>>The Cube presents UI Path Forward five. Brought to you by UI Path. >>Hi everybody. Welcome back to Las Vegas. You're watching the Cube's coverage of UI Path Forward. Five. We reach cruising altitude on day two. Christina Seacrest is here. She's the process Artificial intelligence and automation GPS automation leader at ey. And Bob PCIs, executive director for Intelligent Automation for the state of Tennessee. Folks, welcome to the cube. Thank you for Adam. >>Good >>To have you. Okay, I don't know if I messed up that title, Christina, but it's kind of interesting. You got process, you got ai, you got automation, you got gps. What's your role? >>I have a lot of rules, so thank you for that. Yeah, so my focus is first and foremost automation. So how do you get things like UI path into our clients, but also I focus specifically in our government and public sector clients. So sled specifically. So state local education. So that's why I'm here with the state of Tennessee. And then we also like to take it beyond automation. So how do you bring an artificial intelligence and all the technologies that come with that. So really full end to end spectrum of >>Automation. So Bob, when you think about the sort of the, the factors that are driving your organization of, how did you describe that, Those sort of external factors that inform your strategy. What, what's, what are the catalysts for how you determine to deploy technology? >>Well, it was primarily that we know tendency has a tendency to provide good customer service, but we want to get to a great status best in class, if you will. And we had an external advisory review where it said, Hey, you know, we could make automation to improve our customer experience. And so that was like a directive of the, the state leaders to go across the board and automate all processes statewide, starting with the 23 executive agencies. >>So where's the focus from that standpoint? Is it on just providing better interfaces to your constituents, your customers? Is it cutting costs or you actually have more budget to invest? Kind of a combination of >>Those? Yeah, so it's, it's really both qualitative and quantitative, right? So quantitative is where we're able to reduce hours and therefore we can redirect people to more less mundane work, if you will. And then qualitative is where we're able to reduce the errors, improve data quality, reduce cycle time for our citizens, you know, when they're making requests, et cetera. So it's, I think it's a combination of both of those quantitative and qualitative metrics that we are mandated in, in micromanaged, quite frankly to, to bring, make those >>Numbers. So I'm from Massachusetts, when I go to a a mass.gov website, I say, all this was done in the 1990s and you could just see where the different stovepipes were, were. But then every now and then you'll hit one and you'll say, Wow, okay, this is up to, it's such a great experience. And then the flip side of that is you want your employees to be happy and not have to do all this mundane work so you can retain the best people. You don't have to. So you're living that in, in state and, and local. So where did you start your automation journey? What role did EY play? Let's go. Yeah, >>Sure. So I, I, I think the thought for process automation was probably three or four years ago, but then we started the program about 18 months ago and there was a lot of, let's say behind the scenes work before we could bring EY in, you know, like what resources was I gonna have in, in the state that were gonna help me address all of the agency simultaneously, right? Cuz normally you'll see a project that'll do be more siloed across the state and say, we're gonna do this agency, we're gonna do this division. Well, you have 40 other agencies that are, you know, the momentum is it's just gonna fall, it wayside. So how we looked at it was let's blanket it and go across all 23 agencies at the same time, you know, identify common processes that are used across 40 divisions, for example, right? >>So, so what we basically did is we procured the software, you know, did the contracts, and then it was really about, I designed, I'm gonna say a multistream approach where they were, we could run multiple work streams, independent define all the architectures, required dev tests, production, the disaster recovery at the same time in parallel developed the center of excellence, the operation model, the processes, methodologies. And the third one was, let's go out to a few divisions, business administration, health, you know, health, human resources, and be able to do a process inventory to see what was there. And then based on that, there's all this theory of well let's do a proof of concept. Let's do a proof of technology, let's do apply. Well, the bottom line is rpa technology's been around for a long time. It's proven there's nothing to prove. But really what was important to prove before we decided to go, you know, full tilt was, you know, develop a proof of perceived business value. >>Are we gonna bring in