>> Narrator: Live from New Orleans, Lousiana, it's theCUBE! Covering .NEXT Conference, 2018. Brought to you by Nutanix. >> Welcome back to theCUBE, here at Nutanix .NEXT 2018 in New Orleans, Louisiana. I'm Stu Miniman, my co-host this week been Keith Townsend. Happy to welcome to the program two first time guests, we have Rodney Foreman, who's the Vice President of Global Channel sales at Nutanix. Thanks for joining us Rodney. >> Thank you. >> And we've got Deborah Bannworth, who's the Senior Vice President of Alliances and Inside Sales at Sirius, not the radio but the channel partner. >> And you got the last name right, so thank you very much, good to see you. >> Stu: I'm glad I didn't lose that bet. >> Deborah: You practiced well, you practiced well. >> Rodney, let's start with you. You're new to the role, a lot going on in the channel, I definitely noticed when I came to the show this year, the X Ball hall has a whole area of the channel partners. There's obviously been channels since day one from Nutanix, but, you know, big emphasis here at the show, so, tell us what's new and tell us what brought you to Nutanix. >> Yeah, so my background is I ran the cloud channel business at IBM for that middleware channel business for years. I joined Nutanix in January, and since January we've been making a lot of progress. We're evolving and changing our channel program, into a industry leading channel charter, that we can all be proud of and that will make our partners more successful in the market. I'm pleased with the event, we've got a record number of partners here, last count was 1600. We had so many partners that the partner exchange keynote was overflowed, and we had to stop letting people in. The room was overfull and so we made some exciting announcements there. Acknowledged the partners for all the new customers they're bringing Nutanix, helping us grow our market share. All of the success we're having with customers is in large part due to our partners because of successful implementations that our partners are driving. And I'm very very excited to be a part of the Nutanix team, and working with partners like Sirius, who I worked with at IBM, and now we're working together at Nutanix, and driving a lot of success in the market together. >> Great so Deborah, I got to know Sirius some through the virtualization community over the years, so give us a little bit about your background, for those that don't know Sirius, give us kind of-- >> So I've had the privilege, the distinct privilege of being at Sirius for a little over 21 years now, so I've seen a lot of change, internal and external, and my role at Sirius is I have responsibility for all of our partnerships, nationally, as well as inside sales, so a little bit of the two prerogative approaches here at Sirius. We have enjoyed, and I actually look you in the eye and tell you, we have sincerely enjoyed the partnership that we have with Nutanix, because it is just that, it is a partnership. It's a win win, and it's something that started in late 2013 for us, and it was something that our technology community, right, our technical and as well as our architecture folks actually take a look and said HCI could bring a lot of value to our client set, and we entered into that partnership and it has been a phenomenal success for us, hopefully you have seen the same, and we see nothing but growth for both of us. >> And Deborah, for those that don't know tell us what GO is Sirius in, what's kind of the breadth of portfolio that you offer. >> So Sirius today continues to grow, and we are North America basically. >> I like that of the, one of the companies Sirius acquired was Viro. >> Yes, at the Carolinas. >> And they have the Viro (mumbles). >> Great group of guys. >> Great culture, so let's talk about the customer engagement. A lot of customers here, a lot of joint customers, are we to the point that, you know, we're beyond a chicken egg discussion, and customers are coming to Sirius and asking about HCI and Nutanix specifically, or do you guys have to push out the message? >> You know, it's funny, so, if i may be candid, in 2013 I would tell you we were pushing, right? Here's Nutanix, here's what they do, here's what HCI is, here's the value of HCI to your environment. Today it's no longer like that, right? It's no longer in the corner with the lights blinking and "Hey let's not tell anybody we're doing this", it is much more adopted, it's embraced, it's something that people are building off of. And what we're seeing with our clients is we're seeing a continual, my environment is complex, I need something that doesn't just do VDI, but does beyond that, and I think, interestingly enough, Nutanix has grown up, if I may say that, in that, when we started we were, we were a VDI company, no more. You're expanding across all workloads. >> I have the folks at Sirius credit, because they continue to come up with innovative ways to apply our technology in different use cases, different customer types and industries, and they are bringing us a lot of new logos, because of that innovative approach, so they're a very valuable partner to us from that perspective, in that they're reaching customers that frankly our direct sales team couldn't reach with the bag of products they had to sell. They add value, they add innovation around our technology and then we're able to extend our reach into the market, leveraging Sirius. >> I'd like to go into the cloud conversation. So when I look at the channel, it was, sometimes there was fear at the beginning days, there were plenty that had Microsoft practices that have worked along those lines. Today, Amazon's working with them and of course Nutanix is expanding how it works in all of those environments. Deborah, if you could share, how does cloud fit into it? You know, kind of with and without Nutanix. >> I don't think you can leave this event without talking about cloud, right? In and of itself, so, Sirius believes and will continue to believe in a hybrid world, right? Hybrid IT, and I think cloud is an extremely important part of that conversation. I think where Nutanix is uniquely positioned is with their enterprise cloud, and what they've done with not being just a VDI solution set anymore, they can span, and help our customers share multiple workloads within a data center, as well as and or within the cloud set. So it's an extremely important part of where we are today, more importantly where we're going with cloud. 'Cause I don't think anybody has it all set with cloud, candidly. I think a lot of us are learning. But again, I think Nutanix is uniquely positioned today, for that. >> Yeah I agree with what Deb said that you hit on something that's come out very strongly at this conference, with some of our announcements around Beam and Era, and Flow, which is hybrid cloud. Customers have hybrid cloud environments that and we bring together that private cloud, and public cloud environment seamlessly, and now we provide some intelligence behind the decisions customers are making. How much is it really costing me to have a public cloud environment versus private cloud, and where will my workloads run more effectively and efficiently, at what cost? And this is going to be technology that Sirius will be able to leverage, not only to sell in the market, but also add value into their solutions around cloud. So, we're excited about being able to provide technology and tools that Sirius can use to extend their value proposition, to be more competitive in the market as well. >> And this is what Nutanix is doing so well to Rodney's point, they continue to innovate, right? Again, kind of what got them to where they are today is not going to be the same thing that kind of gets you to where you want to be as a company, and you continue to innovate, and we see that and we need that, because ultimately, at the end of the day, our respective, our bosses if you would are our clients, we have to make sure that we're making that complex environment less complex for them. And much more open. >> Yeah, I mean we're proud of being in that upper right in the magic quadrant, but let me tell you there's others that are in that magic quadrant behind us that want to take that spot back. And we know that, so we have to continue innovation at a very fast pace, which you're seeing from us, to continue to move hopefully in a whole nother zip code from our competitors, which our partners benefit from. And it allows them the freedom to sell more into the market, leveraging that innovation that we continue to drive and I don't see the rate and pace of that ending anytime soon. >> So Deborah let's talk a little bit about the value that Nutanix has brought with abstracting the software even further from the hardware, after Norr becoming a appliance company is now a software company. What flexibility does that give Sirius when it got to talk to customers, when it talked to platforms that Nutanix has partnerships with, and platforms that they support, but not naturally have partnerships with. What are those customer conversations like? >> Yeah, this is interesting, especially from a company that started in 1980. >> Rodney: We've had several conversations about this. >> Many conversations about this. Yeah well, I'm going to make it short though Rodney, how about that? But again when you take a look at our customer environment now, I mean, our job is to make sure that we're bringing best of breed technology. But more important, that it's open. And what's Nutanix brings to the table. It's an open environment, being able to utilize different technologies together to collaborate, I mean just take a look at the floor today. Who would've thought that IBM and Nutanix would be sitting at the same table? Truly, and I say that in a very positive way. It enables us to take, a great example is IBM and Nutanix, it enables us to take that strength, and that power of IBM power AIX, meld it with the Nutanix solution, being able to create a much more powerful and open environment forum. So it's being able to be agnostic and an integrator for our clients. >> I wonder if you can expand a little bit, the power one something that not everybody fully understands. It's often starting with a different set of applications, adding AIX into there, what are you hearing from customers, what's so attractive? >> So I think with the announcement this week I think it was a lot of discussion before kicking tires, I think what you're going to see in the 30 to 60 days are people are actually going to start allowing those conversations to go deeper and wider within their existing customer base. Because again, Sirius is privileged to have one of the largest, if not the largest in North America IBM power base. It enables us to go back in and have relevant conversations and say, "Let's get a little bit open, with Nutanix as a software". >> So Stu let's face it, not every customer of IBM has the latest power system. (all laughing) I mean, that's a fact. >> We've tried Rodney, we've tried. >> So that's opportunity for us, and I think the customers are going to be very excited about this offering, because they've not all upgraded, a lot of them have old, power sucking, you know, old power systems on AIX and they are welcoming this solution and opportunity to upgrade, and modernize their data centers, leveraging this offering and certainly Sirius is a long time top IBM partner, and those customers, IBM customers, look to Sirius for solutions, and look to Sirius to advance their infrastructure, modernize it, this is a great opportunity for both us, leveraging this announcement and what we're bringing out to the market with IBM. >> So outside of power, what's the exciting buzz at the show? What have customers, that you guys talk to, generally said, "You know what? We got to have this tomorrow". >> Right. >> So, I have to be selfish a little bit, I'll tell you that the buzz for us and the 54 team members that are here from Sirius, I would tell you I would be remiss not to thank you know, Rodney and Sherry and the rest of the executive team for recognizing Sirius as the US Partner Of The Year. That is quite a buzz, and one that we will continue to discuss throughout the show. I tell you that, for us right now, when we take a look at the most opportunistic way of going back into our client sets now and offering a solution, would be the IBM piece. The IBM power AIX announcement is probably one of the key opportunities for us to go back in and offer value to our client sets. That's probably the biggest, the buzz for us today. >> Yeah, and I tell you that, they should be very very proud of this award because one of the things I did, taking over