>>live from Washington, D. C. It's the Cube covering Bumi World >>19 Do you buy movie? >>Welcome to the Cube of Leader in live tech coverage on Lisa Martin John for years with me were a Bumi World in d. C this year Excited to have there could be four really chatty people in this segment warning you now we've got Mandy Dollar while the cmo abou me Anibal Corker s V p of sales guys welcome thistles been in Austin. This is day one of the main event partner event started yesterday Partner Summit One of the things that is always very resonant with Bhumi events as you get this sense of collaboration with your partners with your customers and it's very symbiotic. So some of the numbers that came out today I wanted to kind of geek out on numbers because last boom, the world was on the 11 months ago, and I think the numbers we were talking about where 7500 customers adding five new a day. Now it's over 9000 in over 80 countries. Your partner program is blowing up 580 partners, incredible growth. And Chris McNab told Jonah me earlier today. This event? Actually, no, he said in the keynote five x What? It was the first event. Wow. You guys all look very refreshed for being this busy facade. Mandy, talk to us about what's going on. Abou me from your perspective. The new branding is really cool to have that represent what booby is delivering. We're at a >>growth trajectory and we had to refresh our brand to put a new face on this business so we could accelerate our growth. This is a whole new boo me to the world. When I stood up, it sails kick off earlier this year. In February, we reposition the company and focused ourselves on selling solutions. And as a part of that strategy, to start to amplify this brand to really become more of a known entity in the market, it was time for us to polish the brand up. You know, we had tremendous product market fit for many years. We just forgot to tell the world. So when I came on board, I can't keep a secret. Here I am Brandy. Look and feel. Lots of new customer stories. We're accelerating outcomes. >>Very clean. Logo queen branding. What's the brand promise. Where do you want to take the brand? What's next? Where's this going? Take us through the vision. >>Great question. The vision for the business Is that why we exist? We went through and, you know, we deliver a connected business experience that the real reason why we exist is to accelerate business outcomes for our customers. That is our vision, all right. We're connecting and unifying everything in a ditch. Digital ecosystem. The world has gone digital. No longer is software eating the world digital. Is the new game in town gloomy as well. Poised to go do that? That is the vision. And it's all about the customer and sharing their stories and the winds that they have worthy, enabling technology that drives that outcome faster and better than anybody else >>we had on earlier the founder of Bumi sharing early successes, Lisa asked him the background behind all started, and he said, we made a big bet and self aware Founder said We got lucky and he got lucky. Made a big bet on cloud. Now you guys have 9000 customers. Last year, your number one number one priority was customer success equation then the keynote again this year. You guys are crazy about customer outcomes. What >>is >>that mean? You hear customer success equation? What is the equation? Because the math equation isn't like, is it? What? What is the formula? >>Well, I think it entails a couple of key things. It starts with the product right, and it doing exactly what people are looking for it to do. And the reality is most people come in and they have an idea that they want to do X, and they really end up doing X plus y Times E. And and that becomes that's a big part of it. So getting to understand the platform and then showing them, you know that we really care about their success, that in fact it's either win, win relationship or lose lose, we have to make them successful. We have a tremendous muscle when it comes to customer success and our support efforts and those types of things. So just making sure that they're on the right journey, that they're leveraging the platform that's doing what they wanted to do. And again, we're seeing so many customers come back in now because of that and thinking that they can solve so many more problems than what they originally anticipate >>talking on our opening around. Um, you're successful business model like you talk more about that. But in contrast to what we've been reporting on our sites and silken angle in the Cube is Wall Street sees we work pulled their I p o uber, all these big companies, they buy market share, get a position, and then they try to crank the monetization. They're not being looked upon favorably right now, because that entails extracts from the customer. You guys are more on the other side, the Cloud SAS model, which is provide value if you need more, buy more, lower price fits increased. That's an Amazon like flywheel. Yeah, So you guys are on the positive side of the SAS formula as you have that first you guys agree with that's happening. But what do you say to customers who is booming? Because now you're you have leverage software business. Yeah, we have the