(fun, relaxing music) >> Announcer: Live from the Javits Center, in New York City, it's The Cube. Covering Inforum 2017. Brought to you by Infor. >> Welcome back to The Cube's coverage of Inforum 2017, I'm your host Rebecca Knight, along with my co-host, Dave Vellante. We're joined by Stephan Scholl, he is the president of Infor. Thanks so much for joining us. >> My pleasure. >> For returning to The Cube My pleasure, yeah, three years in a row, I think, or four now, yeah. >> Indeed. >> Well, we skipped a year in-between. >> That's right! Three years. Anyway, it's good to be here. >> This has been a hugely successful conference. We're hearing so much about the growth and momentum of Infor. Can you unpack this a little bit for our viewers? >> Yeah, I mean... People always forget, we only started this aggressive Cloud journey literally three years ago. When we announced at Inforum in New Orleans that we were pivoting the company to Infor industry-based CloudSuites, everybody looked at us and said, "Well, that's an interesting pivot." "Why are you doing that?" Well, as I said yesterday, we really saw a market dynamic that you see retail just getting crushed by what Amazon was doing, and it was obvious, today, but then it wasn't so obvious, but that was going to happen everywhere, and so we really got aggressive on believing we could put together a very different approach to tackling enterprise software. Everybody is so fatigued from buying from our competitors traditional, perpetual software, and then you end up modifying the hell out of it, and then you end up spending a gazillion dollars, and it takes forever, and then if it does work, you're stuck on old technology already, and you never get to the next round of evolution. So we said why don't we build CloudSuites, take the last model industry functionality that we have, put it in a Cloud, make it easy for our customers to implement it, and then we'll run it for them. And then, by the way, when the newest innovation comes up, we'll upgrade them automatically. That's what Cloud's about. So, that's where we saw that transformation happening. So in three years, we went from two percent, as I said, to 55 plus percent of our revenue. And, by the way, we're not a small company. Nobody at our size and scale has ever done that in enterprise software. So what an accomplishment. >> So a lot of large companies, some that you used to work for, are really slow. And, you know what, lot of times that's okay, 'cause IT tends to be really slow, as you move to the Cloud, and move to the situation where, "Okay, guys, new release coming!" What are your customers saying about that, how are you managing that sort of pace of change, that flywheel of Amazon, and you're now innovating on and pushing to your climate? >> Well, they're excited. And, I'll tell you, I remember standing up in Frankfurt, Germany, 18 months ago for a keynote, and said the Cloud is coming, I almost got kicked out of Germany. (laughing) They said it's not going to happen in Germany, "No, we're an engineering pedigree," "We're going to be on premise." >> "You don't understand the German market!" >> "You don't understand our marketplace!" And, we're really close friends with Andy Jassy at AWS, the CEO. The AWS guys are unbelievable, and innovative, and we said, "You know, you guys got to build" "your next data center in Frankfurt." So they put hundreds of millions of dollars investment in, built a data center. What's the fastest growing data center in Europe, right now, for them? Frankfurt! The German market, for us, our pipeline is tenfold increase from what it was a year ago. So, it's working in Germany, and it's happening on a global basis, we have, I think yesterday 75 customers from Saudi, from Dubai, from all the Middle East. Cloud is a great equalizer. And don't underestimate... I'll take luck to our advantage anytime. The luck part is, there's fatigue out there, they're exhausted, they've spent so much money over the last 20, 30 years, and never reached the promise of what they were sold then, and so now, with all the digital disruption, I think of the business competitive challenges that they have to deal with. I mean, I don't care, you could be in Wichita, Kansas building up an e-commerce website, and compete with a company in Saudi tomorrow. The barest entry in manufacturing, retail, look at government agencies, we're doing nine-figure transformations in the Cloud with public sector agencies. Again, two years ago, they would've said never going to happen. >> Rebecca: Yet the government does spend that kind of... >> Mike Rogers, the CIO, was saying to us, "Look at all the technical debt" "that we've accumulated over the years," "and it just keeps getting worse and worse and worse." "If we don't bite the bullet and move now," "it's just going to take that much longer." >> That's right. And they're leap-frogging. I mean, I'm so excited, government agencies! I mean, there's even some edicts in some places where Cloud-only. I mean, this whole Gold Coast opportunity, 40 plus different applications in Australia, all going into the Cloud to handle all the complexities they have around the commonwealth games that they're trying to deal with. I mean, just huge transformations on a global basis. >> At this conference, we're hearing about so many different companies, and, as you said, government agencies, municipalalities, transforming their business models, transforming their approaches. What are some of your favorite transformation stories? >> My favorite one that we're doing is Travis Perkins. John Carter, I think you guys maybe even interviewed him last year when he was here. CEO. Old, staid distribution business, and taking a whole new fresh approach. Undoing 40 to 50 different applications, taking his entire business, putting it online. He deals with contracts... So, they're the Home Depot of the UK market, and right now, if you drive up into that car port and you want to order something, it's manual! Sticky notes, phones, dumb terminals, I need five windows, I need five roofs, I need five pieces of wood. Everything is just a scurry. He wants to put it on, when you drive up next year, you're on an iPad, what would you like? Oh, by the way, you want to make a custom order on that window frame? You want to make green, yellow, red, you want to order different tiles of roof styling? Custom orders is the future! You, as a contractor, walking into that organization, want to make a custom order. That, today, is very complicated for a company like that to handle. So, the future is about undoing all that, embracing the custom order process, giving you a really unique, touchless buying process, where it's all on an iPad, it's all automated. You know what? Telling you here's your five new windows, here's a new frame want on it, and, by the way, you're going to get it in five days, and three hours, and 21 minutes. Deliver it to your door. And, by the way, these guys are huge. They're one of the biggest distribution companies in all of the United Kingdom, and so that's one of my favorite stories. >> Can we go over some of the metrics that you've been sharing. I know it's somewhat repetitive, but I'd like to get it on-record. There's 55%, 84, 88, over 1100, 3x, 60%, maybe start with the 60%. I think it's bookings grown, right? >> That's right, yeah. License sales growth last year alone. And, you know what, I looked at... You know, I see it, Paul always keeps me honest, but I think I can say it anyways, which is, I looked at everybody else. You look at the... I don't want you to mention any competitors' names, but you look at the top five competitors that we have, we grew faster than they did last year on sales of CloudSuite. >> Dave: Okay, so that's 60% bookings growth on Cloud. >> Correct. That's right. Yeah, I mean, when you think of our competitors, I saw 40s, I saw some 30s, I saw maybe 52 at the next one down. So, people don't think of us that way, so we were, at the enterprise scale, the fastest-growing Cloud company in the world. >> Okay, and then, 3x, that's 3x the number of customers who bought multiple products, is that correct? >> Correct. That's exactly right. So think about that transformation. They used to buy from us one product, feature-function rich, great, but now they're