the channel, and leading into this event, is we had a lot of awards before. I mean, it was like a nine year old soccer game. Everybody got a trophy. And I reduced the number of awards down significantly because I wanted more press coverage, I wanted more recognition, and I wanted it to mean something. So winning this award for Sirius, there was some tough competition, they're against some big partners, and Sirius really, you know, comes to the top of the heap, clearly with some of the investment and focus and what they're achieving in the market with us, so, it's no longer a nine year old soccer trophy, I mean they really accomplished something. Yeah in winning this award, so congratulations. >> Thank you. >> Rodney, so last thing I want to ask, it's competitive in the channel these days. >> It is, very. >> Sirius has a broad spectrum of partners, what do you want people to take away from the show about Nutanix's commitment to the channel? >> Well, we announced a new channel charter, okay, and I call it a channel charter on purpose as opposed to a channel program, for a reason, because it's different. It's not the same old channel program with platinum, bronze, and gold, and the tearing, and the same old thing, we have to differentiate ourself in the market from other channel programs. We are evolving as a company to be that provider of solutions in the multi cloud era. Which means you can't have the same old channel programs anymore, and deliver in that type of market and environment. So, I'm excited about the channel charter we've defined in our rolling out into the market, it is clearly different than any other provider, different than our competitors, and it's going to help our partners both large and small, to be effective in selling our solutions in the market with competitive rewards, and financial benefits as well as the ability to build skills, drive pipeline, across our ecosystem of partners that we have for Nutanix. So, I'm very excited about what we've announced, and I think it's going to differentiate us from the rest. >> Deborah, congratulations on the award. >> Deborah: Thank you very much. >> Rodney, thank you for all the updates, great to see you, you know, it's the technology, the channel, everything we're hearing here. >> Thank you. >> Thank you. >> For Keith Townsend, I'm Stu Miniman, thank you for watching theCUBE. >> Deborah: Thanks for having us. Rodney, thank you. (electronic music)

>> Announcer: Live from Orlando, Florida, it's theCUBE! Covering Grace Hopper Celebration of Women in Computing. Brought to you buy SiliconANGLE Media. >> Welcome back to theCUBE's coverage of the Grace Hopper conference here in Orlando, Florida. I'm your host, Rebecca Knight, along with my cohost, Jeff Frick. We're joined by Dr. Deborah Berebichez. She is the chief data scientist at Metis, which is owned by Kaplan. Thanks so much for joining us. >> Thank you, Rebecca. Thanks for inviting me, too. >> You have had such an interesting and varied professional career. You were even a host of a lot of different science-oriented television programs. You work on initiatives to get young women into technology. But one of the things that is most impressive is that you were the first Mexican woman to ever earn her PhD in physics-- >> Deborah: In physics, at Stanford. >> From Stanford University. What an accomplishment. But talk a little bit about your path to Stanford. Tell our viewers a little bit more about your trajectory. >> It's definitely a convoluted, and not a typical path. I grew up in Mexico City in a conservative community that discouraged girls and young women from pursuing a career in the hard sciences. I was told from a very young age that physics was for geniuses, and that I had better pick a more feminine path, like communications or something else, which were great careers, but they were not the right ones for a very inquisitive mind like mine. When I confessed to my mom in high school that I loved physics and math, she said, "Don't tell the boys, "because you'll intimidate them, "and you may not be able to get married." >> Rebecca: Nonsense! >> Actually, it's funny, because that kind of overt bias is sometimes easier to combat than the one that more women experience, which is a more subtle bias. You know, that the media tells us that some things are for boys and for women. So, in my case, it was very open, and so it almost gave me more courage to try to fight against it. Anyways, so, it came time to pick what career, what BA to do in college, and I was told by the advisors in school that philosophy was a more feminine and acceptable path, but it also asked a lot of questions about the universe. So, I enrolled in a local college in Mexico City to study philosophy, but the more I tried to stifle my love for physics and math, the more that inner voice was screaming, "This is your path. "You have to do it, you have to study physics." Just like a lot of kids do their rebellious things behind their parents' back, I would go and rent from the library books about obscure physicists like Tycho Brahe, this Danish astronomer who was locked up in a tower, and I was thinking, I'll be just like him, kind of antisocial, nobody will like me, but at least I'll have my data, my numbers, to keep me company. >> Rebecca: This was your teenage rebellion, is reading about brooding philosophers? >> Well, there other-- >> Okay. >> In the middle of my BA in philosophy in Mexico, I decided to apply to universities in the US to give it a chance, and give myself the opportunity to pursue both BAs, physics and philosophy. I was very fortunate to get a full scholarship to attend Brandeis University, and I say that because, in Mexico, universities are about eight times less expensive than in the US, so I could have not afford to go anywhere else. While at Brandeis, I took the courage to take a very general course in astronomy. Very little math, introductory course, and there I met the teaching assistant, who was a graduate student by the name of Roopesh. He was from India. Roopesh and I became good friends, and he told me that I wasn't the typical student that just wanted to get an A in the class and do the homework well, that my curiosity had no end. That I would ask questions about quantum mechanics and statistical mechanics, and I wanted to know everything about the universe and nature. So, one time, we were walking in Harvard Square, and I realized that I was the only one who could make my dream of becoming a physicist happen. With teary eyes, I told Roopesh, "I don't want to die without trying. "I just don't want to die without trying to do physics." He called his advisor on a payphone. He was the head of the graduate student committee, so he called me to Brandeis. He handed me a book called Div, Grad and Curl, Vector Calculus in Three Dimensions. For me, it was an alien language. He said to me, "There's a problem, "because the BA in physics takes four years, "and your scholarship is only for two years. "But guess what, someone else has done this at Brandeis. "His name is Ed Witten. "Do you know who he is? "He switched from history to physics." I said, "You're kidding. "Ed Witten is a very famous physicist, "the father of string theory. "Clearly, there's no way I could pull this off." He says to me, "I give you two months this summer. "If, by the end of the summer, "you pass a test on this one book, "I'll let you skip through "the first two years of the physics major "so you can complete the BA in only two years." Roopesh decided to mentor me and tutor me 10 hours a day for eight weeks. I tell the story of Roopesh because I always wanted to pay him back. He said to me, when he was growing up in India, in Darjeeling, there was an old man who would teach him and his sisters the tabla, the musical instrument, English, and math. And when they wanted to pay him back, the old man said, "No, the only way you could ever pay me back "is if you do this with someone else in the world." That's how my mission in life started, to inspire, encourage, and help other, especially women, but minorities who, like myself, want a career in STEM, but for some reason, whether it be financial or social, feel that they cannot achieve their dreams. >> Great story. >> Yeah, wow! Incredible! >> And then, you asked about Stanford. So, then I went back to Mexico, and I was doing a Master's in theoretical physics, and I was again told by my community, "Okay, you've got it over with. "Stay here, get married and stay as part of the community." But I was still more hungry for knowledge, and to do more physics. I was very late in the application cycle, and I decided to apply to schools. I went to my Mexican advisor's office, and I said, "You know, I'm going to leave again. "I'd like to go to the US where I can pursue experiments. "I wrote to a couple of professors." He says, "Who did you write to?" I say, "Well, there's one particularly interesting one, "Steve Chu at Stanford." His jaw dropped. He said, "Steve Chu?" I said, "Yes, why?" He said, "Do you realize he just won the Nobel Prize "a couple of months ago?" And Steve Chu later became Secretary of Energy in the US. I was so fortunate that he received my email with interest, invited me to work directly with him at Stanford. That's how my career started. >> It's such a good mix of fortuitousness, serendipity, but also doggedness on your part, so, really, there's a lot going on. >> Don't be shy, is my-- >> This gets to our final question, really, which is, what's your advice for the younger versions of you? >> The first thing is that it was not all easy for me. There was a lot of failure along the way. My first advice is, the people who get to the end of the line and succeed in life are not the ones that simply persevere and get everything right. They're the ones that keep getting up and succeeding step after step. It's the courage to get to the end and persevere even when failure exists. The second piece of advice, especially for parents out there, is when your kids ask questions about the world and nature, don't just give them the answer. Go through the pleasure of finding things out, as Feynman would say. Especially with computing. Computers are a tool, a magnificent tool. But they're just a tool to another goal, which is to gain insights about the world. It's more important to be a critical thinker and a thought leader, rather than just focus on being proficient at coding. >> You had the element of humor, you had the element of storytelling, you had the element of everyday things in the way, 'cause you're obviously a super smart lady to accomplish these things. Not everybody's so super smart, so you've created a style in which you can help those that aren't maybe necessarily PhDs from Stanford to gain interest, to become interested, to kind of hook 'em into this interesting world that you're so passionate about. >> Yeah, thank you. I try to do it through my TV show that I cohost with The Science Channel called Outrageous Acts of Science, which serves exactly that purpose, to get people interested in the fact that science and STEM is behind everyday life. It's not just some complicated equation in a board. It's what we go through every day, and if you just gain the joy of discovering those concepts, you're set. >> Great. Well, Deborah, thank you so much for joining us. It's been so much fun talking to you. >> Thank you. I loved being here. >> I'm Rebecca Knight for Jeff Frick. We will have more from Grace Hopper just after this. (fast techno music)

