>>from around the globe. It's the Cube with digital coverage of biz ops Manifesto unveiled Brought to you by Biz Ops Coalition >>Hey, welcome back, everybody. Jeffrey here with the Q. Come to you from our Palo Alto studios today for a big big reveal. We're excited to be here. It's the biz. Opps manifesto, unveiling things been in the works for a while and we're excited. Have our next guest one of the really the powers behind this whole effort. And he's joining us from Boston. It's surge Lucio, the vice president and general manager Enterprise software division that Broadcom Serge, Great to see you. >>Good to see. Oh, absolutely. So you've been >>in this business for a very long time? You've seen a lot of changes in technology. What is the biz Ops manifesto? What is this coalition all about? Why do we need this today in in 2020? >>Yeah, so? So I've been in this business for close to 25 years, writes about 25 years ago, the agile manifesto was created, and the goal of the actual manifesto was was really to address the uncertainty around software development and the inability to predict the effort to build software. And if you if you roll that kind of 20 years later and if you look at the current state of the industry, the Product Project Management Institute estimates that we're wasting about a million dollars every 20 seconds in digital transformation initiatives that do not deliver on business results. In fact, we we recently served, uh, the number of executives in partnership with Harvard Business Review and 77% off. Those executives think that one of the key challenges that they have is really at the collaboration between business and I t. And that that's been kind of a case for almost 20 years now. Eso the key challenge we're faced with is really that we need a new approach. And many of the players in the industry, including ourselves, have been using different terms. Right? Some are. We are talking about value stream management. Some are talking about software delivery management. If you look at the site reliability engineering movement, in many ways it embodies a lot of this kind of concepts and principles. So we believe that it became really imperative for us to crystallize around kind of one concept and so In many ways, the Bezos concept and the bazaars manifesto are out, bringing together a number of ideas which have been emerging in the last five years or so and defining the key values and principles to finally helped these organizations truly transform and become digital businesses. And so the hope is that by joining our forces and defining kind of key principles and values, we can help kind of the industry not just by, you know, providing them with support, but also tools and consulting that is required for them to truly achieve that kind of transformation, that everybody's >>right, right? So co vid Now we're six months into it, approximately seven months into it. Um, a lot of pain, a lot of bad stuff still happening. We've got a ways to go. But one of the things that on the positive side, right and you've seen all the memes and social media is a driver of digital transformation and a driver of change. Because we have this light switch moment in the middle of March and there was no more planning, there was no more conversation. You suddenly got remote. Workforce is everybody's working from home, and you gotta go, right, So the reliance on these tools increases dramatically. But I'm curious, you know, kind of short of the beginnings of this effort and short of kind of covert, which, you know, came along unexpectedly. I mean, what were those inhibitors? Because we've been making software for a very long time. Write the software development community has has adopted kind of rapid change and and iterative delivery and and sprints what was holding back the connection with the business side to make sure that those investments were properly aligned with outcomes. >>Well, so So that you have to understand that I ts is kind of its own silos. And traditionally it has been treated as a cost center within large organizations and not as a value center. And so as a result, kind of the traditional dynamic between the I t. And the business is basically one of a kind of supplier to to kind of a business on. Do you know if you could go back? Thio? I think Elon Musk a few years ago, basically, at these concepts, off the machines to build the machines and you went as far as saying that the machines or the production line is actually the product, so meaning that the core of the innovation is really about building kind of the engine to deliver on the value. And so, in many ways, way have missed on this shift from, um, kind of I t becoming this kind of value center within the enterprises and any told about culture now culture is is the sum total of behaviors and the realities that if you look at the i t, especially in the last decade with the agile with develops with hybrid infrastructures, it's it's way more volatile today than it was 10 years ago. And so the when you start to look at the velocity of the data, the volume of data, the variety of data to analyze kind of the system, um, it's very challenging for I t. To actually even understand and optimize its own processes, let alone to actually include business as kind of an integral part of kind of a delivery chain. And so it's both kind of a combination off culture which is required a za well as tools, right to be able to start to bring together all these data together and then given the volume