buying five products, eight products from us. So 3x increase, year over year, already happening. >> Okay, and then there was 1100 plus, is Go-Lives. >> People always ask us, "You're selling stuff." "Are they using it, is it working?" So you got to follow up with delivery, so we're spending a ton of money on certification, training, and ablement, look at the SI community, look at the... Deloitte, Accenture, Capgemini, and Grand Thornton. Four of the major SIs in the world, that weren't here last year, are all here this year. Platinum sponsors. So, delivery on Go Lives, the SI community is embracing us, helping us, I mean, I can't do hundred million dollar transformations on my own with these customers. I need Accenture, I need Deloitte. Look at Koch! Koch's going to be a massive transformation for financials, human-capital management, and so I've got Accenture and Deloitte helping us, taking a hundred plus billion dollar company on those two systems. >> And then 84, 88, is number of... >> Live customers, I'm sorry, total customers that we have in the Cloud. >> Cloud customers, okay, not total customers. >> No, no, we have 90 thousand plus customers, and then 84, 85 hundred of them are Cloud-based customers. >> You got a ways to go, then, to convert some of those customers. >> Well, that's our opportunity, that's exactly right. >> And then 55% of revenue came from the Cloud, obviously driven by the Cloud bookings growth. >> That's right. Exactly. So, I mean, just the acceleration, I mean, as I said, when we started this thing in New Orleans, two or three percent. Now, tipping point, revenue, I mean, it's one thing to sell software, but to actually turn it into revenue? Nobody at an enterprise scale has done 2% to 55% at our size. Lots of companies in the hundred million dollar range, small companies, you know, if we were a stand-alone Cloud company, we'd be one of the largest Cloud companies in the world. >> So the narrative from Oracle, I wonder if you can comment on this, is that the core of enterprise apps has not moved to the Cloud, and we, Oracle, are the guys to move it there, 'cause we are the only ones with that end-to-end Cloud on prem to Cloud strategy. And most companies can't put core apps, enterprise apps in the Cloud, especially on Amazon. So, what do you say to that? >> Well, it's 'cause they don't have the applications to do that. Oracle doesn't have the application horsepower. They don't have industry-based application suites. If you think of what fusion is, it's a mishmash of all the applications that they bought. There's no industry capability. >> Dave: It's horizontal, is what you're saying. >> It's horizontal. Oracle is fighting a battle against Amazon, they declared war against AWS. I'm glad they're doing that, go ahead! I mean, I don't know how you're going to do that, but they want to fight the infrastructure game. For us, infrastructure is commoditized. We're fighting the business applications layer game, and so, when you look at SAP or Oracle or anybody else, they have never done what we've done in our heritage, which is take key critical mission functionality for aerospace and defense, or automotive, we have the last mile functionality. I mean, I have companies like Ferrari, on of the most complicated companies, we've talked about those guys for years, no modifications! BAE, over in the UK, building the F-35 fighter jets and the Typhoon war planes. It doesn't get any more complicated than building an F-35 fighter jet. No modifications in their software, that they have with us. You can only build Cloud-based solutions if you don't modify the software. Oracle doesn't have that. Never had it. They're not a manufacturing pedigreed organization. SAP's probably more analogous to that, but even for SAP, they only have one complete big product sect covering retail, distribution, finance, it's the same piece of software they send to a bank, that they send to a retailer, that they send to a manufacturer. We don't do that. That's been our core forever. >> So your dogma is no custom mods, because you're basically saying you can't succeed in the Cloud with custom mods. >> Yeah. I mean, we have an extensive ability platform to do some neat things if you need to do that, but generally speaking, otherwise it's just lipstick on the pig if you're running modified applications. That's called hosting, and that's what these guys are largely doing. >> You know, a lot of people count hosting as Cloud. >> That's the game they're playing, right? >> They throw everything in the Cloud kitchen sink. >> That's right. >> Okay. >> And as we've talked with you before, we've spent billions... We all are R&D's at the application layer. We do some work in the integration layer, and so on, but most of our money is spent in the last mile, which, Oracle and SAP, they're all focused on HANA and infrastructure, and system speed, and performance, and all the stuff that we view as absolutely being commoditized. >> But that's really attractive to the SIs, the fact that they don't go that last mile, so why is it that the SIs are suddenly sort of coming to Infor? >> Well, you know what, because they finally see there is a lot of revenue still on the line in terms of change management, business-process re-engineering. You take a company like Travis Perkins, change their entire model of doing business. There isn't just modification revenue, or integration revenue, there is huge dollars to be had on change management, taking the company to CEO John Carter by the hand, and saying, "Here's how you're going to transform" "your entire business process." That more than makes up in many cases high-value dollars than focused on changing a widget from green to yellow. >> And it's right in the wheelhouse of these big consultancies. >> And they're making good money on digital transformation, so what are the digital use cases? Look at Accenture, they're did a great job. I think 20 plus percent of their business now is all coming from digital. That didn't exist three, four years ago. >> Well, you have a lot of historical experience from your Oracle days of working with those large SIs, they were critical, but they were doing different type of work then, and is it your premise that a lot of that's going away and that's shifting toward. >> The voice of the customer is everything, and it may take time, you can snow a customer once, which we've already done in this industry of software. We told them buy generic-based software, Oracle or SAP, modify it with an SI, take five years, implement it for a hundred million dollars, get stuck on this platform, and if you're lucky, maybe upgrade in ten years. Whoever does that today, as a playbook, as a customer, and if an SI can sell that, I'm not buying that. You think any customers I know today are buying that vision? I don't think so. >> Dave: Right there with the outsourcing business. >> Another thing that's come out of this conference is attention to the Brooklyn Nets deal. Can you talk a little big about it, it's very cool. >> I love those guys. >> Dave: We're from Boston, we love the Brooklyn Nets, too. >> Rebecca: They can play us anytime. Every day. >> Dave: For those draft picks. >> Bread on those guys. You know what it is. And Shaun, the GM, the energy... I use that a lot with my own guys. Brooklyn grit. And they're willing to look and upturn every aspect of the game to be more competitive. And so, we're in there with our technology, looking at every facet, what are they eating? What's the EQ stuff? Emotional occlusion. How's that team collaboration coming together? And then mapping it to... They have the best 3-D cameras on the court, so put positioning, and how are they aligning to each other? Who's doing the front guard in terms of holding the next person back so they can have enough room to do a three-point shot. Where should the three-point shot come from? So, taking all the EQ stuff, the IQ stuff, the performance, the teamwork, putting it all into a recipe for success. These guys are, I'm going to predict it here, these guys are going to rock it next couple years as a team. >> But it's not just what goes on in the court, too, it's also about fan engagement, too. >> All that. Well, fair enough, I get all excited about just making them a much better team, but