professional service is what does this mean for customers? >>We'll get I would say that what it means is that they can come in and solve a problem so much faster than they ever thought they could solve it before. They're thinking they want to go on a journey. Everyone talks about the journey right, and it all. It comes in about 1000 different shapes and sizes. And with Bumi having a layer like this to be able to connect, what you need to connect when you need to connect it, how you need to connect it, that's and doing that in such in a fashion that no one ever really thought. And again. You said you had Rick Nucci and in the Founder where they thought I just talked to a minute ago. And I always say he was talking about how he was listening to some of the customers success stories. And I looked at him. I said You didn't think they were ever going to do all this stuff, that they could do all these things And he said, You know what? We didn't anticipate. It really didn't and so getting them to do that. But the key, to be honest, a big part of our growth, although we're acquiring lots of new logo. Certainly, as you mentioned, let's new customers a huge part of our growth is that again people are going, man. OK, I I brought in a new SAS application service now, or something like that. Okay, that's good. But I've got all these FTP problems and I've got this database issue and I need to be able to leverage this existing on Premiere P. And now I'm going to work Day and I have to be able to, and it's just it's just we see them just starting to get very creative about how they're leveraging the fact >>it's opening up. You say, you know, from a marketing perspective, unlocking potential. But it's really true. I I saw yesterday first and the manifestation of the Bumi fandom. That's rial. I was talking to one of your customers who integrated use integration for a particular opportunity. I thought there might be some, you know? Wow, there's gonna be a lot of data coming out. What can we do with this? And all of the, um, kind of side benefits that came from that they couldn't have predicted. Neither could have Rick Nucci, but how they're able to become even, you know, as a transportation logistics provider, trusted advisors to the carriers and the shippers that work with them. And then they're realizing, Oh, actually what we're doing, you know, under the hood with Bhumi is making a carrier more productive because the workload is less less clicks, etcetera. So it's really it shows the transformation doesn't just stay within your customer, their customers as well. The sort of this snowball effect. It really got that resoundingly yesterday from summer combo, >>where we see the people, the customers figure out if this becomes a common data layer for their monetization journey, right. So now they have control of all this data, no matter where it is and how it's going out in public cloud private clouds, public's ask, whatever it is, and then they now they've got control. They can become creative with the data. Now they can provide new service is to customers and suppliers and partners and internal stakeholders, whatever it might be. And I think that's that's it. Haven't clicked for us a couple years ago, and Mandy has been great about making that really how we send the message and it's really seen takeoff. >>We really speak about transformation, right? That's business processes. That's customer experience. How do you take that data and build upon it using our flow capabilities and take thes wrote processes and start to have them automated in a way that you're driving new customer experiences. Right? Employees on boarding is one that we use internally. We talked about it before our MPs went from a negative. I don't know, two incredibly positive, right? That's what this technology can do. Once you have that data layer in, we become that enabling technology to to go drive these additional >>out. And he has net promoter score for the folks at the jargon that this piece of a good point with the new branding we saw, it resonates. Well, it's gonna create a lot of brand impressions. I know you've done a great job of getting it out there. It's only gonna get better. But you get the brain of pressure. Then I want to know who is booming. If they know Bhumi, who what's the new room? We're gonna be like, What's the plan? How we're going to scale up the messaging? How you gonna take it? The market with the brand, There >>s O. Our core strategic initiatives are really what's on top of mind for Cee Io's right connection is important. That the stuff that will talked about in terms of on Prem and multi hybrid cloud scenarios right modernization, right? Getting stuff off of legacy Fed has a massive opportunity in terms of modernization. We're seeing that already. You know, we were Fed RAM certified in August. We've already got her for stealing the door. Congratulations. A fantastic opportunity on modernization, transformation. The stuff I spoke about customer experience, the one I'm particularly excited about. This is the marketing strategy coming through the innovation layer. We have a quick serve retailer that is now taking facial recognition. When I go through a drive thru triangulating my data with