>> Live from San Diego, California It's the queue covering Sisqo live US 2019 Tio by Cisco and its ecosystem. Barker's >> Welcome Back to San Diego. The Cube has been live here at Cisco Life for the last three days. Student a man with meat, Lisa Martin wrapping things up and we're pleased to welcome to the Cube for the first time James Slay me, the cofounder and had a product for Double James. Welcome to the Cube >> very much. >> All right, So, Deborah, before we get into who you guys are, why you started this company stew. Thought maybe this had to do with your love of dub. Step the name >> way do like that step. But it really wasn't the reason May my co founders were involved with telecommunications and the industry, and we thought the cloud was coming quite fast. And we thought, you know, we started an opportunity that as much as the telcos we're trying to move service. It's a cloud that was value weds they need to provide. And there wasn't really a quality solution for recording for uncle's. >> So came from dubbing tape to tape back in the day. For those here is can remember when we had >> the tapes the name came from. That's how I remember we came, came about The name is that we're thinking, you know, I like to set because it was dubbing and then, you know, double came out of that was available. >> So tell us our audience about call cloud based call recording tell us a little bit about that. But why? What was the impetus for you saying? You know what? There's a gap in the market. We gotta solve it. >> Yeah, So everything think traditional providers were all in on premise Catholics based servers licensing all that traditionally no software model with the transition to cloud for telephony. So unified communications or anything like that Theo ability to have a platform that could record content. Really, By switching it on where that was, we partnered with Toko. So I say, I say tacos and Australian Server that Carrie is also provided tell they want to hear about what they called connect to their network and then offer it at scale so they could switch on one user or actually switch on 100,000 users instantly. And we managed the back into that and they get to go to the service. >> Yeah, it's interesting. So Lisa and I were at the Enterprise Connect show this year, and one of the themes we got out of the week of doing that show is Well, there's always the cool new technologies were doing video, and you know, there's the E R. And you know, people use Chatbots Airways do their voices still critical. Yeah, So maybe talk about you know, your customer base and you know, the role that you're playing to help them. And, you know, still, that that voice is is such an important decent of how we communicate. Yeah, it's really interesting, >> Like way still. Look at that. The important things that I done via voice. If you've got an important customer, you know, discussion, we have you going to send him an email you're probably gonna have followed up with a phone call or initiate with a phone call on most of time. That daughter is is lost. So you know things we discuss and you don't get them back. And, you know, generally call recording. If you're looking at that, people think contact center and regulatory reasons like financial services and that's our bread and butter. But now we're seeing with exposed the more cloud based options. That is, this is a study talk to expand that used case across outside of that traditional reason and not just call recording, you know, eyes that you know, becoming more prevalent as well. >> So how are you guys infusing a I into what you're doing? And also with Sisko to not only be able to apply intelligence to the data that you're gathered from reported calls, but also Dustan, the way that also facilitates security and privacy? >> Yeah, so Security's calling way couldn't have a platform that's use it is connected. Tio, You know, 18 See's Network way got over 100 telco or carrying their ways connected globally at the moment. That's all across Europe, America, Canada and then Asia as well. And now you know, we've been chosen by Sisko for their broad cloud platform, which I recently acquired way. What we see is that because we can capture content at scale way, then can actually easily then produce transcriptions, sentiment tone from the best of the three providers around the world with my be asked. But, you know, we could use any other third party provider that customer might want to use. Use case. Then Khun B. Go towards a small business in my you know, I'll say it's more reasonable and I'll explain on enterprise in a small business, theirselves person might be speeding, made the main customer 1,000,000 customer brings up. It is not happy, and we're going to tell the boss or the team leader they could automate, literally as easy automation, saying notifications Conor, a team leader. You should call this customer back. Without that, they lose the potential of retaining that customer now that previously that's only really the large business or the only has the technology to do that, all the ability to actually get it to market with us and because we connected to the network or even on, you know easily on ah, call manager solution through Cisco, that's any size of business. Large business. We're seeing also a bank as an example there, looking to capture everything across their whole business, not just contact center and start looking for key words that I said it's a credit card or home loan, and they make sure that their agent or their employee is disclosing that product correctly to the customer to make sure they're compliant Now that they're not talking about that across the of the whole business, not just always example. 4,000 seats in a context enter but 40,000 across their whole business on any phone, they using the moment without a mobile cellular or a despondent. >> Okay, so bring us inside your customers. Is that you know you mentioned call centers? Is that the primary use case? Do you go into different verticals? You know what? What does your customer base look like? >> Way definitely go like a safe contact centers for sure on DH. That's it's it's been there for a long time. That requirement to record phone calls and do it well, uh, financial services knock. It's throughout throughout the world, in the U. S. As well in the Europe because of me fit and all those requirements compliant. But as said way are now expanding that use case because of a A and requirement access data. Also, our platform is an open, open platform if that makes sense, but everything we record or capture is encrypted. But it isn't a format that Thean customer can use a CZ that won't apply themselves. They're all looking at using a I. You know, there are other other data sources in the company because it's available. They can use it with other. Well, >> yeah, actually, I just wanted to poke it that because one of the challenges we have out there is there's a lot of data, but how do I actually extract value out of that? So is this now a way for your customers to really unlock something that historically you just you you might have kept it for compliance. Reason to work, you know, to review some kind of training. But it was a little bit tough to get in and leverage the information that was in >> there. Yeah, you know, cos today I really they're they're assessing, You know, anything in a written format today they already losing. I want to do that Previously has been really hard to do that with voice now, because we can capture again captured at scale there. Now I can look at it and say, Can we use the same tools? Were looking for everything else in our business. I looked down and saw that the voice >> so walk us through an example of where double is integrated into an organization. If we think of a bank and you mentioned, you know, use case is one of them piqued my interest about Okay, sentiment. If there is an issue that needs to be escalated and somebody in the organization needs to call a customer, what's been recorded is indicating that is never able to integrate with, like marketing automation serum tools that that data is then pulled in a map back to that account and how it's being managed. >> Yeah, correct. Good, really good question, probably explained that way are a global platform. So we deployed everywhere in the world. So Australia's I'm from a trailer again, but U S Canada, Singapore, Japan, London, Ireland and the UK way recording that in that country we store in the country. But it is a scale. Little platform is a service, which means that way run a product, eyes a p I to open a p I, whether we've integrated with their application or the customer then can say we never want to log into doubles applications. Were you present all the daughter and our own complications already? That's already practiced today. It's available today is in ample. If they wanted to use South forces a serum looking today. Look at the contacts. You can see all the holes, All the transcriptions directly in South Force. >> That's cool. So they get that visibility in a way that that works for them? >> Yeah. Yeah, not precious. We look at ourselves a platform first, and we provide applications. We know users. Did you call recording as they expect to use it, like with permission based access team management. But in reality, we're trying to make it fit in the way that you they'll write their own business and more insights. >> Alright. So, James, we're here at Cisco Live. So explain to us how you tie into what's going on here at the show. You know, we're here in the definite zone. Curious If you talked about being an open platform, Do you know I did in the development pieces here? Yeah, >> we've We've had some really good conversations in the last three days. It's interesting to see people talk about, you know, they come up and they start talking about cool recording and way Explain what we just discussed. Relations open and they can access via Pio, and they start thinking they can see their mind. Figure out how they could apply that their own business. We've always wave always work the Cisco Way Boys work with broad Soft, which they've now acquired, and they now make that part of the business. But you know where that's called Manager. Wait. Have now announced they're doing whether it's calling, you know, we're talking to customers about cool recording through double on whether it's calling now. So if businesses you know, having a plan, Teo moved there from the UN Prem to cloud that Cisco way, make a second unified solution for them and they could make a road map for that with him. So it's a really good conversation we're having here. >> So in the development of the go to market strategy, or so I already have an established Francisco. >> Now where do you have a stress ready? We're day of Ah, we're partners, Cisco. Already we've got over 100 carries who used this go in. Their networks were really connected to them. I'm already recording in capturing content on those networks were pretty tight with this guy for sure, but you look at the enterprise that its president, although cloud yet they're really moving to that. So if they want to have a core recording solution or a solution on for him, and they might want to move to cloud future in the future, we have that in the future. So I'm doing it now is probably maintain the same service right through. >> So can you give us an example, a customer success that is leveraging Debra with Cisco whether you, you, Khun Anonymous eyes it or if you can name it? Great. But I would love to see how it's really working in action to drug business results. >> Yeah, it's going Good question. I'm trying to be the best one to give you. At the moment, I could think of a customer of ours with, you know, in the UK they're spread it costs. I think around 100 locations they're currently recording with double and using transcription to transcribe their calls are looking for patterns across the whole business and the using Cisco for the late telephony on then, looking at that and I've actually found things that just decided to save money, they've been losing some money in certain locations, and they've used the transcription. Seem patents actually implemented changes to actually sell a say that >> Awesome. So in terms of the last three days of Sisqo live, some of the announcements that have come out Cisco has been on this transition here on the hardware company network here, back in the day to now introducing AP eyes across the product portfolio, which he'd been two years ago. They didn't have to this pivot towards a software focus for a company like double born in the cloud. What does that signify to you guys? >> Uh, so you see what a sight it was. >> Yeah, what does that signify to double >> wellit's great for us, and it's really important for us to make sure we're along into that. We've already have always been an A P I first company on, you know, accessing the contents. But it's a challenge may, sometimes for businesses to embrace that way, need to make sure that we're way we're looking at Cisco and understand how they want to use Ap eyes and aligning ourselves on DH. Hopefully push him along because we're doing it for a while, eh? So we released, you know five years ago. It was cloud based, and it's good for everyone. Started talking about a pee eyes and employing them. >> Awesome. Well, James Splint. Pleasure to have you on the Cube this afternoon with stew in me. Thanks for stopping Mind sharing what Debra's doing with Cisco and to really help transform enterprises from any industry. We appreciate your time, all right. And we can't close the queue. But Sisqo live in San Diego without saying this one thing, which we're all going to do together. You ready, guys? On my count. 321 Classy. San Diego for soon. Minuteman II. Lisa. Bart, you've been watching the Cube. Thanks so much for watching. We'll see you next time.