the, the business value, the hours and the qu qualitative metrics that is expected by our ex executive team, The leadership, we were able to do that, you know, with the help of help of ey, we built out the prototypes and we got the green light to go forward, got ey to start, and then we just basically went pedal to the metal. We had our foundation already defined. We built up the architecture in less than one to two months. Now, in, in a public sector or private sector, it's just not heard of, right? But we have a tendency with EYs technical team, myself, we look around the, the road around the rock instead, the rock in the road, right? So we ended up coming up with a very unique, very easy to easy to handle architecture that was very scalable. And then were able to hit the ground running and deploy in production by December where head of >>Was EY involved in the whole, you know, dev test production, dr. Center of excellence, the, the process inventory or did you bring them in? Did you kind of do that internally then bring EY in for the proof of >>Value? EY was actually awarded the contract for soup to nuts, basically the first phase, which was those four work streams I told you about. And they worked with myself and the state of Tennessee infrastructure architecture teams. We needed to get these things defined and signed off the architecture so we could expedite getting them built out. And then they, and they basically ran all four work streams, you know, the process, inventory, the prototype, the, the proof of perceived business value, the building out the center of excellence, working with myself. And, and this wasn't just us in a, a vacuum, we ended up having to, I mean, I could do the strategy, I could do the technology and I could said the roadmap and all the good stuff, but we had to actually meet with a lot of the state or tendency organizations on change management. How do we end up putting this process or an automation in the middle of the, the normal traditional process, right? So there was a lot of interaction there and getting their feedback and then tweaking our operational model based on feedback from the state of Tennessee. So it was all very collective collaborative. I think that would be the keyword is collaborative and then building out everything. So then, and then we ended up going to the next way where they knew so much and we were, we had such a tight timeframe that we continued with ey. >>So Christina, Bob mentioned center of excellence a couple of times in the state of Tennessee, but then beyond state of Tennessee, other organizations you've worked with in this space, what's the relationship between center of excellence and this thing we've been hearing about over the last couple of days, the citizen developer has that been, has, has, has that been leveraged in the state of Tennessee? Bob, have you seen that leveraged in other places? Christina? What's that relationship look like? >>Yeah, so we don't leverage that, that model yet we have centralized model and there's reasons for that. So we don't end up having maverick's, runoff runoffs have one off, have, you know, have a a UI path version or down this division or have another RPA tool in another division, right? So then all of a sudden we're, we have a maintenance nightmare. Manageability nightmare. So we basically, you know, I I I negotiate an ELA with UI path, so therefore if anyone wants to go do another automation on another division, or they would basically follow our model, our design, our coe, our quality gates. We we're the gatekeepers to bring into production. >>Got it. Now, yeah. Now Christina, what's your perspective? Because I can imagine Nashville and Memphis might have very different ideas about a lot of things. Yeah. Little Tennessee reference there, but what, what, what about what, what about other places are you, are you seeing the citizen developer leveraged in, in some kinds of places more than others or >>What? Yeah. Yeah. And that's part of, because of the foundation we're building. Yeah. So we laid, you know, when, when Bob talks about the first phase of eight weeks, that was amazingly fast, even in that's ridiculous. Spoke about it to say you're gonna lay these four foundations. I was excited, like, I was like, wow, this, this is a very serious client. They wanna go fast and they wanna get that momentum, but the AUM was laid out so we could propel ourselves. So we are at 40 automations right now. We're in the works of creating 80 more automations in this next year. We'll be at 120 really quickly. The AUM is critical. And I will say at a client, I've, I've worked with over 50 clients on automation programs. The way state of Tennessee treats the aom and they abide by it, it is the living document of how you go and go fast. Got it. And the one thing I would say is it's also allowed us to have such immense quality. So I always talk about you put in forward, you put in another 80, we're at 98% uptime on all our automations, meaning they don't go down. And that's because of the AOM we set up. And the