>> live from Las Vegas. It's the queue covering Inform Attica, World 2019. Brought to you by in from Attica. >> Welcome back, everyone to the cubes. Live coverage of infra Matic A world. I am your host, Rebecca Night, along with my co host, John Furrier. We are joined by sir Rushman, and he is the senior vice president and general manager. Master Data Management here it in from Attica. Thank you so much for coming on the show. >> Thank you. It's great to be back. >> Great to welcome a Cube alum. So a major theme of this conference is customer 3 60 It's about customers need for trusted accurate data as they embark on their own digital transformation initiatives. Can you just talk a little bit about what you're hearing, what you're hearing from customers, what their priorities are? >> Yeah, absolutely. You know, with MGM, the promise of MGM has always been creating a trusted, authoritative version ofthe any business critical entity on DH who are the most important business critical entities for any organization customers. So almost 80 to 90% off. You know, if our customers are talking about re inventing a new customer experience because some >> of the >> things that they've been telling us is that we've all learned, you know, in the past that bad customer experience means that, you know, we've all had those experiences. We goto hotel, we use a particular airline, we have bad experience and we say, Promise ourselves we'll never go back there again. So organizations have always for years now understood that there is a cost to not delivering a good enough customer experience. The big change that I'm hearing, at least over the last you know, you're also now and especially at this event, is that organizations have now been able to quantify what great customer experience can mean in terms ofthe a premium that they can charge for that products or services. Now that is a big shift. When you start thinking about saying if I'd deliver a better customer experience, I'm actually be able to charge 10 cents more for a cup of coffee. I can charge, you know, 20% more for an airline ticket that now has a direct impact on the top line >> and data drives. This obviously data's a key part of it. What's changed this last year, I mean a lot happened. We see on the regular tourist my one year anniversary of GDP are a lot of pressure around regulation. We see everyone sees Facebook and goes, Oh my God, maybe I don't want to follow that trap. Woman Enterprise pressure to develop sass like applications with data because we know what cloud native and born the Cloud looks like. We've seen companies come out of the woodwork from his fresh start and used data as part of the input with a IE application for great software. So now the enterprise I want to do that exactly. It's hard, >> it's hard. And I think you know, they're in a lot of organizations minds, you know, collective minds. This is cushion pulled because in order to deliver that best possible customer experience, they realize they need to gather more data about us, right? Every in every touch, point, every interaction. If you can gain that complete 3 60 view, it just means that you'd be able to deliver better possible experience. But now you're gathering more data about customers into your example about Facebook. Now means that we in our custodians off what was you know, an explosion of data than what we used to have before. And if you're moving those to the cloud, how do I make sure that I don't end up, you know, in the front page of The Wall Street Journal? You know, like some of the other organizations have. So there is great, you know, volumes of data being collected. But how do I manage it? Secure it government effectively so that we don't have those? >> Don't ask a question. I have been talking a lot about fake news and Facebook lately because, you know, we're digital Cuba's official distribution. 10 years been doing it, putting out good payload with content. Great gets like yourself. But this really kind of too things. That's where I want to get your reaction to. There's the content payload. And then there's the infrastructure dynamics of network effect. So Facebook is an example where there was no regulation, I'll say they were incentive to actually get more data from the users, but she got content or data and then you got infrastructure kind of like dynamics. You guys are looking at an end to end. You got on premises to cloud that's it structure, and that's going to be powering the aye Aye, And the SAS data becomes the payload, right? So what? You're a zoo, a product management executive and someone thinking about the customer and talking to customers. How do you view that? What's the customers formula for success to take advantage of the best use of the content or data and digital while maximizing the opportunities around these new kinds of infrastructure scale and technology? >> Yeah, I think you know, they've come to the realization that data is not entirely sitting on premise animal, you know, in the in the in the old World, to get customer data, you go 23 applications of CR m nd R B and some kind of, you know, a couple of homegrown applications in on premise now for the same functionality. But that's wise of customer customer experience applications that whatever you call it, there's an app for it. And it happened to reside in the clouds. So now you have about 1,100 on average cloud applications that store components. So where do you where do you start bringing all of that content together? A lot of organizations have realized that, you know, do it in the cloud for two reasons because that's where the bulk of this data is being generated. That's where the bulk of this data is being consumed. But the other aspect of it is we're not no longer talking about hundreds of millions of records, but I just thought bringing in transaction data interaction later don't know billions of records, And where else can you scale with that? Much is other than the club s O. But at the same time, that is, there is a hybrid that is extremely important because those applications are sitting on premise are not going away. You know, they still serve up a lot of valuable customer data and continue to be frontline operation systems for a lot of the user. So a truly hybrid approach is being developed. I think that thought process is coming around where some domains live in the clouds. Some domains live on premise, but it's seamless experience across book. >> That's great insight I wanted Then follow up and ask you Okay, how did in from Attica fitted that because you guys want to provide that kind of horrors? Office scaleable data layer, depending on where the customer's needs are at any given time you got a pea Eye's out. There's things that Where do you guys How do you make that a reality? That statement you just made? >> Yeah. And the reality is eyes already being, you know, being lived today with a few of the few of our customers on it is that data layer that says, you know, we can, you know, bring data run work loads that are behind the firewall. We can do the same work, load in the cloud if that's where you want to scale the new workloads, but at the same time have a data layer that looks like one seamless bridge between the cloud and on premise. And that a number of different experiences that can, you know, help that we've invested in cloud, you know, designing and monitoring capabilities that allow view for a completely cloud like experience. But all of the data still decides on premise. It's still being managed and behind your firewalls, which is where a lot of the organizations are going as well, especially more conservative, more regulated organisations. >> One of things. I want to get your reaction to a swell, great great commentary, By the way, Great Insight is some success examples that might not