>>From the cube studios in Palo Alto in Boston. It's the cube covering, empowering the autonomous enterprise brought to you by Oracle consulting. >>Welcome back everybody to this special presentation of the cube where we're covering the rebirth of Oracle consulting is a digital event where we're going out, we're extracting the signal from the noise. We happen today to be in Chicago, which is obviously the center of the country. A lot of big customers here, a lot of consultants and consulting organizations here. A lot of expertise. Mike Owens is here as a group VP for cloud advisory and the general manager of Oracle elevate. Mike, thanks for coming on the queue. Appreciate it. I'm glad to be here. So I can ask you elevate in your title, what is Oracle elevate? Yeah. Oracle elevate was actually announced Oracle OpenWorld last year and it's the partnership that we really had to actually take our scale to the next level. So we actually did it with a Deloitte consulting, so the goal is to actually take the capabilities of both organizations. >>Deloitte really has functional capabilities and expertise with an Oracle practice and obviously Oracle has Oracle technical expertise. The combination of the two really allows us to scale, provide sort of, I call the one plus one equals three effort for customers. Now you've got a decent timeline or observation over the past several years. I joined three years ago. Um, you were at some brand name companies. First of all, what attracted you to come to Oracle consulting? Yeah, absolutely. So Oracle was in the point where they were doing a lot of stuff around on-prem on premise software, right? The old ERP type stuff. They were doing cloud, they sort of had to have this sort of transformational moment. Um, I was asked to come in and Oracle consulting in the early days and say, Hey look, we're trying to transform the organization from on prem consulting over to cloud consulting. >>Come in and help us with this stuff that you've worked from your prior to cloud companies and help us really move the organization forward and look at things differently. So it's definitely been a journey over the last three years of taking it from really 85% of the 90% of our revenue around on-prem type of engagements to now actually splitting the organization being dedicated a hundred percent on cloud, which is just a huge transformation the last three years. What really, what's the underpinning of gen two cloud? Can you give us sort of the bumper sticker on that? Yeah, all of the underpinning the gen two cloud is really, if you look at the gen one, cloud was purely just an infrastructure layer. Gen two was really based on a segmenting security, which is a huge problem out in the marketplace, right? So we actually have a sort of a worldclass way that we take a segment security outside of the actual environment itself. >>It's completely segmented, which is awesome, right? But then the also when you actually move it forward, the capability of the entire thing is built on sort of the autonomous enterprise autonomous capabilities. Everything is sort of self healing, self funding or not, sorry, self healing and self-aware that continually moves it forward. So the goal with that is, is if you have something that takes mundane tasks back to that, you have people that are no longer doing those capabilities today. So the underpinning of that and what that allows you to do is actually take that business case and you reduce that because you're no longer having a bunch of people do things that are no value add. Those people can actually move on to do back to the innovation and doing those higher level components. So the, >>so the business case is really about, uh, I mean primarily I would imagine about labor costs, right? It labor costs were very labor intensive. We're doing stuff that doesn't necessarily add differentiation and value to the business. You're shifting that to other tasks, right? Yeah. And so the >>patients are really the overall cost of the infrastructure, what it takes to maintain the infrastructure. And that's broken up into kind of two components. One of it is typical power, physical location, a building, all those kinds of things. And then the people that do the automations that take care of that right at the lower level. The third level is as you continue to get, um, sort of, uh, process in automation going forward, the people capability that actually maintains the applications becomes easier because you can actually extend those capabilities out into the application. Then you require fewer people to actually do the typical day to day things, whether it's DBS, et cetera like that. So it kind of becomes a continuous stream. There's various elements of the business case. You could sort of start with just the pure infrastructure cost and then get some of the, um, process and automations going forward and then actually go that even further. >>Right? And then as organizations, as a CIO, one of the questions I always have is where do you want to end on this? And they say, well, what are you talking about? Right? It's really, you're, you're on it, you're on a journey, you're on a transformation. I go, this is the big boy, big girl conversation, right? Do you want to have an organization that actually, uh, is, stays the same from the head count standpoint? Are you trying to look to a partner to do the, where are you trying to get in your operating model? What is your company trying to get you to look at? Right? Because all those inflection points, it takes a different step in the cloud journey. So as an advisor, right, as a trusted advisor, I asked those herbs are half a dozen or so questions I would kind of walk your organization through on sort of a cloud strategy and I'll pick the path that kind of works with them. And if they want to go to a managed service provider at the end, we would actually prepare someone, either bring the partner in or have an associate department. We've heard it off too, but we put the right pieces in place to make sure that that business cake works >>well. That's interesting. That's a really important point because a lot of customers would say, I don't want to reduce head count. I want to, I'm starving for people. I want to retrain people. You know, some companies may want to say, Hey, okay, I got to reduce head count. It's a mandate. But, but most, at least in these boom times are saying, I want to shift. So by point to the business cases, if you're not going to cut people, then you have to have those people be more productive. And so the, the example that you gave in terms of making the application developers more productive as is relevant, and I want to explain this is that, for example, very simple example. You're, you're, I'm inferring you're going to be able to compress the time to value. You're gonna reduce your, lower your break even, you know, accelerate the time to positive cash flow if you will. That's an example of a value component to the business and part of the business case. The people look at that and is that absolutely, absolutely. >>That's what it is. Definitely the business case and when he call it the, you know, when you get