work. You gotta go down and get down and dirty. If you don't have the automation, someone's gonna do that. It's a weekend, you know. I mean, we could be ruined basically at that point, >>and and you see that frustration, right? Because you know, if people have to do that nobody you have highly experienced in highly paid people, they don't want to sit there in top in data all day because it's a waste of their time. So it's not evaluate either. >>It's no, it's a waste of time. It's also wasted a lot of money. Well, Brian, thanks so much for stopping by the Cube, joining John and me today and talk to us about what Deloitte is enabling customers with double me to achieve with respected transformation. We appreciate your time. >>Thank you very much. >>Thank you so much for watching the Cube life from Bhumi World 18. I'm Lisa Martin with John Ferrier will be right back with our next >>guest.