>> Live from Las Vegas. It's the Cube covering Adobe Summit twenty nineteen brought to you by Extension Interactive. >> Welcome back, everyone. Live cube coverage here in Las Vegas for adobe summat. Twenty nineteen. I'm John for With my Coast. Jeffrey for Yu here for two days. The wall, the wall coverage We're on day to our next guest. Marc Andre Sinclair, director of digital marketing Platform Content Strategy Export Development Canada E D. C. Welcome to the Cube. Thank you. So love your channel. Digital marketing platform content strategy. That's kind of in the center of all the action. So, you know, you've been doing some transformation. Tell us your story. What do you guys do? What was what was that? What's the story? >> So I joined E. C. Exported moment Cata two years ago, really helping them out on the overall digital transformation. So I've been fortunate, joined the organization as the moment that they're our position. We wanted to change like we weren't a mandate to gain back some relevance in the market. CDC exists how occasion businesses go beyond the borders, go international. So they really wanted to be relevant to the market because we're not competing with the markets were really just like a compliment in a market. So we've been on that journey distrust, transformation For the last two years, we've are now competing the first phase of a transformation and just about two years, which normally takes four years in the industry. And we're now add midway to our overall digital transformation. We want a critical the number of customers that we have in four years, but it's a very aggressive target what we call normal, like a stretch goal that are serious put. So that's what we've been up to in the last two years. >> And what >> was the catalyst? Why the change? Because, well, what was going on kind of behind the scenes t make such an aggressive, so aggressive move. If you look at >> the interest you overall, there's a major shift in what is export. So exporting means merchandising guys ing good for most of the people. When when you look at the shipping industry to software and services, these folks are not perceiving themselves as being on exporter like really, you build a software, you sell it. You don't think about your software getting beyond the borders. So the industry, the overall market size, are the number of companies that we could help in. The country has grown, but our number of customer remained flat. So we wanted to catch back at that market reach. And there was a theater in Perth. Is that forced us to change? But basically it started. What? Our CEO Putting forward a strong paper cultured like really forced people to think differently and change. >> What's the progress Like how you happy with the progress so far? Absolutely. What are what are some of the things you've knocked down already? What was the pick us through the steps? They could screw up the plan. What was the What is the plan? What is completed were how much how much is left. >> OK, so it started for us as a strong investments and over all the marketing tech stocks which started obviously where I will be summit. So we started in the vestments with the Adobe expense manager and it was about us changing the technology that we had in terms of delivering a customer experience. So your approach we took wass people processing technology. But at the middle, we really put the customer experience at the forefront of everything at the art of every decisions. Makings. So for us were Margaret, we're finishing the migration as we speak right now. That's the first phase. And now with the partner that we have X censure. We're looking in terms ofthe archaic. How can we build capabilities back in the business? Because we've outsourced are full function to our partner. And now it's about how do we get the right level of cost tower scalability for the future so we can deliver premium customer experience. So a lot of activities have happened. We went into natural transformation at the same time, the organization has embraced our job overall and now we're really thinking about was the future data customer experience. So these are the biggest shift that their condition is looking at As we stand right now, we've done the migration and we can now start to think about personalization experimentations. These are all the cool things that we have ahead of us. >> What was the heavy lifting hard part of getting this off the ground? What, some learning or any experiences where you, you know, failed miserably and rebooted or reset means you learned through it oration. We see these successful projects. What's the key learnings? Have you had any moments like that? >> Definitely So So, First of all, I would like to talk a bit about the fail approach because this is something that wasn't obviously part of the organization. And that is something fundamental to a change in organizations. So to quote my boss fail stance or first attempt and learning, So you got to get out and you got to try things and we gotta experiment. Otherwise, you're not really pushing the boundaries. Eso I'm proud of her failure and actually won an award about failure last year at our, um, organizations. So they have a corporate awards that recognise people that do fails but move on and fell fast, like that's a spirit. So for us as, say, at the beginning, the biggest part of a project was to get the what I call the M V P. Zero. So we have to change from a