your rate of return, right. Um, the more that we can compress that. And I would say back to the conversation we had earlier about elevate and some of the partnerships we have Deloitte around that, a lot of that is to actually come up with enough capabilities that we can actually take the business case and actually reduce that and have special other things we can do for our customers. We're on financing and things like that to make it easier for them. Right. We have options to make customers and actually help that business case. Some of the business cases we've seen our entire it organization saving 30 plus percent or if you multiply that on a, you know, a large fortune 100 that may have a billion dollar budget, that's real money. >>Yeah. And okay, yes, no doubt. But then when you translate that into the business impact, like you talked about the it impact, but if you look at the business impact now it becomes telephone numbers. And actually CFOs oftentimes just don't even believe it. But it's true because if you can make the entire organization just, you know, a half a percentage point more productive and you got a hundred thousand employees, I mean that is, that overwhelms actually the it business case. >>Yeah. And that's where that back to the sort of the steps in the business case is on the business and application side is making those folks actually more productive in the business case and saving them and adding, you know, whether it's a financial services and you're getting, um, an application out to market that actually generates revenue. Right. So that's, it's sort of the trickle effect. So when I look at it, I definitely look at it from a, it all the way through business. I am a technically a business architect that does it pretty damn good. >>Yeah. And it enables that sort of business transformation. How do you, let's talk about this notion of continuous improvement. How are people thinking about that? Um, cause you're talking a lot about just sort of self-funding, um, and, and, and self progressing in a sort of an organic entity that you're describing. How are people I >>think about that? Yeah. And I would say they're kind of a little bit older map. Right. Um, but I would say that the goal is what we're trying to embed back to the operating model we want to really embed is, you know, sort of the concept of the cloud center of excellence in as part of that at the end you have to have a set of functionality to have folks that's constantly looking at the applications and or services of the different cloud providers. A capability you have across the board. Everyone's got a multicloud environment, right? How do they take those services they're probably already paying for anyways. And as the components get released, how can you continually put little pieces in there and do little micro releases. Quarterly are, sorry, weekly, you know, every month versus a big bang twice a year. Right? Those little automation pieces continually add innovation in smaller chunks. >>And that's really the goal of cloud computing. And you know, as you can actually break it up, it's no longer the big bang theory. Right. And I love that concept, embedding that, whether you actually have a partner with some of the stuff that we're doing that actually we embed what we call like a day two services that that's what it is to support them. But Austin constantly look for different ways to include capabilities that were just released to add value on an ongoing basis. You don't have to go, Hey, great, that capability came out. It will be on next year's release. No, it could be next week. It could be next month. Right. >>Well, so the outcomes should be you be dramatically lowering costs, really accelerating your time to value. It really is what you're describing and we've been talking about in terms of the autonomous, you know, enterprise. It's really a prerequisite for scale, isn't it? >>It is. Absolutely right, and so when we use the term autonomous enterprise too, I love that because that's actually the term I've been using for a few years. Even before Larry started talking about the autonomous database, I talk about that environment of constantly look at an a cloud capability and everything that you can put from a machine earlier into AI under basically basically a bit let it run itself. The more that you can do that, the higher the value can you put those people off in a higher level tasks, right? That's been going on every provider for awhile. Oracle just has the capability now within the database that takes it to the next level, right? So we still are the only organization with that put that on top of our gen two cloud where all that is built in. Um, as part of it going forward, that's where we have the upper level really at the enterprise computing level, right? We can, we can work at all types of workload, but where we are niches is really those big enterprise workloads. Cause that's where we started from data enterprise. >>I didn't want to make it a technology discussion. But you said the only, only organization, you mean the only technology company with that autonomous database capabilities, is that correct, sir? Yes. Okay. So I know others sort of talk about it, but you know, Oracle I think talks about it more forcefully. We'll dig into that and uh, and report back. Mike, thanks so much for coming on the cube. Really appreciate it. Good stuff. Thank you very much. All right, and thank you for watching. We're right back with our next guest. You watching the cube. We're here in Chicago covering the rebirth of Oracle consulting. I'm Dave Volante. We'll be right back.

>>from the Cube Studios in Palo Alto and Boston. It's the Cube covering empowering the autonomous enterprise brought to you by Oracle Consulting. >>Hello, everyone. And welcome to this Cube special presentation where we're covering the rebirth of Oracle Consulting. So this is a digital event where we're going around and identifying subject matter experts in different locations. We're currently here in Chicago, and I'm here with Stephanie Trunzo, who's the head of transformation and offerings at Oracle Consultants. Definitely. Great to see you >>again. Yeah. So Oracle Consulting. You know, you guys have been quiet lately. Yeah, >>well, we were quiet because I wasn't >>here yet. Yeah, exactly. >>Here to make some noise. So I love the way you said rebirth. I think it's really accurate. Oracle Consulting has been around for quite some time, but as you said, maybe not high on the radar and one of the things that we're learning And one of the reasons I'm here in this transformation role is to help us transform ourselves to better match the transformation that our clients are going >>through. So was there an >>internal transformation? Or is there an internal transformation taking place as well? And then you're sort of pointed to the marketplace. Maybe you could describe that. >>Absolutely. So we're undergoing our own transformation at the same time that we're helping our clients undergo their transformation. And so, for us what that looks like, it is things like a traditional services organization, which is kind of what Oracle Consulting had been in