the whole fan experience, walking into a place knowing that if I get up now, the washroom line isn't 15 miles long, and at the cash line for a beer isn't going to take me 20 minutes, that I'm on my app, you actually have all the information and sensors in place to know that, hey, right now's a great time, aisle number four, queue number three, is a one-minute wait for a beer, go. Or have runners, everything's on your phone, they don't do enough service. So there's a huge revenue opportunity along with it, from a business point of view, but I would also say is a customer service element. How many times have we sat in a game and go, "I'm not getting up there." (laughing) Unless you're sitting in the VIP area, well, there's revenue to be had all over the place. >> Yeah, they're missing out on our beer money, yeah. >> It's ways for a stadium services, which are essentially a liquor distribution system. >> Exactly right. But to do that, you got to connect point of sales systems, you got to connect a lot of components, centers in the bathroom, I mean you got to do a lot of work, so we're going to create the fan experience of the future with them. And preferences, the fact that they that when you walk in past the door with your app and if you have Brooklyn Nets app, that we know who your favorite player is, and you get a little text that says, Hey, you know what, 10% discount on the next shirt from your favorite player. Things like that. Making a personal connection with you about what you like is going to change the game. And that's happening everywhere. In retail... Everybody wants to have a one-to-one relationship. You want to order your Nike shoes online with a green lace and a red lace on the right, Nike allows you to do that. You want to order a shirt that they'll make for you with the different emblems on it and different technology to it, those are things they're doing, too. So, a very one-to-one relationship. >> Well, it's data, it's more than data, it's insights, and you guys are, everybody's a data company, but you're really becoming a data and insight-oriented company. Did you kind of stumble into that, or is this part of the grand plan six years ago, or, how'd you get here? >> Listen, this whole... I mean, to do Cloud-based solutions by industry is not just to solve for applications going from infrastructure on-premise to off-premise. What does it allow you to do? Well, if you're in AWS, I can run ten thousand core products... I can run a report in ten minutes with AWS that would take you a week, around sales information, customer information. Look at all the Netflix content. You log in on Netflix, "Suggestions for You". It's actually pretty accurate, isn't it? >> Scarily accurate, sometimes, yes. >> It's pretty smart what goes into the algorithm that looks at your past. Unfortunately, I log into my kid's section, and it has my name on it and I get all these wonderful recommendations for kids. But that's the kind of stuff that we're talking about. Customers need that. It's about real-time, it's not looking backwards anymore, it's about real-time decisioning, and analytics, and artificial intelligence, AI is the future, for sure. >> So more, more on the future, this is really fun, listening to you talk, because you are the president, and you have a great view of what's going on. What will we be talking about next year, at this time. Well, it won't be quite this time, it will be September, but what do you think? >> I think what you're going to see is massive global organizations up on stage, like the ones I mentioned, Travis Perkins, a Safeway, a Gold Coast, a Hertz. Hertz is under attack as a company. The entry point into the rental car business was very very hard. Who's going to go buy 800 thousand cars and get in the rental business, open ten thousand centers? You don't need to do that anymore today! >> Dave: Software! >> It's called software, the application business, so their business model is under attack. We're feverishly working with their CEO and their executive team and their board on redefining the future of Hertz. So, you're going to see here, next year, the conversation with a company like Hertz rebounding and growing and being successful, and... The best defense is a good offense, so they're on the offensive! They're going to use their size, their scale. You look at the retailers, I mean, I love the TAL story, and they may make one out of every six shirts. Amazon puts the same shirt online that they sell for $39.99, TAL's trying to sell for $89.99. They're saying enough of that. They built these beautiful analyzers, sensors, where you walk into this little room, and they do a sensor of a hundred different parts of your body, So they're going to get the perfect shirt for you. So, it's an experience center. So you walk into this little center, name's escaping me now, but they're going to take all the measurements, like a professional Italian tailor would do, you walk in, it's all automatic, you come out of there, they know all the components of your body, which is a good thing and a bad thing, sometimes, right, (laughing) they'll know it all, and then you go to this beautiful rack and you're going to pick what color do you want. Do you want a different color? So everything is moving to custom, and you'll pay more for that. Wouldn't you pay for a customized shirt that fits your body perfectly, rather than an off-the-rack kind of shirt at $89.99? That's how you compete with the generic-based e-commerce plays that are out there. That use case of TAL is going to happen in every facet. DSW, the DSW ones, these experience centers, the shoeless aisles, that whole experience. You walking in as... The most loyal women shoppers are DSW with their applications, right. >> Rebecca: (laughs) Yes, yes. >> And how many times have you tried a shoe on that doesn't fit properly, or it's not the one you want, or they don't have your size, or you want to make some configurations to it. You got one, too! >> Ashley came by and gave me this, 'cause I love DSW. >> I mean, they're what, one of the biggest shoe companies in the world not standing still, and Ashley is transforming, they went live on financials in like 90 days in the Cloud? Which for them, that kind of innovation happening that fast is unbelievable. So next year, the whole customer experience side is going to be revolutionary for these kinds of exciting organizations. So, rather than cowering from this digital transformation, they're embracing it. We're going to be the engine of digital transformation for them. I get so excited to have major corporations completely disrupting themselves to change their market for themselves moving forward. >> What is the Koch investment meant to you guys, can you talk about that a little bit? I mean, obviously, we hear two billion dollars, and blah, blah, blah, but can you go a little deeper for us? >> I mean, forget all the money stuff, for a minute, just the fact that we're part of a company that is, went from 40 million when Charles Koch started, taking over from his family, and went to 100 plus billion. Think about that innovation. Think about the horsepower, the culture, the aggressiveness, the tenacity, the will to win. We already had that. To combine that with their sheer size and scale is something that is exciting for me, one. Two is they view technology as the next big chapter for them. I mean, again, not resting on your laurels, I'm already 100 billion, they want to grow to 150, 200 billion, and they see technology as the root to getting there. Automating their plants, connecting all their components of their employees, gain the right employees to the right place, so workforce management, all the HR stuff that we're doing on transformation, the financials, getting a global consolidated view across 100 billion dollar business on our systems. That's transformation! That's big, big business for us, and what a great reference to have! A guy like Steve Fellmeier up yesterday, he'll be up here next year talking about how he's using us to transform their business. There's not many 100 billion dollar companies around, right, so what a great reference point for us to have them as a customer, and as a proved point of success. >> Well, we'll look forward to that in September, and seeing you back here next year, too. >> Look forward to it. >> Stephan, thanks so much for joining us. >> Thanks, appreciate it, thank you. >> I'm Rebecca Knight for Dave Vellante, that is it for us and The Cube at Inforum 2017. See you next time.

