>> Narrator: From Sand Hill Road, in the heart of Silicon Valley, it's the CUBE. Presenting, The People First Network, insights from entrepreneurs and tech leaders. >> Hello everyone welcome to this special CUBE conversation, I'm John Furrier, host of theCUBE. We're here at Mayfield Fund, on Sand Hill Road and Menlo Park. As part of Mayfield's People First Network, co-creation with SiliconANGLE and theCUBE and Mayfield. Next guest, Beth Devin, Managing Director of Innovation Network and Emerging Technologies at Citi Ventures. Thanks for coming on. >> Thanks for having me. >> Hey, thanks for coming in. We're here for the Mayfield fiftieth anniversary, where they're featuring luminaries like yourself, and we're talking about conversations around how the world's changing and the opportunities and the challenges can be met, and how you can share some of your best practices. Talk about what your role is at Citi Ventures and what your focus is. >> Sure, sure, and boy howdy, has it been changing. It's hard to keep up with. I've been at Citi Ventures about two years and one of the reasons I joined was to stand up an Emerging Technology practice. Citi Ventures does a lot of work in corporate venture investing. We tend to be strategic investors, for start up companies that are aligned with the strategy of Citi, as well as our client. We serve probably, eighty percent of the Fortune Five Hundred companies in the world. But we also are a really important part of the innovation ecosystem at Citi. Which is looking at how to drive culture change, broaden mindset, and really, enlist our employees to be part of the innovation process. So, we have an internal incubator, we have a Shark Tank-like process we call Discover Ten X. And what I really bring to the table with my team is monitoring, and learning about, and digesting technology that's not quite ready for commercialization but we think it might be disruptive in a good or challenging way for the bank or our clients. We try to educate and provide content that's helpful to our executives, and just the employee body at large. >> I want to get into a LinkedIn post you wrote, called the Tech Whisperer, which I love. >> Thank you. >> You're there to identify new things to help people understand what that is. But that's not what you've done. You've actually implemented technology. So, on the other side of the coin, in your career. Tell us about some of the things you've done in your career, because you've been a practitioner. >> Beth: Yeah. >> and now you're identifying trends and technologies, before you were on the other side of the table. >> That's right, and sometimes I'll tell you, I have that itch. I miss the operator role, sometimes. Yeah, you know, I feel so fortunate I sort of stumbled on computer science early when I was going to school. And, the first, I'd say twenty years of my career, were working in enterprise I.T, which at that time I couldn't even have made that distinction, like why do you have to say enterprise I.T. I was a software developer, and I was then a DBA, and I even did assembler language programing. So way back when, I think I was so fortunate to fall in to software engineering. It's like problem solving, or puzzle making, and you with your own brain and sort of typing can figure out these problems. Then over the years I became more of a manager and a leader, and sort of about a reputation for being somebody you could put on any hard problem and I'd figure a way out. You know tell me where we're trying to go it looks knotty, like not a fun project, and I would tackle that. And then I'd say, I had some experience working in lots of different industries. Which really gave me an appreciation, for you know, at the end of the day, we can all debate the role that technology plays in companies. But industries, whether it's health care or media, or financial services. There's a lot of the same challenges that we have. So I worked at Turner Broadcasting before it was acquired, you know by Time Warner and AOL. And I learned about media. And then I had a fantastic time working at Charles Schwab. That was my first big Financial Services role when it came back to the bay area. I worked at Art.Com, it was a need converse company, the first company I worked at where I was in charge of all the technology. We had no brick and mortar, and if the technology wasn't working, we weren't earning revenue, in fact, not only that, we were really making customers angry. I also had a role at a start up, where I was the third person to join the company, and we had a great CEO who had a vision, but it was on paper. And we hadn't really figured out how to build this. I was very proud to assemble a team, get an office, and have a product launch in a year. >> So you're a builder, you're a doer, an assembler, key coding, hexadecimal cord dumps back in the day. >> Way back when. We didn't even have monitors. I'll tell ya, it was a long time ago. >> Glory days, huh? Back when we didn't have shoes on. You know, technology. But what a change. >> Huge change. >> The variety of backgrounds you have, The LinkedIn, the Charles Schwab, I think was during the growth years. >> And the downturn, so we got both sides. >> Both sides of that coin, but again, the technologies were evolving. >> Yes. >> To serve that kind of high frequency customer base. >> Beth: That's right. >> With databases changing, internet getting faster. >> It has. >> Jeff: More people getting