the past, was looking at the expertise that was necessary to drive clients business forward. But delivering it in what I would call a pretty traditional way, time of materials based kinds of contracting, determining the skills that were necessary, and and conversing with clients and feature function kinds of discussions. And our transformation is now about rebuilding the organization around offerings. And those offerings are things that we're doing to match the way that our clients are consuming. Let's say cloud technology. So if you might purchase of natural language processing service from a cloud platform, we want to also make sure that we're matching the humans to those technology services and enabling our clients to buy from us in a very similar way. >>We're also bringing in some new blood. Obviously, Oracle large organization, A lot of DNA there, but yourself you came from IBM, you got people coming in from AWS. You've got folks from Accenture and all over the place. So describe that and how that's affecting the culture of Oracle consulting. >>There's an influx of talent that is necessary to change the way that you think. And I believe that one of the reasons I myself came to join Oracle Consulting was I was excited about this new adventure. So when you're working in a certain style in a certain way, in a certain team for some amount of time, can maybe forget to get introspective and forget to look at what's right in front of you and the changes you need to make, so bringing in new talent from outside is as much a part of our transformation as the way that we're shaping our offerings is bringing in those new ideas, bringing in people who have you've been there, done it in other experiences so that they can infuse our thinking with some of what's going on >>in the market around us. How >>would you summarize the mission of Oracle Consulting? >>The mission of Oracle Consulting is extremely simple. It's dead simple. It's help our clients succeed on Oracle >>Cloud Technology, period >>because Oracle's, known as a product company, is still suffer products that generate most of your revenue. So and you've got your cloud, you've got things like Cloud a customer and exit data that's really driving you get. The Oracle database is certainly a huge application portfolio. How is Oracle consulting? Aligning with the products >>as a product company? Our goal is still to help our clients achieve miracles, right? And so Consulting is looking at our Oracle products that to make sure that we're always the deepest and the busted understanding so we can help leverage that technology to its fullest capacity for our clients, it's not just good enough to buy a tool. You have to know how to use it, right? And so our objective is to align with Oracle products. Make sure we know what's going to be hot off the press that we're driving from our client Experience is back into the product sets as well. So we're informing our product development of what's really happening out in the world with our clients implementations. >>My last question is, how you gonna define success when you look back, you know a couple years from now, what will success look like? >>Success to me will look like being the go to for any solution. That is an Oracle driven answer to our clients that Oracle Consulting is driving consumption in a way that is extremely valuable to the client because in the end, cloud consumption technology consumption in and of itself is not very interesting. It's when we're telling stories that our client stories on stage is because we've helped them achieve new business outcomes, things that >>weren't possible before. It's great to have >>you. Thank you so much for coming on, and it's good to have you at the helm. Bring credibility to Oracle Consulting and we'll be watching So >>awesome. Thank you. >>Thank you for watching. We'll be right back with our next guest.

(upbeat music) >> Welcome back to theCUBE's continuous coverage of AWS re:Invent 2021 I'm Lisa Martin. This is our third day here on set We've got two live sets, two remote studios, over a hundred guests on the program and a lot going on with AWS and its ecosystem of partners am pleased to welcome back one of our Cube alumni, Buddy Brewer, the GVP & GM of product partnerships at New Relic. Welcome back, Buddy. Good to have you. >> Thanks it's great to be here >> Great to be in an in-person event isn't? >> No kidding it's really amazing to see everybody out here and after spending so much time on zoom calls, we had a lot of really great moments among the team and the booth playing the game of seeing if people's height matched up with >> (laughs) >> What your expectation was because so many of the people we work with >> Never mind. >> We've only known over zoom. >> Yes ,and zoom has been a savior for all of us we've been doing so much recording on zoom at the same time it's great to be here in person and seeing what a safe job AWS has done with getting I from hearing upwards of 30,000 people in here that are here in person. So talk to me about you lead the technology partnerships at New Relic. Talk to me about your role, and then we'll get into the partnership with AWS. >> Yeah, absolutely. Well, you know, the point about zoom, it's fascinating. Like you said, that just having the ability to communicate with people has been such a key enabler of being able to make progress and to continue to lead our personal and our professional lives despite the pandemic I mean, imagine what it would have been like if this had happened 10 years ago, even, but certainly 50 years ago >> Right. or something like that, right? Like everything would have ground to a halt and technology took on such an amazing, you know, critical role in allowing us to do all of these things and so at New Relic, we're all about helping people make sure that all of this software works correctly. And so observability helps people understand the detail level about everything from the front end, the end user experience to every single piece that happens along the path of delivering that experience all the way down to the infrastructure into the network. But my role at New Relic is also to help all of the other tools that software developers use every day to create those experiences that they connect into their observability platform so that they can understand all of those details and make sure that people are able to continue doing things that have become really so basic to life like ordering groceries or getting food, or, you know, communicating with a loved one over something like zoom. >> Yeah the things that to your point, if this had happened, you know, five, 10 years ago, it would have been a completely different story. We've been able to function really well and one of the things too, that, you know, I noticed yesterday and today, you probably did as well with the plethora, typical AWS the plethora of announcements, the amount of innovation that's going on, the customer flywheel that we've just seen this acceleration of technology and what it's enabling, but the observability portion is really key you talk about, you know, the developers need to the whole SDLC they need to be able to