Maya vehicle license plate, making me on the spot loyalty offers and also saying, Oh, Mandy, would you like your regular breath breakfast sandwich Order That is the artist >>or not, you're in a good mood or Rolls Express. Oh, >>yes, >>minutes late today she's going to storm through here, right? Like that level of sentiment analysis based on my voice. The other stuff we heard this morning, right? We're triangulating all of that to go Dr whole new ways of doing business. So that's what I find hard. Your >>ecosystem is a key part of any growth strategy. I have to get the customer equation I loved. Loved the business model. You know, a big fan Disclose that everyone knows that. But be successful. You guys have a challenge. You have to grow the brand. You had to build the ecosystem, build the community with education pieces again. They're these >>air >>real blocking and tackling things. What? You guys, what's your opinion? What do you guys gonna do with that? Give us the playbook. >>We've brought it all together under one brand now, right Community saw this morning the boom Evers. The >>asked 1000 people in that community manager. >>Absolutely. And now we are ready for exponential growth, right? We have a way to game. If I We have a way to certify and train more people are partners. Demand it. There's a skills gap in the market in technology. That's a known fact for many years. So how do we quickly enable intelligence around the Bumi platform and mind trust and share? So that's something that's gonna happen. So we're creating this in waves were creating a viral ality component to our community right, all under the Bumi brand. So it all becomes additive. And that was important for us, as far as a growing up as a business is. Well, we're We're on this fast growth trajectory and everybody's off doing their thing. So I came in and said, All right, guys, let's let's build some cohesion here and that is going to help us as we scale this business >>will. On the sales side, you're gonna get a lot of pull now from the marketing Digital's. A lot of organic stuff goes on digital. We know we do a lot of cubes that we see the data. You guys still get the lead. You got too close sale cycles. This is kind of the business side of it. How's that going? What's that? What's an engagement looked like? How fast do Customs committees that word of mouth they talk to each other? What if some of the dynamics in the field? >>Well, we're seeing some of those times shrink. It's weird. I've been here seven years, so it's, you know, my team then was like 10. Now it's 470 or something, and so we've grown very fast, but it's on. We came in before. It was kind of like a connection deal. Last minute I thought, you know Oh gosh, I got an immigration problem. But now, a couple years later, it started really extending because it became a little more strategic. But now we're starting to see it shrink because people realize they're bringing it in, and they know that it's something that's key to what they have to do. What we're seeing is, is it's it's It's something that all of our partners are partners air so critical to helping us with the journey because we're really still just talking about one little piece of that larger pie. And so they come in and become with Come in with us every single time and we're globalizing as you mentioned all the countries that we're doing this in. But you know, France and Germany, or big efforts for Japan, the Fed those were like four areas. If I could pick that partners and how we're going to those markets >>are credible. Follow up on that. Just as you guys are getting these deals. Whats When does a customer know they have a Bumi opportunity? What is their problems? or a moment Is that a certain use cases? It like, Wow, I got integration problem. Is it integration? Problem called Boo me. What's that? What's the success pattern that you're seeing for the winds? >>You know, I'm gonna go back to the four that we talked about because, you know, part of part of my challenges, the sales leader for seven years was I've said this is the most organic technology I've ever I've ever dealt with. Representative. Because when we walked in, it could go anywhere. People wanted to do Data Analytics. They wanted to solve that TP problem. They wanted to do front. And you heard Olive from Sky. And she's thinking front end customer support stuff. So it really could go anywhere now is always always about managing data and collecting it. But, I mean, it really was. It comes from so many places, and the sale cycle has been, you know, has changed because of it. >>So as the marketing and the brand have evolved since Mandy spent on board, how much are you time? Are you still spending describing? Okay. So Bumi is how much more brand awareness and recognition do you have now? And how is that making the job easier? Because the attention the renewal rate is really high. 97%. >>Yeah, what's actually almost 99% from our field customers, and then we get over AM customers as well, about 97%. So how do we How do we keep the customers >>in terms of brand awareness, all the recognition? How much if you compared to seven years ago, when you were having to say, Well, buoy is now with Chris, McNall said, Hey, there's