variety velocity of the data. We have to apply some core technologies which have only really, truly emerging last 5 to 10 years around machine learning and knowledge. And so it's really kind of a combination of those freaks which are coming together today. Truly, organizations get to the next level, >>right? Right. So let's talk about the manifesto. Let's talk about the coalition, the Biz Ops Coalition. I just like that you put down these really simple you know, kind of straightforward core values. You guys have four core values that you're highlighting, you know, business outcomes over individual projects and outputs, trust and collaboration over side load teams and organizations, data driven decisions. What you just talked about, you know, over opinions and judgment on learned, responded Pivot. I mean, surgery sounds like pretty basic stuff, right? I mean, aren't isn't everyone working to these values already? And I think you touched on it on culture, right? Trust and collaboration, data driven decisions. I mean, these air fundamental ways that people must run their business today or the person that's across the street that's doing it is gonna knock him right off the block. >>Yeah, so that's very true. But so I'll mention the novel survey. We need, uh, think about six months ago and twist in partnership with an industry analyst, and we serve it again. The number of 80 executives to understand how many were tracking business outcomes somebody you have, the software executives I T executives were tracking business outcomes, and the there were. Less than 15% of these executives were actually tracking the outcomes of the software delivery. And you see that every day, right? So in my own teams, for instance, we've bean adopting a lot of these core principles in the last year or so, and we've uncovered that 16% of our resource is we're basically aligned around initiatives which were not strategic for us. I take, you know, another example. For instance, one of our customers in the airline industry uncovered, for instance, that a number of that they had software issues that led to people searching for flights and not returning any kind of availability. And yet, you know, the I T teams whether its operations software involvement were completely oblivious to that because they were completely blindsided to it. And so the connectivity between the in words metrics that Turkey is using, whether it's database I, time cycle, time or whatever metric we use in I t are typically completely divorced from the business metrics. And so at its core, it's really about starting to align the business metrics with with the the software delivered change. Right, this, uh, this system, which is really a core differentiator for these organizations. It's about connecting those two things and and starting Thio infuse some of the actual culture and principles. Um, that's emerged from the software side into the business side. Of course, the lien movement and over movements have started to change some of these dynamics on the business side. And and so I think this thesis is the moment where we were starting to see kind of the imperative to transform. Now Cuvee the obviously has been a key driver for that. The the technology is right to start to be able to leave data together and really kind of also the cultural shifts through agile fruit develops through the SRE movement, fueling business transformation. All of these things are coming together and that are really creating kind of conditions. For the Bezos Manifesto to exist. >>So, uh, Clayton Christensen, great hard professor innovator's dilemma might still my all time favorite business books, you know, talks about how difficult it is for in comments to react to to disruptive change, right, because they're always working on incremental change because that's what their customers are asking for. And there's a good our ally when you talk about, you know, companies not measuring the right thing. I mean, clearly, I t has some portion of their budget that has to go to keeping the lights on, right, that that's always the case. But hopefully that's a an ever decreasing percentage of their total activity. So, you know what should people be measuring? I mean, what are kind of the new metrics? Um, in biz ops that drive people to be looking at the right things, measuring the right things and subsequently making the right decisions investment decisions on whether they should do, you know, move Project a along or Project B. >>So there are really two things, right? So So I think what you are talking about this portfolio management, investment management, right and which, which is a key challenge, right in my own experience, right driving strategy or large scale kind of software organization for years. It's very difficult to even get kind of a base data as to who is doing what. Uh, I mean, some of our largest customers were engaged with right now are simply trying to get a very simple answer, which is how many people do I have, and that specific initiative at any point in time and just tracking that information is extremely difficult. So and and again, back to Product Project Management Institute, they have estimated that on average, I two organizations have anywhere between 10 to 20% of their resource is focused on initiatives which are not strategically aligned. So so that's one dimensional portfolio management. I think the key aspect, though that we are we're really keen on is really around kind of the alignment of the business