>> Narrator: Live from the Javits Center in New York City. It's the Cube, covering the Inforum 2017. Brought to you by Infor. >> We are wrapping up the Cube's day two coverage of conference here in New York City at Inforum. My name is Rebecca Knight, along with my cohost Dave Vellante. We're joined by Dan Barnhardt. He is the Infor Vice President of Communications. Thanks so much for joining us. >> Yes, thank you for having me. Thank you for being here two days in a row. >> It's been a lot of fun. We've had a great time. So yeah, congratulations, it's been a hugely successful conference, a lot of buzz. Recap it for us, what's been most exciting for you? >> Sure, this was our second year having a forum in New York, which is our home town. I think it was a more exciting conference than last year. We unveiled some incredible development updates, led by Coleman, our AI offering, which is an incredible announcement for us, as well as Networked CloudSuites, which takes the functionality from our GT Nexus commerce network, and bakes it into our CloudSuites, the mission critical industry CloudSuites, that we offer on the Amazon Web Services cloud. Those were really exciting developments, as well as some other announcements we made with regard to product. And then, in addition to product, we had a lot of customer momentum that we shared. Last year, we had customers like Whole Foods and Travis Perkins up here. We continued the momentum with big enterprise customers making big bets on Infor, led by Koch Industries who invested more than two billion dollars this year at Infor, and are now modernizing their human resources and their financial operations with Infor CloudSuites. Moving to the cloud HR for 130,000 employees at Koch Industries which is an incredible achievement for the product, and for cloud HR. And, that's very exciting, as well as other companies like FootLocker, which were recognized with the Innovation Award for our Progress Makers Award. They're using talent science, data science to power their employees, not to power their employees, but to drive their employees towards greater productivity and greater happiness, because they've got the right people in the right fit for FootLocker, that's very exciting. And, of course, Bank of America, our Customer of the Year, which uses our HR solutions for their workforce, which obviously is exceptionally large. >> Yes, there was a great ceremony this morning, with a lot of recognition. So, let's talk a little bit more about Coleman, this was the big product announcement, really the first product in AI for Infor. Tell us a little bit about the building blocks. >> For certain. We have a couple of AI offerings now, like predictive hotel pricing, predictive demand and assortment planning in retail, but we have been building towards Coleman and what we consider the age of networked intelligence for multiple years. Since we architected Infor CloudSuite to run mission critical ERP in the cloud, we developed the capability of having data, mission critical data that really runs a business, your manufacturing, finance, distribution core functions, in the cloud on AWS, which gives us hyper-scale compute power to crunch incredible data. So, that really became possible once we moved CloudSuite in 2014. And then in 2015, we acquired GT Nexus, which is a commerce network that unites, that brings in the 80 percent of enterprise data that lies outside the four walls, among suppliers, and logistics providers, and banks. That unified that into the CloudSuite and brought that data in, and we're able to crunch that using the compute power of AWS. And then last year at Inforum, we announced the acquisition of Predictix, which is a predictive solutions for retail. And when building those, Predictix was making such groundbreaking development in the area of machine learning that they spun off a separate group called Logicblox, just to focus on machine learning. And Inforum vested heavily, we didn't talk a lot about Logicblox, but that was going to deliver a lot of the capabilities along with Amazon's developments with Lex and Alexa to enable Coleman to come to reality. So we were able then to acquire Birst. Birst is a BI program that takes, and harmonizes, the data that comes across CloudSuite and GT Nexus in a digestible form that with the machine learning power from Logicblox can power Coleman. So now we have AI that's pervasive underneath the application, making decisions, recommending advice so that people can maximize their potential at work, not have to do more menial tasks like search and gather, which McKenzie has shown can take 20 percent of your work week just looking for the information and gathering the information to make decisions. Now, you can say Coleman get me this information, and Coleman is able to return that information to you instantly, and let you make decisions, which is very, very exciting breakthrough. >> So there's a lot there. When you and I talked prior to the show, I was kind of looking for okay, what's going to be new and different, and one of the things you said was we're really going to have a focus on innovation. So, in previous Inforums it's really been about, to me anyway, we do a lot of really hard work. We're hearing a lot about acquisitions, certainly AI and Coleman, how those acquisitions come together with your, you know, what Duncan Angove calls the layer cake, you know the wedding cake stack, the strategy stack, I call it. So do you feel like you've achieved those objectives of messaging that innovation, and what's the reaction then from the customer base? >> Without a doubt. I wouldn't characterize anything that we said last year as not innovative, we announced H&L Digital, our digital transformation arm which is doing some incredible custom projects, like for the Brooklyn Nets, essentially money balling the NBA. Look forward to seeing that in next season a little bit, and then more in the season to come. Some big projects with Travis Perkins and with some other customers, care dot com, that were mentioned. But this year we're unveiling Coleman, which takes a lot of pieces, as Duncan said sort of the wedding cake, and puts them together. This has been a development for years. And now we're able to unveil it, and we've chosen to name it Coleman in honor of Katherine Coleman Johnson, one of the ladies whose life was told in the movie Hidden Figures, and she was a pioneer African-American woman in Stem, which is an important cause for us. You know, Infor years ago when we were in New Orleans unveiled the Infor Education Alliance program so that we can invest in increasing Stem education among young people, all young people with a particular focus on minorities and women to increase the ranks of underrepresented communities in the technology industry. So this, Coleman, not only pays honor to Katherine Johnson the person, but also to her mission to increase the number of people that are choosing careers in Stem, which as we have shown is the future of work for human beings. >> So talk a little bit more about Infor's commitment to increasing number to increasing, not only Stem education, but as you said increasing the number of women and minorities who go into Stem careers. >> Certainly. We, you know Pam Murphy who is our chief operating officer, this has been an incredibly important cause to her as well as Charles Phillips our CEO. We launched the Women's Infor Network, WIN, several years ago and that's had some incredible results in helping to increase the number of women at Infor. Many years ago, I think it was Google that first released their diversity report, and it drew a lot of attention to how many women and how many minorities are in technology. And they got a lot of heat, because it was about 30, 35 percent of their workforce was female, and then as other companies started rolling out their diversity report, it was a consistent number between 30 to 35 percent, and what we identified from that was not that women are not getting the jobs, it's that there aren't as many