online. >> We were early adopters, I'll tell you. I still will tell people, Charles Schwab is one of the best experiences I have, even though at the end I was part of the layoff process. I was there almost seven years, and I watched, we had crazy times in the internet boom. Going in 98, 99, 2000, I can't even tell you some of the experiences we had. And we weren't a digital native. But we were one of the first companies to put trading online, and to build APIs so our customers could self service, and they could do that all online. We did mobile trading. I remember we had to test our software on like twenty different phone sets. Today, it's actually, so much easier. >> It's only three. Or two. Or one. Depending on how you look at it. >> That's right. We couldn't even test on all the phone sets that were out then. But that was such a great experience, and I still, that Schwab network, is still people I'm in touch with today. And we all sort of sprinkled out to different places. I think, I dunno, there's just something special about that company in terms of what we learned, and what we were able to accomplish. >> You have a fantastic background. Again the waves of innovation you have lived through, been apart of, tackling hard problems, taking it head on. Great ethos, great management discipline. Now more than ever, it seems to be needed, because we're living in an age of massive change. Cause you have the databases are changing, the networks changing, the coding paradigms changing. Dev ops, you've got the role of data. Obviously, mobile clearly is proliferated. And now the business models are evolving. Now you got business model action, technical changes, cultural people changes. All of those theaters are exploding with opportunity, but also challenges. What's your take on that as you look at that world? >> You know, I'm a change junkie, I think. I love when things are changing, when organizations are changing, when companies are coming apart and coming together. So for me, I feel like, I've been again, so fortunate I'm in the perfect place. But, one of the things that I really prided myself on early in my career, is being what I call the bridge, or the, the translator between the different lines of business folks that I work with. Whether it was head of marketing, or somebody in a sales or customer relationship, or service organization, and the technology teams I built and led. And I think I've had a natural curiosity about what makes a business tick, and not so much over indexing on the technology itself. So technology is going to come and go, there's going to be different flavors. But actually, how to really take advantage of that technology, to better engage your customers, which as you said, their needs and their demands are changing, their expectations are so high. They really set the pace now. Who would have though that ten years ago we'd live in an environment where industries and businesses are changing because consumers have sort of set the bar on the way we all want to interact, engage, communicate, buy, pay. So there's this huge impact on organizations, and you know, I have a lot of empathy for large established enterprises that are challenged to make it through this transformation, this change, that somehow, they have to make. And I always try to pay attention on which companies have done it. And I call out Microsoft as an example. I can still remember several years ago, being at a conference. I think it was Jeffrey Moore who was speaking, and he had on one slide... Here's all the companies in technology that have had really large success. Leading up to the internet boom days, there would be a recipe for the four companies that would come together. I think it was Sun, Oracle, and Microsoft. And then he said, and now here's the companies of today. And most young people coming out of college, or getting computer science degrees won't use any of these old technology companies. But Microsoft proved us all wrong, but they did it, focused on people, culture, being willing to say where they screwed up, and where they're not going to focus anymore, and part ways with those parts of their business. And really focus on who are their customers, what are their customer needs. I think there's something to be learned from those changes they made. And I think back to the Tech Whisperer, there's no excuse for an executive today, not to at least understand the fundamentals of technology. So many decisions have to be made around investment, capital, hiring, investment in your people. That without that understanding, you're sort of operating blind. >> And this is the thing that I think I love, and was impressed by that Tech Whisperer article. You know, a play on the Horse Whisperer, the movie. You're kind of whispering in the ears of leaders who won't admit that they're scared. But they're all scared! They're all scared. And so they need to get, maybe it's cognitive dissonance around decision making, or they might not trust their lead. Or they don't know what they're talking about So this certainly is there, I would agree with that. But there's dynamics at play, and I want to get your thoughts on this. I think this plays into the Tech Whisperer. The trend we're seeing is the old days was the engineers are out coding away, hey they're out there coding away, look at them coding away. Now with Cloud they're in the front lines. They're getting closer to the customer, the apps are in