>> From San Francisco, it's theCUBE covering Conga Connect West 2018. Brought to you by Conga. >> Hey, welcome back everybody, Jeff Rick here with theCube. The Mark Benny office finished this portion of the keynote, so we can get back to business here. Special event outside of sales force, the 171,000 people over watching Mark and the keynote. We're here at a special Conga event, it's called Conga Connect West. It's about 3,000 people they said they had last year, 3 days of taking over the thirsty bear, they've got free food, free drink, free entertainment, lot of demos, come on over. The invitation is open. Just make sure you come early because the line is really long, but we're excited to get into it with a practitioner, we love to talk to customers. So, really excited to have our next guest, Susan O'Leary, she's a continuous improvement leader 6and program manager for Abiomed. Great to see you. >> Hey Jeff, thank you so much for that introduction. I'm so excited to be here. >> Excellent, and with her is Will Spindla, the VP of marketing from Conga. Will, great to see you. Warming up before your panel tomorrow. >> Exactly. (laughs) >> So, first off, impressions of this show, it never fails to amaze me when we come to Dreamforce, what happens to downtown San Francisco. >> It's insane, isn't it? >> It is crazy. It never disappoints, there is so much going on at every moment, and especially right here at Connect West. >> Right. So, what is Abiomed, for folks that aren't familiar with the company? >> So, Abiomed, we're a class-3 medical device company. We make the world's smallest heart pump and our corporate mission is to recover hearts and save lives. And more recently, we have some commercials for our flagship product, the Impella product, on T.V. So I feel like we've really arrived at some point in the company's maturity that we have television commercials. >> Right, so what does class-3 mean? >> So, it's a certain level of classification within the FDA, and class-3 means essentially, in the simplest way, that it goes inside the body. >> Okay. >> So, the rigor at which it's controlled, and how products are introduced into market, have a very rigorous path for patient quality and compliance and safety, it's a pretty exciting space to be, but it's not easy to bring a product to market. >> And you've got hardware, I imagine you've got all kinds of crazy software, you probably have all types of continuous monitoring, not a simple device. >> No. >> And a very important one. >> A very important one. That's right. >> So we're here at Conga, Connect West, what do you guys do with Conga, where does Conga play in your world? >> So Conga has enabled Abiomed to do amazing things. We're here at Dreamforce, obviously as Salesforce customers, and we began our journey with Salesforce back in 2009, and we discovered that we had some business processes that still resided outside of Salesforce, that people were struggling with these PowerPoint presentations and putting together their sales forecast, and all the data that would really drive that lives in the Salesforce orb. A tour on the app exchange back probably 2010 I would say, Will, and Jeff, I found the composer product, and it was a pretty easy sell to our VP of sales, a quick proof of concept, taking certain data that people were manually manipulating and with the click of a button, here is your forecast blown up in all kinds of colors and charts and graphs, it was a game changer. >> All right, so that's early intro, right, 'cause the biggest knock on Salesforce, always, is getting sales people to use it, right, and changing behavior is much harder than writing software or developing software. So, did you find that that app was the killer app to get the sales team to actually use the tool? >> Well, so they were using- >> 'Cause everybody's got the same story, right, everyone's got PowerPoint, and a lot of times people use Salesforce for reporting, not actually working, and now it's double data entry, I can't stand it, but it sounds like this composer was really a game-changer for you. >> Well, it brought the best of both worlds together because our field organization was using Salesforce, they're doing their work in that application, and yet the model that leadership wanted for delivering their weekly forecast in their update was very, very specific, and you couldn't do that in any Salesforce report. You can do it in Excel. >> So the forecast model was outside of Salesforce driven by the executive leadership, even though the day-to-day work was happening inside of Salesforce? >> You're right, you're right. >> And this was like, "Oh, it happens over and over again?" >> (laughs) It was the visualization that was impossible in standard Salesforce reports, but you could build it in Excel, and then merge the data with the composer product, so that was our first use case, and we have invented so many more, but that got us in the door, so to speak. >> So, Will, have you ever heard that story before? >> Well, what I was going to say, I think it's interesting because I worked at Salesforce for about six years before I came to Conga, and one of the things that we often saw was that sales people sometimes put their data in Salesforce, unless they're coaxed very greatly, but what they actually don't do a lot of the time is leverage the data that's inside there once it's there. And so the nice part about having a tool like Conga is that you can make it so the sales people don't have to do anything with the data, right? You can automate- >> Exactly. >> Creation of reports and charts and PowerPoint presentations, so that the sales reps, they don't have to do anything. >> They just click a button. >> Click a button. >> They click a button, they have the relationships with their customers, they know how to win the deals, they know how to take all those conversations to the next level, and why do we want them crunching numbers and doing that? We don't want them doing that. There's no value in that. So, you find great tools that take the data and put it in a button, and game changed. >> Yeah, and then you can ensure that whatever process or policy your company, like Abiomed has, every single sales rep is within that guideline, so they're not making their own decisions, they're doing what the organization wants them to. >> That's right, they're following a tested and validated model that delivers what leadership wants. And I'm probably not joking if I say half a day on Friday, if you were a cardiology account manager, you would be trying to cobble this together in a PowerPoint and then turn it in to the office. Half a day. >> So the office is asking for a PowerPoint presentation on the updated status of your pipeline, basically? >> This very specific visualization model. And, with Composer, with how people are with data, they think that this is all they really need, but once they saw what we could put in that output document from Composer, it has grown to be an enormous analytic tool set for the field team that drives their forecast. >> I'm just curious in terms of the scale and the size of team, don't tell me anything out of school but, are you talking tens of reps, hundreds of reps? >> Hundreds of reps. >> Hundreds of reps. >> Globally, we have over 100 sales territories, and so we have easily 450 feet on the street. And certain people have different roles, right, so the cardiology account manager role is that forecasting leader in the company, that person is really clicking that button to generate that document, and there's well over 100 in our organization. >> So, Will, you hear these stories all the time, I'm sure, is Composer the killer app to get people to start to embrace this tool? Do you see that time and time again? >> Yeah, I think one of the nice parts about Composer is that you can, in some respects, direct your entire sales or organization on the way the company wants to showcase themselves, whether it's in reporting, whether it's highly branded and pixel-perfect documents, what we've seen a lot of people do is you may have a monthly or a quarterly business review. >> Oh, we do that! We have Composer for that. We have this beautifully crafted merge template that delivers a business review to our customers. Yeah, that was the second thing we did with Composer. >> That's right. >> Where we first did the forecast then we did the business review. >> Business review. >> Wow! >> And you can do that in Excel, or in PowerPoint, or in Word, or even in HTML, it just gives you the ability to take data, that sits inside Salesforce, and push it out in any format you want. And the nice part, too, is you can pull data from other systems. >> Right. >> So it can be in your ERP or your accounting system and brings it all into one spot. >> I just can't help but think of the poor guy on the receiving end of the 450 PowerPoint decks on Friday afternoon, I mean how did that get rolled up? >> Yeah, we had another process for that. >> I don't want to hear that one, that one sounds scary. >> There's the regional, there's a country base- >> Too much. >> And it's all Composer. It's all Composer. >> Last question for you, Susan. So, have you been able to leverage the success of Composer to basically expand into more applications in the Salesforce suite with Conga or other, to actually get your adoption up, and now start to add more and more applications? >> Yeah, that's a great question, Jeff, and certainly Composer was that early-adoption product that was such an easy sell, it had win-win written over it in capital letters, everybody really got it right away. "We're buying this, we're doing this." And then over the years, Conga in its development life cycle put out a couple other game-changing products that we also have, we have their Action Grid product, and their contract solution. >> Was that as easy of a sell? >> Yes. >> Okay. (laughs) >> Well, it wasn't IT organizations selling solution on business, business is saying, "We want a quoting platform, and we need something better than standard Salesforce." So, we started looking at what is now CPQ, but it was called Steelwork at the time, and then we needed to solve for the contract life cycle management part of that, and a contract product didn't even exist at the time. And we were looking at other solutions, and we were trying to make something work, and we learned about the contract product through a Connect event that a colleague of mine attended, and came back from that event, and just said "Sue, you've got to stop everything you're doing, you've got to go talk to Pete Castro at Conga, and you have to see this contract tool. Because I know we're almost at the end of this project, but literally you're going to rip out everything that we did before and you're going to want to do this." So guess what we did? We did it! >> Will, you can't let this one off your hip, I'm telling you. She's awesome. >> It was a tough timeline and that was part of the promise that we needed to hear back when we went to the table, was we can't miss our launch. >> Yeah, yeah. >> To do this pivot and switch and can we do it? >> But that's easy compared to getting sales people to change behavior, timelines are one thing, but if you got people to actually use the tool the way the tool is supposed to be used, then the ancillary benefits are tremendous. Thank you for sharing that story with us, Sue. >> You're very welcome, Jeff. We do have the Action Grid product, but I'm not the expert in that space, but I've seen some amazing things. >> You've got the sales people using Salesforce on a weekly basis, plant the flag and call it enough. Come on now! All right, so thanks again. He's Will, she's Sue, I'm Jeff, you're watching theCube for Conga Connect West at Salesforce Dreamforce in San Francisco, thanks for watching. (electronic music)