women pursuing careers in this type of field. >> Rebecca: Pipeline. >> Yes. So in order to do that, we need to provide an environment that nurtures some of the specific needs that women have, and that we're promoting education. So we formed the WIN program to do that first task, and this year on International Women's Day in early March, we were able to show some of the results that came from that, particularly in senior positions, SVP, VP, and director level positions at Infor. Some have risen 60 percent the number of women in those roles since we launched the Women's Infor Network just a couple of years ago. And then we launched the Education Alliance Program. We partnered with institutions, like CUNY the City University of New York, the New York Urban League, and universities now across the globe, we've got them in India, in Thailand and China, in South Korea to help increase the number of people who are pursuing careers in Stem. We've also sponsored PBS series and Girls Who Code, we have a hack-athon going on here at Inforum with a bunch of young people who are building, sort of, add-on apps and widgets that go to company Infor. We're investing a lot in the growth of Stem education, and the next generation. >> And by the way, those numbers that you mentioned for Google and others at around 30, 34 percent, that's much better than the industry average. They're doing quote, unquote well and still far below the 50 percent which is what you would think, you know, based on population it would be. So mainly the average is around, or the actual number's around 17 percent in the technology business, and then the other thing I would add is Amazon, I believe, was pretty forthcoming about its compensation, you know. >> Salesforce really started it, Marc Benioff. >> And they got a lot of heat for it, but it's transparency is really the starting point, right? >> It was clear really early for companies like Salesforce, and Amazon, and Google, and Infor that this was not something that we needed to create talking points about, we were going to need to effect real change. And that was going to take investment and time, and thankfully with leadership like Charles Phillips, our CEO, and Marc Benioff were making investments to help make sure that the next generation of every human, but particularly women and minorities that are underrepresented right now in technology, have those skills that will be needed in the years to come. >> Right, you have to start with a benchmark and then know where you're moving from. >> Absolutely, just like if you're starting a project to transform your business, where do you want to go and what are the steps that are going to help you get there? >> Speaking of transforming your business, this is another big trend, is digital transformation. So now that we are at nearing the end of day two of this conference, what are you hearing from customers about this jaunting, sometimes painful process that they must endure, but really they must endure it in order to stay alive and to thrive? >> Without a doubt. A disruption is happening in every industry that we're seeing, and customers across all of the industries that Infor serves, like manufacturing, healthcare, retail, distribution, they are thinking about how do we survive in the new economy, when everything is digital, when every company needs to be a technology company. And we are working with our customers to help first modernize their systems. You can't be held back by old technology, you need to move to the cloud to get the flexibility and the agility that can adapt to changing business conditions and disruptions. No longer do you have years to adapt to things, they're happening overnight, you must have flexible solutions to do that. So, we have a lot of customers. We just had a panel with Travis Perkins, and with Pilot Flying J, who was on the Cube earlier, talking about how their, and Cook Industries our primary investor now, talking about how they're re-architecting their IT infrastructure to give them that agility so they can start thinking about what sort of projects could open up new streams of revenue. How could we, you know, do something else that we never thought of, but now we have the capability to do digitally that could be the future of our business? And it's really exciting to have all the CIOs, and SVPs of technology, VPs of technology, that are here at Inforum talking about what they're doing, and how they're imagining their business. It's really incredible to get a peek at what they're doing. >> You know, we were talking to Debbie earlier. One of the interesting things that I, my takeaway is on the digital transformation, is you know, we always say digital is data and then what we talked about was the ability to traverse industry value change, not just vertically but horizontally. Amazon buying Whole Foods is a perfect example, Amazon's a content company, Apple's getting into financial services. I wonder if you could comment on your thoughts on because you're so deep into micro-verticals, and what Debbie said was well I gave a consumer package good example to a process manufacturing company. And they were like what are you talking about, and she said look, let me connect the dots and the light bulbs went off. And they said wow, we could take that CPG example and apply it, so I wonder when we talk about digital transformation, if you see or can foresee your advantage in micro-verticals as translating across those verticals. >> Without a doubt. We talk about it as adjacent innovation. And Charles points back to an example, way back from the creation of the niche in glass, and how that led to additional businesses and industries like eyeglasses and fire preparedness, and we look at it that way for certain. We dive very deep into key industries, but when we look at them holistically across and we say oh, this is happening within the retail industry, we can identify key functionality that might change the industry of disruption, not disruption, distribution. Might disrupt the distribution industry, and we can apply the lessons learned by having that industry specialization into other industries and help them realize a potential that they weren't aware of before, because we uncovered it in one place. That's happening an awful lot with what we do with retail and assortment planning and healthcare. We run 70 percent of the large hospitals in the US, and we're learning a lot from retail and how we might help hospitals move more quickly. When you are managing life and death situations, if you are planning assortment or inventory for those key supplies within a hospital, and you can make even small adjustments that can have huge impact on patient care, so that's one of the benefits of our industry-first strategy, and the adjacent innovation that we cultivate there. >> I know we're not even finished with Inforum 2017, but we must look ahead to 2018. Talk a little bit about what your goals for next year's conference are. >> For sure. You're correct, we're not finished yet with Inforum. I know everyone here is really excited about Bruno Mars who's entertaining tonight, but we are looking forward to next year's conference as well, we're already talking about some of the innovative things that we'll announce, and the customer journeys that are beginning now, which we'd like to unveil there. We are going to be moving the conference from New York, we're going to move to Washington DC in late-September, September 24th to 27th in Washington DC, which we're very excited about to let our customers, they come back every year to learn more. We had seven thousand people attending this year, we want to give them a little bit of a variety, while still making sure that they can reach, you know, with one stop from Europe and from Asia, cause customers are traveling from all over the world, but we're very excited to see the growth that would be shared. This year, for instance, if you look at the sponsors, we had our primary SI partner Avaap was platinum partner last year. In addition to Avaap this year, we were joined by Accenture, and Deloitte, Capgemini, Grant Thorton, all of whom have built Infor practices over the last 12 months because there's so much momentum over our solutions that that is a revenue opportunity for them that they want to take advantage of. >> And the momentum is just going to keep on going next year in September. So I'll see you in September. >> Yeah, thank you very much. I appreciate you guys being here with us for the third year, second year in a row in New York. >> Indeed, thank you. I'm Rebecca Knight for Dave Vellante, we will have more from Inforum 2017 in a bit.