gonna be 100 different mentions of customer stories at this event alone. How much easier is your job? Enough sense? Because people are now much more aware of Bloomie's capability. >>I think people realize they need. This is what I say to all of our partners and even we're talking Deltek people. Every single customer will invest in this type of technology over the next several years. It might be a very tactical thing to do, but but call it a night pass. Call it a simpler way to connect and manage and access your data. So, yes, we're proud we're over that bridge to say OK, this is what was legitimate I think we're still having conversations about how strategic it is. But again, that's typically an interpretive process. We weigh very rarely come in and say Someone says, Oh, I'm going to replace all of this So it is. It's I'm going to solve this problem And then they go, Oh, all right now And its architects and leaders are going, Oh, well, we could solve all of these other problems that we've had >>Well, and if I may, they say, normally it would have taken me months to do this and you did it in days. Yes, we're interested. So that's that's the value. Proper >>the equation. Accelerate, right? >>Well, they were. The thing that we're observing is that the projects are increasing, not decreasing, and the number of project because they could be little things. That's right. That time to value is the proof points versus the long monolith proposal. It's up and running, and the jet states for months and months. >>Well, you talk about the integrators that we have so many integrators that we work with. We were worried at first years ago. Are we taking their business from them a little bit right? Because they have a lot of folks who are focused on that. But what they found is they're solving problems faster. But they're just doing the time. More problems, right? There's that there's this. Projects are growing. >>What I love about your business model is that the trend that we're covering is it's not I t setting the pace of projects. It's the projects themselves that then dictate to the cloud scale. And so I think you guys are tipping on this new we call Cloud to point out, which is it's completely flipped around anyone. If it's a mission based organization or for profit, there's a project to do something valid. You That's right. I t is just has to support it, not dictate terms. So this is a whole different level of thinking. Having the SAS business model >>well and layer in the usability of the product, right? The interface We go after citizen integrators lines of business. I can go build something for my marketing text back that's powerful, >>and the veterans examples of great one of the key No. Two people have to get done and they make a difference. They create value, >>absolutely speaking of value, this event is five x bigger then it was two years ago. Mandy, congratulations on everything that you guys have done. The voices of your customers are couldn't be stronger. That's the best friend validation that you can get. We're excited to be here. We've had a great day. One can't wait for day two tomorrow. >>Yeah. What are you doing? The product. >>Yes, I do. And more customers as well. We could all live on from sky, for example. Jillian is on. I think candy dot com hopefully is gonna bring in some candy. >>Yes, they well, two ton can. Absolutely. There's candy right back >>here. Awesome, guys. Thank you, Will and Mandy. So much for having the cube here and joining with us today. >>Thank you for your support. It's always great to chat with you about >>our pleasure. See, I told you it's gonna be chatty. John Ferrier. I'm Lisa Martin. You're watching the Cube from Bhumi World 2019. Thanks for watching

>> live from Washington, D. C. It's the Cube covering a ws public sector summit. She wrote to you by Amazon Web services. >> Welcome back to the cubes. Live coverage of the ES W s Public Sector summit here in Washington D. C. At the 10th annual eight of the U. S. Public sector summit. I'm your host Rebecca Night, along with my co host, John Farrier. We're joined by Adelaide O'Brien. She is research director. Government digital transformation strategies at I. D. C. Government incites Thanks so much for coming on the show. Adelaide. >> Rebecca for having me. It's I'm pleased to be here today, >> so I want to just start really with just picking your brain about about the topic of this conference, which is about modernization of government. What is the state of play? How Where do you Where do you see things from where you sit? >> Well, as you know, the federal government right now has been under about a 10 year directive to go cloud first. And what we've seen is, you know, a lot of agencies not all but some of them have a struggled with that, Uh, and it hasn't really had the momentum of the velocity that as an analyst, I I'd like to see and s o last year. The current federal seo says that can put out a policy, and it was about actually moving to Cloud Smart. So it wasn't just to do cloud to be more efficient to save some of that money. That about 75,000,000 that's spent on maintaining legacy equipment. But it was actually thinking about using cloud to be very, very agile to help deliver