>> From San Francisco, it's theCUBE covering Conga Connect West 2018. Brought to you by Conga. >> Hey welcome back, everybody. Jeff Frick here with theCUBE. We are winding down a very busy day here at the Conga Connect West. We're here at Salesforce. Benioff confirmed it. In the keynote 171,000 registered people. Hard to believe. We got about 3,000 of 'em here, hosted by Conga. Free drinks, free food, a lot of entertainment. Come on down. Are open for three days and the invitation is open. We're really happy, have two very special guests here as we wrap up today. We have Matt Schulz. He's the CEO of Conga. Matt, great to see you. >> Great to be here. >> And with him as Ryan Westwood, the CEO and co founder of Simplus. Ryan great to see you. >> Thanks for having me. >> Absolutely. So first off, Matt great event. You said you guys did this last year. >> Yep. >> Super way to get the community together, your customers together, your people together. Big investment. >> It's a big investment, but it's you know celebration of our customers and we have the most amazing loyal customers that I've ever seen. So we like to get together at least once a year. So this is not only our dream for celebration, but this is our Conga Connect user group here as well. >> Right. >> So now we're excited. >> So, It's interesting, right. We do a ton of shows and everybody wants to get customers on we loved to have customers on. Their hard to get on, either because they can't speak or it's your strategic advantage or, the whole bunch of reasons. I think we've only done about six or seven eight interviews here today and we had three customers on. So you know nice testament to what you guys are doing. >> Yeah. >> And Ryan. Tell us about Simplus. We've been hearing about Congo all day. Tell us about-- >> (laughs) Exactly, exactly. >> Thank you for the opportunity. Simplus started out as a Salesforce partner specifically to SteelBrick. So SteelBrick was an independent software vendor like like Conga, that was built on Salesforce and Salesforce acquired SteelBrick a few years ago. And we started out implementing SteelBrick and then when they were acquired by Salesforce, we took an investment from Salesforce and really have scaled alongside of Salesforce CPQ. But we kind of saw the emergence of CLM like we did CPQ, where we felt like this is this is the future. There is a big opportunity. There's a lot of wide space. And so when we met with Conga and the team, we were just even more excited. We knew that the technology in the market had a big opportunity, but then to have the experience of Matt and Bob and his team combined. We were excited to partner and go to market with Conga, just like we did with SteelBrick. So we've really made our brand on being kind of ahead of the market and, and really seeing what's happening and implementing the technologies that are the cutting edge of the Salesforce ecosystem. >> Yeah, and a big ecosystem it is, with the 170,000 people. >> Absolutely. Absolutely. >> And Matt you've got this crew together. We've heard time and time again today, a lot of people that have worked with you in the past. So you've got a pretty good formula, pretty good team of folks, that you've executed with. What about the importance of that, where, you know you've got trusted lieutenants, people you've kind of done this before with to be able to bring together coalesce relatively new team to take this thing to the next level. >> Yeah, we were talking a little bit off the air that you Ryan runs a services company. So everyone believes that the people business. Right? And then they meet me, I get it in social situations, what do you do? I'm CEO of a software company. They're like, oh, wow, it'd be great to have a technology like that. I'm like, wait a second, it's a people business. We don't have, I tell our employees that every time we get together, we don't have a factory that stamping out widgets. Like this is a people business. It's an interconnect with people business, actually. So I tell people, marketing sneezes, and, sales catches a cold, >> Right. >> We are all just completely joined at the hip. So for me to have the honor of working with people, second, third, fourth time and some of these companies, it's pretty incredible, very blessed, and it doesn't hurt that they're really good at what they do. >> Yeah, well, absolutely. And Ryan, you've got an interesting take too. Your, your kind of a leadership study, or you like to interview people. You've written lot of blog posts. So what is it about, kind of the leadership study that helps keep you going. Makes you tick. >> I think, I think as an entrepreneur, you realize over time how much you don't know. And it's amazing to surround yourself with other entrepreneurs or CEOs that have experienced things you haven't. And so through those platforms, Wall Street Journal, or Forbes, the writing I've done has been amazing for education. So I think I've interviewed 60 plus tech CEOs. public, private, all kinds of different different sizes of companies and I have learned so much. It's been a it's a really fun journey. The time I've spent with Matt and Bob and some entrepreneurs are CEOs like, like they are, there's just so much to learn. So I I've enjoyed sharing my journey with other people and writing about it, through the Forbes platform for the last four or five years. >> Such a great such a great lesson. I'm reading I pulled it up. I'm reading Sapiens right now. I don't know if you've read that book. Great book by Yuval Harari. Just come out with a new called the 21st Century. He's a historian, greatest historian. And he talks about one of the big changes to go to a scientific based world was when people decided they didn't know everything, and embrace the fact that we didn't know everything. And let's ask questions. Why does the sun come up over there? Why does the moon, and where before it was, kind of a deity from on high and everything is fine. And we'll just keep it though. So I think it's a really, smart, smart strategy to say; I love to learn from the people. So what I love about this job and get to talk to smart guys like you. Let's talk about kind about kind where Conga is going. You've got all these connected parts, talk to a bunch of people, you've got brought in through acquisitions, and you've got this thread that seems to weed through all the applications, workflow leaves to the applications. You got document creation, that ties back to managing your contracts. Interesting, how those things tie together. And now AI. You're going to have this kind of AI infusion. As we talked to people all the time, no one can go buy a pocket of AI. what I want is AI infuse, in all the applications that I interface to make them work better. So that's what's coming down. You got to be excited about that. >> Oh. it's incredible. I mean, the opportunity in front of us is amazing. This is the third company. I'm old, this is the third company I've been CEO of in the electronic documents space. So I've been in this space for 20 years now. And to see where we've come in 20 years. It's inspiring. It's amazing. If you look at just the sheer numbers and size of market. Congo really started in my mind, in our mind, and our team's mind back when we were all at DocuSign. As you know, I was CEO of DocuSign. Joined the company in January 2007. And we really put the team back together. They've built the early days of that company. But we had a vision back then around digital document transformation, and it included electronic signing, but electronic signing was a small part of that. And so we've been working really hard as you mentioned, building products. We've made some key acquisitions, and we built out the first digital document transformation suite in the industry. It's all the way from collaborating, creating documents to managing those documents and negotiating them to full contract Lifecycle Management with electronic signing a state of the art orchestration layer to build those productively for customers with a AI platform Conga AI supporting the entire platform. This product groups like a dream come true for us. It's 20 years in the making. And we're so excited. We've now released with the market. Companies growing like crazy. We've been named the fastest growing ISV in the entire Salesforce ecosystem. We have the highest volume downloaded app in the entire app exchange. And we've been rated the top from a customer satisfaction standpoint, the number one ISV in the entire Salesforce ecosystem. So either a blind squirrel found a nut or we were onto something there. this is a hot market. Customers like what we're doing. We're just going to keep growing and doing more. Yeah. >> And we heard the announcement earlier today about that Salesforce, actually integrating some of your product functionality directly into some of their offerings. Which is a great validation. >> Pretty excited and proud of that. Salesforce does not, I mean, with very few exceptions, like count them on three fingers kind of exceptions that I know of ever resells anyone else's product. Let alone resell it with their co branding. And so Salesforce announced here at dream force that they're reselling Conga's products now. Conga core generation is being co branded with Salesforce in Seoul along with invoice generation. I'm stumbling over the words because it's stunning that it's been a few years in the making, but we have a really strong relationship with Salesforce. We publicly announced they're an investor in the company, we're one of their top global ISV partners. So it was it was in some regards, a very natural thing for them to say, if we're going to build our document generation around our strongest partner. >> Right. Well, it's always good to hook your wagon to a rocket ship. And as evidenced by the very large building just outside these doors. >> Yeah. >> I think you picked a good one. >> Amazing I mean we are an amazing company, so my time with them dates back to when I was CEO DocuSign. So we did when I was there we did the first ISV deal of its kind with Salesforce. This was in 2009, and then brought them in as an equity investor in the company. So I've always Salesforce have been and always near and dear to my heart and a really amazing partner. This is my I think my 10th or 11th dream force. And so I'm all in. Like, well, the company's all in this is we're all all on the Salesforce bandwagon definitely. >> It looks like the bet's paying off. So congratulations to you and the team. >> Thanks, thanks. We got a lot of work to do, but it's going well. >> All right. Well thanks for taking a few minute. Ryan, Matt, and again, congratulations on a really great event. I think that things are turning people away the door. It's like, two people out two people in. (laughs) And thanks for having us. >> Like I said, it's nice to throw a party and have somebody show up. >> Absolutely. Thank you. >> Thanks for your time. >> All right. He's Matt, he's Ryan I'm Jeff. You're watching theCUBE. Where it's at Conga Connect West, at Salesforce dream force in San Francisco. Thanks for watching. (upbeat music)