metrics to the ICTY metrics eso I'll use kind of two simple examples, right and my background is around quality and I have always believed that fitness for purpose is really kind of a key, um, a philosophy, if you will. And so if you start to think about quality is fitness for purpose, you start to look at it from a customer point of view, right? And fitness for purpose for core banking application or mobile application are different, right? So the definition of a business value that you're trying to achieve is different on DSO the And yet if you look at our I t operations are operating there are using kind of the same type of kind of inward metrics like a database off time or a cycle time or what is my point? Velocity, right? And s o the challenge really is this inward facing metrics that the I t. Is using which are divorced from ultimately the outcome. And so, you know, if I'm if I'm trying to build a poor banking application, my core metric is likely going to be up time, right? If I'm if I'm trying to build a mobile application or maybe a social mobile app, it's probably going to be engagement. And so what you want is for everybody across I t to look at these metric and what part of the metrics withing the software delivery chain which ultimately contribute to that business metric in some cases, cycle time, maybe completely relevant. Right again. My core banking up. Maybe I don't care about cycle time. And so it's really about aligning those metrics and be able to start to differentiate. Um, the key challenge you mentioned around the around the disruption that we see is or the investors is. Dilemma now is really around the fact that many idea organizations are essentially applying the same approaches for innovation right for basically scrap work, Then they would apply to kind of over more traditional projects. And so, you know, there's been a lot of talk about to speed I t. And yes, it exists. But in reality are are really organizations truly differentiating out of the operate their their projects and products based on the outcomes that they're trying to achieve? And and this is really where bizarre is trying to affect. >>I love that. You know, again, it doesn't seem like brain surgery, but focus on the outcomes right and and it's horses for courses. As you said this project, you know what you're measuring and how you define success isn't necessarily the same as it is on this other project. So let's talk about some of the principles we talked about the values, but you know I think it's interesting that that that the bishops coalition, you know, just basically took the time to write these things down, and they don't seem all that super insightful. But I guess you just got to get him down and have them on paper and have it in front of your face. But I want to talk about, you know, one of the key ones which you just talked about, which is changing requirements right and working in a dynamic situation, which is really what's driven. You know this, the software to change and software development because, you know, if you're in a game app and your competitors comes out with a new blue sword, you've got to come out with a new blue swords. So whether you have that on your compound wall, we're not. So it's It's really this embracing of the speed of change and and and making that you know the rule, not the exception. I think that's a phenomenon. And the other one you talked about his data right and that today's organizations generate more data than humans can process. So informed decisions must be generated by machine learning and ai and you know and the big data thing with a dupe you know, started years ago. But we are seeing more and more that people are finally figuring it out that it's not just big data on It's not even generic machine learning artificial intelligence. But it's applying those particular data sets and that particular types of algorithms to a specific problem to your point, to try to actually reach an objective. Whether that's, you know, increasing the your average ticket or, you know, increasing your check out rate with with with shopping carts that don't get left behind and these types of things. So it's a really different way to think about the world in the good old days, probably when you got started, when we had big Giant you know, M R D s and P R. D s and sat down and coded for two years and and came out with a product release and hopefully not too many patches subsequently to that. Yeah, >>it's interesting right again, back to one of these service that we did with about 600 the ICTY executives and we we purposely designed those questions to be pretty open. Andi and one of them was really wrong requirements, and it was really around. Kind of. What is the best approach? What is your preferred approach towards requirements? And if I remember correctly, Over 80% of the ICTY executives said that the best approach their preferred approach is for requires to be completely defined before self for the bombing starts, let me pause there. We're 20 years after the agile manifesto, right, and for 80% of these idea executives to basically claimed that the best approach is for requires to be fully baked before solved before software development starts basically shows that we still have a very major issue again. Our apotheosis in working with many organizations is that the key challenges really the boundary between business and I t. Which is still very much contract based. If you look at the business side, they basically are