understand exactly what's going on because at the end of the day, whether it's a consumer or an enterprise of the other end of the spectrum, we need to know exactly what's going on because people's patience is far thinner these days the pandemic showed is that there is really no having access to real-time data. Isn't a luxury anymore it's really a necessity. >> Right, yeah, absolutely. >> Talk to me about some of these so a lot of announcements coming up from AWS, you guys talk to me about the partnership, what you guys are doing there. And some of the things that are exciting on that front. >> Yeah, AWS is a really key partner for us. We're big users of AWS ourselves for our observability platform and all of our infrastructure and, you know, we've had our own journey as a 13 year old business that started out pre cloud and moving our own infrastructure to the cloud. And then along that journey, we've worked closely with AWS and we've built a lot of joint solutions to help people who are moving to the cloud themselves or who are cloud native to understand all of the details about what's happening in that software so we have over 60 different integrations to all of the different tools with Amazon that you can use on the cloud from data storage, to EKS on Fargate and all of that stuff. And then we recently announced a five-year strategic agreement with Amazon to make it even easier for customers to adopt New Relic if they're building in Amazon AWS and so you know, we're in their marketplace, we have an offering for startups, for people who are just getting started that, you know, provides really simple and fast on-ramps with discounts and things like that. That's all designed to help people, software developers in particular, focus on what matters most to them, which is building great experiences for their customers. You know, you mentioned that the SDLC and this is one of the things that, you know, our mission at New Relic is to make observability a daily data-driven habit for developers across all phases of the software delivery life cycle. The problem with observability and how it's used today is that it's only used in the run phase by most people they use it when the software is on fire to put the fire out we believe that, that telemetry has tremendous strategic value in the plan, build and deploy phases of software development as well. And so partnerships like AWS allow us to unlock the accessibility of that data across all of those different phases for people who software developers are as a result in many ways that the things that we were talking about earlier with the expectations that the pandemic has placed on how software has to work, it's not an option they're busier, they're under more pressure than they've ever been before and so we want to help them relieve that pressure with tools that help them do their jobs better. >> Relieving that pressure is key there is so much pressure on developers I mean, these days from observability to security and that sort of thing, but it sounds like one of the things that you're also fundamentally doing is really shifting that observability left and helping them from a cultural perspective, it seems like almost a shift, but you're trying to make things easier for them giving them more tools and to unlock what they're not seeing right now. >> That's right and you know, the interesting thing about it is everyone realizes that observability is critical to, you know, successful software businesses so for example, we did a survey recently of 1300 software developers and IT decision makers and executives, and found that among the C-level executives that were surveyed 80% of them expected to increase their observability budget and 20% of those expected to increase it significantly. However, that same survey found that a very small percentage of those who we actually surveyed feel that they have a mature observability practice today. And when we unpack the reasons why in the survey, we found that most of them reduce down to basically this issue of they just don't have enough time to instrument all of the software, especially in a world where the shift to the cloud has driven a change in architecture where monoliths have been torn down and replaced by hundreds, or may be even thousands of microservices. >> Right. >> And we're in an era now where if observability isn't really, really easy and incredibly fast and simple to execute on then software developers can no longer instrument fast enough to keep up with the pace of the software that they're delivering and so what that leads to is visibility gaps, visibility gaps lead to poor customer experiences. And so what we're trying to do, and we've been on this massive simplification of our own platform to make it, you know, incredibly cost-effective at just 25 cents a gigabyte for ingestion and really simple licensing seat based licensing, where you get access to all of our tools to make it really simple and to take simply minutes to get observability on all those different pieces. >> If simplicity is a word that we throw around a lot, but it's really critical element and it's interesting to understand how do you actually facilitate that? You talked about, you know, kind of the 80 20 rule there. >> Yeah. >> A lot of the organization's not on that maturity curve with observability, how does New Relic and its ecosystem of partners like AWS how do you help have those conversations within organizations in any industry tell them, understand how you can actually simplify that and unlock that visibility, knowing that it's not only a matter of software development, but it's a competitive differentiator. It's also something that can damage a brand if they're not top of it. >> Yeah, we launched a re-imagined version of our partner ecosystem really our entire integration ecosystem about six weeks ago on October 13th called New Relic Instant Observability. And one of the central goals of New Relic IO, which we call it for short is to make it take just like five minutes for people to instrument something. So in the old way, what people had to do is if they wanted observability, they had to go learn about an observability vendor then they had to go install it, figure out how all that works and then they could get to solving their problem, which might've just been simply instrumenting a Kafka you know and so what we want to do is just keep people in that mode if all you wanted to do is instrument Kafka, then go find the Kafka instrumentation tile on New Relic and observability and then there's a guided install process that takes you through that and at the end you've instrumented Kafka and if you want to add something else like EKS Fargate from Amazon, or if you want to add something else like a Java service, you can simply click more of those guidance installs and add within minutes in an incremental way without having to stop and do a whole vendor evaluation to do so in fact, one of the other things that we launched recently is a free tier that's free forever. So there's no trial process or anything you don't have to put in a credit card if all you want to do is instrument this one thing right now, you can go through