natural progression is going to be how do you take it to citizen developer? How do you take it to, we call, you know, process automation plus, >>But methodically, methodically, not just throwing it out at the beginning and, and hoping the chaos >>Works. Exactly. Exactly. And >>The ratio of of bots to automations, is that one to one or you have automation? Oh no, the single bot is doing multiple. So how many bots are you talking about? >>We're doing, Bob, you're gonna answer this better than I will, but the efficiency is amazing. We've been pushing that. >>So our ratio now, cause we have a high density architecture we put in is four bots, excuse me, four processes. The one bot and four bots, The one virtual machine EC two server. Right? So it's four to one, four to one. Now what we're going to get by next summer, we'll do more analysis. We'll probably get the six to one, six to one that's made serious shrinkage of our footprint from a machine, you know, management perspective from 60 down to seven right now we're gonna add the next chunk. We add another 80 automations in FIS gear 24. We're only gonna add two more bot, two more servers. Right? So that's only 10 running like close to 200 bucks. >>And, and is doing this on prem in the cloud? >>No, our, the architecture's fully >>Oh, cloud based >>Ct. Yeah. So we use UiPath SAS model. Yeah. Right. So that handles the orchestrator, the attended bots, all the other tooling you need automation hub, process minor et etc. Etc. Cetera. And then on the state side in aws we have, we use unattended bots, cert bots that have to go down into the legacy systems, et cetera. And they're sitting on EC two instances. >>Was there, was there a security not hole that you had to get through internally? What was that like? >>No, actually we, we, we were lock and step with the security team on this. I mean, there are some standards and templates and you know, what we had to follow, you know, but they're doing an assessment every single release, they do assessments on little bots, what systems it's activating or are accessing, et cetera. The data, because you have fedra data of FTI data, you know, in the public sector to make sure we're not touching it. >>Do you guys golf? >>I do, yeah. Not Well, yes, >>If you mean I I like golf but not don't golf well, but so you know what, what a mulligan is. If you had a Mulligan right, for the state of Tennessee, what'd you learn? What would you do differently? You know, what are some of the gotchas you see maybe Christina in, in other customers and then maybe specifically state of Tennessee, >>Right? I would say, you know, it is the intangibles. So when we talk about our clients that go fast and go big, like state of Tennessee, it's because that, that we call it phase zero that gets done that Bob did. It's about making sure you've got the sponsorship. So we've got executive sponsorship all the way up. You've got amazing stakeholder engagement. So you're communicating the value of what we're trying to do. And you're, you're showing them the value. We have been really focused on the return on investment and we'll talk a little bit about that, but it's how do you make sure that when you do, you know, states are different with those agencies, you have such an opportunity to maximize return on investment if you do it right, because you're not talking about automation in one agency, you're talking it across multiple agencies. We call that the multiplier effect. And that's huge. And if you understand that and how to actually apply that, the value you get is amazing. So I, I don't, I can't say there's a mulligan here, Bob, you may think of some, I know on other clients, if you don't line up your stakeholders and you don't set the expectations early on, you meander and you may get five, six automations in over the year. You know, when I go to clients and say, we're doing 40, we're doing 80, they're like, >>Wow, that's the, but that's the bottom line. Gotcha. Is if you, if you want to have an operational impact and have multiple zeros, you gotta go through that process that you said up front. >>Exactly. A >>Anything you do differently, Bob? >>Well, I I what I do differently, I mean, I think, I mean we, we did get executive sponsorship, you know, and in one area, but we still have to go out to all the 23 agencies and get, and bring awareness and kind of like set the hook to bring 'em in, right? Bring 'em to the, to the, to the lake. Right. And, and I think if, if it was more of a blanket top down, getting every agency to agree to, you know, in investigate automation, it would've been a lot easier. So we're, we're, we're getting it done. We've gone through 13 agencies already and less than a year, all of our releases are sprinkling across multiple agencies. So it's not like a silo. I'll look at that. Everyone at every agency is being impacted. So I think that's great. But I, I think our, our Mueller now is just trying to make sure we have enough backlog to do the next sprints. >>Is it, you know, the ROI on these initiatives is, is, is so clear