expecting for I t deliver on time on budget, Right? But what is the incentive for I t to actually deliver on the business outcomes, right? How often is I t measured on the business outcomes and not on S L. A or on a budget secretary, and so that that's really the fundamental shift that we need to. We really need to drive up to send industry andi way. Talk about kind of this dis imperative for organizations to operate. That's one. And back to the, you know, various doors still, Um, no. The key difference between these large organization is really kind of a. If you look at the amount of capital investment that they can put into pretty much anything, why are they losing compared Thio? You know, startups. What? Why is it that more than 40% off personal loans today are issued not by your traditional brick and mortar banks, but by start ups? Well, the reason, Yes, it's the traditional culture of doing incremental changes, not disrupting ourselves, which Christenson covered at length. But it's also the inability to really fundamentally change kind of dynamic between business I t and partner, right, to to deliver on a specific business. All >>right, I love that. That's a great That's a great summary and in fact, getting ready for this interview. I saw you mentioning another thing where you know the problem with the agile development is that you're actually now getting mawr silos because you have all these autonomous people working you know, kind of independently. So it's even harder challenge for for the business leaders toe, as you said to know what's actually going on. But But, sir, I want to close um, and talk about the coalition eso clearly These are all great concepts, these air concepts. You want to apply to your business every day. Why the coalition? Why, you know, take these concepts out to a broader audience, including your competition and the broader industry to say, Hey, we as a group need to put a stamp of approval on these concepts. These values these principles. It's >>so first, I think we we want everybody to realize that we are all talking about the same things, the same concepts e think we were all from our own different vantage point, realizing that things have to change and again back to you know, whether it's value stream management or site reliability, engineering or biz Opps we're all kind of using slightly different languages on DSO. I think one of the important aspects of these apps is for us, all of us, whether we're talking about consulting actual transformation experts, whether we're talking about vendors right to provide sort of tools and technologies or these larger enterprises to transform for all of us to basically have kind of a reference that lets us speak around kind of in a much more consistent way. The second aspect is for to me is for these concepts to start to be embraced not just by us or trying or vendors, um, system integrators, consulting firms, educators, spot leaders but also for some of our own customers to start to become evangelists of their own in the industry. So we are. Our objective with the coalition is to be pretty, pretty broad, Um, and our hope is by by starting to basically educate our joint customers or our partners that we can start to really foster disbelievers and and start to really change some of dynamics. So we're very pleased that if you look at what some of the companies which have joined the the manifesto eso, we have vendors such as stashed up or advance or pager duty, for instance, or even planned you one of my direct competitors but also fought leaders like Tom Davenport or or Cap Gemini or smaller firms like Business Agility Institute or Agility Elf on DSO our goal really is to start to bring together. For three years, people have bean LP. Large organizations do digital transformation. Vendors were providing the technologies that many of these organizations used to deliver all these digital transformation and for all of us to start to provide the kind of education, support and tools that the industry need. >>That's great search. And, you know, congratulations to you and the team. I know this has been going on for a while putting all this together, getting people to sign onto the manifesto of putting the coalition together and finally today getting to unveil it to the world in a little bit more of a public opportunity. So again, you know, really good values, really simple principles, something that that shouldn't have to be written down. But it's nice because it is. And now you can print it out and stick it on your wall. So thank you for for sharing the story. And again, congrats to you on the team. >>Thank you. Thank you. Appreciate it. >>My pleasure. Alright, He surge If you wanna learn more about the bizarre manifesto goto biz Opps manifesto dot or greed it and you can sign it and you can stay here from or coverage on. The Cube of the bizarre manifesto unveiled. Thanks for watching. See you next time.