>> Live from San Francisco, it's the Cube covering Conga, Connect West 2018 Brought to you by Conga. >> Hey, welcome back everybody Jeff Frick with the Cube, we're at Salesforce Dreamforce in downtown, San Francisco, 170,000 people. As I said before please take public transit, take a scooter, take a bird, but do not get on the roads. We're excited to be here. We have our first guest from Salesforce. We're so excited. It's Greg Gsell, he's the VP of Product Marketing, Salesforce CPQ and billing. Greg, great to see you. >> Really happy to be here. >> Along with him is Ken Cavallon the EDP of Conga. Great to see you. >> Nice to meet you as well, thanks for having us here. >> Oh, for sure. So first off, Greg, you've been with, said almost your 13th anniversary with Salesforce. >> That's correct, my 13th, been with the company for 12 years. First band I saw was Train and there was about 5000 people at the conference. >> I was going to say, I want to get your perspective. There was 5000 people at the conference. >> Yeah, maybe a little bit more than that, but it was right around there, so it was much smaller. We only had one of the Moscone buildings. We were still growing as fast as we could back then. >> Did they bring this cruise ship in this year? I can't remember. I remember Lynn Vojvodich brought the cruise ship in a couple of years ago for a room. >> The dream boat has not come back. It made one appearance and I have not been back for the conference yet. >> Okay, so a lot of stuff going on, obviously you guys work very close together, but today some big product announcements, over the last couple of days, what if you can kind of run through those for us? >> Yeah, it's been super exciting. So we've been working with Conga for a long time. They've been a great Salesforce partner since 2006, I think. Now we just announced a brand new product Conga quote generation for Salesforce CPQ and Conga invoice generation for Salesforce billing, which is a purpose filled application that allows our CPQ and billing customers to build pixel perfect quotes using Conga right inside a Salesforce CPQ. It's a great product announcement. >> So you've integrated the Conga functionality into the Salesforce application around that specific >> Exactly right. >> Application. >> Exactly right. >> So why did you go that way? Why didn't you just build it yourself? >> We do configure pricing quotes, you're generating a quote and a quote's not good unless it gets signed by a customer. So generating the documents is such an integral part of that process. Conga's one of the leaders so we decided to make this partnership to bring it all together. >> That's great. So Ken, you got to be pretty excited. You got to like that, huh? >> I'm extremely excited about this opportunity, I've been working with Salesforce for the last ten years, in many other capacities as a partner on the outside looking in. This has been an amazing experience, having Salesforce bring a partner to the inside saying help us solve these customers' problems. I mean Salesforce is all about customer success and helping customers be more successful. It was phenomenal to see an ecosystem owner like Salesforce realize that they could use a partner to actually drive more success for their customers. As the leader in document generation, on the Salesforce platform, we help make those pixel perfect format-friendly documents out of the customer's data in Salesforce applying their rules and their templates to their format, the way they want it. The CPQ team, the CPQ and billing team came to us and said as the best in doc gen we want you guys to produce the quotes that come out of our quoting system. The Salesforce CPQ system is amazing. We're also a customer. We use the technology, not just the Salesforce platform, but Salesforce CPQ as well. We know what it's like to actually need to satisfy a customer in getting that sale through the funnel faster. Being able to tie these two technologies together and allow the Salesforce themselves to take this to the customer, they now have one point of contact where they can get all of CPQ in the way they want it. >> It's really interesting as people think about the generation, kind of the mechanics of working through the configuration and all the options, that's a really simple thing to generate a document that somebody can actually sign. Pretty important step that a lot of people don't tie the whole bow back together. >> That's right, that's right. >> So now we've got the best of breed in both solutions coming together and being able to take to market by the Salesforce team. I actually am not really familiar with another opportunity where there's been a partner that can actually support Salesforce in that way. Generally Salesforce takes Salesforce products to market and then to have the us take to market on their price book and in their quotes to their customers is a great privilege. We treat it that way, working with Greg and his team on the product marketing side, with Dan and his team on the technology side, to build a new product on Lightning, as a Lightning component to take it to market. Great experience. >> So Greg, I'm just curious, that's a super development, you've been working on the CPQ and the billing for a while. What are some of the things on your road map, what are some of the priorities that you got as you look forward? >> Sure, on CPQ and billing we just launched billing about three weeks ago, so billing completes the last mile of the sales cycle, so it's where we've really been focused. Billing allows all of our customers to generate invoices to collect payment, to automate their renewals, it really transforms a new business model. Still enabling our customers to take advantage of the subscription based or recurring revenue based business model that we hear so much about in our consumer life. We're really bringing those business models into new companies and enabling them to launch new products. That's where our head's at, we've been really focused on billing, we're really excited to bring that to market here at Dreamforce. >> So I wonder if you can unpack some of the complexity around subscriptions and some of these new kind of business relationships between vendors and customers. Because it's not just the I buy it, get an invoice, and we can finish the transaction, but there's all these new variances. The subscription thing is huge and a growing piece of the economy. >> Subscriptions are nothing new, right, newspaper subscriptions have been around for hundreds of years. So it's not a new concept, but taking that and applying it in a B to B setting is actually is really new because it gets really complex. The devil is in the details here. A traditional back end systems, your ERP, were built to quote a widget, sell a widget, and bill for a widget, then you collect your money and you move on. It's not that recurring relationship. With billing, it was subscription based products and recurring relationships, now midway through that contract, you could upgrade, you could swap out a product, you could renew early. There's so many different variations that you could do and you actually have to go in and amend that contract. In the past, all of our customers had their contract, it's a piece of paper with an actual signature on it, long before Conga Sign, that sat in someone's folder, in a drawer in the basement. It's very, very difficult to actually go back in and amend that contract in your ERP system. So we see lots of challenges with scale, manual processes, manually updating data, that physically prevented companies from moving into this subscription model. But now with Salesforce billing, bill right on the Salesforce platform, we are able to unlock that, enable all these new dramatic changes. >> Then we talked earlier, Ken, with some other people from Conga about the contract management piece of that too that's got to dovetail in with the billing and everything else because the T's and C's depending on what you buy, how much you buy, and when you buy could be very, very different, right? >> It can govern the next sell. As Greg was talking about transforming that configure pricing quote process to modernize business, to allow for these new business models, Conga wraps around Salesforce CPQ and billing to help digially transform the sales business process. Better presentations, built out of data that are customized to a specific customer engagement, better proposals that can lead to the quoting process so that you can make sure that the customer really knows what they're buying and then is able to get a quote. Better set of reports that come afterwards to show that consumption and visualize for the customer and help them understand what to buy next. Then Conga invoice generation for Salesforce billing generates that actual invoice document for them. This entire sales business process digitally transformation journey, a lot of customers are in that journey today and they just really don't know how to do it and they can unlock the power of Salesforce and all that technology they've got with the custom master records so they can move that throughout the entire sales process. That's what Conga's here to do and we're here to do in partnership with Salesforce CPQ and billing. >> Just curious, how much of the push to these types of development to the application are driven by the customer request like hey, we want to do some of these new things, can you please put it in, or is it more, hey, now you have this, classic chicken and egg, now you can start to explore some of these transformative ways of doing business? What do you kind of see in the field, is it more of we want it, or here you have it, now we can do it? >> Different customers are at different points in their journey in that digital transformation. This is the fourth industrial revolution where we're going from where we were in the past of that transactional business where it starts and stops and you have to restart it again to a constant flow of business that they have with their customers. Depending upon where they are in that journey, depends on whether or not they're pulling us along, saying I've got to innovate further, or we have to go explore with them what's possible, the art of possible. I have to give Marc and the Salesforce team a lot of credit. Salesforce over the last 20 years has done such an amazing job at helping business figure out how to unlock that potential that they've got, and this platform has allowed Conga to thrive. Conga was born on the AppExchange a little more than 10 years ago, we've grown with the AppExchange ever since and as you can see from this great event we've got going on here today, we're able to solve a lot of customers' problems. To answer your question directly, it's where they are in that journey depends on whether or not they need a little push, or they're going to pull us. >> Right, so Greg, a little shifting gears. I'm just curious from a product marketing, product development point of view, when you operate with such a robust ecosystem and you're making decisions as to what do we buy, what do we partner, what do we integrate, of the 100,000 plus whatever people here, a whole lot of them are partners. It's a super robust ecosystem, so as you look at that, how do you prioritize or you kind of looking for partners for new things or you looking for them to fill holes, how do you fit that portfolio into what you're trying to build natively in the product? >> Sure I mean it always just comes back to customer success. We listen to our customers and we see what is available out there and we look to partners like Conga and the rest of the three, four thousand plus applications, I think on the AppExchange to make sure that we're filling all of our customers' needs. It's always about what is going to help our customers be the most successful in the fourth industrial revolution like Ken was saying. >> Ken, Greg, congrats on the announcement, on the integration. I'm sure it will have tremendous success for both of you. >> Thank you very much. >> He's Ken, he's Greg, I'm Jeff, you're watching the Cube. We're at Conga Connect West at Dreamforce at the Thirsty Bear, come on down, free food, free drink, and free I think entertainment. Thanks for watching.