>> Announcer: Live from the Javits Center in New York City, it's theCUBE. Covering Inforum 2017. Brought to you buy Infor. >> Welcome back to Inforum 2017 everybody. This is theCUBE, the leader in live tech coverage. Duncan Angove is here, the President of Infor and a Cube alum. Good to see you again Duncan. >> Hey, afternoon guys. >> So it's all coming together right? When we first met you guys down in New Orleans, we were sort of unpacking, trying to squint through what the strategy is. Now we call it the layer cake, we were talking about off camera, really starting to be cohesive. But set up sort of what's been going on at Infor. How are you feeling? What the vibe is like? >> Yeah it's been an amazing journey over the last six years. And, um, you know, all the investments we put in products, as you know, we said to you guys way back then, we've always put products at the center. Our belief is that if you put innovation and dramatic amounts of investment in the core product, everything else ends up taking care of itself. And we put our money where our mouth was. You know, we're a private company, so we can be fairly aggressive on the level of investment we put into R&D and it's increased double digit every single year. And I think the results you've seen over the last two years, in terms of our financials is that, you know the market's voting in a way that we're growing double digits dramatically faster than our peers. So that feels pretty good. >> So Jim is, I know, dying to get into the AI piece, but lets work our way up that sort of strategy layer cake with an individual had a lot to do with that. So you know, you guys started with the decision of Micro-verticals and you know the interesting thing to us is you're starting to see some of the big SI's join in. And I always joke, that they love to eat at the trough. But you took a lot of the food away by doing that last mile. >> Yeah. >> But now you're seeing them come in, why is that? >> You know I think the whole industry is evolving. And the roles that different and the valor that different companies in that ecosystem play, whether it's an enterprise software vendor or it's a systems integrator. Everything's changing. I mean, The Cloud was a big part of that. That took away tasks that you would sometimes see a systems integrator doing. As larger companies started to build more completely integrated suites, that took away the notion that you need a systems integrator to plug all those pieces together. And then the last piece for us was all of the modifications that were done to those suites of software to cover off gaps in industry functionality or gaps in localizations for a country, should be done inside the software. And you can only do that if you have a deep focus, by industry on going super, super deep at a rapid rate on covering out what we call these last malfeatures. So that means that the role of the systems integrators shifted. I mean they've obviously pivoted more recently into a digital realm. They've all acquired digital agencies. And having to adapt to this world where you have these suites of software that run in The Cloud that don't need as much integration or as much customization. So we were there you know five, six years ago. They weren't quite there. It was still part of this symbiotic relationship with other large vendors. And I think now, you know, the reason for the first time we've got guys like Accenture, and Deloitte, and Capgemini, and Grant Thornton here, is that they see that. And their business model's evolved. And you know those guys obviously like to be where they can win business and like to build practices around companies they see winning business. So the results we've seen and the growth we've seen over the last two to three years, obviously that's something they want a piece of. So I think it's going to work out. >> Alright so Jim, you're going to have to bear with me a second 'cause I want to keep going up the stack. So the second big milestone decision was AWS. >> Duncan: Yeah. >> And we all understand the benefits of AWS. But there's two sides to that cone and one is, when you show your architectural diagram, there's a lot of AWS in there. There's S3, there's DynamoDB, I think I saw Kinesis in there. I'm sure there's some Ec2 and other things. And it just allows you to focus on what you do best. At the same time, you're getting an increasingly complex data pipeline and ensuring end-to-end performance has to be technically, a real challenge for you. So, I wanted to ask you about that and see if you could comment and how you're managing that. >> Yeah so, I mean obviously, we were one of the first guys to actually go all in on Amazon as a Cloud delivery platform. And obviously others now have followed. But we're still one of their top five ISV's on there. The only company that Amazon reps actually get compensated on. And it's a two way relationship right? We're not just using them as a Cloud delivery partner. We're also using some of their components. You know you talked about some of their data storage components. We're also leverage them for AI which we'll get into in a second. But it's a two way relationship. You know, they run our asset management facility for all of their data centers globally. We do all the design and manufacturing of their drones and robots. We're partnered with them on the logistic side. So it's a deep two way relationship. But to get to your question on just sort of the volume and the integration. We work in integrations with staggering volumes right? I mean, retail, you're dealing with billions and billions of data points. And we'll probably get into that in a second you know. The whole asset management space, is one of the fastest growing applications we have. Driven by cycle dynamics of IoT and explosion in device data and all of that. So we've had for a very, very long time, had to figure out an efficient way to move large amounts of data that can be highly chatty. And do it in an efficient way. And sometimes it's less about the pipes in moving it around, it's how you ingest that data into the right technology from a data storage perspective. Ingest it and then turn it into insights that can power analytics or feed back into our applications to drive execution. Whether it's us predicting maintenance failure on a pump and then feeding that back into asset management to create a work order and schedule an engineer on it. Right? >> That's not a trivial calculus. Okay, now we're starting to get into Jim's wheelhouse, which is, you call it, I think you call it the "Age of Network Intelligence". And that's the GT Nexus acquisition. >> Yeah. >> To us it's all about the data. I think you said 18 years of transaction history there. So, talk about that layer and then we'll really get into the data the burst piece and then of course the AI. >> Yeah, so there were two parts to why we called it "The Age of Network Intelligence". And it's not often that technology or an idea comes along in human history that actually bends the curve of progress right? And I think that we said it on stage, the steam engine was one of those and it lead to the combustion engine, it lead to electricity and it lead to the internet and the mobile phone and it all kind of went. Of course it was invented by a British man, an Englishman you know? That doesn't happen very often right? Where it does that. And our belief is that the rise of networks, coupled with the rise of artificial intelligence, those two things together will have the same impact on society and mankind. And it's bigger than Infor and bigger than enterprise software, it's going to change everything. And it's not going to do it in a linear way. It's going to be exponential. So the network part of that for us, from an Infor perspective was, yes it was about the commerce network, which was GT Nexus, and the belief that almost every process you have inside an enterprise