>> Narrator: From New York City, it's theCUBE, covering New Relic FutureStack 2019, brought to you by New Relic. >> Hi, I'm Stu Miniman and this is theCUBE at New Relic FutureStack 2019 here in New York City. It's our first year of the event, but the event itself has been around for seven years and to help us end our coverage, no better person than the founder and CEO of New Relic, and the one who the name of the company came from, Lew Cirne. Of course, Lew Cirne is an anagram for New Relic. >> Indeed it is. >> Lew, thank you so much for having theCUBE at the event here and thanks for hosting us. >> I'm a huge fan of theCUBE. I've been watching it for a long time and it's such a pleasure to have you guys here. Thank you for coming. >> All right, so Lew, you're known as the coding CEO >> Lew: I am. >> And you come out with a vision of making software better. It's a great goal. Give us a little bit about the state of the industry. You know the internet challenge these days. It's going to fragment into a bunch of pieces and Open Source isn't what it used to be. There's so many changes going in the industry. Just kind of macro view before we get into New Relic. >> Yeah, from a macro view at New Relic we do this for the love of software. It's not just me, it's the whole company. We believe in software. We think it unquestionably is changing the world, transforming every industry. It's not enough just to build software that's great. You have to deliver more perfect software. That's now become almost obvious whereas when we first started out that was actually a bit of an evangelical sale where we had to convince people that they needed to observe their software. Now it's become a must-do thing, and that's why observability has become a household term. Everybody recognizes that anything that runs in production in internet scale needs to be observed, needs to be measured in real time. And so, that's been going on and has become a must-do thing for our customers. What we're so excited about is that we're delivering the first observability platform. What do we mean by that? Well, we see with this proliferation of tools, you might have metrics going to one place and logs going to another place and traces going to Zipkin or logs going to Elasticsearch. You want it all in one place, and more important, you want it to be connected so that you can see the relationship between the application and its server or infrastructure and the user experience all in one connected platform. That's what we're delivering with New Relic One today that's so exciting. >> Yeah. So, Lew, the IT industry in general is known for its fragmentation. >> Lew: Yeah, it is. >> When I want to build my application in the old days, I talk to the CIO. He's like, "Give me a million dollars and 18 months "and I will build you the Taj Mahal of my application." And we've got it beautifully designed and pull it out. Well, today things are moving much faster, but I've got everything from that Taj Mahal to the Kubernetes and Serverless, Microservice Architectures-- >> Lew: All that compartment-based stuff, yeah. >> There's usually a lot of different teams, and a lot of different tools in there. How does New Relic fit across that landscape and how are you helping to pull things together? >> Well, certainly the industry's moving from the monolithic application to the component-based application, often running in smaller and smaller services, usually running in something like Kubernetes or a containerized environment and with that comes a proliferation of things to monitor, and often a proliferation of tools. We have enterprise customers that have 20, 30 different monitoring and telemetry tools. It's not because they want it, it's because there might be one particular feature that one tool does that gives them the visibility they need. And what they want is a single platform. What people have historically used New Relic for is dropping our agents into their application or their infrastructure. Then our agents automatically put visibility in and then they report on the health of that system. We do that really well, but what we're announcing today is that we're opening up our platform to consume telemetry from Open Source, agentless sources. So that, if you've got something like Prometheus that's gathering data from Kubernetes, that can go straight into New Relic and be treated as first class data, so that you don't have to switch between a bunch of tools. None of our customers want that. They want it all in one place, but they need an open platform that's connected and most importantly programmable so that they can actually have one tool to see it all. And that's New Relic. >> A lot of the logging and tracing information out there isn't agent-led. What do you see as the future of agents, and what are some of the challenges of pulling all of these various data types together? >> Well, the most important thing for the future is that our customers have complete control in a choice. What we see particularly in large enterprises is they want both. They have a portfolio of more than a thousand applications. They want to observe them all. Most of them they'll want to drop an agent in because they don't have time to reinstrument them, but they still need to see them. Some of them they may want to manually instrument because they want a higher level of control or they want to adopt an Open Source API like OpenTelemetry. But then, if they're adopting that for some of their portfolio, when a transaction reaches across these different services, you don't want to lose visibility. We're delivering best of both worlds. You can manually instrument what you want. You can use OpenTelemetry in parts of your environment. And then you can also use our automatic instrumentation that comes from our agents. Our customers get to decide, and that's the future. >> So, Lew, you've laid out the case in a strong way as to why New Relic One should be the platform for the monitoring observability. I think you undersold a little bit the NRDB piece. When I look inside my business or I talk to