>> From San Francisco, it's theCUBE, covering Conga Connect West 2018, brought to you by Conga. >> Hey, welcome back everybody. Jeff Frick here with theCUBE. We're in downtown San Francisco at Salesforce Dreamforce, they're saying it's 170,000 people. Take public transit, do not bring your car, do not take Uber, grab a line, grab a BART, whatever you need. So we're excited to have a practitioner. We love to get customers on, we love to talk to people that are out here actually using all these tools, and our next guest, we're excited to have Becky Bastien. She's a senior force.com developer for BD, which is Becton Dicksinson-- >> Dickinson. >> Becky, welcome. >> Thank you. >> So, what type of products do you work on? >> So, I mean primarily we're a Salesforce.com platform, right? And we have a lot of add-ons with Conga, DocuSign, you name it, we're doing it. Apttus CLM, and we also use Oracle CPQ. Anything that connects to the Salesforce.com platform, you can imagine we probably use it. >> And you've been developing on Salesforce for a number of years, looking at your LinkedIn history, so you've got a lot of experience with the platform. Just a little bit of perspective, how this conference has changed, how Salesforce is a platform from just a pure play kind of Salesforce management system, which is what it started at CRM, to what kind of it is today? >> Yeah, I mean the conference has changed astronomically obviously over the years. What you said, it was 170 thousand, right? It's crazy. >> That's crazy. >> Logistically, it's a little tough to get around but it's so much fun and there's so much that you can learn here. It's just increased over the years. The content has gotten better, there's more focused areas, which I really like. I'm a developer at heart so I really focus on that. But as far as the platform itself, it's really grown. You can do anything with it. At BD, we even have done things that are completely custom, like our entire implementation team for one of our business units runs out of Salesforce.com as a project management application. We don't just use it for sales, right? >> Right. >> Or marketing, even. We use it across the board for implementation and now we're getting into the service aspect as well. >> Right, we're here at the Conga event and we talked before we turned the cameras on, you're using the Conga tool set in kind of a unique and slightly different way than some of the applications we've heard. I wonder if you could share some of the applications that you use and how you use them? >> Sure, so one of our primary uses of Conga is actually generating documents that are customer facing, that really educate our clients, our end clients and then also helps us with some of the data that we're gathering for our product development. But what we do is we go out to the client's site and we're actually sometimes in an operating room, or at a catheter injection or a blood draw, multiple things that we actually gather data on via another application called Fulcrum. We pull all that data back into Salesforce and then we use Conga to generate the documents that are customer facing. With that, it really empowers our business as well because they have full control over that Conga document, so they can make the changes that they need to, without involving IT, and we just kind of hook it all up in the back end for them. >> Right, right. It's really a new kind of world in terms of the opportunity to go gather data on your products, whether it's connected via an application or different things, as opposed to back in the old day, you made it, you shipped it, you sent it out through your distributor and you had no idea how end users are using it, how the doctors are using it in this case. >> Yeah. >> But now, you've got this opportunity to do more of a closed loop feedback, back into the product development. >> Yeah and it's not only a product development, but we're actually educating the hospitals on, are you using the product to what we actually manufactured it for? Are you using it for something entirely different? Are you using it the wrong way? It's actually an education tool back to our end customer and saying, "Hey, this is where you can improve "operating procedures," basically. >> Another hot topic that we hear about all the time, we go to all these conferences, is bots. You talked about, you guys are doing something interesting with bots, again, leveraging the Conga application probably not necessarily the way that's it's, I didn't see Bots on their product sheet. >> Yeah. >> Tell us a little bit about that application? >> Yeah, We have a bot where our sales reps can basically enter some information into an Excel spreadsheet. It's for a quick quote for a customer, and the bot will crawl that spreadsheet and feed it back into SAP. What we've found is that our sales reps are having a hard time getting the right customer number, getting the right contact information and things like that, where the Bot would fail if they didn't have the right information. What we've done with Conga is we generate that Excel spreadsheet from Salesforce.com so the sales rep is on an opportunity, and they generate the bot, they generate the spreadsheet, they fill out the rest of the information and then it gets sent along its way and it creates the order and SAP eventually. It's really cutting out some human error. >> Right, so does the Bot fill in the missing data? Or it just flags that you've got some incomplete stuff you have to fill in? >> Yeah so, we're passing it as much as we can for the rep. They're having to manually enter some things like what product, what quantity, and things like that, and then the bot crawls it and throws it into SAP. It's just an easier way for a rep when they're sitting out on-site with a client. They can actually put it in an Excel spreadsheet, which they love. >> Right. Of course we're trying to get 'em away from Excel spreadsheets anyway, but let's go ahead and automate some of it for them so it cuts out that error. >> It's a really interesting story because it's often a battle to get the sales people to work in Salesforce. >> Yeah. >> As opposed to report in Salesforce. >> Right. >> You're really kind of bridging that gap, letting 'em work in Excel, which isn't necessarily their preferred solution but if that's what they're doing and then integrating that back into the automated system. >> It's hard to change that behavior, for sure. >> Yes it is. >> But yeah, by giving them the bot, we're actually making them go into Salesforce. It gets them more comfortable with it and a way to drive user adoption. >> Right and I'm sure you can see a future where AI is going to enable more and more automation of all the little bits and pieces of that process going forward. >> Yeah, absolutely. I think, too, what we talked about with gathering all that data, that's one of the things with Einstein that we're really interested in, especially at Dreamforce this year, is learning more about Einstein and what we can do on the platform with all the data that we have gathered. >> Right, right. The other thing you mentioned before we turn on the cameras, it's again, kind of a new technology, is voice. Obviously with the proliferation of Alexa and Google Home and OK Siri, and all these things, voice is going to be an increasingly important way that people interact with applications. As you look forward, down the road, what are some of the opportunities you see there, where you can start to integrate more potential voice control into the applications? >> I think it kind of goes back to our sales reps, again. Where they're on on-site. If they can talk into their phone really quickly and say, "Update this opportunity amount." I mean, that's great. It gets them, again, into Salesforce, it's going to drive that user adoption. I saw a session on it earlier today and I thought it was pretty cool. I think they'll be excited about that. We're also implementing field service for Lightning. We have our actual texts that get dispatched out on-site, so I can really see them using that on the mobile experience as well. >> The dispatch is going out through Lightning and then the management of the service call is also happening inside of Lightning? >> Yeah, we're implementing Service Cloud right now. The next phase will be implementing field service for Lightning. We're now dispatching out of SAP, but we're looking to move it entirely to Salesforce. >> Wow. >> Yeah. >> Okay, if Marc Benioff came in and sat down, there was a guy that looked just like his brother here earlier, what would you ask him? What kind of magic wand you've been developing in this thing for a number of years, would you say, Marc, love it, love it, but could you just give me a little of this and and a little of that? >> I'd say, show me the road map and no safe harbor, tell me it's actually going to happen. No, I think mobile is where we're always really trying to figure out where Salesforce is going, and I think they've really improved. But I offline capability is something that has struggled with Salesforce. We have to rely on other apps that write back into Salesforce. >> Right. >> It'd be nice to eliminate those other offline applications and just use Salesforce.com for that offline power train. Because a lot of times we're at the hospital, and there's no wifi, there's no connection. >> Right, right. >> So we have to have that offline capability. >> Still kind of the soft underbelly of cloud-based things but 5G is coming, we were just at the AT&T show and we'll have 5G 10x the speed, 100x the speed. >> Bring it on, yeah. >> So good stuff. Alright, Becky, thanks for taking a few minutes. >> Absolutely. >> And keep coding away. >> Thank you. >> Alright. >> She's Becky, I'm Jeff, you're watching theCUBE. We're at the Conga Connect West at Salesforce Dreamforce at the Thirsty Bear, downtown San Francisco, come on by. (upbeat techno music)

>> From San Francisco, it's theCUBE. Covering Conga Connect West 2018. Brought to you by Conga. >> Hey, welcome back. Get ready, Jeff Frick with theCUBE. We're in downtown San Francisco. It's Salesforce, Dreamforce. They're telling me it's 170,000 people which I find hard to believe but I'm not out there walking around in the traffic or stuck in an Uber. Hopefully you aren't either. We're excited, we're at the Conga Connect West of it. Here at the Thirsty Bear, they're giving out free drinks, free entertainment, free food. Stop on by, just a couple steps over from Moscone South and they'll be here for all three days. So we're excited to be here, too. First Salesforce, we've got some great guests lined up for you today. Talk about the whole life cycle of this cash-to-quote, or quote-to-cash, excuse me. To Sharmon Moss first, she is the Practice Lead at ATG for CLM. Sharmon, great to see you. >> It's great to be with you, Jeff. >> Absolutely, and with her is Bob Grewal. He is VP of Enterprise Contract Sales for Conga. Bob, great to see you. >> You as well. Glad that we are here. >> So, what an event. Just before we jump into it, you guys said you did this last year, you had such a great turnout, you had kind of up the investment. >> Yeah, so last year, we did a phenomenal amount of events, we wanted to provide our customers opportunity to come in and have a place where they can meet with us, socialize, meet our technical folks but at the same time, enjoy themselves and find a place to relax and work. We do a disco party, a silent disco party last year, that was phenomenal and over-subscribed so this year we ended up having to put a tent in the back and maybe even a bigger investment so our people and partners can come in here and have a great place work, meet and greet, and learn. >> Great. So Sharmon here, she is a Practice Lead out in the field with all the customers. >> It's true. >> So we talk a lot, we go to a lot of tech events at theCUBE and we always talk about people processing tech. And more often than not, the tech is the easiest part. >> It's true. >> To really make this stuff work, so give us kind of what you see in the field, kind of the state of the market in contract management. >> So what we're seeing at ATG, we are a technology management consulting firm and what we've seen recently is, you know, we had the whole optimization of CPQ over the last four or five years and right now, we're really seeing the digitalization of contract management really take a front place in what companies are trying to automate. And that's why we're so excited to work with the team at Conga because our synergies and the way we work together and our cultures are so similar that we're really able to provide just a great compliment to our customers. >> So when you say automating contract management, the first thing the probably goes into most people's heads, at least the first time I heard it, was no way, there's so much nuance, there's so much you know, legalese and maybe negotiated terms and settlements in a contract. How do you possibly automate that beyond, which is state-of-the-art ten years ago, where is it and when is it due? So what are some of the things that people, you know, what can you do today, what does the future hold, what is the state-of-the-art in contract management? >> Well, I think you