nun premise toe called architectures. And when you start to do these things at an organization that has never done cloud, you uncover a lot of stuff a lot of security protocols, firewalls kicking in. So our first BP zero just to set the infrastructure has been quite a challenge. I think we went three times out, and the third time was the right one. But this is the critical one where you start to build credibility. And even though for us we're working and agile every two weeks without ever cradle to grave, everything full blown experience, this one was really a longer one. And we were really made sure that the requisition understood that this is complicated When you do the foundation. This >> is company goes cousins to say its foundational. So I'm going to take your time. You've got to get that right. Can't have any cracks in the foundation because you're building on top of it. Exactly. So that three attempts you. You said you went out for forbid, or how did three attempts of building it was >> so the throughout That's R about us deploying the full Levi's serology in the clouds. So first time we went uncover a few things. Second time, not anything pop up weren't aware. And then the third time we went out. Third time's a charm to say we went >> out. It was good >> way. Nailed it on that >> time. It's the >> price I didn't invite you on stage. I don't know if you caught that in the Kino. Towards the end of his keynote, he said, We need to have an award for people that disproved their own hypothesis. Exactly so. But you said it's interesting. He said. The people part was hard in the process, and yet it was a top down initiative from the CEO. So was it not bought in a kind of the mid tier management level? The senior management? Why, if the COC and we need to do this, was it hard to move those different party organization? Well, >> I'd say the people part was more about having the right talent on the right mind sets. So one to CEO put forward the culture paper, the stretch goals. Really the organization started to organize themselves on. Are we going to make that thing happened now? Like we need to work differently. And this is not about just more cash, more at counts. We need to re engineer a bit the way we were working, so I wouldn't say that there was an issue with with the way or the people of today was just like you start through higher scrums, you start the heart coach to start our appeal. These are skills says that you've never had. Like at the beginning of the project, we had new marketing talent. We had new partner for the ritual that every we have a new partner for agile and we also have new technology. So you start with a lot of new stuff at the same time. So I'd say these are natural things that you have to do. Is it easy? No, not necessarily. But we had a lot of support from the sea level standpoint. >> It sounds like you guys have a very Dev ops oriented culture because talking about failing fast is a cultural cloud concept. I mean agile iterating scrums. This's a dev ops mindset, infrastructure. It's code. Did you guys have that built in Or you said you started three years ago. Was that was that the core cultural mindset? >> So I wouldn't say that we're a dev ups type of culture of mentality, I would say, actually, it's probably the part that we still need to invest hard because now we build a fully whole machine that scaring and pushing the machine you start uncover that once you go that full cycle, few things are popping up, so you know, and and the in the nineties are beginning of this of two thousands. Like when you were thinking about nal ticks, people were always like, Okay, let's let's do this on our techs use case. Our position at the end. Let's do your documentation at the end. It tends to be the same thing with Dev up. Sometimes like we have a strong architectural when in terms of regression, automation and all these things, we truly need to invest a bit more so we can have a because we're playing every single two weeks that we wanted or not. So that's a lot of pressure on all the people that do, que way you waited to make sure everything >> you want to get it right first, then kind of bolted on after as more of an operational models >> way had a very strong foundation, and now we're spinning everything. >> It's all I got to ask you about the export piece of it because, obviously, um, international global competitiveness is a big force. Right now, people have to be global and data privacy. You mentioned. We talk about genie pr before we came on camera you an opinion on this. Do you have anything? You? Could you please share your view on TV? I really Well, I thought it's valuable. >> Yeah, absolutely. So what I didn't mention when we chatted about that before is Wei thought a lot about you. We need to comply to GDP. Are because this is ah, European regulation. And we headed up that Yes, a CZ. Because we have prisons internationally and erupts. Not everyone that has that opinion that they need to comply. But what we've uncovered was one, one or two weeks before the D days on May twenty fits that We needed to be compliant. So what has happened is in two weeks, we stop everything. We worked twenty four hours for two weeks to restructure the platform to make sure that we were, like, compliant to do CPR. And then after that, we fought a lot. Next few months, we'LL look into it. Are we going to make that thing right? Because people are scared of gpr, but that you