(upbeat music) >> Live, from Miami Beach, Florida, it's theCUBE, covering UiPath Forward Americas. Brought to you by UiPath. >> Welcome back to the former home of Lebron James, I'm Dave Vellante, this is two minimum, we are here at South Beach at the hotel Fontainebleau. This is UiPath Forward Americas, and this is theCUBE, the leader in live tech coverage Leo Da Silva is here, he is the process excellent leader for Best Day Travel and Arnold Schiemann who's Vice President of Latin America and Spain. You get to go to all the fun places for Symphony. Welcome to theCUBE >> Thank you, thank you guys for your invitation >> You're very welcome, Leo let's start with you Best Day Travel, travel site, specializing in Mexico and other parts of the region tell us about the company >> Well, we have a leadership in Mexico we are, the last year we have five point four million travelers, okay? And there's a lot of people, okay? We've been in the business for 35 years, 34 years actually, okay? So, we're pretty solid, okay? While 75% of the all the transactions we have online, okay? And 25% we have offline, and that's why we're doing, all the transformation that we're doing is under this 25%, alright? Like, just to get the additional transformation and everything. >> So 35 years, so you started before the internet (Leo laughing) >> So I guess you should be 100% offline you obviously successfully made that transition. >> That's correct, that's correct. >> Okay, and Arnold, Symphony is the solution provider right? the implementation partner in this case, right? tell us about symphony and your role. >> Well, Symphony is probably the is particularly, suddenly concentrated on our PA management and our PA design, and our PA process rewardization. We were invited by Best Day Travel Group to look at the process, to look at the project and we embark in a very interesting transformation for them, so that they could move into their PA arena with a clear road map. >> So you guys are both process experts I mean that's, >> Yes >> You've got process in your title talk more about your role, if you would. >> Yeah, well, I'm a green belt, okay? And at least six sigma, and we use this methodology actually, and we are like, two years ago we implemented like a BPM, the department, you know inside the company, just to lead this transformation, okay? So that's what we're seeking right now to lead this transformation and, it's a very good challenge, you know? It's not easy, but we are trying to do our best. >> With your six sigma background, I think it would really tie right into what RPA is, 'cause you can really understand what has variance, and what is pretty standardized and that would seem is that the direct correlation with thing that you can have, the robot and the automation based on, really, the variance piece? >> Yes, totally, you know, well, when you start, all the implementation was right before where start you like to do a benchmark and you're able to see which technology we wanted to use and well, we found UiPath, alright? In which we found Symphony, and but it's not exactly, I think the technology is the last thing, right? So, the technology is the enabling alright? To do all those thing happening but if you don't have, like process management, you know, if you don't have that, it's kind of difficult to reach the target, okay? So, yeah, it's pretty much, I think it's when you, I think the most challenging is let people know what they're doing wrong you know, what they're doing repeating tasks, right so, when you do, like, the process walk through, people just get amazed, you know, like, what? Are you serious, we're doing that? >> When did you start? >> We started in February >> This year? >> Yeah >> Okay, so, take us back to February or January whatever, December, when you were maybe even before that, thinking about the business case. How did it come about, and how'd you guys meet? Take us through the sort of initiative. >> Yeah, well, right before, it was six months before I think it was, on July of last year, we started a conversation, right? And when I found that, within like six months of benchmarking and, we reached that like UiPath, and we start to ... trying to get something different, you know? To do something different enterprise and we had this need, okay? From inside, you know, from back office to tranformate because it's operation sometimes it costs a lot, alright? The first step that we did was like a future of work accelerator, okay? Which is, it's this scan, it's a total scan of the area, okay? And to see how how big are the opportunities, okay? To transformate things, right, so was the first step and after we had the pilot, we have three or four projects ongoing. >> And you were involved from the beginning Arnold, last July? >> Yes, yes >> One thing which was really very interesting about the project is that the client was the C.E.O and the C.F.O was totally the C-suite involvement So, and we believe that our PA is about the business, is about the process, it was ideal. So, we had really I believe it was really not work but, really a good time that we spent together integrating very closely with the team from Best Day Travel Group, to the point that you couldn't tell who was from Best Day and who was from Symphony, and then we were able to present to the C-suite, the result of the road map to move forward with a very clear business case, the process that was going to be robotized. Simultaneously, Best Day wanted approved inside, saying lets develop robotized version of one of the processes, and we did one which had been quite successful, we were just talking that the amount of work that that robot is handling today life, is such that either robot doesn't operate, he wouldn't know what to do because there is so much work to do behind in the past, and he doesn't know what he did, but today, it is almost impossible to recreate that. >> Yeah, that's correct, singularity is here >> One of the things that maybe you can help me understand, 'cause I'm a little bit new to this technology, how do you figure out, how do you size this, like how do you know how many things a robot can do, we heard one of the customers has a thousand robots, how does this scale, and how does this build out inside of a customer? >> Two thing that we do is that we look at the company, we identify those process, with heavy like, say, head count with lots of repetitive tasks that can be partially or totally robotized, and then we present it as a road map because the first question they have is "how do we start?" I mean, this is a company, 3000 people 4 million passengers, where do we start? How we get good advantage of the robots and that's how we did it, and then it's going on, the project we just did the first part, we continue now with the second part which is going to be even more interesting. >> What'd the business case look like? I mean, was it a saving money, making presumably some of this was cost reduction right off the bat, right? >> Yes, yes >> Lets