nailed it on both points. So it's not just about the technology and us as the technology provider would probably argue it's not the easiest part of the solution. But I think it's the combination and the reason why ATG partnership with Conga makes so much sense for us, is that, to capture the digital transformation, or the contract automation value, we really got to do two things. One, you got to get the right technology which Conga provides today. And then you got to have the partner to work with you where we've partnered with ATG to really look at your business processes and as you do that, this is a great opportunity to review how you're doing it today, optimize that, because it's not just about going digital with it, it's really about making sure that we have the right approval process. And then you say, what's possible today? Well, today, CLM has been around for a long time, right, and we think that it's hit a tipping point where it's not just about creating workflows and approval processes. In fact, in many cases, those are table stakes. We seem to do it better, we've designed it so it's easier to use, easier to manage, but the piece that we're seeing as really a focus on the datasite. How do we make that data that lives in those contracts valuable to the organization? So when you're engaging with your customers, now you have a better engagement strategy based on real data, what's changes, what being utilized in your contract. So for us, a big part of it is that we can do the workloads, we can do the approval processes, but where we're really going to differentiate ourselves is that data and making sure that we can make that work, to optimize revenue, to mitigate risk but most importantly, to be able to understand what's happening in the contract world, what you're negotiating so we can make your engagements in the future easier and faster. >> Right, right. So just curious, Sharmon, because you negotiate the contract, you go through all the pain, you know, and you finally get it signed but then generally it would just go in a drawer, or somebody's hard drive on a laptop and let's just hope they're working for us in a year from now, we didn't give them the laptop. But how does that get baked A, into making sure, there was an example earlier, that the right payment terms get into the ERP system and then also, going forward, how does that not just become a stale document that's just sitting in a repository but how do we extract the value to your point to get more benefit from that tough negotiated piece of paper that we worked so hard on. >> Right, and I think that's where we're seeing the change now. Because, historically, it was our legal teams that wanted to automate things, to make their lives simpler, and now we're seeing we need not just to support the legal teams with this information, we need to support reporting, we need to support renewals, we need to support amendments and we need those data elements that are associated. So like you said, the payment terms or the length of the term of a specific service, we needed to datatize that, put that in a system where people can search for it, discover it. So many cases, even like companies with MNA, do due diligence based on this content, right? It can't just be a piece of paper in a box somewhere anymore. It needs to be out there and that's what the future of contract management offers. We are, at this point, in the emergence of this technology where customers are starting to realize the value in that digitalization. >> Go ahead. >> If that helps. >> I was just going to say that the other thing is happening too, is the nature of business relationships is changing so much with new revenue models, right. Subscription models, you know, and kind of prorated and how do you work in your discount structure. It's so much more complicated and so much variety in the ways people are engaging with their customers. I would imagine most of the time that just kind of happens in that contract is still in that guy's laptop that we don't know where it is and we just kind of execute those things. So how is that getting surfaced and kind of bait back so that it's more of a closed loop process? >> Yeah, so a couple of things and we can talk about the processes as Sharmon walking us through kind of hey, we can automate this, we can do this. There's a couple of things in the technology side that Conga's really done and when we think about that, one is a True-up. So when we built this on the Salesforce platform, one of the things that we really did was how do we take what's been in that contract, so simple thing like the terms for payment change from 30 days to 45. Well today or traditionally, people would go and have to update that manually. Well we created a technology called True-up where you're able identify all those key factors, these key data points, and automatically have that update within your Salesforce instance. A challenge for one of our customers is renewals, right? Often we have standard policies of we're going to have to notice customers 60 days in advance of their renewal. Well sometimes we have to negotiate that and sometimes it's 90 days or six months. We've made that really easy when those terms change, we have the ability to true those up and that actually will be reflected in Salesforce automatically. So without any human intervention, outside of approving the term that you've accepted it, it automatically uploads into Salesforce. >> So Truing-up, just to repeat what you said to make sure I understand, so it's basically taking a negotiated terms and the contract and making sure it's getting into the system of records, system of engagement. >> Exactly. >> So it's implemented. >> Yup. >> It's true and another factor within the integration of the Salesforce, is that you can make some of that negotiation happen upfront. So, if you're using CPQ solution for instance, you may negotiate the quote before it even gets to the contract and that can limit the amount of Truing-up we even have to do at the end. >> Right, right. >> And that's the other piece is that one of the things we've done is when it comes to just a cash to quote, we've built a product specifically designed for the cash-to-quote. We call it Conga Contracts Negotiator Edition. And what that really is designed of is, for those customers that have quotes that are going out, that are getting quantities in negotiated, maybe a price propose change, maybe a different terms that are already listed on that quote, we've provided a technology that basically can support that so when the customer comes back with those changes, it also can be Trued-up with Salesforce without having to go in and go back and rework the quote and redo all those quantities. We've made that sync in that True-up capability available even for that quote thing. So very complimentary to the CPQ practice that ATG has today. >> Right. Just curious, Sharmon, from some of your experience with customers. What is the hardest thing that people think is going to be easy and then what's the low-hanging fruit that people go "oh my goodness, this is phenomenal," that maybe is not that hard but the value delivery is consistently over the top for people that are kind of in this journey? >> The thing that I think companies often struggle to do implement into their vision here, is that when you are buying a piece of technology to solve a problem, is that, that piece of technology on its own is not going to solve your problem. You have to take a look at the processes that you use and figure out how to optimize those along with the tools, these awesome tools, that you get with the technology and not pave your cart path. So don't keep doing the same things you've been doing for 20 years and just make them automated. Take advantage of this tool that you have. I think what people underestimate how easy it is, is all the things that they have available to them with this automation. The approval process that can be automated. I don't have to email four people and get their responses back to say "yeah, those changes are OK". That I can build that approval process, that I can build in the acceptance of changes to clauses. My legal department can say "I'll accept this as governing law or that as governing law" and give my salespeople the opportunity to do that without involving legal. And people often don't understand how easy that can be. >> Right. Fewer emails? That's got to be an easy case. >> Yeah, I wish it was just that simple but absolutely right, we're eliminating everything that lives outside of it and getting control. I mean, I couldn't agree more. Customers sometimes think the technology is going to solve the problem and it's really not just the technology when it comes to CLM. It's about the technology and the process and I think with the processes we've done and the practices we've developed, that's really helping customers get greater at adoption, greater rate of ROI, really optimize that so that they're getting a higher value. And time to evaluate what the process we use when they're looking at CLM. >> It's almost a waste of money if you don't go the extra mile for the people in the process, to really take advantage of the investment. Well Bob, Sharmon, thanks for taking a few minutes of your day and Bob, specifically, congrats on this great event and thank you for having us. >> Yeah, thank you for joining us as well and thank you for the time. >> Thank you. >> All right, he's Bob, she's Sharmon, I'm Jeff. You're watching theCUBE. We're at Conga Connect West at the Thirsty Bear at Dreamforce, San Francisco. Thanks for watching.

>> From San Francisco, it's The Cube Covering Conga Connect West 2018. Brought to you by Conga. Hey welcome back everybody, Jeff Frick here with The Cube. We are at Salesforce Dreamforce, they say a hundred and seventy thousand people have descended into downtown San Francisco, it's absolutely bananas. We found a little respite, a little oasis if you will. Couple doors down to the Thirsty Bear's, the Conga Connect West event, come on down they've rented out The Thirsty Bear for three days of, I just was told, free food, free drink and a lot of entertainment, also a lot of great Conga people as well, and The Cube's here, so come on by. We're excited to have, for our next segment, people that are really getting close to the customer because at the end of the day, it's really about the customer. So we've got Natasha Reid, she is the senior product management for Conga, good to see you. And also Justin Mongroo, the VP of sales excellence from Conga, also great to see you. >> Thanks. Before we get in I got to ask you, Justin, that is a great title, VP of sales excellence. I mean there really, it says something about what you think is important which is being good at selling, not a used car sales approach at all. How did you come up with that title and what does that personify for your team? >> Yeah, well I didn't come up the title but I think for us, Conga, what it means, sales excellence is about selling with integrity, our product provides real benefits to customers and so unlike a lot of products where they can't talk about the full set, sales excellence to us is being able really let the product shine and identify how it's going to help the businesses we work with. >> Right, and Natasha that's what I hear you spend a lot of your time with customers on. You know, you're product management, but you're using a lot of customer input to drive what you prioritize how you're kind of setting out your road map, what you're working on. >> Yes, absolutely. So, from a customer perspective, we really pride ourselves on customer interviews. There's really nothing that helps you understand what customers are doing and using with your products than watching them firsthand in their own environment, and it really just provides invaluable feedback to help drive where we take our products in the future. >> It's funny, we did the Intuit Quickbooks Connect show a couple years ago, we had Scott Cook on, and he used to talk about it at Intuit, they would just go, like you said, and sit and watch people engage with the application, not even surveys but actually see how users use it and it's interesting even if you watch someone else just use Excel, we all use it in a very different way, so that must be incredibly valuable feedback. >> Yes, I mean you really see the good parts of the application, you see the parts that maybe need improvement as well, but it's feedback that you really can't gather in any way except watching somebody. >> Right, I think it also is the philosophy that's very very different than kind of looking at the competitors all the time, if you listen to Andy Jassy or Jeff Bezos at Amazon who are just kicking tail and taking names, they're maniacally focused on what the customer wants. They don't really look at the competition, they don't really talk about the competition, they're always looking at that customer. What do they need, what do they need next, and you guys continuing to evolve your product line to kind of continue to go down that path. >> Well, and the reality is is the customer defines the product in a lot of cases, right? What better way to understand your market than to talk to the people who are already