>> Live from San Diego, California It's the queue covering Sisqo Live US 2019 Tio by Cisco and its ecosystem. Barker's >> back to San Diego. Everybody watching the Cube, the leader and live tech coverage. My name is Dave Volante, and I'm with my co host, Steuben. Amanda, this is Day two for Sisqo. Live 2019. We're in the definite. So still. I was walking around earlier in the last interview, and I think I saw Ron Burgundy out there. Stay classy Sleeping Gow is here. He's the founder and CEO of Met Net Brain Technology's just outside of Boston. Thanks very much for coming on the Q. Thank you there. So you're very welcome. So I want to ask you, I always ask Founders passion for starting companies. Why did you start? >> Well, maybe tired of doing things, Emmanuel. Well, that's alongside the other side of Yes, I used Teo took exam called a C C. I a lot of folks doing here. I failed on my first try. There was a big blow to my eagle, so I decided that we're gonna create a softer help them the past. This is actually the genesis of nettle. I met a friend help people three better doing their network management. >> That's a great story. So tell us more about that brain. What do you guys all about? >> Sure, we're the industry. First chasing time. Little confirmations after our mission is to Democrat ties. Merrick Automation. Every engineer, every task. They should've started with automation before human being touched. This task, >> you know, way go back. Let's say, 10 years ago people were afraid of automation. You know, they thought I was going to take away their jobs. They steal and they still are. We'll talk about that. You get this and I want to ask you about the blockers. They were fearful they wanted the touch thing. But the reality is people talk about digital transformation. And it's really all about how you use data, how your leverage data. And you can't be spending your time doing all this stuff that doesn't add value to your business. You have to automate that and move up to more valuable test. But so people are still afraid of automation. Why, what's the blocker there? >> They have the right reason to be afraid. Because so many automation was created a once used exactly wass right. And then you have the cost ofthe tradition automation. You have the complexity to create in their dark automation. You guys realize that middle confirmation You cannot have little gotta measure only work on a portion of your little way. You have to walk on maturity if not all of your narrow right. So that's became very complex. Just like a You wanna a self driving car? 10 You can't go buy a Tesla a new car. You can drive on a song. But if you want to your Yoder Puta striving always song Richard feared it. That's a very complex Well, let's today, Netto. Condemnation had to deal with you. Had a deal with Marty Venna Technology Marty, years of technology. So people spent a lot of money return are very small. There's so they have a right to a fair afraid of them. But the challenges there is what's alternative >> way before you're there. So there, if I understand it, just playing back there, solving a very narrow problem, they do it once, maybe twice. Maybe a rudimentary example would be a script. Yeah, right, right. And then it breaks or it doesn't afford something else in the network changes, and it really doesn't affect that, right? >> Yeah. I mean, you know, I think back to money network engineers. It's like, Well, I'm sitting there, I've got all my keep knobs and I get everything done and they say, No, don't breathe on it because it's just the way I want it less. It can't be that doesn't scale. It doesn't respond to the business. I need to be able to, you know, respond fast what is needed. And things are changing in every environment. So it's something that I couldn't, as you know, a person or a team keep up with myself, and therefore I need to have more standardized components, and I need to have intelligence that can help me. >> Let's sit and let's >> s so we've laid out the generalized way that we've laid out the problem. What's what's the better approach? >> Well, give you looking out of the challenge today is you have to have Dave ups, which a lot of here they have not engineer know howto script and the mid off the engineer who know how little cooperates walk together. So there's a date, a part of it. There's a knowledge. A part of this too has to meet to create a narrow coordination and that Ned Ogata may have to be a scale. So the challenge traditional thoracotomy here, why is for short lie on if you're going down? Technical level is wise A terra, too many data and structure and the otherwise Our knowledge knowledge cannot be codified. So you have the knowledge sitting people's head, right, Eh Programa had to walk in with a narrow canyon near together. You make it a cost hire. You make it a very unskilled apple. So those are the challenge. So how fast Motor way have to do so neither brand for last 15 years You decide to look differently that we created some saying called operating system off total network and actually use this to manage over 1,000 of mental models technology. And he threw problem. You can't continually adding new savings into this problem. So the benefit of it is narrow. Canyon near anybody can create automation. They don't have to know how to writing a code. Right? And Deborah, who knows the code can also use this problem. All the people who are familiar with technology like and people they can integrate that never >> pray. Okay, so you have all this data I wish I could say is unstructured So he doesn't have any meaning. Data's plentiful insights aren't, uh And then you have this what I call tribal knowledge. Joe knows how to do it, but nobody else knows how to do it. So you're marrying those two. How are you doing that? Using machine intelligence and and iterating building models, can you get that's amore colors? Tow How you go about that? What's the secret sauce >> way? Took a hybrid approach. First call on you have to more than the entire network. With this we'll kind of operating system called on their own way have about 20 12,000 valuables modeling a device and that 12,000 valuable adults across your let's say 1,000 known there or there will be 12,000,000 valuables describing your medal. That's that's first. Zang on top of 12,000,000 valuables will be continually monitored. A slow aye aye, and the machine learning give something called a baseline data. But on top of it, the user, the human being will have the knowledge young what is considered normal what is considered abnormal. They can add their intelligence through something called excludable rumble on couple of this system, and their system now can be wrong at any time. Which talking about where somebody attacking you when that OK is un afford all you through a human being, all our task Now the automation can be wrong guessing time. So >> this the expert, the subject matter expert, the main expert that the person with the knowledge he or she can inject that neck knowledge into your system, and then it generates and improves overtime. That's right, >> and it always improve, and other people can open the hood. I can't continue improving. Tell it so the whole automation in the past, it was. Why is the writer wants only used once? Because it's a colossal? It's a script. You I you input and output just text. So it wasn't a designer with a company, has a motive behind it. So you do it, You beauty your model. You're writing a logical whizzing a same periods off, we decided. We think that's you. Cannot a scale that way. >> OK, so obviously you can stop Dave from inputting his lack of knowledge into the system with, you know, security control and access control. Yeah, but there must be a bell curve in terms of the quality of the knowledge that goes into the system. You know, Joe might be a you know, a superstar. And, you know, stew maybe doesn't know as much about it. No offense, too. Student. So good. So how do you sort of, you know, balance that out? Do you tryto reach an equilibrium or can you wait? Jos Knowledge more than Stu's knowledge. How does that work? >> So the idea that this automation platform has something called excludable Rambo like pseudo Rambo can sure and implacably improved by Sri source One is any near themselves, right? The otherwise by underlying engine. So way talk about a I and the machine learning we have is that we also have a loo engine way. Basically, adjusting that ourselves certainly is through Claverie Partner, for example, Sisko, who run many years of Qatar where they have a lot of no house. Let's attack that knowledge can be pushed to the user. We actually have a in our system that a partnership with Cisco attack South and those script can be wrong. slow. Never prayer without a using woman getting the benefit of without talking with attack. Getting the answer? >> Yes, I think you actually partially answered. The question I have is how do you make sure we don't automata bad process? Yeah. So And maybe talk a little bit about kind of the training process to your original. Why of the company is to make things easier. You know, What's the ramp up period for someone that gets in giving me a bit of a how many engineers you guys have >> worked with? The automatic Allied mission. Our mission statement of neda prayer is to Democrat ties. Network automation, you know, used to be network automation on ly the guru's guru to it. Right, Dave off. Send a satchel. And a young generation. My generation who used come, Ally, this is not us, right? This is the same, you know. But we believe nowadays, with the complicity of middle with a cloud, computing with a cybersecurity demand the alternative Genetic automation is just no longer viable. So way really put a lot of starting to it and say how we can put a network automation into everyone's hand. So the things we tell as three angle of it, while his other missions can be created by anyone, the second meaning they've ofthe net off. Anyone who know have knowledge on metal can create automation. Second piece of automation can lunched at any time. Somebody attacking you middle of the night. They don't tell you Automation can lunch to protect Theo, and they're always out. You don't have people the time of the charter. Automation can lunch the tax losses, so it's called a lunch. Any time certain want is can adapt to any work follow. You have trouble shooting. You have nettle changes. You have compliance, right? You have documentation workflow. The automation should be able to attack to any of this will clothe topping digression tomorrow. We have when service now. So there's a ticket. Human being shouldn't touches a ticket before automation has dies, she'll write. Is a human should come in and then use continually use automation. So >> So you talk about democratizing automation network automation. So it's so anybody who sees a manual process that's wasting time. I can sort of solve that problem is essentially what you're >> doing. That's what I did exactly what we >> know So is there, uh, is there a pattern emerging in terms of best practice in terms of how customers are adopting your technology? >> Yes. Now we see more animal customer creating This thing's almost like a club, the power user, and we haven't caught it. Normal user. They have knowledge in their heads. Pattern immunity is emergent. We saw. Is there now work proactively say, How can I put that knowledge into a set of excludable format so that I don't get escalate all the time, right? So that I can do the same and more meaningful to me that I be repeating the same scene 10 times a month? Right? And I should want it my way. Caught a shift to the left a little while doing level to the machine doing the Level one task level two. Level three are doing more meaningful sex. >> How different is what you're doing it net brain from what others are doing in the marketplace. What's the differentiation? How do you compete? >> Yeah, Little got 1,000,000 so far has being a piecemeal, I think, a fragment. It's things that has done typical in a sweeping cracker. Why is wholesale Hardaway approach you replace the hardware was esti N S P. Where's d? Let there's automation Capitol Building Fifth, I caught a Tesla approached by a Tesla, and you can drive and a self