talk about that business case what's that framework look like? >> Well, the action will have a pilot, that we just did, we launched already, alright? The business case was like, to to reduce cost, alright? The operational cost is very high, okay? So, now, we have like, just to have an idea the situation before would have, like six person working, you know, like the eight hour shift, okay? And doing like issuing tickets and you know and right now we have, like, just one robot and we built a capability of, 126% okay? On this, just with one robot, alright, and yeah, it's amazing, its amazing and 24/7, you know, right now it working pretty fine. >> Specifically, where do the cost savings come from? >> Well, the cost savings is not exactly that ease, but it's a customer's experience, okay? And also the capability that you can build alright? To get more sales, okay? And there's another project that, before that we had the first one, we have to to reduce the cost of the operation you, know, for 65 people, alright? And ... the transactions cost a lot of money for us, okay? So that's how we're trying to we're trying to understand that and we're trying to eliminate those costs or reduce, you know like, as much as we can. >> Its a part of that, you redeploy people, you put 'em on other tasks, is that what you're doing? >> Yes, yes, we free them up, you put another, you add value task, right? >> So the C.F.O is one of the stakeholders here, >> It was >> So many C.F.Os might say "okay, well, we're "not going to cut head count, so where do I "get my savings?" so the answer, if I'm hearing it is well we're going to increase revenue because these people are going to be on other tasks, and >> That's it, yes >> And, do you have visibility in line of sight as to how fast that can happen, whether, is it already starting to happen? >> Yeah, it already start to happen, already start to happen, like in, you know, this project was we have the roll back in 15 days >> I was going to ask you what the break even was it was inside of a month? >> You know, its already paid, it all 15 days, it's already paid, right so, yeah, the C.F.O is pretty happy with that. >> The first project was relatively small right? >> Yeah, yeah yeah. >> You proved it out and now you're going to throw gasoline on the fire >> That's it, that's it. >> That's great, so what's next for you guys? >> Well, next, we are go to the customer service you know, like ano-traceability, there's a traceability project that we have to do, alright? Just to ... To have the client in front of everything, you know? So that's our strategy right now and we're going to do, well Symphony is going to help us out with our PA and with implementation and the process, because its going to be a new process, it doesn't exist, alright? So there's going to be a brand new one so we have to create from scratch. >> Arnold, I wonder if you can go a little broader for us on this, it sounds like you've got a perfect partner inside the company with, you know, process in his title you've got the C-suite engaged, is that a typical deployment, what are you finding? >> Is not typical but it is, that is something that we look for all the time. 'cause it's, if the client is not engaged, we can do nothing, if the C-suite is not engaged, there is very little process people can do and by being engaged the C-suite, we're driving the cost reductions, but there is another point besides cost, consistency, and also we are eliminating side loss that had existed for long time, 'cause the companies are starting with one organization then another one, another one and all of them touch the customer what the probably will be doing to them hopefully before the end of the year, early next year, to be able to see the transverse of the customer, one and a half million passengers arriving to Cancún and they are passengers. But you don't know how many people will come back so you better know that these guys came here they like to go to the scuba diving next time he's around, we can offer him a scuba diving, we can pick him up from the airport, we can offer other services and then, the company is structured to be exponentially, so that you can grow from 4 million to 8 million passengers without adding head count, adding, that is the future of Best Day Travel Group and that's why we have engaged the management. >> Okay, so you're looking at the moon shot double the number of passengers served with the same head count, that's a huge productivity boost, so I'm hearing 15 day break even, some of that was hard cost reduction, its revenue increased, its proven, now you're going to invest more consistency, better customer service, cross selling, hey they like to scuba dive, maybe we can make an offer here, and better data allows you to do that that's going to summarizes the the business case and we're talking I mean, I don't want to, you know, squeeze the M.P.V at it, but we're talking millions? Hundreds of thousands? >> Millions >> Hundreds of millions? >> Millions right? >> Yeah, yeah, pretty much, it's a huge number you, know, its a huge number and, we have a lot of opportunities and, I think it's going to be a success, you know? >> And presumably the employees want to be part of this ride, right? They want to get, whether it's re-trained, or become R.P.A experts, deploy this technology, drive their digital automation and service those 8 million customers with the same resources you know, or invest in other resources. >> yes >> New growth areas. >> Yes, yes. >> Great story >> Yeah, it is, it is, >> we're working hard >> (laughs) figuring it out >> We're privileged to have been work with them because they are, I say unique but it was done for us from day one everything was put in place, engagement, people, and then the company itself is very easy to manipulate and transform because of the way that it was structured 30 years ago. >> And why UiPath? I mean, you said I chose them last summer why, why'd they win? >> Well, because of, well during a benchmarking, I can see a lot of difference between them, you know? And we have concluded that, well they actually Symphony recommend us, alright? So, you want this, you want that for this situation, it's going to be the best solution, right? And after that, we're pretty sure that it's it's the best it's the best choice, right? Because of the personalities, because a lot of stuffs that they have they can bring to us, you know? >> Do you worry about, do you worry about shadow R.P.A, like (laughter) >> The divisions going off and doing their own robots, or have you guys got a handle on that? >> Yeah, you know (laughing) no, not worried about that, you know, but yeah it's going to happen. >> It's a good thing. >> Alright, gentlemen, thanks so much for coming on theCUBE it was great to have you. >> Thank you for inviting us >> Alright keep it right there everybody, Stu and I will be back at UiPath Forward Americas right after this short break, you're watching theCube, we'll be right back. (closing music)