working with you and finding out what they want to buy next? >> Right, right. So you guys have some exciting announcements here at Salesforce this year, Salesforce is now integrating some of the Conga functionality inside of some of their core applications if you could give us a little bit more color on that. >> Sure, so we just launched Conga invoice generation for Salesforce billing, and Conga quote generation for Salesforce CPQ. So, these two products are taking the power of the flagship document generation product Conga Composer, and we're leveraging that functionality for very purpose-specific built document generation with Salesforce CPQ and Salesforce billing. >> That's pretty awesome. >> Yes, that is pretty awesome. >> So why did pick you guys? What were some of the feature sets, or working with Conga that helped Salesforce come to this decision? >> Sure, so Conga Composer, well known for best in class document generation, pixel perfect documents, so when you need to get your formatting just right, when you need very sharp, clean lines, et cetera, leveraging things like the ability to provide more information or merge more product line items into your documents, as well as supporting the formats that people want, things like Word and PDF. >> Yeah, and I would say in addition to the functionality, Salesforce also is able to trust just by seeing our customer experience through our net promoter score and our reviews online knowing that they could partner with us and that we would take care of our joint customers they way they want them to be. >> That's a pretty significant move by them to adopt your guys' technology as part of the core within some of their offerings >> It is, it's not something that Salesforce does often, so we're very proud and we're very grateful that they looked to us to help provide these solutions. I think another component of this is just ease of use. So very easy to install, Lightning-ready, very forward thinking in that capacity. >> Yeah, the Lightning thing is interesting, you get used to the old, "Who moved my cheese?" I was the old school front end on Salesforce and they finally made me jump over to Lightning, but I'm sure that opened up all types of new opportunities for you to deliver new functionality in that. >> It does, and I'll empathize with that sentiment. I think change is always hard, right? People always struggle a little bit when they're used to doing something one way and Lightning is a very different look and feel from Salesforce Classic. I will say though that once you move to Lightning, Salesforce has done a really great job of, Lightning is more than just a CRM, It helps you do your job better. It makes suggestions, they put a lot of work into UI, user interface and user experience, you don't have to think about how to do your job better, it actually just helps you do your job better. >> Right. >> So being able to build and develop on the Lightning framework is actually a tremendous benefit. >> It has been, and in the last piece you guys are sitting on a bunch of different pieces in this document life cycle, if you will. You don't call it that, but you're into the contracts, you're into the document generation, you're into the life cycle management, so all these things too, I imagine now are coming together in a more kind of synchronized, cohesive way. >> Well I mean it's really if you think about the customer's story they need a generated document to communicate with their customers before they are a customer, and then they need to do a quote to show them how much it's going to cost, and they may or may not need to negotiate that and then they need to sign it, and every business has this sort of interaction with their customers, from, "Here's what we do." to "Do you like it "enough to buy it from us?" To, "Here's how we make it legally binding". I mean that's business, and Conga has met our customers along every stage of that journey that they go through in making a customer a customer, and doing that in a visually stimulating, professional way. >> So, fun fact about Conga Sign, our e-signature product we launched in February of this year. E-signature was the #1 feature request, or problem to solve that the conga customer base has provided in the last couple of years. So, everybody wanted e-signature. We listened, we heard, and we built you e-signature. >> So how long did it take you to get it out, from the time you decided, okay we'll go ahead? >> Well, as the original product manager I can actually answer that very specifically. So, we started building in July of last year and we launched on February thirteenth of this year. >> So, less than a year? >> Yes. >> Definitely less than a year. >> Okay, great. And just final thoughts on this event? Dreamforce, obviously a huge event for you guys, big investment in this Thirsty Bear celebration at Connect West. What do you hope to get out of this week, what are you excited to see from both the Salesforce folks across the street, as well as this kind of gathering with all your customers? >> You know, for me I hope to learn. I want to learn what our customers are interested in, I want to learn what our reps are seeing in the market as they walk around, and what other businesses are doing, and then learn from the ecosystem and what tools are available that we can use ourselves to better help our customer which is our employees. >> My favorite part of Dreamforce is actually the Conga booth at the Moscone main hall. So we actually get lots of our customers who come to find us, who come to find specific people. They'll come and ask for, "Hey, this support person "helped us", and they'll actually identify that person by name, or "Hey, this professional "service person helped us, can I meet them? "Are they here?" And it's just incredibly gratifying, like it's very difficult to describe. You have literally hundreds of people coming to find you to just say, "Thank you, we love your products, "it makes my life so much easier, "what else are you guys doing?" >> That's great, and it's always so gratifying to know that there's always someone on the other side that appreciates the work and it's always fun when you get some kind of an electronic relationship, to cement that with a face and a voice and a name and a handshake. Well, thanks again for stopping by and congratulations on the big announcement. >> [Natasha And Justin] Thank you. >> Alright, he's Justin, she's Natasha, I'm Jeff, you're watching The Cube. We're here at Conga Connect West at Salesforce at Thirsty bear, see you next time.

>> From Orlando Florida, it's theCUBE. Covering SAP SAPPHIRE NOW 2018 brought to you by NetApp. >> Hi, welcome to theCUBE. I'm Lisa Martin with Keith Townsend. We are in Orlando at SAPPHIRE NOW 2018. We're in Vanetta booth talking to all sorts of guests and we're welcoming to theCUBE for the first time, Anand Chellam at KPIT, the Global Leader for SAP at KPIT. Welcome to theCUBE Anand. >> Thank you, thank you so much for having me here. >> So you have been working with SAP in some capacity for twenty years or so. You've no doubt seen a lot of transformation that SAP has undergone, since then. You're now with KPIT, who was just named yesterday a Hybris America Service Delivery Partner of the Year. Congratulations. Talk to us about one, the evolution that you've seen at SAP and two, how that excites you being on the the KPIT partner site. >> Absolutely, absolutely. It's been interesting. This is my 20th Sapphire, so you know it's been a long journey, and while today in the keynote while watching some of the demos, it goes back to, we saw a demo by Hasso Plattner when they launched mysap.com in Philadelphia. There was a big storm and there was a lot of notion that is SAP going back because internet was new and SAP was not in the bandwagon and SAP was trying to prove themselves that no they are, and they are an internet friendly software and there's a lot of debate whether that's going to be transformed or not, but looking at today, they've done a phenomenal job. I really think the last 10 years, the 50 billion dollar investments, which SAP has done through acquisitions, I feel it's been very rewarding to a lot of our customers, our partners and it's really truly the next generation software, which all of us can look forward to to get the most value. So I'm personally very excited to see how SAP has really looked ahead and done these acquisitions, and more importantly integrating them. I think one of the keys at least in the ecosystem I've seen companies, they acquire a lot of software, but the biggest challenge is integrating them and making them seamless to the customers, and I think a lot of credit goes to SAP for being able to have a plan and integrate that, so it's very seamless. So net-net I'm very excited about what's ahead of us. >> Tell us about KPIT, what do you guys do and then what do you do specifically with SAP? >> We're in Sapphire and KPIT's theme this year is elevate IT, elevate IT or elevate IT. And it's basically elevating to the next level at every level, whether it's from front office to back office, whether it's integrating the connected devices, whether it's building some intelligent automation in the ERP, whether it is adopting and rolling out a personalized cloud model. All of it we are in, and we're very fortunate to being able to you know one is obviously, we planned this. We had a planned strategy on which are the focus areas we're very focused. S/4, we are one of the leaders in the S/4. We have over 120 HANA implementations which is pretty sizeable. If you see there is gonna be some press releases coming out, that has been some piracy where we are the leaders in S/4. And we're excited to see how much of that automation is going to come into the picture. So S/4 is a big area of growth for us. Connected devices is because we're a very strong engineering firm, so it comes very naturally how those two, engineering and IT come together and that comes along very well. In Hybris as you said thank you again we were very excited to get the delivery partner of the year for Americas, which is a pretty amazing accomplishment given you know the last four years our focus has been, but I think what's more exciting for us is the co-innovation we're doing with our customers. As an example you know we are co-innovating building the dealership portals for a lot of their dealers for their customers and see how that's integrating well. The other aspect is CPQ. Big in configuring products and how they can one, bring it to market and two, position that so that their customers are able to configure their products, so we're able to doing a lot of that. We are uberizing service to see on an on demand model how is it that they can provide. So lots of activity around that area as well. >> Anand talk to us, 20 years it's a long time to have observed and participated in the SAP ecosystem. I think it would be fair to say that 20 years ago the conversation in a typical enterprise would be you know what, we're waiting on SAP, whether it's some innovation, practically some batch foul process to end to now we're in a market that SAP is driving business. Can you talk to us about the importance of the relationship of this trifecta of SAP, NetApp, KPIT, how do you guys bring this new business capability? What's the critical components of you bringing this new critical capability to customers, where you can now say that innovations that KPIT, whether it's Hybris or S/4 coupled with NetApp is able to bring innovation to digital transformation. >> Excellent, good point. I think we're not, I'm stating the obvious. There has been so much changes happening in the IT world that it's very important I believe to coexist with partners, and that's where I see the SAP, NetApp, KPIT partnership is a very critical one right, because all of them bring such critical components to bear that we really can use the software, the infrastructure, the disaster recovery the implementation services and the IP, which brings to the table, bundle it together to see some very fast outcomes. I'll give you an example. We just went live with an S/4 implementation. And day one, day one we had a 40% increase in order entry, which is phenomenal so the point being 20 years back that would be unheard of. It would be like oh if we go live and we still can (all talking) were great, so the velocity aspect has increased tremendously. That comes through all these partnership, the underlying infrastructure, which supports the software and the people and the processes, which come into bear. So it's very important that the trifecta effect is seen in outcomes which customers really benefit from. >> Who are you talking to when you guys are going in together as this partnership that you just articulated. Who are you talking to? I mean because the C suite has has shifted so much right? I was reading from the CMO council that 67% of marketing execs rank marketing and commerce technology is critical to their overall performance. We've got the chief digital officer who have to drive cultural change, the CIO who needs to be bimodal. When you guys are talking with customers, what are are those conversations like? What's driving the innovation that KPIT needs to deliver for these customers? >> Very