this process provision a free account you get access to all of our functionality for one user and ingest up to a hundred gigabytes of telemetry data for free within minutes. And so what we're trying to do is take all of that adoption friction out so that people aren't fighting with their instrumentation so much, and again, they can get back to doing what they really want to do in the first place, which has built great experiences for their end users. >> Great experiences for the end users but that translates to employee experience that translates to an end user customer experience, which translates back to brand reputation. I'm just wondering, you know, you're focused on the developers and we've been hearing a lot about the last two and a half days, a big focus on developers has observability kind of escalated up and its evolution up the stack within organizations is this a C-suite concern? Is this a board level concern? where does this fit now? and what's the vision of New Relic to deliver on that? >> With observability? >> Yes. >> Yeah, 90% of those in the survey that I was talking about felt that observability was not just a tool that they needed to use, but strategically critical to their business and, you know, this goes back to, as we know, and especially as a result of the intensity on the importance of software coming out of the pandemic, your digital business is your business these days. And so if you don't understand what's happening in that software and you can't move quickly, then you know you're really in trouble in terms of trying to succeed in a highly competitive environment and that goes back to again, one of our core beliefs is that all of this telemetry data that people have been collecting about how their software operates is so useful in contexts outside of just when there's a problem in production. Imagine if you could take that information and you could actually put it inside the IDE, which is something that we did with a recent acquisition of a company called CodeStream. We can take this telemetry data and put it inside the IDE so that as developers are writing the software, they know where those issues are. You can click straight from a stack frame, for example, inside of our, where we show all of our errors in a capability called Error's inbox and shoot right into your IDE and go see where the line of code is that caused that error, shortening that feedback loop and unlocking this really big investment that a lot of companies make in telemetry data earlier in the software life cycle, we believe is the future of observability and we want to help people get there. >> Well, the observability is really key for organizations these days because we've been hearing every company these days has to be a data company. >> Yeah. >> And it's one thing to say that it's a whole other thing to be able to implement it and observability is absolutely critical to that as being able to take that data and apply it in different contexts to really enable that business to be digital which is absolutely table-stakes these days to be successful and to deliver that customer experience ultimately. >> Yeah. >> That's what it all do. >> Yeah, absolutely. And you know, the other thing is really hard about this problem when I talk with our customers and we found this in the survey as well, is that, you know, software developers, don't just use one tool to create software they use a lot of tools in fact, 13% of those that we surveyed use 10 or more tools. >> Whoa. >> Just for the observability piece. And so, you know, obviously we're always trying to expand organically what we do inside of our platform to cover more and more use cases, but an equally important part of our strategy, if we really want to make observability a data-driven daily habit for people is to find all of those other, you know, really well-built amazing tools that those developers use and find valuable ways to integrate with them. And so that's the other part of our ecosystem that we've built out is this ability to take all of the other tools that you use and wire them into New Relic so that, for example, if you're using, let's say Lacework for security then you can, you know, if someone's installed a Bitcoin miner on your infrastructure somewhere, you can quickly navigate because of that integration from a poor customer experience through the infrastructure that's suffering may be with, you know, a lot of memory pressure, and a lot of CPU being used for this Bitcoin miner and then find out that, you know, through the integration where the miner was installed, how it got installed so that you can remediate those types of issues and connecting those pieces together, making software truly interoperable is another thing that's really critical to our mission at New Relic. >> It is critical to not only to the developers, but to the organizations and their success as businesses these days Buddy thank you for joining me, talking about what's going on at New Relic What's new, how you're really empowering those developers and all of the downstream positive effects that, that leads to we appreciate your time. >> Thank you ,thanks for having me. >> All right, you are Buddy Brewer I'm Lisa Martin you're watching theCUBE, the global leader in live tech coverage. 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>> From New York City It's theCUBE covering, New Relic FutureStack 2019 brought to you by New Relic. >> Hi I'm Stu Miniman and this is theCUBE's coverage of FutureStack 2019. Happy to welcome to the program, first time guest, Buddy Brewer, who's the GVP and GM of client side monitoring with New Relic, going to talk about customer experience and especially the digital customer experience. Buddy, maybe explain for audience who may not know client side monitoring tell us as to where that fits in to the entire picture of new relic. >> Yeah for sure great to chat with you Stu. You know client side monitoring for us, is the part of our observability platform that extends all the way out to where the user actually is. So people think of New Relic as this really great platform for understanding everything that is going on in the application logic, and the servers, but our client side monitoring does is extend it all the way out to the phone that is in the consumers hand or the laptop that's right in front of them. >> Stu Miniman: All right so obviously there is a direct connection between that and that digital customer experience. Maybe explain some of the challenges there and how new relic is helping to work on solving those. >> Yeah you know, digital customer experience is all about collecting and understanding the relationship between two different types of data. There are the technical metrics, all of that information about how long people are waiting, latencies and pieces of the software everything from how long it takes to connect to the server, how long it takes to build the response to the web page, Deliver it, render it, all that stuff. There's lots and lots to collect on the technical side. But the other half of DCX is the personal side, the human side. The person who is on the receiving end of all that stuff, how's it