driving. The second approaches softer approach is as well. We are leading build a model of your partner or apply machine learning and statistics and was behind but also more importantly, open architecture. Allow a human being to put their intelligence into this. Let's second approach and insert approaches. Actually service little outsourcer take you, help you We're moving way or walk alone in the cloud because there's a paid automation there, right so way are focusing on the middle portion of it. And the landscaper is really where we have over 2,000 identifies customer and they're automating. This is not a just wall twice a week, but 1,000 times a day. We really excited that the automation in that escape scale is transforming how metal and is being managed and enable things like collaboration. But I used to be people from here. People from offshore couldn't walk together because knowledge, data and knowledge is hard to communicate with automation. We see collaboration is happening more collaboration happening. So we've >> been talking about automation in the network for my entire career. Feels like the promise has been there for decades. That site feels like over the last couple of years, we've really seen automation. Not just a networking, but we've been covering a lot like the robotic process automation. All the different pieces of it are seeing automation. Bring in, gives a little bit look forward. What? What do you predict is gonna happen with automation in I t over the next couple of years? A >> future that's great Way have a cloud computing. We have cyber security. We have the share of scale middle driving the network automation to the front and center as a solution. And my prediction in the next five years probably surrounded one izing automation gonna be ubiquitous. Gonna be everywhere. No human being should touch a ticket without automation through the first task. First right second way. Believe things called a collaborative nature of automation will be happy. The other was a local. Automation is following the packet from one narrow kennedy to the other entity. Example would be your manager service provider and the price they collaborated. Manager Nettle common little But when there's something wrong we don't know each part Which part? I have issues so automation define it by one entity Could it be wrong Across multiple So is provider like cloud provider also come Automation can be initiated by the Enterprise Client way also see the hado A vendor like Cisco and their customer has collaborated Automation happening So next five years will be very interesting The Manu away to manage and operate near Oca will be finally go away >> Last question Give us the business update You mentioned 2,000 customers You're hundreds of employees Any other business metrics you Khun, you can share with us Where do you want to take this company >> way really wanted behind every enterprise. Well, Misha is a Democrat. Eyes network automation way Looking at it in the next five years our business in a girl 10 times. >> Well, good luck. Thank you. Thanks very much for coming on the queue of a great story. Thank you. Thank you for the congratulations For all your success. Think Keep right! Everybody stew and I will be back. Lisa Martin as well as here with an X guest Live from Cisco Live 2019 in San Diego. You watching the cube right back

>> Live from Washington, D.C., it's theCUBE. Covering Inforum DC 2018. Brought to you by Infor. >> Good afternoon and welcome back to Inforum 2018. Our coverage here on theCUBE as we start to wrap up our two days of coverage here at the show. We're in Washington, D.C. at the Walter Washington Convention Center, along with Dave Vellante, John Walls here. We're joined now by Mayumi Hiramatsu, who is the SVP of Cloud Operations Engineering and Security at Infor. Mayumi, how are you doing? >> Great to be here, thanks for coming. >> And a recent honoree by the way, Woman of the Year at the Women in IT Awards, so congratulations on that. (clapping) >> Awesome! >> Thank you. >> Very nice honor. >> Great. >> Tell us... big picture here, cloud strategy as far as Infor is concerned and why that separates you from the pack. What makes that stand out, you think, from your peers? >> I think there are a couple of things. One is that when I think of cloud, a lot of people will think about cloud as, it's a software running in the cloud, but it's more than that. It's about the solution and the capabilities that we're building on the cloud. And Infor is perfect, in that we're building enterprise software solutions. So if you look at Infor and compare us to the competition, we may have multiple of competition wrapped together in a solution. And that's really powerful, and you can only do that, really well, in the cloud because it's already built for that. It's integrated and the power of data is really amazing, because when you think about cloud, it's not just the software, it's the data, what you can do with it. And with the latest technologies around artificial intelligence and machine learning, there is so much insight we can give to our enterprise customers to make them successful in their business. So, I think of cloud as not only the technology, which I love, because I'm actually an engineer, but it's really the business transformation, digital transformation that the cloud enables, with the technologies like artificial intelligence, data analytics, data science, machine learning. There's just so much bolted on, that you can really only do in the cloud. >> Can you help us understand that competitive nuance? >> Yeah. >> I'm not sure I fully understand, 'cause others will say, well, we have cloud too. What's different between the way in which you provide solutions in the cloud and... pick a company. >> Yeah. >> Another company says, we have cloud, all of our SaaS is in the cloud. >> Right, so I think the first thing is, Infor's always focused on solutions, which means that our competition may have one of, let's say, a dozen things that we put together. So, if you're using our competition, they may have a cloud and some of them were born in the cloud, but then you have to figure out, how do I integrate it with the rest of the world? Because if you think about it, ERP. It's running your business. And it might be your HR and about your employees. It might be CRM and customer information. It could be supply chain and figuring out what parts I need to buy. It could be billing and figuring out how do I bill my customers. All these different solutions today, if you look at our competition, they may solve one, two, three different portions, but certainly not a dozen of these all together and then tailored towards the industry. So, we can pretty much bolt on and get started pretty quickly, if you think about, for example, healthcare. We already have a healthcare solution ready to go, so you don't have to figure out how do I put 12, 15 different software, glue it together and make it work? And maybe some of it is running in the cloud, maybe some of it is not running in the cloud, then the integration and making it work gets really complex. But ours is already pre-built, ready for that, whether it's healthcare, manufacturing, food & beverage, fashion. We have a lot of these already ready to go, so then you just have to customize it, as opposed to starting from scratch, figuring out how to integrate all these different software, making sure they work together and then harnessing the data, and then adding all these different, artificial intelligence and machine learning capabilities that is so powerful today. You can't do that without the cloud and you certainly can't do it if you're trying to glue together different solutions. It's just really not easy. And I'll add one more thing, I was talking to a customer about this today, which I thought was brilliant. The other thing is security. Most people worry about security in the cloud and I run our security as well, the Chief Information Security Officer reports in to me and the whole security team does. And I can tell you, if you're combining 12, 15 different types of software and trying to have consistent security all across? Oh, that's a very difficult thing to do. But we've already figured it out. So all you have to do is buy the package, the solution, it' already working together. You already have security overlay on it. They have consistency in terms of how we manage the security, whether it's single sign-on and who has access, and making sure that that gets all the way through, all the way up to the data lake, where all of the data gets captured, all the way up to the artificial intelligence. So, if you think about security and how important that is, and how difficult it might be to do on one software, let alone a dozen software, the fact that we've already built that, is a big differentiator. >> So it's all there, and when you talked about, all you have to do is customize it, you're talking about, you're not talking about hardcore coding, you're talking about things like naming and setting it up. Is that right? >> Yeah, and-- >> Or are you talking about deeper levels of custom mods? >> In our multi-tenant cloud, we don't do mods, but instead, we have extensions. And extensibility is really important because now those are, again, essentially plug-and-play. We already built it for you, so it's so much easier than creating each piece of code every single time. Again, it's about, how do you make sure that you can integrate these very important sets of business processes together. Not only how quickly can you use it, how secure is it? And ensuring that you can actually focus on your business value, right, because trying to assemble all of this together and making it work, it's an enormous amount of work and I think, as an enterprise, you want to focus on actually giving customer value instead of trying to figure out, the mechanics underneath the hood. >> I mean, you certainly get the value of cloud software, right, and cloud ERP. Who doesn't? Like out of the industries that you're trying to, get in front of or whose attention you're trying to get. Where's the, if there's someone that's kicking and screaming a little bit, who might that be or what might that be? >> I don't think that there's a specific industry, if you will, I think some industries, in fact, and when I think about it, all industries are getting disrupted, right? If they don't, they're actually getting left behind. So, I think some industries feel it more, as in, they might be behind the curve. And I wouldn't necessarily say industry, maybe some of the companies in that industry. >> Companies within? >> Yeah, are waking up to it. I went to a Gartner Supply Chain Conference a couple years ago and they were talking about bimodal supply chain, right. You have the teams that are doing the old way and then companies that are doing the new way. And companies are literally going through this shift. And I had this interesting conversation that it's really not bimodal. Companies are essentially somewhere in that spectrum and what they need to do is figure out from point A to point B and how you make that transition. It's a huge transition. I would also say that there's a cultural element as well, and so one of the key things that, especially for companies that are moving from on-prem to cloud. As a provider, it's really important to realize it's a completely different business model. And it's not always talked about, again, a lot of times people think, oh well, you know, Infor, you just moved the software into AWS and you're calling it SaaS. It's more than that. Besides the capabilities, its a huge cultural shift that even Charles talked about on-stage, which is that, software companies you focus on the product, versus, as a SaaS, the last 'S', Software as a Service, you are focusing on the service. So, the analogy I use a lot is, maybe we were actually a food company, we'd build beautiful food, delicious food, nutritious food, maybe it was a rotisserie chicken, right? But now I switch to a restaurant. Food is only table stakes. And you know, restaurant reviews is about services, the ambiance, how quickly you respond, how clean it is, all these other elements matter. And if you think about Infor or any other company for that