charge. They're dictating to the infrastructure what can be done. With data almost every solution can be customized. There's no more general purpose. These are the things we talk about, but this changes the personnel equation. Now you got engineering and product people talking to sales and marketing people, business people. >> And customers. >> They tend not to, they traditionally weren't going well. Now they have to work well, engineers want to work with the customers. This is kind of a new business practice, and now I'm a scared executive. Beth, what do I do? What's your thoughts on that dynamic? >> You know, I'm not sure I would have had insight in that if I hadn't had the oppurtunity to work at this little start up, which we were a digital native. And it was the first time I worked in an environment where we did true extreme programming, pair programming, we had really strong product leads, and engineers. So we didn't have project managers, business analysts, a lot of things that I think enterprise I.T tends to have. Because the folks, historically, at an enterprise, the folks that are specifying the need, the business need, are folks in the lines of business. And they're not product managers, and even product managers, I say in banking for example, they aren't software product managers. And so that change, if you really do want to embrace these new methods and dev ops, and a lot of the automation that's available to engineering and software development organizations today, you really do have to make that change. Otherwise it's just going to be a clumsy version of what you use to do, with a new name on it. The other thing though that I would say, is I don't want to discount for large enterprises is partnerships with start up companies or other tech partners. You don't need to build everything. There's so much great technology out there. You brought up the Cloud. Look at how rich these Cloud stacks are getting. You know, it's not just now, can you provision me some compute, and some storage, and help me connect to the internet. There's some pretty sophisticated capabilities in there around A.I and machine learning, and data management, and analysis. So, I think overtime, we'll see richer and richer Cloud stacks, that enables you know, every company to benefit from the technology and innovation that's going on right now. >> Andy Jassy, the CEO of Amazon Web Search, has always said whenever I've interviewed him, he always talks publicly now about it is, two pizza teams, and automate the undifferentiated heavy lifting. In tech we all know what that is, the boring, mundane, patching, provisioning, ugh. And deploying more creative research. Okay so, I believe that. I'm a big believer of that philosophy. But it opens up the role, the question of the roles of the people. That lonely DBA, that you once were, I did some DBA work myself. System admins, storage administrator, these were roles, network administrator, the sacred God of the network, they ran everything. They're evolving to be much more coding oriented, software driven changes. >> It's a huge change. And you know, one thing that I think is sad, is I run into folks often that are, I'll just say, technology professionals, just say, you know, we're at large. Who are out of work. You know, who sort of hang their head, they're not valued, or maybe there's some ageism involved, or they get marked as, oh that's old school, they're not going to change. So, I really do believe we're at a point, where there's not enough resources out there. And so how we invest in talent that's available today, and help people through this change, not everybody is going to make it. It starts with you, knowing yourself, and how open-minded you are. Are you willing to learn, are you willing to put some effort forth, and sort of figuring out some of these new operating models. Because that's just essential if you want to be part of the future. And I'll tell you, it's hard, and it's exhausting. So I don't say this lightly, I just think. You know about my career, how many changes and twists and turns their have been. Sometimes you're just like, okay I'm ready, I'm ready to just go hiking. (Beth laughs) >> It can be, there's a lot of institutional baggage, associated with the role you had, I've heard that before. Old guard, old school, we don't do that, you're way too old for that, we need more women so lets get women in. So there's like a big dynamic around that. And I want to get your thoughts on it because you mentioned ageism, and also women in tech has also grown. There's a need for that. So there's more opportunities now than ever. I mean you go to the cyber security job boards, there are more jobs for cyber security experts than any. >> Oh, I'll tell you, yesterday, we held an event at our office, in partnership with some different start ups. Because that's one of the things you do when you're in a corporate venture group, and it was all on the future of authentication. So it was really targeted at an audience of information security professionals and chief information security officers. And it was twenty men and one woman. And I thought, wow, you know I'm use to that from having been a CIO that a lot of the infrastructure roles in particular, like as you were saying, the rack and stack, the storage management, the network folks, just tend to be more male dominant, than I think the product managers, designers, even software engineers to some extent. But