better citizen services. And what's interesting is this. This whole concept of cloud smart is also very supportive. The Modernization Technology Act as well as the report to the president on it. Modernization. So last year we saw both executive and legislative support for agencies to move to cloud. >> So, as you said, it doesn't. But it's still from where you sit. Doesn't analyst. It still doesn't quite have the momentum and the velocity that you'd like to see. What do you see as the biggest obstacles? >> Well, and this was actually identified in Cloud Smart and yesterday and today I heard a lot of agencies talking about thes three aspects, and I think you know, 10 a W s is a great place to help them. So one of the first is security. And we know when agencies, you know, were first Ask Goto the cloud security was, you know, the biggest barrier in their organization to cloud. And and so I think it was the 3rd 8 of US Conference. It was actually in this building, and I know there's been but I wasn't the first to and I could remember is an analyst. I was so pleased that Teresa had Roger Baker, the CEO of Health and Human Services on stage, and they were talking about getting fed Reum certification, and I think it was one of the first. And it was it was thrilling that such a large agency had invested so much time and money about working with eight of us to get February certification. So to me that that was like, you know, an initial pushing a start, so security is just so so important. And now you've got, you know, so many different software providers working with Amazon. Eight of us on security on DH. Even today, at one of the breakout sessions, the senses really talked about because the CIA moved to eight of us, and they put their most sensitive information in the cloud they felt comfortable with putting the personally identifiable information in the cloud. I'II our census data information. >> If it's good enough for that for that kind of information, I can I can put my business >> exactly there, Tio. Exactly >> the question I want to get on the comm on the research side is competition of opportunities. Is Old Wick about old gore Amazon? Always the old guard, The old way of doing things. They're pretty much in the new class. Dev Ops. We've seen that on the enterprise side Certainly start ups, any jazz, these examples like Airbnb. You see those at conferences over the years that we have the example of these cloud Native Cos. How does government now look at suppliers as partners? Because the big debate is you picked the right cloud for the right workload. Work lotion to find cloud architecture. You can't just split clouds up amongst Microsoft, Google, Amazon and oracles of the world. The whole multi vendor equation shifts in this new paradigm. How do you see that playing out? >> Yes, it does. But I also see and what I've heard today over the last two days is, you know, agencies are actually looking for a partner who can grow with them and learn with them. And I heard that over and over again. You know, they want a cloud provider that you know, has skin in the game, and that actually helps them. And we've seen that they also want a cloud provider that's innovative. And, you know, one of my concerns is I learned about how you know, scale. Everything's about scale today, right? And how Amazon now has eight of us has scaled up so fast over the last couple of years and all the innovations that they're able to provide. And so the question is, how can you keep that culture alive? And, you know, it's kind of like that start up culture at eight of us, right? How can you keep that alive? And, you know, I think the answer did today and, you know, I wish I would have thought about the question in the way he talked about it. You know, when you get big, you get conservative right, because you have too much to lose and too much is at stake. and, you know, as an analyst, I'm seeing eight of us. Not only is a growing fantastically, but it's innovating, and I think that's what gives you than this innovation. The you know, you don't have to be a a Silicon Valley software company to innovate, and I think part of it comes from I think Theresa's said that 95% of A W S's roadmap is based upon what they hear from their customers. So you know that that ear to the ground knowing the government business, federal, state, local, is so, so >> important. This trend that's helping them to also is the move to sass with capabilities on digital using suffers a service business model. So again, it's all kind of timed up beautifully for these agencies that were slow to move in the past. This is an analyst, er, >> yeah, so So security is one of the things on Cloud Smart, and I think that was one of the biggest, biggest barriers to momentum. But the others acquisition. So there's three things about clouds smart that agencies are to pay attention to, and I think you know what's really helped in the acquisition is, you know, the standardization and not only the federal up certification. And, you know, eight of us is healthy cloud providers. Software's the service providers get Fed Ram certification. And so, in the end, this is announced at the conference last year of a TIO on a W s. Right, because it's an