and so fast. Is it self-funding? Is there gain sharing or do you just give business, give money back to the state and have to scramble for more? Do you get to, you know, get a lick off that cone? >>Unfortunately we don't, but I, I, I try to see if we could get some property like, nah, we don't do that. It's all cost, cost based. But, but our ROI is very attractive, I think for, for doing a whole state, you know, transformation. I think our ROI is three and a half to four years. Right. And that's pretty mind blowing. Even if you look at private sector or, I, I think some of the, the key things which people are noticing, even though we're in public sector, we're we are very nimble. This project is extremely nimble. We've had people come in, exactly, we need this, so we're gonna get penalized. Okay, knock it out in four hours, four days. Right? So it's that nimbleness that you just don't hear of even in private sector or public sector. And we're just able to do that for all the collaboration we do across ey, across myself and across all the other organizations that I, that I kind of drag along or what have, >>What do you, what do you, do you see any limits to the opportunities here? I mean, is this a decade long opportunity? Is you have that much runway >>Or that's just not my dna, so we're gonna, we're gonna probably do it like in four years, but Well, when >>You say do it, I mean, will you be done at that point? Or do you see the weight, >>Look at, you know, we could boil the ocean and I think this is one of the reasons why we're successful is we could boil the ocean and and be, it will be 10 attended 20 year program. Yeah. Okay. Or we looked at it, we had some of EY guys look at it and say, I said, what's the 25 80 rule? Meaning, you know, give me, So if we had 500 processes, tell me how many processes will gimme 80% of the hours. And it was 125, it was a 25 80 rule. I said, that's what we're doing it, we're doing, we're gonna do the 80% of the hours quantifiably. Now when we're done with that pass, then we'll have those other ones that are bringing 20% of the hours, that's when we might be bringing citizens in. That's what we're bringing state workers in. But at that same time, we will be going back in the wave and doing advanced ai. Right. Or advance ia, in other words. So right now we do rpa, ocr, icr, but you know, there's NL ml nps, there's virtual agents and stuff. So that's like the wave we're gonna do through the ones we've already gone through. Got it. Right. So it'll probably be a two or three wave or iterations. >>Cool. Guys, thanks so much for coming into the cube. Great story. Really appreciate you taking us through it. Thank you so much for having us. You're very welcome. All right, keep it right there. Dave Nicholson. The Dave ante. We back at UI path forward five from the Venetian in Las Vegas. Keep it right there.

>>Hey everyone. Welcome to the cubes presentation of the AWS startup showcase. This is season two, episode four, where we continue to talk with the AWS ecosystem partners, this topic, cybersecurity protect and detect against threats. I'm your host, Lisa Martin. I've got a new guest with me. Ryan Ferris joins me the VP of products and engineering at Anisha. Ryan. Welcome to the program. Great to have you. >>Thank you so much for having me. >>So let's dig right in. Why are software vendors turning to Anisha to help them address and access the nearly for over 200 billion market public sector, federal market for cloud services? What is that key event? >>Yeah, it's it. If you know anything about FedRAMP and if you've looked into it, it takes a long time to achieve Fedra. So when customers kind of go into this cold and they're from Mars and they're like, what is bed? They usually find that it's an 18 month journey, maybe a 24 month journey. And so Anisha helps shorten that journey with lower costs and faster time to market. So if you're waiting for our revenue stream from say a government entity, we can get you there faster and get you to a, a state of Fedra certified in a shorter time period. And that's the value problem. >>Faster time to value is critical for organizations. So let's look at this journey as you talked about it, what does the path to compliance look like for specifically for AWS customers with a nation and without help us understand the value add? >>Yeah. So if you're doing it without Angen or if you're just kind of doing it yourself, which some customers choose to do, then they have to go on that journey and kind of learn about three primary things. One thing is how do I just write the entire package? Like there there's a thing called an SSP or a, a system security plan. And that thing is maybe seven or 800 pages long. And you have to offer that all by yourself so you can get help with that or not. That's sort of the academic and, and, and tech writing piece of it. There's another piece of it around what does my environment look like? So as I am ruling out this Fedra solution, what are each piece in my environment that needs to be compliant with