here you know, how many times can you go online and see how many openings there are for that type of role. So I personally, am not pursuing that type of role, so I don't know what all the steps would need to be, to get educated, to get certified, but boy is there a need. And that needs not going to go away. As more, if everything is digitized and everything is online. Then security is going to be a constant concern and sort of dynamic space. >> Well, we interview a lot of women in tech, great to have you on, you're a great leader. We also interview a lot of people that are older. I totally believe that there's an ageism issue out there. I've seen it first hand, maybe because I'm over fifty. And also women in tech, there's more coming but not enough. The numbers speak for themselves. There's also an opportunity, if you look at the leveling up. I talked to a person who was a network engineer, kind of the same thing as him, hanging his head down. And I said, do you realize that networking paradigm is very similar to how cyber works. So a lot of the old is coming back. So if you look at what was in the computer science programs in the eighties. It was a systems thinking. The systems thinking is coming back. So I see that as a great opportunity. But also the aperture of the field of computer science is changing. So it's not, there are some areas that frankly, women are better than men at in my opinion. In my opinion, might get some crap for that. But the point, I do believe that. And there are different roles. So I think it's not just, there's so much more here. >> Oh, that's what I try to tell people. It's not just coding, right. There's so many different types of roles. And unfortunately I think we don't market ourselves well. So I encourage everyone out there that knows somebody. (Beth laughs) Who's looking-- >> If someone was provisioned Sun micro-systems, or mini computers, or workstations, probably has a systems background that could be a Cloud administrator or a Cloud architect. Same concepts. So I want to get your thoughts on women in tech since you're here. What's your thoughts on the industry, how's it going, things you advise, other folks, men and women, that they could do differently. Any good signs? What's your thoughts in general? >> Yeah so, first of all, I'm just a big advocate for women in general. Young girls, and, young women, just getting into the work force, and always have been. Have to say again, very fortunate early in my career working for companies like a phone company, and Schwab, we had so many amazing female leaders. And I don't even think we had a program, it was just sort of part of the DNA of the company. And it's really only in the last couple of years I really seen we have a big problem. Whether it's reading about some of the cultures of some of the big tech companies, or even spending more time in the valley. I think there's no one answer, it's multifaceted. It's education, it's families, it's you know, each one of us could make a difference in how we hire, sort of checking in what our unintended biases are, I know at Citi right now, there's a huge program around diversity and inclusion. Gender, and otherwise. And one of the ways I think it's going to be impactful. They've set targets that I know are controversial, but it holds people accountable, to make decisions and invest in developing people, and making sure there's a pipeline of talent that can step up into even bigger roles with a more diverse leadership team. It will take time though, it will take time. >> But mind shares are critical. >> It absolutely is. Self-awareness, community awareness, very much so. >> What can men do differently, it's always about women in tech, but what can we, what can men do? >> I think it's a great question. I would say, women can do this too. I hate when I see a group together, and it's all women working on the women issue. Shame on us, for not inviting men into the organization. And then I think it's similar to the Tech Whisperer. Don't be nervous, don't be worried, just step in. Because, you know, men are fathers, men are leaders, men are colleagues. They're brothers, they're uncles. We have to work on this together. >> I had a great guest, and friend, I was interviewing. And she was amazing, and she said, John, it's not diversity and inclusion, it's inclusion and diversity. It's I-N-D not D-I. First of all, I've never heard of it, what's D-N-I? My point exactly. Inclusion is not just the diversity piece, inclusion first is inclusive in general, diversity is different. So people tend to blend them. >> Yes they do. >> Or even forget the inclusion part. >> Final question, since you're a change junkie, which I love that phrase, I'm kind of one myself. Change junkies are always chasing that next wave, and you love waves. Pat Gelsinger at VMWare, wave junkie, always love talking with him. And he's a great wave spotter, he sees them early. There's a big set of waves coming in now, pretty clear. Cloud has done it's thing. It's only going to change and get bigger, hybrid, private, multi Cloud. Data, AI, twenty year cycle coming. What waves are you most excited about? What's out there? What waves are obvious, what waves aren't, that you see? >> Yeah, oh, that's a tough one. Cause we try to track what those waves are. I think one of the things that I'm seeing is that as we all get, and I don't just mean people, I mean things. Everything is connected, and everything