matter, that we're focused on product and software, to then becoming a SaaS service provider, it's a huge transformation for a company, and I can tell you we're going through that, right? Infor as an on-prem company moving to the SaaS, and there's so much focus now on customer experience, is because realizing that we're no longer a software company, we're a Software as a Service company. And there's a lot more we need to put in, in terms of making sure the customer experience is good. As our customers go through the same journey, they also need to realize, it's no longer about providing that product, but the experience that they're providing to the customers, and we see our customers actually going through that journey. Some might be harder to move within whatever industry, because maybe they have legacy product, legacy machines, right, to be able to lift and ship to quickly. But there's definitely a path, and if you think about some of these industries that's been around for a long time, they're definitely going through this transition, and in fact, I think they have to. >> So how did you set priorities in terms of, you come to that recognition that we're services, in the cloud. Luckily, you don't have to manage data centers, so you could take that off the table, so what were your priorities and where did you start, and what are you focused on now? >> One of the first things that I did was really pushing this cultural shift for the company, because a lot of people, some people may think, okay, it's software, I'm putting in the AWS, it's cloud. But all the other service elements, like that restaurant analogy, it wasn't mature in terms of where we needed to be and therefore you hear a lot about customer experience and customer success and a lot of these elements that we really have to put more emphasis on. But the other areas that I focused, so I came in, I focused on cloud operations, security, tooling, and architecture, that was the set that I was focused on. What I did was essentially transformation, right, it's People Process Technology in addition to culture, so culture we already talked about, the sense of urgency is very different as well. On-prem, maybe you don't have to respond in two seconds, but in cloud, you do, and so making sure that we had crisp KPIs, which are different than on-prem, making sure that processes were completely redefined. I've actually done benchmark with our competition to see that our SLAs and KPIs are either on par or better. I'm a big proponent of engineering and technology, so we built a lot of technology monitoring, tooling, so that we can do a lot more in terms of self-service and automation, that's really the only to scale, and execute consistently. Spent a lot of time over the last year, literally re-defining the identity of our jobs to how do we make sure we have the right skillset, and retraining some of the folks who may have a new identity and they need to learn new skills, to coming up with new tools and technologies that they can use, to changing our processes so we can up our SLA and make sure that we're either meeting or beating our customers' SLAs, complete transformation in the last year. >> You must be exhausted. (laughs) >> When do you sleep? >> I don't sleep much, but... >> You must not. >> So, new metrics, this is intriguing to me. Can you give us an example of sort of this, new KPIs as a result of this cloud, SaaS world? >> Yeah, for sure. I think every company has their own sort of core KPIs that are public, and cloud is usually uptime, right? If you have support, it could be how quickly you respond, we call it mean time to respond. Underneath the hood, I've created key KPIs for, what I call, critical cloud qualities. One is, of course, reliability, so that would be in addition to uptime, like 99.7%, which is two hours and 11 minutes by the way, per month downtime, so making sure that we're actually meeting that. >> Sorry, just to interrupt. >> Yeah. >> You're measuring from the application view right, not the green light on the server, is that fair? >> That's a great question, because that is exactly the evolution we want as well, so when I talk about the transformation at my organization, we were measuring the hardware first. We are now measuring, essentially, outages. So I don't care if the server's still running, but if the customers can't log in, it's an outage, right? But that's not something you can monitor by looking at a server because sometimes the server's up and running. But maybe a process went down. >> System's fine. >> Exactly. So that's the monitoring-- >> Okay, so slight adjustment in the typical metrics, sorry to interrupt, but please carry on. >> That was a perfect question. >> Okay. >> So KPIs, so underneath the hood, so here are some examples of metrics for availability. Mean time to detect, that's an internal metric, and my internal metric is five minutes, meaning, if you don't know we have an issue in five minutes, it's probably not automated and monitored, so we better hook up some additional monitoring as an example. Mean time to respond, that's a very public one, a lot of times, customers demand that, and if you look at competition, that is the only metric that's actually public, potentially even on a contract, right? So we have mean time to respond, we also have mean time to resolution, that's usually an internal metric. I'm sure competition has that as well, but making sure that we have that response right away, because it's one thing to respond, but if it's not resolved as quickly, it's not good. Other metrics when it comes to reliability, mean time to communicate. And this is really interesting. One of the things that I found was, we could be working on something but we're not telling the customers, so they're wondering if we're actually sleeping on the job, even though we're actually actively working in the background, right? >> Did they get the message, right? >> Right, so mean time to communicate, as an example of reliability metrics. So reliability is one of the core tenets. The other tenets? Performance, how quickly do you respond, right? And I always say that if performance is too long, it's equivalent of being down. Imagine if you're using Google and you put a search in, and it takes you three minutes to get a response time, you probably have left by then. So that performance, page load time, page response time, these response times actually matter. So we have actually metrics around that and we monitor and manage them. Security, we have a boatload of security KPIs, whether it's number of critical vulnerabilities, how quickly we respond to security incidents, a boatload of those as well, and then, last but not least, agility. So how quickly we can respond if we have to do a deployment. So what that means is, let's say, every software company has a bug, and let's say we actually had to quickly respond to that, can we do it within 24 hours if we needed to? Security is a perfect example. A mature company should be able to say, okay, there was a security alert that got to the industry, right? We should be able to quickly respond to that and apply a patch immediately and address it. A company that may not be so mature, it might take them months to go through thousands of machines. So I call that time to market, how quickly can we actually deploy something, and that's not just deploying it, but testing it and making sure it's not going to break anything and be able to test it and verify it. So these are examples of metrics-- >> Great examples. Are your SLAs... for a SaaS company, your SLAs presumably have to be more strict than you'll contractually agree to, but maybe not, then your typical SLA out of AWS or Google, or Microsoft Azure. Is that true? >> Yes. >> So you guys will commit contractually to these types of SLAs that you would expect in an enterprise, versus kind of the standard, off-the-shelf AWS SLA, and how do you reconcile the gap or do you have a different agreement with AWS? >> We do have a... The SLA is pretty much standard when it comes to AWS specifically, right? >> 'Cause they want-- >> Yeah. >> Homogeneity. >> Exactly. So I think the challenge is, every SaaS provider needs to architect around it and when you think about it, hardware failure rate is usually 4% industry-wide. You can expect the hardware will go down, right? >> Yep. >> Network goes down, various things go down. So then it's our job that sits on top of it, to make sure that we build it for reliability. Perhaps we actually have redundancy built-in, and we can actually go from one side to the other, we have that, for example. So if AWS goes down, and they do, all right? I ran data centers for many, many years, it happens. It's our job to make sure that we can fail over it, and not have that customer experience, so it's an overlay availability that we have to build-- >> You're architecting recovery into the system, I know we're tight on time, but I got to ask you, 'cause Pam couldn't make it today. You're part of the WIN, the Women Infor Network, I presume, right? >> Yes. >> So maybe we can just talk a little about that-- >> Yeah. >> It's a great topic. >> Women in technology, right? >> I got some of the best interviews at Infor shows with women, Deborah Norville came on, Naomi Tutu, Lara Logan. Just some awesome folks, but so-- >> So your thoughts, we know you're passionate about the role of women in technology, so how you feel about that, if you want, and Infor, what's being done, or what can be done about that? >> Great questions. So I'm a big proponent of women in technology. Partly because I went through my pain, right, I've always been a small percentage in terms of engineering role as female in technology. I'm also a board member of Girls in Tech, and I channel my energy that way as well as I try to mentor and help others, for example, mentoring engineering students at Berkeley. I'm a Berkeley alum. And I think it's really important that we get more women in technology and keep in them in technology, and candidly, our latest trend is actually going down. So the reason why I think it's important, besides making sure that everybody has a chance, and all those good reasons, we have statistics that actually show, the more diversity you have, the better your product is going to be, and the better it's actually going to hit your top line revenue. And over and over again, whether it's women in the board seat, or women executives, or women engineers, no matter where, by getting women's input into technology, you're actually representing 50% of the consumer base. >> The user base, right. >> Right and so, if we don't do that as a company, we're actually not going to be able to get the user base feedback and I think it's so really important, not only for the economy to have those wonderful workforce in the job, but also for the company products to actually reflect the user's needs and actually improve the revenue, right? So from that perspective, I think it's really important, I love the fact that at Infor, we do a couple of things when it comes to diversity. So one, is WIN, as you know, Women Infor Network. I think it's a fabulous program, and in fact, I get a lot of male colleagues saying they want to join WIN, and they do. My last session, there were actually women and men joining it, because it's really about leadership and how do we cultivate our next, next talented workforce to be successful. The other one is EAP, the Infor Education Alliance Program, so that not only looks at women, but just diversity, right, and bringing students into this workforce. I think it's a great way to help the economy, help the products, help the company. And at the end of the day, why not? >> You're awesome, super impressive and articulate, and really self-confident, and hopefully an inspiration for young women out there watching, so thank you so much, really appreciate it. >> And hope you get some sleep sometime too. (laughing) >> Thank you. >> Busy, busy schedule. All right, thank you. Thank you Mayumi. We're back with more here on theCUBE, you are watching us live in Washington, D.C., and we'll be right back. (upbeat music)