be directly the inn from Attica, but kind of point to some of the patterns. Let's take slack, for instance, Great software. It's basically an IRC measures chat room with on the Web with great user experience. But the adoption really kicked in when they built integration points into other systems. So this seems to be a fundamental piece of informatics. Opportunity is, you kind of do this layer, but also integrating it. Because although you might have monitoring, I might want to use a better monitoring system. So So you're now thinking about immigration. How do you respond to that? What are you guys doing? Respected. Integration? What's What's the product touchpoints can He shared a commentary >> on Yeah, So you know, the openness off our entire data architecture and all of the solutions is something that we you know, I think they use the word Switzerland quite often. But what it also means is that you know, you are able to plug in a best of breed execution engine for a particular workload on a particular platform if you so desire. If you want to plug in a you know I am a model that happened to be developed on a specific let's say, an azure or a W You'd be ableto bring that in because the architecture's open completely FBI driven as a zoo mentioned. So we're able tto. Our customers have the flexibility to plug in, and we try to make that a little easier for them also, you know, as you might have seen some of the demos yesterday, we are providing recommendations and saying, You know, for this particular segment of your work, Lord, here are the choices that we recommend to you. And that's where Claire Gia, you know, comes in because it's very hard for users to keep up with all of the different possibilities. You know, our options that they might be having in that particular day, the landscape, and we can provide those recommendations to them. >> I want to ask about something you were saying earlier, and this is the company's heir using data to realize that they can charge a premium for a better customer experience. And that really requires a change in mindset from a gut driven decision making to a data driven decision making method and approach. How how are you seeing this? This mindset shift is it? Our company is still having a hard time sort of giving up my guts, telling me to do this in particular, with relationship to the new thie acquisition you made in February of all site. >> Yes. You know, I think the good news is, you know, across the board line of business leaders, CEOs, even boards are now recognizing custom experience. Customer engagement happened to be top of mind, but there's also equally react. You know, a recognition that data is what is going to help, you know, make this a reality. But so that was one of the reasons why you went out and, you know, do this acquisitions also, because if you think about it, customer data is no longer just a handful of slowly changing attributes like a name and address and telephone number or social media handles that, you know, you could be used to contact us. But it's really about now. Thousands of interactions we might have on the websites Click stream data Web chat, you know, even calls into call centers. All of this and even what we're tweeting about a product or service online is all the interactions and touch points that need to be pulled in and the dogs have to be connected in order. Bill that customer profile. So we have to do the scale, and that's something that Alcide, you know, has been doing very well. But it's now become more about just connecting the dots. So we can say, Here is this customer and this is the all the different Touchpoints customers had all the different products of purchase from us over the last few months. Few years. But now can we derive some inside some intelligence? So if I'm connecting four pieces of information cannot in for a life event, can I detect that an insurance customers ready to retire? Can I detect that this family is actually shopping for a vacation to Hawaii? That's the first level off Dr Intelligence Insight that we can now offer with. Also, the next level is also about saying >> cannot be >> understanding. You know, some of these, you know, intent. Can we also understand how happy is this customer, you know, have been mentioning competitive product, which can allow us to infer that person probably going to go off and buy a competitors product. If this problem they're having with this device or product is not resolved, so turn scoring, sentiment scoring. And now the third level on top of that which I think is really the game changer, is now. Can we in for what the next best action or interaction should be based upon all these things? Can we even do things such as, as I left here, not too happy customer with a particular maybe laptop that I, you know, perches I called the call center can before as a call is coming through, can we in for what I'm calling about based upon all of the interactions have had over the recent past and direct that call to 11 to 11 3 Technician who specialized in the laptop model >> that I have >> in orderto make me continue to be a customer for life. >> One of the biggest challenge is happening in the in the technology industry is the skills gap. I want to hear your thoughts on it and also how they help my how concerned are you about finding qualified candidates for your roles? >> So, you know, I think being a globally, you know, global organization with R and D centers distributed around the world. I think one of the luxuries we have is we're able to look across not just, you know, way from Silicon Valley, you know? And you know, there is a definitely a huge competition for skills over there. I think one of the things that we've been able to do is locations like Toronto we were just talking about. That's where Alcide is based. Extremely cool technology that's come out, that that's, you know, really transforming organisations and their approach. The customers stood guard, doubling bangle or Chennai Hyderabad. So you know, we are tapping into centers that have lots of skilled, you know, folks on DH calling hedging our you know, our approach and looking at this globally. Yes, there's definitely going to be even more of a demand as a lot of technology changes go for these skills. But I think, you know, by spreading you know that skills and having complete developed R and D centers in each of those locations helps us mitigate the farm. >> What about kids in school, elementary school, high school, college or even people retraining? Is there a certain discipline? Stats, philosophy, ethics will you see data opportunities for folks that may or may not have been obvious or even in place. I mean, Berkeley just had their first graduating class of data science this year. I mean, that's that's so early. People wanna hone in. What's what do you see? Its success for people attaining certain certain skills. What do you recommend? >> So I think that is definitely a combination ofthe technical skills, whether it is the new a n M L applications. But I think that is also, you know, in the past, we would have said, Let's go on higher than someone who has done computer science You know, on is very deep in that topic. But look at the problems we're trying to solve with data on the application of the animal. They're all in service of a business outcome, some kind of a business on DH more, we find people who are able to bridge the gap between strong application off the newer technologies on a animal and also an understanding off the broader world. And the business, I think, is really the combination of skills is really what's going to be required to succeed. >> Excellent, great note to end on. Thank you so much, sir. Arrest for coming on the show. >> Thank you. Thanks. >> I'm Rebecca Knight for John Furrier. You are watching the Cube.