Fedra? And it's a voluminous amount of things can be either a dozen or maybe up to a hundred things that you have to tweak and change. So there's a technical deployment store here as well. And then the third thing is keeping you compliant in your AWS environment after you've achieved kind of that readiness state. So the journey does not stop once you achieve Fedra, ATO, it goes on and on and on, and Anisha helps customers kind of maintain and keep them there in that fully compliance state after achieving ATO, >>What's the timeframe for AWS customers in terms of going, alright, we realize we're going on this journey. It's challenging. We need An's help. What's the timeframe to get them actually certified. >>Yeah. We look at the timeframe between the moment you deploy and the moment you start writing about that tech, that Fedra package and when you're audit ready, and in the best case scenario, that could be a few months, right? But you're always, your mileage may vary based on kind of your application readiness and how ready you are to pursue that journey. So the fastest happy path is a few months to audit, audit an audit ready state, but then you have, you kinda have to go through a process whereby you're in the queue for Fedra. And that can kind of take maybe an extra few months, but it really is that that three month accelerated timeframe in the best case scenario, >>Got it. Three months accelerated timeframe. Are there other compliance standards that besides Fedra that you help organizations get compliance with? >>Right. So it's a great question. So FedRAMP in and of itself is just really hard to get to. It's just so many things that you have to do, but if you get to that state, it's based off of a standard called missed 853 specifically rev four, that's kind of a mouthful, but once you achieve that state, there's basically 325 controls that come along with fed moderate. And that buys you a lot of leverage in leeway in mapping and sort of crosswalking to other compliance levels. So if you achieve that state, you buy a lot of, kind of goodness with things that map to either PCI or even HIPAA or SOC two. And, and so you, you kind of get a big benefit and sort of a big bang for your buck by having achieved that, that state for Fedra. >>So from an AWS customer, talk to me about, obviously we talked about the time to value the speed with which you enable organizations to achieve compliance and, and readiness. What what's in it for me in terms of working with a nation as an AWS customer. >>Yeah. For, so for AWS specifically our stack, well, we have kind of two versions of our stack. One is meant for Azure and it's kind of cookie cutter and meant for folks that have an entrenched Azure footprint. The other is it's the majority of our market it's folks that want to in accelerator footprint in AWS. So what's in it for you is that Anan kind of presents something that looks pretty similar to a landing zone, but it's a little bit more peppered with complexity and with tuned configurations. So if you're an AWS customer and let's see you've had an environment for the last 5, 6, 7 years, we help you kind of take that environment and enhance it and become FedRAMP ready in a much faster state. And we are leveraging and utilizing a lot of native AWS core services like ECR, for example, is one we're just starting to lean into AWS inspector for bone scans, those types of things. And then kind of when you get up to that audit, ready state and through ATO, we aggregate a lot of that vulnerability information and vulnerability scanning information into a parable readable, actionable format. And most of those things, those gatherings of data are AWS specific functions that we kind of piggyback on. So we're heavily into cloud trail and, and quite heavy into kind of using the things that are already at our fingertips just by deploying into AWS. >>Yeah. Leveraging what they already are familiar with kind of meeting the customers where they are. I think these days is such an important factor to help organizations make the changes as quickly and dynamically as they need to. >>That's right. Yeah. That's perfect. Yeah. A lot of customers, you know, when, when they start on the journey, they kind of, they, they sort of uncover the, uncover the details around, well, I have an application and this application has existed for six or seven years. How do I get this thing FedRAMP ready? And what does onboarding mean to your stack? We try to make that specific step as easy as possible. So when I'm on the phone with prospects and I'm talking to 'em about embarking on a journey, I kind of get them to a mental model where they treat their application VPC or their application environment as sort of a, and we deploy a separate VPC into their, into their cloud account. And then we peer that information. It's kind of getting into the mechanics a little bit, but we try to make it as easy as possible to start doing the things that we're obliged to do for FedRAMP, for their application, like bone scans and, and operationalization of logging