has some kind of smarts, some kind of small CPU senser. There's no way that our existing, sort of network, infrastructure and the way we connect and talk can support all of that. So I think we're going to see some kind of discontinuous change, where new models are going to, are going to absolutely be required cause we'll sort of hit the limit of how much traffic can go over the internet, and how many devices can we manage. How much automation can the people and an enterprise sort of oversee and monitor, and secure and protect. That's the thing that I feel like it's a tsunami about to hit us. And it's going to be one of these perfect storms. And luckily, I think there is innovation going on around 5G and edge computing, and different ways to think about securing the enterprise. That will help. But it couldn't come soon enough. >> And model also meaning not just technical business. >> Absolutely. Machine the machine. Like who's identity is on there that's taken an action on your behalf, or the companies behalf. You know, we see that already with RPA, these software robots. Who's making sure that they're doing what they're suppose to do. And they're so easy to create, now you have thousands of them. In my mind, it's just more software to manage. >> And a great contrary to Carl Eschenbach, former VMware CEO now at Sequoia, he's on the board of UIPath, they're on the front page of Forbes today, talking about bots. >> Yes, yes, yes, I've heard them speak. >> This is an issue, like is there a verification. Is there a fake bots coming. If there's fake news, fake bots are probably going to come too. >> Absolutely they will. >> This is a reality. >> And we're putting them in the hands of non-engineers to build these bots. Which there's good and bad, right. >> Regulation and policy are two different things, and they could work together. This is going to be a seminal issue for our industry. Is understanding the societal impact, tech for good. Shaping the technologies. This is what a Tech Whisperer has to do. You have a tough job ahead of you. >> But I love it. >> Jeff: Beth thank you for coming on. >> Thank you for having me. >> I'm Jeff Furrier for the People First Network here at Sand Hill Road at Mayfield as part of theCUBE and SiliconANGLE's co-creation with Mayfield Fund, thans for watching.

(futuristic music) >> Welcome back everybody, Jeff Frick here with theCUBE. We're having a CUBE conversation in our Palo Alto studios, we're waiting for the crazy madness of the second half conference season to begin but before that it's nice to get a little bit of a break in the action and we can have people into our studio in Palo Alto. We're really excited to have our next guest really adding to this journey that we've been kind of watching over a course of many years with Informatica, she's Tracey Newell she's the newly announced President, global field operations from Informatica, Tracey great to meet you. >> Yeah nice to meet you. >> Absolutely. So we've following Informatica for a long time, I think our first visit to Informatica world was 2015 back when it was still a public company, I think it was Info which still has this legacy, that's the hashtag for this show. >> It certainly does. >> Which is kind of funny cause it's not really a stock ticker anymore. So it's been quite a journey and really well timed with kind of the big data revolution. You joined the board a couple years ago. >> I did in 2016. >> But you just decided to leave Mahogany Row and take off the board outfit and jump in and get on the field and get dirty. So why did you decide to get into the nitty gritty? >> Yeah so I joined the board because I really believed in the mission so. Digital transformation is something that's real, it's a boardroom discussion. Every enterprise and government around the world's trying to figure this out and so I wanted to be part of that and I've had a front row seat for a couple of years. >> Right right. >> I'm not one to sit on the sidelines for very long and I thought this is just too much fun and I want to get in the game so I asked to step down and I've recently joined as a president of Global Field ops. >> Great so your background is a little bit of confusion due to history, a lot of sales, you've been running sales for lot different companies, been in the valley for a while. But sales is really under you so you haven't really left your sales hat, that's just part of now a bigger role that you're going to be doing with Informatica. >> Yeah that's right, it's a bigger and broader role, but my favorite thing is running sales organizations. So I've done other things too, I've run operations, and customer success, but I was thrilled to join and also run professional services as well cause that's so important to the delivery and for our customers. >> So you'll write the digital transformation, it's the hop topic, it's what everybody is talking about, and it's true and as Informatica is in the middle of it, data is such a big piece of the digital transformation as everybody, we used to joke, there are no companies except software companies. I think we're taking it to the next step, now there are no software companies, really everybody should be a data company, and Informatica is sitting right in the middle of that world. No that's right, yeah data is the new currency, it's become of the most important assets for enterprises, everyone's trying to transform, they're trying to disrupt, they're