at some point has to leave the enterprise. You have to work with someone else, a supplier or a customer. But ERP's in general, were designed to automate everything inside the four walls. So our belief was that you should extend that and encompass an entire network. And that's obviously what the GT Nexus guys spent 18 years building was this idea of this logistics network and this network where you can actually conduct trade and commerce. They do over 500 billion dollars a year on that network. And we believe, and we've announced this as network CloudSuites, that those two worlds will blur. Right? That ultimately, CloudSuites will run completely nakedly on the network. And that gives you some very, very interesting information models and the parallel we always give is like a Linkedin or a Facebook. On Linkedin, there's one version of the application. Right? There's one information model where everyone's contact information is. Everyone's details about who they are is stored. It's not stored in all these disparate systems that need to be synchronized constantly. Right? It's all in one. And that's the power of GT Nexus and the commerce network, is that we have this one information model for the entire supply chain. And now, when you move the CloudSuite on top of that, it's like this one plus one is five. It's a very, very powerful idea. >> Alright Jim, chime in here, because you and I both excited about the burst when we dug into that a little bit. >> Yes. >> Quite impressed actually. Not lightweight vis, you know? It's not all sort of BI. >> Well the next generation of analytics, decision support analytics that infuse and inform and optimize transactions. In a distributed value chain. And so for the burst is a fairly strong team, you've got Brad Peters who was on the keynote yesterday, and of course did the pre-briefing for the analyst community the day before. I think it's really exciting, the Coleman strategy is really an ongoing initiative of course. First of all, on the competitive front, all of your top competitors in this very, I call it a war of attrition in ERP. SAP, Oracle and Microsoft have all made major investments on going in AI across their portfolios. With a specific focus on informing and infusing their respective ERP offerings. But what I conceived from what Infor's announced with the Coleman strategy, is that yours is far more comprehensive in terms of taking it across your entire portfolio, in a fairly accelerated fashion. I mean, you've already begun to incorporate, Coleman's already embedded in several of your vertical applications. First question I have for you Duncan, as I was looking through all the discussions around Coleman, when will this process be complete in terms of, "Colemanizing", is my term? "Colemanizing" the entire CloudSuite and of course network CloudSuite portfolio. That's a huge portfolio. And it's like you got fresh funding, a lot of it, from Koch industries. To what extent can, at what point in the next year or two, can most Infor customers have the confidence that their cloud applications are "Colemanized"? And then when will, if ever, Coleman AI technology be made available to those customers who are using your premises based software packages? >> So yeah, we could spend a long time talking about this. The thing about Coleman and RAI and machine learning capabilities is that we've been at work on it for a while. And you know we created the dynamic science labs. Our team of 65 Ph.D.'s based up in M.I.T. got over three and a half four years ago. And our differentiation versus all the other guys you mentioned is that, two things, one, we bring a very application-centric view of it. We're not trying to build a horizontal, generic, machine learning platform. In the same way that we- >> Yeah you're not IBM with Watson, all that stuff. >> Yeah, no, no. Or even Auricle. >> Jim: Understood. >> Or Microsoft. >> Jim: Nobody expects you to be. >> No, you know, and we've always been the guys that have worked for the Open Source community. Even when you look at like, we're the first guys to provide a completely open source stack underneath our technology with postscripts. We don't have a dog in the hunt like most of the other guys do. Right? So we tap in to the innovation that happens in the Open Source community. And when you look at all the real innovation that's happening in machine learning, it's happening in the Open Source Community. >> Jim: Yes. >> It's not happening with the old legacy, you know, ERP guys. >> Jim: Pencer, Flow and Spark and all that stuff. >> Yeah, Google, Apple, the GAFA. >> Yeah. >> Right? Google, Apple, Facebook, those are the guys that are doing it. And the academic community is light years ahead on top of that of what these other guys will do. So that's what we tap into right? >> Are you tapping into partners like AWS? 'Cause they've obviously, >> Duncan: Absolutely >> got a huge portfolio of AI. >> Yeah, so we. >> Give us a sense whether you're going to be licensing or co-developing Coleman technologies with them going forward. >> Yeah so we obviously we have NDA's with them, we're deeply inside their development organization in terms of working on things. You know, our science is obviously presented to them around ideas we think they need to go. I mean, we're a customer of their AI frameup to machine learning and we're testing it at scale with specific use cases in industries, right? So we can give them a lot of insights around where it needs to go and problems we're trying to solve. But we do that across a number of different organizations and we've got lots and lots of academic collaborations that happen on around all of the best universities that are pushing on this. We've even received funding from DAPA in certain cases around things that we're trying to solve for. You know quietly we've made some machine-learning acquisitions over the last five, six years. That have obviously brought this capability into it. But the point is we're going to leverage the innovation that happens around these frameworks. And then our job is understanding the industries we're in and that we're an applications company, is to bring it to life in these applications in a seamless way, that solves a very specific problem in an industry, in a powerful and unique way. You know on stage I talked about this idea of bringing this AI first mindset to how we go about doing it. >> So it's important, if I can interject. This is very important. This is Infor IP, the serious R&D that's gone into this. It's innovation. 'Cause you know what your competitors are going to say. They're going to deposition and say, oh, it's Alexa on steroids. But it's not. It's substantial IP and really leveraging a lot of the open source technologies that are out there. >> Yeah. So you know, I talked about there were four components to Coleman, right? And the first part of it was, we can leverage machine-learning services to make the CloudSuites conversational. So they can chat, and talk, and see, and hear, and all of that. And yeah, some of those are going to use the technology that sits behind Alexa. And it's available in AWS's Alexa as you guys know. But that's only really a small part of what we're doing. There are some places where we are looking at using computer vision. For example, automated inspection of car rental returns, is one area. We're using it for quality management pilot at a company that normally has humans inspect something on a production line. That kind of computer-vision, that's not Alexa, right? It's you know, I gave the example of image recognition. Some of it can leverage AWS's framework there. But again, we're always going to look for the best platform and framework out there to solve the specific problem that we're trying to solve. But we don't do it just for the sake of it. We do it with a focus to begin with, with an industry. Like, where's a really big problem we can solve? Or where is there a process that happens inside an application today that if you brought an AI first mindset to it, it's revolutionary. And we use this phrase, "the AI is the UI". And we've got some pretty good analogies there that can help bring it to life. >> And I like your approach for presenting your AI strategy, in terms of the value it delivers your customers, to