arduous process. If you don't know what you're doing, it can cost you a lot of money and take a lot of time. So, you know, eight of us is working with his partners, and that's all good for the government sector, right? Because the more vendors that go through certification, the more they trust them and the more they can trust, you know, the integrity of their data in the cloud. So the acquisition is the 2nd 1 But the 3rd 1 is the workforce, and I think you know, And he mentioned it today. You know, a lot of the resistance, and a lot of the inertia of cloud is not just the technology, it's training the workforce, and I, you know, I thought, it's so so important because it's not just an conversation any longer. Going to cloud is part of digital transformation. Is the foundation of it. And so that has to be a conversation with all levels of agency executives. And they have to agree Otherwise, you know, if you're innovating, you've got, you know, islands of innovation and you on the cloud you can start to Yes, you can pilot, but you can start to really get scale there and transform your whole business. And it's all about serving citizens better and innovating to serve them better and automating your processes. You know that's so important as well. >> So how would you describe the work force? I mean, when you think about the private sector, workforce, women, when in terms of cloud computing versus the government, you tend to think one is more bureaucratic. There is obviously more red tape may be slower moving. How What are you seeing? What are you hearing? >> Well, you know, at all levels of the workforce and especially in government, there's a big push now to automate everything. He and you know, the government at all levels. Federal state local realizes they're actually competing with the private sector for work source. And so, you know, historically, government would say, Well, what's the next skill and we better start preparing for that, right? What's what What's coming down the pike and we we need. And now it's like, How do we prepare for people who enter government and move in various different jobs and move in and out of government? And so when you think about that, that's a skill development and technology can help with that. But it's also a mindset of accepting the fact that people join government to serve, and they might leave and come back. And so that's very important, but also the in terms of cloud smart. The workforce has to be able to understand cloud and howto work with vendors, you know, and it's not necessarily, you know, owning your own equipment. But it's it's it's trusting your vendors and trusting them with your business and and how do you, you know, provide these solutions to the line of business folks? And in a way, I actually seen you the IT department become much more responsive to the line of business folks. And my advice, Teo government executives, especially the folks, is always think of yourself as a service right. Think of yourself as a service. You know that as a service to the line of business folks and, you know, help them understand what what they need, how they accomplished their mission. Maybe give them a short list of solutions to help them out, but really start tracking them. You know what they're accomplishing, and that will help fuel. Then you reinvestments help. You know where to spend your money next And really, you know, just fuel this whole mission accomplishment. >> One of the things that we've been talking a lot about on the Cube for for years is the new role of the chief data officer in any organizations. A lot of federal agencies air now, also putting in their own chief date officers. Can you talk a little bit about what you've seen and what and how they're being used? >> Yeah, so they're our chief data officers in the organization's it again. That's one of those skills were you know, government's going to compete with the private sector for them, and there's probably not enough to go around Andi. And so it's a very precious commodity. And, you know, it is especially like in your research organizations. You've got chief data officers there, but in a lot of the other areas. And, you know, especially in the civilian government, you may not be able to have your old, you know, chief Data officer. Right? You certainly have all the data, but you may not have someone like that. And that's where you know some of the things that that I that that I'm advising agencies to look for us who can help you, then give you some of these big data and you know, a I and ML solutions that your line of business folks Khun, start to interface and work with. And maybe you have Chief data officers set up the data fields initially, but that's where you've got to start to democracy eyes, you know, a I and m l. And because you're never gonna have enough Chief data officers in anyone organization to possibly calm through all of that data on DSO, that's again where technology can help. >> Great. Well, Adelaide, thank you so much for coming on the Cube. It's been a pleasure. Having you >> was great being here. Thank you so much. >> I'm Rebecca Knight for John Furrier. Stay tuned. We will have more of the cubes. Live coverage of a ws public sector summit