trying to take on the leader or they're trying to keep their lead. And they need all their information throughout their organization in order to do that and so you know one of the stories hat I really like, Graham Thompson's our CIO and he talks to lots of CIOs and he'll use this analogy in that you know he'll say does your CFO have good containment strategy around their most important asset, and that's revenue. Does your CFO, does he or she know what the data is and inevitably the CIO will say of course. Well that's great does he know or she know how they're spending the money and who's spending the money? Do they have controls and compliance and security around that and of course the answer is yes yes yes and yes. And it inevitably turns to the CIO to say well if data is your most important asset, if that truly is the currency in your organization, do you know where all of your data is? And the answers always no. And there's lots of reasons for that, it's most enterprises have hundreds if not thousands of databases and shadow IT projects everywhere. But if the answers no then how do take advantage and leverage that information to the companies advantage? How do you control it, how do you have compliance and that's where we come in. >> So what's the Informatica special sauce? What's the secret sauce that you guys can bring to the party that nobody else can? >> Yeah so I think inevitably that it would be the platform so our intelligent data platform is really important to the enterprise. The CIOs that I've been meeting with for the last decade have said you know I can't have ten widgets that are all solving a similar problem cause it's just too expensive. I need the bet with the leader in the space and so what we're doing to provide that for enterprises is really important and yet at the same time, you've got to be the best at what you do, you can't just be comprehensive but you have to have best debris technology. We're spending 17 cents of every dollar in r&d and we're so focused on just this one thing, our mission is to lead in digital transformation for the large enterprise and we've been doing this for 25 years so we've spent billions of dollars at making sure our customers are invested in us and that we protect that investment. >> Right. So what is your charge is as you're starting your new role I think the press release just came out a couple days ago. You know what does O'Neil say to you, you know we want you, here's where we want you to go take down that next mountain, what are some of your short term priorities, what are some of your longer term priorities? >> Yeah so we have a great opportunity in front of us. So stating the obvious I'm here to drive growth and expansion both in market share opportunities, we have over nine thousand customers globally and yet we all know that there's a tremendous opportunity to continue direct market shares. This is a global phenomena and yet our largest customers we have 85 of the Fortune 100, they certainly need a lot of support and we're here to help provide that leadership. And we do a lot of best practice sharing, we do a lot around helping customers on their journeys cause we see these themes given that we do work with the largest companies around the world. >> And I'm sure you're going to be getting on a plane and meeting with a whole bunch of customers over the next, over the next several weeks and months but was there something from your board position that you could see was a consistent pattern that you really see an opportunity for growth, kind of an unexploited opportunity as people are going through this digital transformation cause we talk all the time, it's how do I get started and you know I have small projects to give me early success and kind of those types of conversations but clearly we're kind of beyond the beginning and we should be starting to move down the field a little bit. >> Yeah certainly. So we work with all the global SIs and we won't ever try to take their place you know Insentrum, Delite, Capgemeni, Cottonsmith, they're tremendous at what they do and we partner with them very well. But we've absolutely seen consistent themes as we work with these big enterprises, I mean we've seen Coca Cola work on delivering new packaging for the World Cup where they drove exponential sales and they wanted to use the power of all of their data. The data in the Cloud, the data that they have on premise, the data in all the SAS applications and that's where we come in and really help them, helping them to leverage all of their information and to do that in an intelligent way and so we've seen several patterns emerge how customers can get started and we've created a series of workshops and summits and specialists that we we can sell on a pro forma basis in helping customers figure out where those quick fixes are. There's a couple of key big buckets, we see most large enterprise moving from on premise to Cloud and they're trying to figure out a a migration strategy so we help a lot there. Most customers are trying to figure out how to get closer to their customers so we do a lot of work around customer intimacy. Intimacy could be driving the top line, cross sale, up sale, or even customer retention. B&P Paraboss did a lot of work with us there around getting closer to you know in their wealth practice. And then we do quite a bit around governance as you would expect. That's a hot topic with GDPR again if you can't