business. You know, there's this specter out there in the culture that AI's going to automate everybody out of a job. Automation's very much a big part of your strategy but you expressed it well. Automating out those repetitive functions so that human beings, you can augment the productivity of human beings, free them up for more value-added activities and then augment those capabilities through conversational chat box. And so forth, and so on. Provide you know, in-application, in process, in context, decision support with recommendations and all that. I think that's the exact right way to pitch it. One of the things that we focus on and work on in terms of application development, disciplines that are totally fundamental to this new paradigm. Recommendation engines, recommender systems, in line to all application. It's happening, I mean, Coleman, that really in many ways, Coleman will be the silent, well not so silent, but it'll be the recommendation engine embedded inside all of your offerings at some point. At least in terms of the strategy you laid out. >> Yeah, no, absolutely right I mean. It's not just about, we all get hung up on machine-learning and deep learning 'cause it's the sexy part of AI, right? But there's a lot more. I mean, AI, all the way back, you can go all the way back to Socrates and the father of logic right? I mean, some of the things you can do is just based on very complex rules and logic. And what used to be called process automation right? And then it extends all the way to deep learning and neural networks and so on. So one of the things that Coleman also does, is it unifies a lot of this technology. Things that you would normally do for prediction or optimization, and optimization normally is the province of operations research guys right? Which again it's a completely different field. So it unifies all of that into one consistent platform that has all of that capability into it. And then it exposes it in a consistent way through our API architecture. So same thing with bots. People always think chat bots are separate. Well that too is unified inside Coleman. So it's a cohesive platform but again, industry focused. >> What's your point of view on developers? And how do you approach the development community and what's your strategy there? >> Yeah, I mean, it's critical right? So we've always, I mean, hired an incredible number of application engineers every year. I think the first 12 months we were here, we hired 1800 right? 'Cause you know, that's kind of what we do. So we believe hugely in smarts. And it sounds kind of obvious, but experience can be learned, smarts is portable. And we have a lot of programs in place with universities. We call it the Education Alliance Program. And I think we have up to 32 different universities around the world where we're actually influencing curriculum, and actually bringing students right out of there. Using internships during the year and then actually bringing them into our development organization. So we've got a whole pipeline there. I mean that's critical that we have access to those. >> And what about outside your four walls, or virtual walls have been four? Is there a strategy to specifically pursue external developers and open up a PAZ layer? >> Yeah we do. >> Or provide an STK for Coleman for example, for developers. >> Yeah so we did, as part of our Infor Operating Service update. Which is, you know, the name for our unified technology platform. We did announce Mongoose platform was a service. Our Mongoose pass. >> Host: Oh Mongoose, sure. >> So that now is being delivered as a platform with a service for application development. And it's used in two ways. It's used for us to build new applications. It's a very mobile-first type development framework too. And obviously Hook and Loop had a huge influence in how that ships. The neat thing about it, is that it ships with plumbing into ION API, plumbing into our security layer. So customers will use it because it leverages our security model. It's easy to access everything else. But it's also used by our Hook and Loop digital team. So those guys are going off and they're building completely differentiated curated apps for customers. And again, they're using Mongoose. So I think between ION API's and between all the things you get in the Infor Operating Service, and Mongoose, we've got a pretty good story around extensibility and application development. As it relates to an STK for Coleman, we're just working through that now. Again, our number one focus is to build those things into the applications. It's a feature. The way most companies have approached optimization and machine learning historically, is it's a discrete app that you have to license. And it's off to the side and you integrate it in. We don't think that's the right way of doing it. Machine-learning and artificial intelligence, is a platform. It's an enabler. And it fuses and changes every part of the CloudSuite. And we've got a great example on how you can rethink demand forecasting, demand planning. Every, regardless of the industry we serve, everyone has to predict demand right? It's the basis for almost every other decision that happens in the enterprise. And, how much to make, how many nurses to put on staff, all of that, every industry, that prediction of demand. And the thinking there really hasn't changed in 20, 30 years. It really hasn't. And some of that's just because of the constraints with technology. Storage, compute, all of that. Well with the access we have to the elastic super-computing now and the advancements in sort of machine-learning and AI, you can radically rethink all of that, and take what we call and "AI First" approach, which is what we've done with building our brand new demand prediction platform. So the example we gave is, you think about when early music players came along on the internet right? The focus was all around building a gorgeous experience for how to build a playlist. It was drag and drop, I could do it on a phone, I could share it with people and it showed pictures of the album art. But it was all around the usability of making that playlist better. Then guys like Spotify and Pandora came around and it took an AI First approach to it. And the machine builds your playlist. There is no UI. AI is the UI. And it can recommend music I never knew I would've liked. And the way it does that, comes back to the data. Which is why I'm going to circle back to Infor here in a second. Is that, it breaks a song down into hundreds if not thousands of attributes about that song. Sometimes it's done by a human, sometimes it's even done by machine listening algorithms. Then you have something that crawls the web, finds music reviews online, and further augments it with more and more attributes. Then you layer on top of that, user listening activity, thumbs up, thumbs down, play, pause, skip, share, purchase. And you find, at that attribute level, the very lowest level, the true demand drivers of a song. And that's what's powering it right? Just like you see with Netflix for movies and so on. Imagine bringing that same thought process into how you predict demand for items, that you've never promoted before. Never changed the price before. Never put in this store before. Never seen before. >> The cold start problem in billing recommendation areas. >> Exactly right, so, that's what we mean by AI First. It's not about just taking traditional demand planning approaches and making it look sexier and putting it on an iPad right? Rethink it. >> Well it's been awesome to watch. We are out of time. >> Yeah, we're out of time. >> Been awesome to watch the evolution, >> We could go on and on with this yeah. >> of Infor as it's really becoming a data company. And we love having executives like you on. >> Yeah >> You know, super articulate. You got technical chops. Congratulations on the last six years. >> Thanks. >> The sort of quasi-exit you guys had. >> Great show, amazing turnout. >> And look forward to watching the next six to 10. So thanks very much for coming out. >> Brilliant, thank you guys. Alright thank you. >> Alright keep it right there everybody, we'll be back with our next guest, this is Inforum 2017 and this is theCUBE. We'll be right back. (digital music)