>> Announcer: Live from the Javits Center in New York City, it's theCUBE. Covering Inforum 2017, brought to you by Infor. >> Welcome back to theCUBE's coverage of Inforum 2017, I am your host, Rebecca Knight, along with my co-host, Dave Vellante. We are joined by Chip Coyle. He is Infor's CMO. Thanks so much for sitting down with theCUBE today. >> Thank you for having me. >> So we just kicked off the show, the general session, Charles Philips, a lot of other Infor executives up there on the main stage talking. Lay it out for us. How many people are here. What are sort of the big themes that you're trying to get across here. >> Yeah, well, first of all it's great for Infor to be having our conference here at the Javits Center. It's about 10 blocks from our home-- >> Rebecca: Your own back yard. >> In New York City, and so this year, we've got nearly 7,000 attendees over the course of the week. Many component programs as we do every year with our partner summit, with our various conferences for the different individual customer constituencies, and executive forum, and of course, a big customer appreciation event happening tomorrow night. >> You've also made some big announcements. I'm talking mostly about Coleman AI, and Burst. I want you, if you can unpack those for our viewers a little bit. >> Yeah, I would say the theme of the conference this year is the age of networked intelligence. And what does that mean? Well, we've had, for the last several years, a layered strategy in our business, starting at the foundation with very deep industry functional applications. Purpose built for the different industries. We've taken all of that technology and moved it to the cloud, so that you get the benefits of the efficiencies and the network capability of taking your applications to the cloud. We recently, a year ago, acquired GT Nexus, which expands our capability, in a broader sense, to a commerce network, and we're able to incorporate that into our traditional applications in different industries. And then, just a couple of months ago, we acquired a business intelligence software company, Burst, which brings some really great technology for business intelligence that we can layer on top of all of our applications in this network environment. And then finally, today, the big announcement was Coleman, as you said, and that was to take our new artificial intelligence platform and really create just profound new ways that the workers in the different industries and their different companies across the networked enterprise, can interact in a business setting, much like people do in a commercial setting today. >> Can you, Chip, talk about the evolution of the brand promise. So when we first met Infor, at AWS Reinvent, it was like who was Infor? Trying to educate people on who Infor is. And so I felt like last year was your sort of stamp of this is how Infor and why Infor is relevant, and now, there seems to be sort of an undertone of innovation. So can you talk about the evolution of the brand and what you see as the brand promise. >> Well, we are very consistent in our branding and positioning of Infor as really the first industry cloud company. We're the ones who have been, at an accelerated pace, bringing the most deep, industry-rich, functional applications to the cloud. And that has created a great layer now, for all of these future innovations that we have talked about today with the benefits of business intelligence enabled applications built right in, so that you can truly have all the information you need at the right time, for the right purpose to make immediate business decisions. And then the potential and capability of artificial intelligence on top of that. >> As the chief marketing officer, can you talk a little bit about how these innovations change how you do your job, and how they make your life easier, in terms of making the right decision at the right time, making the decision better, having the right data? >> Yeah, well some of the other announcements that we're making this week, actually are in my particular line of business, which is marketing, and one of those, for example, is we're broadening our Infor CRM suite, with a link to LinkedIn's Sales Navigator. So that brings a whole set of important data to, about customers, to enable better customer interactions, for our customers. So that's something that we look to be using in our business, along with Marketo, which is a new business partner, as the engine, or the marketing automation platform to fuel our marketing business. So that's how it's impacting me directly in what I do. >> So I wonder if you could help us sort of debunk some of the myths. So Oracle would say enterprise apps aren't moving to the cloud, and we are the company to move them to the cloud, and we're the only company that can move them to the cloud. You know, SAP, it's got it sort of some cloud going on, but most of the stuff remains on prem. We heard today 55% of your revenue comes from cloud. And we know you made a decision years ago to run on AWS. Help us understand, I mean these are core, hard core enterprise apps that are running in the cloud. So help us debunk some of those myths and add some color to that. >> The traditional processes of rolling out major applications and enterprise applications in an enterprise is completely changing. And it's also changing because of the capabilities of the cloud. And the approach that Infor takes, which is very easy to assemble and configure with our Ion technology and collaboration technology, such as Mingle, to put these applications in place in a much faster way for our customers than some of the traditional players in the ERP market have been accustomed to do. And they just don't have the current technology approach or foundation to be able to move quickly to the cloud, as we do at Infor. >> In talking about Infor, you talked a little bit about the brand evolution, how are you getting the word out? Infor is really a sleeping giant in the technology industry. How are you getting your name out there? >> Well one thing that we want to do with our brand is show, well first of all, introduce Infor to the world at large, that hasn't heard of us. And the way that we want to do that is by showing what kind of benefits we can give to customers in different industries. So we just recently launched our first-ever TV commercials. They have run on shows like Meet the Press, and some of the CNBC and MSNBC shows. That has, incidental, all of that was developed entirely, 100% in house, with Hook and Loop, our creative in-house creative agency. So we're very proud of that. We're looking to do more of that with TV. We also have a relationship with the Brooklyn Nets here in New York, where on the business side, we're enabling them with performance and team analytics with a whole slew of applications of that with biometric readings and imagery, when they're moving around on the court. That can then be used to help fine tune and make decisions on which personnel to use, which, what are the best players to be able to, say, shoot a free throw after one day of rest versus two days of rest. That level of analytics. So we are, in that partnership with the Nets, are also in a branding way, going to be on the Nets jersey starting this September with an Infor patch on the jersey. And we're announcing that also, this week. >> Awesome. This is definitely a New York theme here. We're here at the Javits Center, Brooklyn Nets, Hudson Yards, another huge project that you guys are intimately involved in. Not a lot of vendors are explicitly mentioned in that. Maybe talk about that a little bit. >> Well, Hudson Yards as a development is unique in that it is really a completely self-contained city in all respects. Where the concept is to be able to network the data and information of anybody within that city, with respect to where they live in the high-rises, where they shop in the retail stores or grocery stores, where they eat in the restaurants, and where they work with all of the businesses that are locating there, too. So that gives you so much potential to rethink how information can enable, just the way that you move about, even in the city. From keyless entry into facilities, to voice-activated tasks, like, can you please restock in my groceries in my refrigerator in my condo. So there's so many ways that that can be a broad showcase for the true smart city of the future. >> These are high-end clientele. This is very New York. I want to shift gears and talk about the eco system a little bit. There's a few names that I, maybe they were here before, but I hadn't seen them, at least prominently, certainly IBM, you mentioned Marketo, a great interesting partner, hot company, and some of the SIs are sort of coming out of the woodwork. >> Chip: Yes. >> Now when you think about your strategy for sort of micro verticals, the SIs, I always say, they love to eat at the trough. And if there's not a lot of customizations, they're not interested. However, you've attracted them, because you've now got a substantial enough estate. So talk about that evolution of the eco system. >> We're proud to have as our diamond sponsors this year, AVAAP, as well as Marketo. And AVAAP has been a longstanding partner for, implementation partner for us, in expanding areas. Their heritage is with Lawson in health care and they're doing a lot of implementations across our business in all geographies, in all industries. But what's new this year is we also have attracted some new, some of the big SIs, such as Deloitte and Accenture, Capgemini, Grant Thornton. So they have all come in as sponsors and we're really on the cusp of some big and bigger and better things with them in the different businesses. >> The other thing I wanted to ask you about is Infor has a unique way of attracting interesting speakers. I've done probably five or six thousand interviews in the last five or six years, and some of the most interesting have been at Inforum. Deborah Norville came on in New Orleans, last year Lara Logan, Naomi Tutu, Karina Hollekim, amazing three women interviews. >> Rebecca: This year Susan Rice. >> This year Susan Rice was here, so what's that all about? They're not techies, they're just interesting people. What are you trying to do there? >> Well, we have a program, the Women's Infor Network, WIN, that was created by Pam Murphy, our chief operating officer, and starting a few Inforums ago, we wanted to use Inforum as a platform to showcase innovative women in the world. And it's a little bit of a departure from our product and technology messages. And this year, we've got, as you mentioned, some great inspiring women, like Jill Biden, the former first, vice president-- >> Rebecca: Second lady. >> And also, Susan Rice, as you mentioned. So, it's going to be, it's always a very popular session. >> Yes, and we're looking forward to having those women on theCUBE, too, tomorrow. >> Chip: Absolutely. >> Chip, thanks so much for joining us, it's been a pleasure. >> Thank you for having me. >> I'm Rebecca Knight, for Dave Vellante. We'll have more from Inforum 2017 after this. (techno music)