affecting their behavior? How long are they spending on the site? Are they buying? Are they clicking on a second webpage? Are they engaging in the game? Are they booking that travel reservation? And so collecting all of those business metrics, and then collecting right next to them all of the technical metrics and bring that back in a way that you can understand the relationship between those two things is what DCX, digital customer experience is all about. >> Yeah it is fascinating the expectation that we have today in 2019 is so different then the past. It used to be like "Okay, I know if a website doesn't load in this long, they are going to leave me" But you know what are those expectations, what is that ultimate end user. What is a good customer experience for them? >> Buddy Brewer: Yeah it's changing all the time, and it changes depending on what part of the world people are in, it changes depending on the type of device and this is why it is important for customers to actually collect the information and understand their relationship with their customers. It's really hard to put a single number on it. Because what's true for a commerce site, might not be true for a media site. What's true for a site in Australia, might not be true for a site in The Americas, or in the UK. There are certain patterns that certain people have seen, Google had a statistic out awhile ago that said that over half of people will leave a mobile site that takes longer than three seconds to load. And so there are some patterns out there, but a big belief, for us, is that one of the most important relationships our customers have, is the relationship with their customers. That is why it is so important for them to collect their own metrics around how long people are waiting, and how that waiting is affecting their behavior. >> Stu Miniman: Yeah, so it seems obvious that you know having data to back up what's going on is important. Bring us inside a little bit the importance of monitoring in this space though. >> Yeah, absolutely and this is why it's so important. We are so excited to be talking about our observability platform that we have here today at FutureStack. The fact that it's open, you can bring all of this information in. We've got all of this agent technology that collects things about what's happening in the servers what's happening in the info structure, information that's happening on the client side. As well as this ability to absorb information from third parties, then connecting it all together to give you that context. So there is the context that is being solving problems from the front end to the back end of the application stack. There is also the context like we were talking earlier, the digital customer experience. The connection between the technical metrics and the human metrics, and how they are actually experiencing the application. And then making all of that stuff, the connected stuff, programmable. So then our customers were the first observability platform that you can actually build applications on top of. And so we've released twelve of those today that folks can use. It's going to continue to expand, and it's something that our community can contribute to, our customers can actually take our visualizations, and our analytics and customize them to do exactly the things that they need to do. >> Stu Miniman: All right, Buddy observability is still a relatively new term for a lot of people. Help us dig down, you actually did a blog post even, about, you know, the principals of observability and modern applications. What, how should customers be looking at observability and how do they sort between you know, what is a good solution versus, you know, an okay solution? >> Buddy Brewer: Yeah, well there are some really important pieces that we think people need if they want observability about what's happening in their application. It starts with getting all of that information in one place. You know we have this really fast database, in our DB that store all of the telemetry that we collect on behalf of our customers. And it's getting larger and larger as we continue to open that up to things like these third party data sources. Then there is context that is really important to layer on top of that. Bringing the information together in ways that start to make sense out of those little individual pieces. One of the things that we found though, is that our customers are running applications that are so complicated, there is so much going on in these applications today, that even with the context there is still forty or fifty things that are happening at the same time when a customer has an issue. That's where our applied intelligence, which is another piece of what we are launching today at FutureStack, comes into play so that you can take those things and condense them down into smaller more manageable related chunk of information that folks can act on and fix their applications. >> Stu Miniman: Yeah, it was actually really impressive to see, you know, in the demo this morning, being able to poke through and get meaningful results off of tens of terabytes of data. In, I would say, much faster than I can run a report on the industries leading CRM tool where all of our customer data lives today. So you know, pretty interesting stuff is to how you can enable customers and it kind of almost will change the expectations as to what a good experience is like. >> Yeah that's right and you think about how there's that use case of things where normal and then they got bad, and so you logged in and diagnosed to get things back to normal. And having that speed, that ability to get that information quickly is really key there. There's also a whole other use case, this is the digital customer experience user case, where things are normal, but we want our customers to be able to play offense with software. To be able to take what's normal for them today, and to get better and better and better in ways that drive better business outcomes for them and allow them to compete and win in a space where, consumer expectations are just getting tougher everyday. >> Yeah, you know always look at there. How can, how can you just, you know, exceed what customers expecting and give them so that they will, you know, love your solution even more because you gave them more than expecting? How's New Relic helping customers, you know, move along that journey. >> Yeah, you know nobody likes to be kept waiting. At the end of the day the customer always has a unified view. So we want to give our customers, the consumer always have a unified view, we want to give our customers the unified view with all of the details. So that they can deliver a better experience for their customers. And it has to do with, again like I was saying collecting the technical information, also collecting the information about how that's affecting customer behavior and then looking at those two things next to each other in context. So that they can see how one affects the other. >> Stu Miniman: All right so, Buddy give us some of the outcomes that customers will see based on the announcements, today at the show. >> Buddy Brewer: Yeah so for the