customers, being able to see my data and act on my data can be challenging. You showed a demo of 10 terabytes and being able to change it in a snap. >> You know, NRDB is pretty magical. At some risk, let's see if this will show up on my phone right now. Just give you a sense of how fast NRDB is performing right now. Okay. One more time. So we've got-- >> Hold it up a little bit and show the camera this way. >> NRDB right at this moment is inserting 18 million events every second. Every second, 17.89 million pieces of data coming into NRDB in real time. And our customers are querying that in real time. Right now, in this moment, they're reading 24 billion pieces of data per second. Those pieces of data could be log messages. They could be someone pressing something on their app, could be a request going through a server. It's all in the same database. And the last one is a hundred millisecond response time on those queries, which is mind-blowing for these analytics queries. >> You actually showed the press an analyst this at lunch and it was over 20 million-- >> I think it was at 40 billion at that moment. >> 40 billion coming out and the same response time. A hundred milliseconds is Google good as to how fast I get a response. >> For this kind of data processing, it's mind-blowing. Now, the thing that our customers need to know is that all your metrics, all your events, all your logs, all your traces going into the same database with one query language. That's so much better than going to Elasticsearch and using its query language for logs, then using a totally different query language for getting at your metrics, and then trying to stitch it all together. We put it all not only in one cloud but in one database. That is the most powerful telemetry database in the world, which is NRDB. >> Lew, give us a little bit of the journey to the announcement today. Observability's been talked about in the industry for a while. VC money has been pouring into startups. There's been some acquisitions in this space already. Give us a little bit as to how we got to today. >> So how we got to today was when we started off as a company, we were championing the whole idea of observability, putting visibility into application code. As I said, that was a bit evangelical in the early days. People were wondering if they needed it. Now there's no question they need it. In fact, some people need it so badly they want complete control, and so they're manually instrumenting. OK, I've talked about that. Now where we see people going is now that all of this telemetry data is coming ideally into one place like New Relic, our customers are saying, "I need to go beyond dashboards. "Dashboards are good, but often dashboards are incomplete "to get the most out of the data we're collecting." That's why we're claiming we have the first and only platform for observability, with a capital P. What do I mean by that? It's only a platform if you can build software on it, and New Relic One is the first software development platform for observability applications. Our customers can take all this data and build real-time applications that leverage all the value out of it. When a customer buys something online, New Relic's database could be the first piece of, certainly, analytics database that sees that data. So you could a navigation that shows real-time sales for your business people all based on New Relic One. We can also solve all sorts of IT operations problems by building applications on this platform. And to prove it out, we're offering 12 free Open Source applications to anyone. They can download, they can clone them off of GitHub and push them into their New Relic account and they can use that as inspiration to build their own applications on top of our platform. >> Right. This is, if I understand, the first twelve, and you expect both New Relic and your customers will build many more. >> Yes, and actually it's thirteen already. We just added another one today. Some of those have been built by our customers already, and we're already seeing customers deploying these applications into their New Relic One accounts in production today. >> It really goes back to the promise of SaaS is that when customers need something and make a change or build on it, it's not just that customer that gets to be able to leverage that, but everybody else that is on the platform-- >> They can share and benefit. The way to think of it is, you're absolutely right, and without Force.com, Salesforce is just a CRM system. But with Force.com, companies could really leverage all the data inside Salesforce. Without programmability, ServiceNow is just a ticketing system, right? But how does ServiceNow become strategic? By allowing people to build applications tailored to their business. We believe the world needs an observability platform and the only one of its kind is New Relic One. >> All right. So, Lew, it sounds like this should be something that should accelerate growth for the company going forward. I read through your last earnings report. You're growing at 30, 35%, which is reasonable but less than the overall cloud marketplace itself is growing. So, how come the AWS, Azure, GCP tailwind isn't pushing New Relic faster? >> Well, it is a good tailwind for us, and I can't go into too much detail. We're a public company in a quiet period so I can't speak to specifics. What I can tell you is history has shown that people tend to adopt platforms at a certain rate and then, a few years later, they