good point. So we've started adopting some of the newer areas to see some of the benefits, which customers are looking for. As an example, one of our customers who make packaging machines, they wanted to see how they can overall reduce their service costs by 20% and how they can implement, an IOT based solution on Leonardo Connected Goods to help reduce and build a new business model, so what in this new age it's just not about implementing a software. It's about how does it drive efficiency by reducing cost, but more importantly how does it spur and build new business models, so it's no longer restricted to an IT solution. I think in this digital era, it's more important how does how does it look differently, how are the models which we never thought about before are being brought in and we were part of the Medallion select group of Leonardo partners and we're very proud to see how that grows. >> What excites you about that because I just saw that announcement come out yesterday. Tell us a little bit about the KPIT's SAP Leonardo innovation portfolio and what you're delivering or will be delivering to customers with respect to that? >> We're focusing in many areas, but the couple which come to mind is Connected Goods. This is an example where we talk about how we reduce the overall service cost by 20% right by just implementing something around that lines. We're also doing a lot of work on the predictive maintenance side of things, where being able to predict failures, before it happens to reduce the downtime and increase the overall productivity, where KPIT is big in automotive and the vehicle insights are something, which we are working with closely to build some of those outcome based models, which I think will be very much beneficial to lot of the customers we have being seeing. >> So if we were live, John Fourier would be DM'ing us and saying this is a perfect opportunity to ask about blockchain in general, so let's not jump on a blockchain bandwagon. Let's talk about other enabling applications including blockchain. As you look out into the next few years, how important is SAP becoming a true platform company that embraces technology such as blockchain? Or they're reaching out to Internet of Things and manufacturing companies, the solutions, other supply chain integration points, how important is SAP's participation in the larger ecosystem and technology? How important is that to the overall success of this partnership? >> You know I think the concept of intelligent enterprise is truly evolving in SAP. What it's helping I think a lot of customers do is it's connecting the dots between their customer experiences, the 360-degree view of their customers. It's looking at connected devices where there's so many devices out there, how do we bring that to the table. it's building a lot of intelligent automation. It's building connected factories so that the production efficiency is where I think there's a lot of emphasis in the next few years going to happen and of course supply chain right, where there has been the case. I think what it's bringing it all together to really have an intelligent enterprise where using whether it's blockchain, using machine learning, to be able to bring that together, because I think in isolation there are benefits, but I think the power of all of this is how do we bring it together in a very seamless manner, and that's what's very exciting. >> When they announced that this morning speaking of integration that C/4 HANA, they talked about that. I thought they did a good job of showing integrations and talking about that, but if I kind of distill that down to one of the things that their CEO has been really vocal about it's got to modernize Legacy CRM and connect, synchronize the supply chain with the demand chain. With what they're doing this momentum that the SAP is carrying through, how do you see that as a differentiator for KPIT's business to be a partner with SAP? >> Absolutely, you know, fortunately for us we've been very strong in the three-generation CRMs. I know we are now talking about the fourth generation CRM, which is C4/HANA. But having lived through the journey of the three generations, I think KPIT has a very unique proposition in the market place. We know very importantly what not to do, what are the things which did not work. I think that's a very important aspect, which I think SAP themselves have learned and that's probably why they're talking about the fourth generation CRM. And I think we are in a very unique position and that's the example. We have implemented this for a long time, and I see that with their integration what they've done with some of the other softwares like Callidus, this is gonna be a complete portfolio of solutions, which they can offer, which I think KPIT is in a very unique position, whether it's cloud for service, cloud for sales, Hybris Commerce, the Callidus, commissions. We're very well positioned to be able to provide all of this to our customers, so the portfolio is a lot more enriched, and I think it's going to be very rewarding. >> What are some of the things in terms of all those announcements that you're looking forward to at Sapphire this year in terms of I can imagine there's a wealth of, I think there's a thousand SAP sessions alone, from an education perspective? Is your team here ready to, you said your theme was Elevate IT? >> Yes. >> What are some of the things that you're excited to learn how to do for those boots on the ground? >> I think one of the areas we are excited about is we're seeing the S/4 adoption going up. I think we're very excited about that. >> I think you said 1800 customers. >> Yes and there's lots... >> And counting. >> Lot's to go but I think yeah. >> Lot of opportunity here. >> Exactly, so I think that's one we want to make sure and then I think the intelligent Enterprise. I think we're very excited about that, along with the data hub. I know it's early days, but we'll closely be watching that because data is going to be a critical aspect for all of this to be successful. So I think we're right on very excited to see those three, four areas and I think we're well positioned to really be able to take this momentum to the next level. >> So you said this was your 20th Sapphire. I think when I was doing some research on this event, it looks like they had done this for about 25 years. Wow, so do you remember back 20 years ago like how many people were at Sapphire back then compared to the... >> Absolutely. >> 20 some thousand that are just here physically this week. >> Yeah I still remember I think it was '99 Sapphire in Las Vegas, that was the only Sapphire happened Vegas. It's easier for me. I don't know why they don't do that. >> Really? >> Yeah, so there I was sitting and one of the big areas we were very excited was, if I was able to enter sales order in HP Jornada. Believe it or not, it was one of the handheld devices. >> I remember that. >> And we were very excited to see oh we are able to enter an order in an HP Jornada. And today we're talking about virtual reality where we are able to look at stuff, change the colors, and be able to order just looking at what you like. >> Transparently. >> Yeah it is unbelievable the change, so to your point, lots have changed, all the way around, whether it's technology, whether it's expectations, whether it's the number of people, number of sessions, and you know we ourselves have got about 12 sessions, customer sessions in this Sapphire. We used to have two or three at the most. >> Wow there's customer centers here and theaters. >> Yes absolutely. >> So another 20-year perspective and looking towards the future. One of the great things about SAP is, also one of the challenges. 46 years of technology and moving customers along, SAP HANA, no question it changes businesses. The stat you gave earlier 40% more orders in one single day, day one. However, what are some of the major barriers that customers face with Legacy infrastructure and moving into taking advantage of S/4 HANA? Is it customization of environments that they did? Is that business processes? Like what's the top one or two challenges customers are facing? >> Very, very good point actually. I'm glad you brought this up. We've been at this for four years. In fact one of the first HANA migrations was done by KPIT at Varian Medical, one of the very early days. So from my perspective, the customers are looking to reduce risk, because they've been working on SAP for such a long time. They built it, it's evolved, it's customized. So how do we reduce risk? In fact KPIT has built a monetization tool, which automatically correct codes, so that it takes away, reduce the risks and reduces the time. So that's one aspect is, customers are very worried about the risks aspect. Second is of course the cost, because they don't want to be spending time in just implementing another system. They want to take leverage about the intelligence, which can built in the different processes, the advantage, so they do want to make sure that that aspect is there, but I think the biggest aspect is, they are looking for the business nuggets. You know what we talked about can this propel them into different business models. Can this be relevant for the next 20 years? Because this is a big investment and that's one of the big roadmap discussions we are having with a lot of our customers. >> Relevance, you know, you really hit the nail on the head. Customers have to be relevant. They have to be able to compete and become intelligent in order to do that. Well and I wish we had more time, but we're out of time. Thank you so much for joining us on theCUBE, and again congratulations on the award, the service delivery partner of the year for Hybris that KPIT has won. >> Thank you, thank you so much. Thanks for getting me here. >> Our pleasure. We want to thank you for watching theCUBE. I'm Lisa Martin with Keith Townsend, and we are at Sapphire Now 2018. Thanks for watching. (upbeat music)

>> Announcer: Live from the Javits Center in New York City, it's The Cube, covering Inforum 2017. Brought to you by, Infor. >> Welcome back to Inforum 2017. I'm your host Rebecca Knight, along with my co-host Dave Vellante. We're joined by Marc Scibelli, he is the chief creative officer here at Infor. Thanks so much for returning to The Cube. >> Thanks for having me again, it's good to see you guys. >> So last year, the big announcement was H and L Digital, Hook and loop digital. Bring us up to speed, give us a status update of where you are now. >> Well we're a year later, I think what's really important is that we've established our application development framework, which allows us to rapidly deploy our prototypes, rapidly deploy the projects we're working on for a lot of customers. We've had a lot of wins over the last year. We're working closely with Brooklyn Sports, both the basketball team and the stadium and entertainment center. We're working with Travis Perkins, we're working with American Express. So we've got a lot of great client wins in our belt. We've learned a lot over the last year, but most importantly we've been able to actually fine tune our application development framework to bring that stuff to market very quickly for our customers, which has been a very big deal for us. >> So you mentioned a couple of client wins, Brooklyn Sports, let's unpack that a little bit, tell me a little about, tell our viewers specifically what's gone on. >> Yeah so, Brooklyn Nets basketball team here in the U.S., player performance a little bit down, so we're working with the performance coaches, we're working with the telemetric data that's coming out from the players. Things as it pertains to the arc of the ball throw, or the scale to models of how they perform or how much sleep they're getting. We're tying into a lot of IOT devices that the players use. We're bringing all that data into one place for the performance coaches and then allowing them to make better decisions on the field, on the court, in real time. So you'll see actually, behind you guys is our half court. We've actually set up a half court to show some of that data that we're bringing in about player performance. We actually run an NBA player assessment and show your player readiness, I hit like an eight percent readiness (Dave and Rebecca laugh) >> Rebecca: There's still time. >> Yeah five, eight I didn't think I was going to get very far in the NBA. >> High single digits. >> High, yeah, high, real high. So we're working a lot around player performance, certainly. And also with Brooklyn Sports Entertainment around the Barclay Center here in Brooklyn, how they can start to brand that experience. Nobody really has an affinity for an arena, you go and see Beyoncé or you go to watch the Nets. You don't really think about going to the Barclays Center, so how do you start as soon as they walk in the door, engaging with the customer using technology to drive all this value all the way through. How do you find the shortest beverage and bar line. How do you find the cleanest bathroom. How do you find, to get beverage and drinks and food delivered to your seat. That's all going to be technology that's going to drive that. A lot of our clients we've installed the digital