>> Wait. Welcome back to Boston, everybody. This is the Cube. We're live on a special presentation of BMC Day atop of sixty State Street in Boston, Massachusetts. Beautiful view of Boston Harbor. Evelyn Ehrlich is here. She's the vice president and research director for service delivery at Force that we're going to talk about job control, language and cobalt. No, I'm just kidding. We're talking about service delivery. Who'd Evelyn? Yes. So you have a really deep background in it, And I know what J C l stands for, So I had to make that joke. So anyway, uh, welcome to the cubes. Great to see you gave a fantastic presentation today. Who doesn't need better service delivery? It's an imperative for the digital transformation. So, again, welcome to the Cube. Thank you. So tell us a little bit about what you do at Forrester, what your area is, and I want to get into your presentation today. >> Sure. So service delivery. Basically, when the application development team is ready to hand us something, whatever that issa Web service and application a service, we actually make sure that that gets to the work force or to the customer. So anything from Police Management Service Management, the front end relative to the service desk. Tell them anything around management after a performance of the applications operations. Anything like that is all about service delivery. >> And they were two. Two pieces of your talk really struck out to me on Dino. No George for a long time. So two things to majorities that you don't like to use one is users, right end users use it, and then the other really was. So talk about it. Why those terms don't make sense in this digital economy. And what does make sense? >> Yeah, so your users, it almost seems like to me, it is something where people are putting folks into a box that they are that they can like addicts. You know, user. Like I said, in a camp in the drug industry, we have users because they're addicts way have to somehow keep them at bay. We have to somehow keep them low and our engagement with them. It's no, it's not going to be enjoyable. It's not going to be fun, and it's not going to be actually effective. Unfortunately, these users today those are our workforce. There's our employees There's our partners and customers. They have other places to go. They don't need us and technology. So if we don't shift that thinking into that, their customers, so that we can actually enable them, we're might be able to lose our jobs. Because there's outsourcers service providers to workplace services, for example, as many companies out there who provide the service desk who provide of VD I who provide the services cheaper, faster and better. But what we have been lost or what if that's gonna happen? We are losing the understanding of the business for losing the connection to the business, and is that that could be a strategic conversation right? There should be a strategic conversations, not justa cost conversation. And when we think about user, it's all about cost. If you think about customer, its value and relevancy, >> okay, And of course, that leads to not its business. There's no such thing as a project. >> No, there isn't because anything we do if we think of information technology is anything almost like in the back room. It's something which is hidden in a data center somewhere in a storage or a server or in a device and it doesn't really add any value. >> Boiler, the boy, the room >> Exactly and way have done that. We have massaged it, what with whatever way measured the heck out of it. We measure meantime to repair. Well, who cares? It's time to business impact. This what we need to think about. So if we start thinking about customers to empty, TR becomes time to business impact. We're now thinking outside in and the same is true with I t. If we just use it for technology sake to Dr Information, we're not connected if the business, because it is about business technology, is dear to win, retain and sustain our customers. If we don't do that, we become borders. We become the, you know, the companies who all have not focused on the winning technology to make them successful. >> You had a really nice graph, simple sort of digital failing digital masters, and I were in between talked a little about things like I Till and Deb ops, and they feel sometimes like counter counter to each other. Once one's fast one feels home. As you talk to customer, you talk to customers. What can they expect? How long might these transformations take? Or what of the one of those key stepping stones you talked about? It being a journey? >> How do you >> will think about all this change? >> But that that's a good question. It's a very difficult question to have an answer to, and I think it has to. It has to be a little bit more compartmentalized. We have to start thinking a little bit more in smaller boxes, off influences or or areas where we can make some progress. So let's take, for example, Dev Ops and Vital and connect the process release, which is an I told process into this notion. If we combine Deaf ops and Tyto release, we're starting to see that the police management process. It's now a process which is done very agile very much. There is a lot more things behind that process and a lot more collaboration between a D and D and I, you know, to make the process of faster process. So we're now married, I told release management with the journey of Death, Bob's as we're starting to see release cycles off one day. Lookit, lookit Amazon. What they do I mean again, Amazon is a very extreme. Not everybody needs a police processes Amazon has, because it's just not that not every pieces is in the Amazon business. Maybe in ten years, who knows? Maybe in five, but those kinds of things that marriage happens through, more off for design thinking. And I think that's the practical way. Let's not adopt a Iittle blandly and say, All right, we're going to just redo our entire twenty six processes. Let's look at where is the problem? What, where? Where's the pain? What is the ninety day journey to solve that pain? Where's the six months? Nine months, twelve months, twenty four months? And if twenty four months is too far out, which I believe it's staying a twelve month road map and start adjusting it that way and measure it, measure where you are. Measure where you want to go and prove that you have done to Delta. Because if I don't measure that, I won't get funding for support, right? I think that's key. >> Devlin. You talked about the, you know, pray or a predator, right? That's good of a common theme that you hear conferences like this isn't a zero sum game, is is the taxi drivers. You know, the taxi companies screwed is, you know, the hotels in big trouble. I mean, Ken, cos you know who are sort of caught flat footed transform and begin to grow again. Talk about that zero sum game nous. >> Yeah, I think I think there is. There is hope. So I hope it's what dies last week saying right. But there is hope, hope if customers of organizations he's enterprise to see that there's a challenger out there. And if they don't necessarily stand up to fight that challenges start innovating in either copying or leveraging or ten. Gently do something else. Let me give you an example. When about two years we had a two years ago with an event in London and stuff I got Square was completely blocked off by the taxi drivers because uber was there were striking against uber or they were going on. It wasn't really a real strike was in London. It's a little bit of a challenge with unions, but anyway, instead, off going on a strike, why did they not embrace whatever they needed to and example is in the cab At that time, you could not use American Express or discover credit card uber. I never have tipple any money out of my pocket because that's a convenience. It's easy. It's enjoyable. >> Love it, >> We love it. It's simple. So why don't these other companies this cos the taxi cannot? Why don't the equip that technology in such a way? They can at least start adopting some of those innovations to make it a even part right. Some of the other things, maybe they will never get there, because there whatever limitations are there. And so that's what that's what I think needs to happen. These innovators will challenge all these other companies and those who want to stay alive. I mean, they want to because they have for street is forcing them to stay alive. They are the ones who will hopefully create a differentiation because of that >> essay, really invention required. It's applying technology and process that's well established. >> Thinking outside in thinking of you and him and me as >> customers, it becomes, you know, who just does the incumbent get innovation before the the challenger gets distribution? Exactly. You know, Huber, lots of cars. I don't have to buy them, but somebody like Tesla isn't necessarily disrupting forward because they don't have the men. They can't distribute it faster than you know. It depends where you are in the distribution versus innovation. So it's in the brief time. We have love to talk about the landscape. So and that's particularly the transformation of beings. BMC Public Company to private They were under a lot of fire, you know, kind of flattish revenues. Wall Street pound. You got companies like service now picking away at the established SM players. We're talking off camera, saying that's begun to change. Give us the narrative on that that sequence and where we are today. Yeah, we're going. >> Yeah, so if you go back, maybe me way back seven years ago or so you know, it started service now they had a fairly easy game because BMC with a very old platform, it wasn't really it wasn't. There was no fight. Um, and I think they were the enterprises. We're ready for something new, and it is always some new vendor out there is a new shiny object, and I have teenagers, so they always spent the next latest iPhone or whatever. I would >> sort of wave >> so So. And and it kept going in the other vendors into space hp, cia, IBM really had no challenge had no, no, didn't give service now a challenge either because the SAS cloud, the adoption of the cloud in this space was absolutely important. And service now was the first one to be on the cloud. BMC was not really doing much with remedy force at the time. Itis them on demand was in an A S P model. Not really an itis, um, and so service not just took names and numbers and that just grew and grew and steamrolled. Really? All of them and customers just were like, Oh, my God, this is easy. I loved it. Looks it loves it looks beautiful. It's exciting >> over for the >> same thing that innovation, right, That challenge, they served the customers. Then suddenly what happened is service now grew faster than native. You experienced some growing pains Customer saying my account rep. I haven't seen him for a while. They changed the pricing model a little bit too started to blow up their solution. And now board nebula, which is the ninety operations management solution der extending into financials and they're bolstering themselves into more of an enterprise solution, which is where BMC already has been. But they lost the connection to the customer. BMC did not love the customers at that time. Now, through some executive changes to really starting to realize that the install base they need to hug them, they're back in the game >> and watching >> service now. And they're going private. As you were asking the question earlier, try about giving them the funding to invest in R and D. >> It's so necessary if I want to give me your take on icy service now. Is someone on the collision course with sales Force? In a way, where does BMC go for to expand their their tam and to grow? >> Yeah, I said, I think so. So on the first comment Sales force and service. Now, absolutely now the CEO of service now does not think that sales force is his target off competition. I think it has to. He has to, because it is about business applications, everything. It's everything exactly So sales force and service now in I don't know. Is that the year you know, wherever Chris >> No, no, no, >> no. But they will there will collapse. Deborah Crash or you'LL see a fight. I think BMC should stay and really extend in this digital performance management in this operational management and really make it intelligent, intelligent decisions for operation for operations to become automated. To have a staff of eighty eight PM solution the application dependency mapping solution happening to be one of the best, really one of the best in the market. And customers love it. Tying that into two side intelligence, giving them the ability to understand before it happens not when it happens or after and then drive intelligence into different organizations to cmo the CEO, the CFO. Because that's what basis technology is all about. It's not about the journey anymore. They have that capability with products where service now does not have that >> great insight from a sharp analyst. Evan are like Evelyn Evelyn Ehrlich. Thanks very much for coming on the Cube. Forced to research wicked, we find more about the research that you do force the dotcom, obviously, but anything new for you, any upcoming events that we should know about where people should watch >> you go into Crystal Rica, Nicaragua >> mochi ice all right. We'LL leave you alone for a while, right, Evelyn? Great to meet you. Thanks for coming on. I keep right there, buddy. We're back with our next guest Is the Q ber live from BMC Day in Boston right back.