customer experience, one of those programmable pieces that we launched is this really simple application that you can just drop in to New Relic and it shows you right away the difference between engagement when people are getting good experiences, versus when customers they are getting bad experiences. And when we show this to people often times they are shocked. For example take a metric like bounce rate. What's the likelihood that someone who comes to your site is going to stay on your site? When people think about it, usually they are thinking about it in aggregate, across the entire site. But when you separate it out into the good experiences, and the bad experiences, maybe you've got an overall bounce rate of forty-percent, but when you give those really fast experiences to your users they are only bouncing at twenty-percent, so they are twice as engaged. Then conversely the folks who are getting the bad experiences, because let's be honest on any given day, websites are, you know delivering good and bad experiences to different groups of users, that bounce rate might be seventy-percent. And when you see the disparity between these two things it's a motivator to action. Now what's really important after that is that you've got the data underneath so that you can actually do something about it. And that's where this end to end observability platform that collects all of the information from the front end to the back end is so useful. >> Stu Miniman: Yeah, I have to think that it's pretty powerful not just for the customer experience, but I can get accountability from my partners, so where it be my ISP or my cloud provider, I can be like "Hey, uh, you promised me this response, this bandwidth and here's the data, we need to make sure that I'm actually getting what I'm paying for" >> Yeah that's right and at the end of the day what the customer saw, what our customers customers, the consumer at the end of that connection sees, is the truth. And so collecting that data, whether they are on a mobile device using an application or they are using a browser. Any of that stuff. Having that information is not only useful for internal accountability, and things that are in peoples direct control, but also absolutely, there's so many, so many third parties that people are using, to make their application's go today. >> Stu Miniman: Yeah, we know the visibility of actual data to help us not only make decisions but, inform everything that we doing is so critically important today. All right Buddy, why don't you give the final word, digital customer experience. What do you want people coming out of FutureStack 2019 here in New York City, really understanding? >> Yeah, I think that when it comes to New Relic, it's that we providing folks the ability to have exactly the view that they need of all of the data that's relevant to the performance of their application. So that they can solve technical problems, so that they can solve business problems. Because at the end of the day, your digital business is your business increasingly. The digital experience is what defines peoples brands. And so we want our customers to have complete control and visibility over all of that. >> Stu Miniman: All right, Well Buddy Brewer thanks so much for joining and sharing what's going on with New Relic and that digital customer experience >> Thanks so much Stu. >> All right, little bit more left here at FutureStack 2019, I'm Stu Miniman and thanks for watching theCUBE. [Outro Music]

>> Man: Hold on, let me check. (musical fanfare) >> Narrator: Live from Silicon Valley, it's the Cube, covering Google Cloud Next '17. (busy electronic music) >> Okay, welcome back everyone. We're live in Palo Alto Studios, looking at media as the Cube, our new 4500 square foot studio where we can do broadcasts here, and of course we're covering a two day special, coverage wall-to-wall with Google Next 2017 in San Francisco. We just had the exclusive video with Sam Yen from SAP talking about the new relationship between Google Cloud Platform and SAP, SAP HANA, and also SAP Cloud platform. On the phone right now with reaction to the news in San Francisco is Akash Agarwal, GVP with SAP, Cube alumni, good friend. Akash, welcome to the Cube coverage and thanks for taking the time. >> Akash: Thanks John, we are proud to helping out. >> Akash, you've been intimately involved in a variety of very cool things with SAP. One of them has been the Apple announcement where you guys have a strategic relationship with Apple Computer, and at Mobile World Congress you've released the general availability of the developer kit, SDK, now shipping. On the heels of that amazing news, you now have a deal with Google Cloud. You also have a deal with Amazon Web Services, to be clear, but this a pretty comprehensive strategic deal. All the heavy hitters flying in from Germany. We had talked to Sam, we're talking to you. What is the reaction in Moscone in San Francisco around the SAP Google relationship news? >> Akash: I think, so the reaction is very positive and I think what this sort of shows everybody here that our friends at Google are very serious about the enterprise, and as such, they have extended a very warm hand in partnering with SAP and bringing what I call transactional and enterprise workloads onto Google Cloud, and I think that's a very significant change from what Google Cloud was doing in the past, they are supporting all kinds of workloads, but they're now really focusing on helping enterprises kind of transition into the cloud. I think SAP can act as a massive catalyst for that effort. >> It also brings a huge amount of credibility to the Google Cloud Platform, certainly in the enterprise. SAP has been a leader, powering some of the biggest business in the world with your software system of records, certainly the database is evolving. You've had cloud, you've had HANA, data analytics for many years, I can almost, I think seven years I've been to Sapphire, Bill McDermott, and back then Schnabel, was talking about analytics. This really hits home, because Google has a great mind share with the developer community, they actually have great empathy, they understand developers and open source, certainly they understand cutting edge technology. But now with SAP, this seems to be a nice lucky strike and a lightning strike, if you will, for developers to monetize with SAP, because you guys have real big paying enterprise customers that could use some cloud native. Is that how you see it? Help us understand the impact to developers and then the impact to customers. >> Akash: Yeah, I think the opportunity is multifold, as I would explain it. Customers, our customers and Google customers can take SAP workloads onto Google Cloud, and that is in the form of taking HANA and running any applications that run on top of HANA onto Google Cloud. I think that's kind of one piece of the announcement that we've made today. The second piece, and I think that's what you're alluding to is around developers, and those developers could be our developers, SAP's 2.5 million developers, it could be a multitude of developers that are attracted to Google and all the services