adopt the management technologies for those platforms. So we tend to be a little bit behind the adoption of cloud but then when people standardize and they go all in on it, then they really increase their investment in New Relic. I believe that things like our platform capabilities take our customers that might be spending... We have 850 plus customers that spend more than 100,000 a year with New Relic, and I believe when they start to adopt our platform and go strategic with us, many of them will be million-dollar customers, and that ought to be the basis of durable growth for the company. >> All right. So, Lew, there was some news leading up to the event. Some management changes. Let you speak a little bit of that, and you've got some history with, of course, Mike was already on the board, but-- >> We're so thrilled about Mike Christenson joining the company as President and COO. I've known Mike since 2006, when he acquired my last company, Wily Technology, which was really the very first APM company. Mike was the President and COO of CA, and so he had a similar role there to what he has here. Mike is, I think, one of the most brilliant operational minds I've ever met. He's been involved with New Relic for nine years. He's been one of the first investors in the company. He's been on our board of directors, and he's always had a keen mind for how to think about growing our business. I've been thinking for a long time on how to get him more involved as a member of the team and finally I convinced him to come join. Mike joined us as our President and COO. He's going to be my partner in growing the business. I think those that know me know that I love technology and products and thinking about where we are five years from now. Mike will be my partner to help make sure we're operating the company and growing the business on a day-to-day basis. >> Lew, you and your team helped create and democratize this wave of APM, Application Performance Management. As you look at it today, we talked about microservices. You talk about the dispersed nature of everything going on. How would you reframe the market today and New Relic, where it needs to be today and going forward? >> Phase 0 was people-monitored servers, back in the Stone Ages. Monitoring was just "Is the server up or down "and does it have enough CPU?" >>Blinking lights. >> Right. Then came APM. APM really was the precursor to observability. It was the notion that these are complex systems. They need to be observed at high granularity. APM gave birth to observability, so when New Relic first came along, we're "Let's democratize APM." And as observability came along, we saw this as an opportunity to open up the platform. Now where we are, if you look at our track record, first of all, my first company created the category of APM. New Relic then democratized APM, and now we're delivering the first observability platform. I believe that the future is programmable, and that New Relic is the future. >> Lew, you've always been enthusiastic when it comes to the vision that you put out, but it's been noted by some of my peers that your energy level and enthusiasm is even higher today than usual. So many things that you talked about, some of the things that you highlight, maybe behind the scenes, or things that might get missed beyond the headlines that you want to share. >> The idea for New Relic One was born two years ago. I took some of the brightest people in New Relic offsite and we fleshed out the thinking and the early prototype of what's become this. This is my life's work. This company's my life's work. I believe so much in this platform. I believe in its capabilities. I'm seeing our customers ripping it out of our hands, saying, "This is going to enable us "to fully achieve our goal of complete visibility "and completely tailored to the needs of our business." Why I'm so fired up and passionate is when you put your heart and soul into something that's new, that no one else has done before... There's been a handful of times I've done that in my life. The first time became APM. The second time became New Relic. The third was when I created NRDB. And now the fourth is New Relic One. And we're just getting started. >> Well, Lew, I want to let you have the final word as to what you want your customers taking away here from FutureStack 2019. >> My belief is that the future of observability is you need a platform. That platform needs to be open, connected, and programmable. We have such a beautiful, easy... It's a Heroku-like developer experience. So within seconds, you can be building an application that takes the telemetry data in New Relic and turns it into actionable business insights for your company. And if you want inspiration, there's 13 applications now up on GitHub that you can install right into your New Relic account, and maybe modify and tailor to your needs and republish to share with our other customers. >> I know you and your team are making sure that New Relic doesn't become a relic of the past. Thank you so much for having us here-- >> We're always in the future. >> And congratulations. I look forward to watching the progress going forward. >> Thank you, I enjoyed it. Thank you. All right, bye-bye. >> Thank you so much. And that's a wrap theCUBE's coverage of New Relic FutureStack 2019. I'm Stu Miniman, of course. Go to theCUBE.net for all of the coverage. A big thanks to the team here and everyone supporting and as always, thank you for watching theCUBE. (Electronic Music)