backbone underpinning of that with our cloud suite. And now it's our job to commit a certain, creating these apps that differentiate them in the market place, help Barclays compete against other next-gen stadiums. >> So the Nets example it's similar to Moneyball but different, so he's talking the arc of the ball and so the remediation of some of those, the optimization of some of those, is just different training patterns or different exercises or drills that they could do. Whereas Moneyball it's like this unseen value, unbased percentage for example, are there analogs to Moneyball? Like I was listening to an interview with an owner the other day and the interviewer was beating him up about one player and he said well if you look at the deeper analytics, I'm like oh, deeper analytics what does that mean? So are there deeper analytics? >> Absolutely, you know we've left a lot of the basketball to the basketball professionals. When we started this thing the GM said to us, "Should we really get this started with" "you guys? What do you know about basketball?" We looked around and it was like an Englishman next to me and myself and we're like we don't know a lot about basketball but we hope that, that's what you're bringing to the table. We know a lot about how to bring the data science together, we can bring the AI in, we can bring all that together for your performance coaches and work with them Just like we didn't know a lot about farming and agriculture but we can work with feed companies to help them optimize for their customers. So it's not about what we knew about basketball but up to your point, those performance coaches are definitely finding those little nuggets of data to help those teams perform better. I couldn't tell you more off the top of my head cause that's how little I know about basketball. My eight percent performance rating will show you that, but they are looking inside that data and able to find that. And the trick is bringing it to them in real-time, bringing it so that they don't have to go into deep excel documents. That's what they were doing before. It was all stored in excel and they had to go through it and maybe somebody make a pivot table or something. >> Rebecca: Or watching play tapes. >> Or watching play, absolutely, of course. And by being able to assess all of that data too as well and bring that into the feed and be able to actually assess that and report it back into the larger system we're providing. It gives them a lot more visibility so they can find those little nuggets that they know as basketball professionals. >> And Burst is part of this solution? >> Not currently, no, but certainly we will be needing the Burst into that play, yeah. >> So Thomas Perkins is another example -- >> Marc: Travis Perkins. >> Travis Perkins, I'm sorry, that you mentioned. What kind of things are you doing there to make make that company able to really use data more wisely? >> So Travis Perkins, one of the largest building manufacturing supply company in the U.K. over 2000 distribution locations across England, very strong in its footprint. It's a really strong brand in terms of, sort of the Home Depot of the U.K. They put in M3 last year, it was a big announcement and it was a very large initiative for them and that's the digital backbone we talk about. So now it's our job we're coming in now we're automating a lot of their systems for their distribution centers so they get a better customer experience. So when I go into a Travis Perkins distribution center, I can get what I need much quicker so that's kind of the baseline thing that we come in and do. We look at ways to optimize for example if I could fah-bin with my truck and actually just pull my truck fah-bin, you know it's me, my order is ready. I don't need to get out of the truck, they pack my truck and I just drive out the other side. How do we create engagements for visibility models for the distribution managers to be able to see what's selling, what's not selling. Who's performing, who's not performing. Those are the things that we do as the baseline of the experience and then additionally to that, we look at new business models with them. So we're actually helping them think about new ways that they can create subscription models or ecosystem models. So, for example working on, they're working on the tool locker rental, setting up a,basically locker or rental facility, then using software to be able to access that locker and then you sort of create a subscription model to that. I'm able to just pull up, punch in a code, that's my tool locker, I get my tools right out of it and I can drive right off. And then doing it in places geographically that make a lot of sense for them. So that's kind of the best time, I think we get these signature experiences and optimize on top of the backbone, but then we create these whole new business transformation models of these companies, that's really exciting, really helpful. >> So retail's an interesting example everybody's got an amazon war-room trying figure out how to compete, where they can add value. What have you seen specifically in the retail business? >> I just moderated a panel with the CIO of DSW and the COO of Crate and Barrel on either side of me and it was exciting to see their, they feel a disruption but they're certainly eager to take it over. So, on the Crate and Barrel side we're seeing them be, really beat up by the Wayfairs of the world, three billion dollar valuation. They can get the market much quicker, they're running products in a much different way. Where Crate and Barrel has a much longer lead timer, the CPQ model. They've got to configure pricing, quoting, get it out. Takes 12 weeks to get a couch. How do you get, on the supply chain side, how do you get that shorter. So they're working with Infor to get that supply chain shorter. So they can compete on a shorter lead times but we're coming in to help them do is also look at how can you start to create experiences while you're waiting for that couch to be produced. Or while your shopping online what are things that you can do to know how long it'll take to get that item. And now that we just take all that digital backbone of that supply chain and create new experiences for it. On the DSW side we've been working really closely with them on point of sale as well as deep customer experience, apps for them with their employees. They really see their employees as the key tool to driving loyalty to their stores. So, we've been working on brand new apps in the mobile space that'll help their employees be able to serve their customers a lot better, have a much more tied loyalty program to their job performance with the customer's loyalty. So, a lot of great things there that we're working hard on. But certainly it's a massive behemoth of competing against amazon as a retailer. >> So what's your advice then for a company that is, and you're talking about companies that are already being very thoughtful and planful about this transformation, and understanding first of all that they need to transform, that they need to change or else they'll be left behind. So what's your advice for companies that are just starting on it? >> I think we kind of look at this as a holistic approach, we cannot take a little nibble bite-size out of the problem. So when it comes to digital looking at the entire ecosystem, looking at the operations, looking at the customers, looking at the employee. Saying what are we doing on our core backbone of the operations to make that run efficiently, to automate that. Let's do that, let's get that out of the way of all those people, let's make that run as quickly, as streamline as possible. Our cloud suite certainly help companies do that. And then, let's look at how we can start to transform the way they do their, they function inside their business by creating these functionally integrated models between all three. Between the operations, the customer and the employee. And let's create new experiences that live on top of that of that backbone that drive new value and until you do that, until you leverage your brand, like Crate and Barrel can leverage their brand if they just shorten that supply chain and start to optimize how they deliver. DSW can leverage their brand as a shoe warehouse if they provide a larger assortment and a better experience in-store, they can compete against amazon. So, to do that, we need them to, I would recommend companies, think of the approach holistically and not as a small little bites of just let's create this app and this one app is going to solve our problems. It's not, you got this much larger holistic approach you need to take. >> What percent of the Infor portfolio has Hook and Loop touched, affected? >> So, Hook and Loop core, certainly the GA products have touched everything. You'll see tomorrow on-stage Nunzio Esposito, our new head of Hook and Loop core. Who's running the business that when I first met you, I was running. They're doing very well and they've touched, I would say percentage-wise, 80% of the product if not more. Certainly their products are driving our business, like EAM, ACM financials, they have re-invented. And you'll see it tomorrow, they have done some incredible work. They just, they'll be releasing tomorrow, it's pretty exciting, a new UX for an entire cloud suite, so that pretty incredible. How Colman will be integrated into our cloud, it's a big deal so how do you create UX for that. And then certainly of course, how much UX and UY do you take away because you introduced Colman. You could take a lot of UX and UY away, a lot of functionality gets stripped away. So it's changed the methodologies we've used in the Hook and Loop core team but Ninzio has done a great job challenging himself to do that. >> Rebecca you were saying when you read the press releases around Infor they use terms like beautiful and so it's very apple-esque. Where do you get your inspiration? >> I think it's the consumer great products we talked about years ago when I first met you. The idea that how I function, like daily life at home, should echo how I function at work. Certainly now we're getting inspiration for how companies that are born digitally are creating these models that drive them. How we can help other companies do that as well. so, we're inspired by everything that touches us. To be honest , I still use my TEVO, I might be the only person left, (Dave and Rebecca laughing) That's not true they're doing very well >> I like the little sound effects of TEVO, I know what you mean. >> I can't say I'm the only person, but I'm probably the only person that'll admit it. That I love my TEVO. But these are things that I've watched them, not just change their UX like we did with Infor five years ago, but now they've changed their business model, they've changed what they've become as a hub and as a digital solution. How they used media channels to drive their business, I think that's incredible and it's a similar journey we're going on. So, there's a lot to be inspired by. >> Why should the consumer guys have all the fun? >> Marc: Yeah exactly. >> So how do you keep your team, you're the chief creative officer, so how do you, you talked about what inspires you and what inspires the company as a whole but how do you, keep a culture of creativity and innovation going? How do you keep the momentum? >> We've been really fortunate to have a really great support system by the executive team, Charles Phillips, Duncan Angove, certainly have been incredible about needing a team like Hook and Loop. When I met David it was 15 people maybe a little more, and now it's a 120 that run that core team. We launched H and L Digital last year, we were like nine people and now we're over 40. That investment, those dollars they put back into these kind of endeavors are really indicative of that . And I think that it comes through to the creatives and the people that we bring in that this is the kind of investments that Infor is interested in. We have a beautiful working environment inside New York City inside our headquarters. We have a beautiful new garage we just opened up, an innovation lab, we get to play with the greatest toys. I think we're actually very, very fortunate, to be inside a company like Infor and get to work with the people, we get to work with as designers, and as creatives. And that was an up hill slope to keep people motivated to do that as creatives and we call them left brain creators. I think we're there now, we turn away a lot of people to come work for us now. So it's pretty exciting. >> New York, London, Dubai, right? >> That's exactly right thank you, yeah. We are, we opened London just recently, we're opening Dubai next and we have two teams in New York. It's pretty exciting. >> Rebecca: Great. >> Love to see the Dubai. >> Yeah, Dubai is being built up right now, we have an office there already. >> could be the next destination, >> Cube Dubai. >> We should do a cube Dubai, that'd be great, they would love it there. >> Alright. >> I love it. Well Marc-- >> Put that on the list. >> Marc, thanks so much for joining us it's always a pleasure having you on the show. >> Thank you >> I'm Rebecca Knight for Dave Vellante we will have more from Inforum after this.