that Google provides. But what they can do now is to leverage SAP's HANA Express product which is a developer centric product, and then run that on Google Cloud Platform, and build applications that could leverage HANA technology and build next generation of applications, either applications that are net new that can take data from any data source, or applications that want to extract data from SAP. The final thing that we also now as part of our HANA cloud platform or SAP Cloud platform is the ability to take the cloud foundry components of our SAP Cloud Platform and make them available on Google Cloud Platform and that. That, as you can see, is a very rich environment. We've extended Google's palette of services to include our SAP Platform as a service components to help fast track developers who want to build enterprise class applications that want to interchange data that's already in SAP systems or want to store stuff in our HANA database that is now going to be able to run on Google Cloud Platform. I think that's what has been announced here. It's quite a lot and I think over the coming months, developers will be able to get access to that, and if they can get access to it, on the Google Cloud Launcher platform later today they should be able to get a copy of the SAP HANA Express product. >> What is the impact to SAP? Because we spoke recently at the Amazon Web Services reinvent, Akash, obviously, you have a relationship with them as well. But this really kind of gives SAP a new set of capabilities for developers that aren't familiar with SAP. You have, certainly, a huge ecosystem of developers that are SAP centric, now a new community's developing for SAP, how do you see that unfolding for SAP and what are you guys doing specifically to onboard those developers and really give them the seamless tooling that they need so that they don't have to worry about all the engineering and the back office, database. What goodness are you bringing to those developers to make their life? >> Well, and I think first and foremost we've expanded the market, we are giving them access to great public cloud platforms in Amazon AWS, in Microsoft's Azure, and now with Google Cloud Platform. Now, a developer that wants to develop using SAP Cloud platform and SAP HANA has a choice, and they can now, depending on the expertise they have, depending on what they want to do, they can very easily leverage any of those three major cloud platforms. We're giving them choice and I think the world wants choice. We're making it easy, so that's number one. Number two, our SAP Cloud platform enablement teams are there to help cross track people. We're making it easy for developers to start working on products that are easy for developers such as the HANA Express, and they can, 32 GB worth of data that they use is free to use, and then they can go to SAP store and get a license key, and then enable that license key on any of the other public cloud providers as they expand and extend their systems. As you can see, I think we're giving them choice, we're giving them a lot of capability in terms of enablement, and then we're giving them a product which they can get started with with no friction. >> I want to ask you a question, Akash, because I know you have a lot of industry's view of the landscape. I was clarifying this morning in a blog post and also here on the Cube that you really can't compare Google Cloud to Amazon, they're two different worlds. You have apples and oranges, if you will. Why, help people understand real quickly, why, what is the Google Cloud all about? Because we really want to separate that conversation, they're not really apples to apples, it still is cloud, but there are differences. What is the key take away for users and customers about Google Cloud and what's the differentiation for them vis a vis other approaches? >> Well, that's not something that, I'm not the world expert on Google Cloud Platform, and I think that's something our friends at Google can kind of give you a very good rundown on. But, obviously, Google prides itself at, instead of services that are very data centric, they have, obviously, decades of experience in running their own services, and they're opening up some of those capabilities and making them available to their customers. We felt that we need to kind of double down on Google Cloud Platform and support that just like we're supporting the AWS platform and Azure. We believe that these are three major cloud platforms, each of them have their own uniqueness and capabilities, that these companies market and promote. I think it's best that you get someone from Google to comment on some of the differences, because I think there are quite a few, and I would be remiss at highlighting those. >> That's fair, appreciate that, and we'll try to have someone on in 5:00, we'll hopefully get someone slotted in. Final question for you, Akash. What's in it for the developers? To share your perspective on what you're excited about, that developers that don't know SAP should be excited about. What's the real opportunity for them in relevant? >> I think today a Google Cloud Platform developer has suddenly a window into the SAP world. The SAP world is big, it's very rich in usage, and those customers are large, they're interesting customers doing very complex things. I think it opens them up to grabbing the digital transformation ways that's hitting a lot of customers. I think what this can do to those developers is give them a window into a world that they perhaps didn't have before, because today, with SAP technology becoming available on Google Cloud Platform, they could suddenly target enterprise use cases that perhaps they were not doing before. These are transactional use cases. Obviously, both transactional and analytical type use cases, what we call OLAP use cases suddenly become important. I think the IoT opportunities are very interesting for developers. The industrial Internet is in full swing. Just coming back from Mobile World Congress, I think that was the theme, everything is connected. We can get you access to the customer record, we can get you access to the product, the SKU, that's all in SAP systems, and suddenly, the developer can access those systems to build next generation engagement applications as part of a digital transformation that the company may be doing. >> Yeah, I think Google could lean on you guys a little bit too, for partnering with the IoT certainly. Not a lot mentioned, maybe we'll hear more tomorrow, but I do think that, if I'm a developer, I would look at you guys as a innovation ground for using AI and using that data analytics making it very intelligent. You have the store of the data, you have the database. Congratulations to Akash, really appreciate you taking the time, on the ground in San Francisco. Akash Agarwal, GVP at SAP, friend of the Cube, a regular contributor here on our new studio programs. Thanks so much for taking the time and giving us a reaction and breaking down the news for us on the SAP Google relationship. >> Akash: Thanks, John. >> OK, more live coverage of Google Next coming right up. Be right back. (busy electronic music)