want it or not? This is just a beginning way. See it with the California Act Canada as a castle. I'm pretty sure they're going to be very aggressive, so you need to make sure that you really invest in. There are privacy management and all these things. At the end of the day, if it's well done, your customers will love it. The issue is people are being a bit sneaky without the use data. But if you're being transparent and you're being honest with the way you use the data and you're being fully disclosing what you're doing, it's not an issue you need to embrace it. Actually, I think that's a commis it embrace it because it's going to be part of our journey that we >> want to do the tough work up front for you. He was forced to because you are building something new. And then, well, the deadlines here, so is the struggles. Hard works. He had to grind it out. So you and then once you get over that, prepare for it, invested it, nurture the strategy for that. What's the advice to give someone sets there has to do the GPR and might not be into the time pressure, but it's starting out and saying Okay, I got to get my arms around this. What's the core issues well, getting started, not colour, but like what's playbook? >> So the playbook and say like if you think about G p r. This is basically for the European. You If they're not giving you the right tio leverage cookies and tracking and all these things, you should not be doing it. So it's simply thinking in your implementation of a piece of software that goes at the beginning that says, Do you want to have full functional thief, full personalization or not? And don't look at GDP R. But look at the customer experience. If you put the customer once again at the forefront and you really think about what does it make sense? You know if if you and I get on the Web sites and we see that thing that is fronting A, I know what you've done last summer like it's kind of creepy. You don't want to have these things. And so you just build that customer experience around their privacy management, and then everything will fall together. >> So build it into the product. >> Yeah, platform, yeah, and do it the right way and compliance will follow. Don't do it to be compliant. Don't >> exactly do it through a customer experience, >> right? Right. So how's this success band in terms of getting into some of these new markets for you in terms of software and services and some of the other export markets? So, so >> interesting question, because two years ago a DC was focused on to court things, financial products and insurance products. So right now we've expended our product line, and we're now having this what we call knowledge business. So if you think about occasion, business or any business that wants to go beyond the borders, this's quite scary to go in the international game. So now we're capable of offering them a lot of insights on international market out the exports virus key questions that haven't her journey. So we're not helping them to our journey and also as were wet and better than the international supply chains. We're helping them with connecting with big, big companies that are leveraging or looking for some capabilities that we have in the country. So we've really skilled up the product line that we have. We're really shifting the model. We're working a lot with the banks and the way we're supporting the Cajun businesses so like it's days and nights, the type of products that have a solution, the experience that were providing, uh, from two years ago. Do we still have work? Absolutely. Like digital transformation is never such a thing that is completed. The key essence here. The key message is, it's never done, and the customer experience has to be at the forefront if you think about the customer experience. It just happened that most of the experiences digital these days so test our mission is never handing. >> I think I think it's a great mind set. I think that's so smart. It's not just about mobile first or cloud for just customer center. From the beginning, I'm gonna ask you the question. What's it like working with a century Iraq? That what role that they play with a easy to work with the good? What's the story? >> Absolutely. I'm very pleased with the team that we had. We have strong people from Accenture were fully leveraging the network that they have because they're distributed in the global business. Axe Central, for us, is doing all the delivery stuff, the the very difficult stuff behind the scene that is normally like your function that you haven't an organization. So we've been extremely pleased on DH. Actually, I think that the fighter fact that were capable of delivering every single two weeks and agile were pure, agile. You will hear in the industry that some people think they're our job, but they're actually hybrid Elijah. So we're full blown, agile the organization. And they've been strong partner with us on that journey. >> That's awesome. Well, I love the story looking for to keep it in touch. Keep us posted on When you get this transformation. I look forward to chatting. And thanks for sharing your story. And inside here in the Cube, my pleasure. Mark Andreessen, Claire customer here inside the cute telling about the journey and the struggles and GDP are get on it and make it an advantage. Great. Great line there. And digital is the future. I'm Jeffery Jeffery. More day to coverage with the Cube after the short break