and things like that. And then we pull that information into our AIAN managed BPC. And I think once customers really start to understand and sort of synthesize that mental model, then they kind of have this Baha moment. They're like, oh, okay. Now I, now I really understand how your platform can accelerate this journey into a period that is no more than say two or three months of onboarding >>No more than two or three months. That's, that's a nice kind of guarantee for organizations who are you typically engaging with? Is it the CISO level or are there other folks involved in this conversation? >>Yeah, I, the CISO is probably the best persona to engage with, but it so varies from customer to customer and you never really know who's really gonna, oftentimes it's the CEO or, or sometimes it's a champion that might be the CFO or someone that's incentivized to really start getting market share for federal customers that they don't have access to. That might even be a VP of engineering that we're, that we're conversing with. But most often I think the CISO is central because the CISO of course wants to give in details of what does the staff consist of and exactly how are you helping me with this big burden of continuous monitoring that fed Fedra makes me do. And, and where, where do you fit in that story? So it's usually the CSO, >>Usually the CSO, but some of the other personas that you mentioned sounds like it's definitely a C level or at least a, an executive level conversation. >>It is. Yeah. I'll try to divide that a little bit from my persona. Like I, I run engineering and product. I'm usually dealing with a rather talking to and engaging with the CSO, but the folks that cut the check are either either the CEO or the CFO that really want to widen that kind of revenue stream that they don't have access to. And they're the real decision making personas in this deal. Now, after the decision decision is made, then, you know, they're vetting through VPs of engineering or engineering leaders or the CSO. So like the, the folks that pull the purse strings are usually, you know, the ones that are cutting the check to make this investment that is usually the CSO or rather CEO and the CFO. >>Got it. Okay. So if I'm an AWS customer and I'm on this journey for fed re certification, I've, I've been on it for a while. How do I know it's time to raise my hand or pick up the phone and call Anisha? >>Yeah. You know, some customers that we speak with have already tried to do it and maybe they've failed. Maybe they've been like 12 or 14 months into the journey. And they've said things like, we just don't know how to put the package together, or maybe they've engaged with the third party auditor. And the third party auditor has said, sorry, you guys need to go back to the drawing board or maybe they've missed a good percentage of the technical requirements and they need some consultation and advice or a cookie cutter approach. So it kind of, every journey is different when we are engaging. Sometimes folks are just coming in completely cold or maybe they failed. But the more interesting ones, and I think when we can look a little bit more like heroes are the ones that have tried it, and then a year later they come back, they come back to an, and they want that accelerated goodness. >>Do you have a favorite customer story that you think really articulates the value either from a customer who came in cold or a customer who came in after trying it on their own or with another partner for a year that you think really demonstrates the value that AIAN delivers? >>Yeah. There is a customer story that's sort of top of mind and it's, I think the guy primarily stuck in what tooling I'll anonymize the customer, but this customer kind of chose the wrong level of tooling as they embarked on their journey. And by tooling, I mean, let me get a little bit more specific here. You can't just choose any vulnerability scanner, for instance, if it's a SAS product, or if it's sending data or requests outside of your Fedra boundary, then you're gonna run into trouble. And this reference customer, or this prospect at the time kind of had a lot of friction there. So as they were bumping up against that three Pao deadline, they realized they had a lot of work to do. And we simplified that, that part of the journey substantially for them by essentially selecting and spoon feeding them and, and sort of accelerating that part of the deployment and technical journey for them. And they were very delighted by that part of it. >>When you're talking with customers who are in, in a state of, of change and fluxes, who isn't these days, we've seen the acceleration of digital transformation considerably over the last couple of years. How do you talk with them about a nation as an enabler of their digital transformation overall? >>Yeah. Digital transformation. It's a, it's a broad word. Isn't it like for, for customers that are moving from an on-prem world into the cloud world, you have this great opportunity to kind of start from scratch. And so for