say you know where all your data is well then how can you be compliant? >> Right how can you delete me? >> How can you delete me if you don't know where your data is. There's a number of practices that we've set up and we'll do some not for fee consulting work to help customers try and figure this out. >> Yeah clearly when we first met Informatica in 2015, you know the Cloud was moving, the public Cloud, but it wasn't near what it is today. And I guess you guys just had a recent announcement, Google Cloud Next is coming up in a couple of weeks and so you guys are now doing some stuff with Google Cloud? We are yeah so we're pretty good listeners I think that's important if you're going to be a business partner to your clients you got to know what they want and one of the things that clients have said to us is we need you to partner with our partners. You know the days of proprietary and sole source, you know we're going to be everything to you without working with anyone you know those days are over. And so the key Cloud partners our customers have asked us to work with include Amazon, Google, Microsoft, Azure, so you're right last week we did make an announcement that we've done deep integration and we're spending our r&d dollars for customers that are investing with Google to make those investments more valuable and we announced API management and integration with Google make that easy for customers so. Informatica world we announced native integration in our Ipass platform for Microsoft so over and over again you'll hear us continue to do more with the the partners that our customers want us to and that's a win win for everybody. >> Its just so funny too because when people talk about a company like say Coca Cola which you brought up they talk about it like it's a company. No it's like not a company, it's many many companies, many many projects, many many challenges you know it's not just one entity that has a relationship with one other entity. >> That's right. >> But the other thing I think is interesting times and Coke's a good example or Ford or pick many old line industrial companies that used to have distribution right and what was the purpose of distribution is to break bulk is to communicate information and to get the product close to the customer. But the manufacturer never knew what happened once they shipped that stuff off into their distribution. Now it's a whole different world, they have a direct connection with their in customer, they're collecting data from their in customer, and so they have a relationship and an opportunity and a challenge with that they never had before. They just sent it off to the distributor and off it went and hopefully it doesn't come back for repair. (laughing) >> No that's right but you're exactly right, and that's the challenge that customers are facing. I don't care if it's a customer in the mid market or it's a customer in large enterprise or if it's a government organization. They need to know all aspects of their customer partner supplier information and how to communicate globally if they're going to drive disruption. And one of the CIOs of a Fortune 500 made a comment that we decided that we were going to disrupt ourselves before someone else disrupted us. And that's, that's my comment on why this is a board level discussion, it's super important, and we can help solve those problems. >> It's funny Dave Potrick one of my favorite executives used to be the number two guy at Charles Schwab and I remember him speaking when they went to fix price trading back in the day, I'm aging myself unfortunately but you know he said the same thing, we have to disrupt ourselves before somebody else disrupts us. And if you're not thinking that way you're going to get disrupted so better it be you than someone that you don't even see and usually it's not your side competitor, it's the one coming from a completely different direction that you weren't even paying attention to. >> That's right. And we see that over and over again and you made the right comment in that it's not always easy, some of these Fortune 500s through consolidation, even the Global 2000. They've done all these acquisitions and so you've got hundreds of BUs that don't have any systems tied together and how do you start to create a common connection in so that you can build your brand and you can try differentiation and that's the key, that's back to the intelligent data platform. >> Right and as you said and there's not single systems and now we got API economy, things are all connected so you don't necessarily even have that much direct control over a lot of these opportunities and you said that first I think it's just like okay where's your data? Can you start with the very simple question and a lot of people aren't really sure and can't even start from there. >> That's right. >> So good opportunities. >> Absolutely, there's no question. >> Alright Tracey, well thank you for stopping by, congratulations on your, on your new position and moving from Mahogany Row down into, down into the trenches. >> Down on the field. >> I'm sure they're going to be happy to have you down there on the field. >> Yeah no thanks Jeff I'm happy to be here and thanks for the time today. >> Thank you and we'll see you in Informatica world if not sooner. >> That's right. >> Alright she's Tracey Newell I'm Jeff Frick, you're watching theCube from Palo Alto, thanks for watching. (futuristic music)