Anisha, we are deploying and maybe not start from scratch, but when you're moving from an on-prem environment into the cloud, your footprint, you have this really nice opportunity to embrace more of AWS core services and to kind of rebuild things, kind of make your architecture drastically improved, or like look different to be more supportable and like less operational overhead. And so when an nation presents itself as sort of this platform in a walled garden environment, some customers have this aha moment that like, if you're gonna move either a portion of your environment or a specific application to the cloud, AIAN really helps you establish that security within that boundary and that footprint in a, in a much more accelerated fashion, then if you were selecting each part of your security infrastructure and then trying to implement it by hand, and that's kind of where we shine. >>Got it. We talked about the personas that you're typically engaging with depending on the organization, but how do you help enterprise companies who say Anisha, we wanna improve DevOps efficiency. We wanna get our applications secure that are running on AWS and those that we may wanna move to AWS in the future. >>Yeah. This gets into futures a little bit, but part of our roadmap, a little bit of a, a kind of a look around the corner for our roadmap is that since we know so much about the FedRAMP environment and FedRAMP moderate and the standard called this 853, it's a really powerful security view. And it's also a really powerful compliance view. So, you know, as I was saying before that, if you achieve a lot of depth and excellence in nest 853, it buys you a lot of kind of crosswalk and applicability for SOC two and HIPAA and PCI. So for DevOps organizations and for just engineering organizations that want more pre-pro insight, there's no reason why you can't just deploy our platform and our stack in a pre fraud environment to get that security signaling such that you can catch things early and prevent maybe spillage or leakage or security issues to go into production. So one of the things that we're doing on a roadmap is a, a feature that we call compliance insights, whereby we present a frame of missed 853 RAV4 that you can deploy into any environment. And that particularly helps the DevOps role by saying, well, if I just, for example, exposed an S3 bucket to world, then I can catch that configuration, that compliance product and catch it, trap it and fix before it leaks out to. >>So you talked a little bit about kind of some of the things that are coming up on a, on the product side, what's next for Anisha, as we look at we're rounding out calendar year 22 coming into 2023, there's still so much change in the market. We've got to embrace that. What's next for the company. What can we expect from the VP of products and engineering? >>Yeah, I think in two, two big areas here, we're gonna double down on our Fedra offering offering, and just continuously improve it and improve it. We're pretty tempted to lean in more heavily to CMMC. We hear a lot about CMMC kind of on the periphery, but we just haven't quite felt the market pressure to really go after that. But there's definitely something there. And I would anticipate some offering that maps to that specific compliance that, that compliance framework. And then in the enterprise, we just month after month, we discuss more about how we can create more flexibility in our platform, such that commercial customers can get more of that goodness, and sort of more of that consolidation and time to market, particularly for small and mid-sized customers. So we'll be releasing more of those pieces of functionality in 2023 as well. >>So the commercial folks be on the lookout for that. >>Yes, absolutely. That's a huge untapped market for us. We're super excited about it and we'll be a little cagey on in our plans until we kind of get through this early availability period and then probably make a bigger splash in the first half of 2023. >>That sounds appropriate. Where can the audience go to learn more about what you guys are doing and maybe get ahead on some of those teaser that you just mentioned? >>Yeah. I think our marketing folks will push out more data sheets and marketing material on what's to come. And if you ever wanted to be part of this early availability program that I just discussed, or that I mentioned, you can always go to anan.com and ping us, and we'd be happy to have a conversation with you and we'll lift up the hood and allow you to look under there for, and just carry on the conversation around what's to come. >>All right, getting a peek of what's under the hood. That's always exciting, Ryan, thank you for joining me on this program. AWS startup showcase. We appreciate your time, your insights and a peek into what's going on at Anisha. >>Awesome. It was a pleasure. Thank you so much. >>Likewise. We wanna thank you for watching the AWS startup showcase for Ryan Ferris. I'm Lisa Martin stick right here on the, for great content coming your way. Take care.