>> Announcer: Live from Miami Beach, Florida, it's theCUBE covering UiPath Forward Americas, brought to you by UiPath. (upbeat music) >> Welcome back to Miami Beach, everybody. I'm Dave Vellante with Stu Miniman. This is UiPathForward Americas. We're talking about robotic process automation. We're seeing the ascendancy of a new marketplace. You're watching theCUBE, the leader in live tech coverage. Let's see, let's get into it. So Param Kahlon is here. He's the UiPath's Chief Product Officer. Welcome, so we're going to get into some of the product stuff. We haven't really dug down deep today, so that's great. >> Thank you. >> Jairo Quiros is here. He's the Vice President of Global Shared Services, an RPA COE, center of excellence, leader at Equifax. Welcome, thanks for coming on theCUBE. >> Thank you, thank you. >> Jairo, let's start with you. Tell us about your role. I love the title. (Jairo laughs) You got automation in your title. Do people embrace you when they see you coming or run? >> No, no, no. Actually, that's very interesting. I've been with the company for 20 years now, so I'm responsible to lead Global Shared Services all across from business operations, financing, accounting, you name it, IT security, right? So, coming along with automation has been quite a journey for us. First of all, we love the product so thank you, Param for everything you guys do at the service, as well. But truly, automation, what it means to us is pushing our workforce to do stuff that is of more valued added to our customers, removing the but out of the human which is critical to us, so no fear of buts anymore. And it's been two years. >> The product's at the tip of the iceberg, I'm hearing. There's a whole lot of other stuff beneath it, culture, obviously process, mindset. >> Jairo: Yeah, correct. >> We will get into some of that. But Param, tell us about your role as Chief Product Officer. You make it all happen. (Param laughs) >> I'm responsible for making sure we can listen to what our customers want, what the market wants, translate that into requirements, and deliver that in the form of products. That's all I do, it's very simple. >> You're a translator. >> We translate it, transform it into requirements that can be given to the product team, their development team that can go write software for it. >> Kind of like that AI layer in UiPath that translates all this data into something that's actionable, right? >> Param: Absolutely. >> Jairo, you were saying you liked the product before. I mean, our personal experience is we could actually download it and play with it, and we're not ultra technical, some of our guys are. What do you like about the product? >> Well, I think many things. I mean, first of all, I think it's very easy to use, right? So, it's built for execution, right? For instance, in our case, we're having a lot of junior engineers coming on board. So we go out to colleges and recruit people that are passionate about process. So what UiPath offer us is a way for them to entry our operation and actually perform tasks and do, and realize results pretty easily. So then, they can see the work being done and appreciate it. >> So who are the users in your organization? Is it a spectrum? You got the sort of RPA developers and then you got business users, as well? Describe that. >> Well, it's a combination, right? So we built the COE over the past couple years. It's inclusive of not only configurators, but also analysts and people that can understand the business. So when you look at through the process, start thinking about how do you design for automation? So this tool allows a very comprehensive very easy to use and we see they make progress release after release, so it's very exciting. >> Alright, Param, why don't you walk us through the announcements that you made? What's new to the platform? Some enhancement to the community. >> Yeah, so we've done some really key announcements in this event today. The first one that we're very excited about is UiPath Go, which is our marketplace that enables broad innovation across our entire ecosystem of customers and partners. We can create on a platform or we can put it in a marketplace and then everybody else can easily access the innovation that's available there. We also released 2018.3 which is the third release we've done this year, but probably the most comprehensive release that we've done 'til date in the history of Enterprise Automation. So we're very excited about launching that release today, as well. And third, we've announced a $20 million fund that will fund our partners that will co-innovate together with us in bringing out new RPA capabilities, new machine learning and AI capabilities into the marketplace. Those are three key announcements. >> What are the-- >> I'm just-- Sorry, but from my understanding, you run on a quarterly cadence for the release of the primary product, correct? >> We're in a quarterly cadence, yes. >> What are the critical aspects of the new release? >> So, there's a few things we've done in the main release. One of the first things we've done is we've allowed for re-usability of the software. So if you're using a lot of components, if you've built a way to automate a certain process, it could be as simple as, here's how I log into a application, a financial application. The rest of the people in my organization don't have to go reinvent that thing themselves. They can reuse the component, the way I've built it, so they can be reused to process every single aspect of the customer, as well. We've made it very easy for our customers to upgrade to new versions of the software, as we're releasing very rapidly, we want to make sure that the upgrades are easy, but the upgrades are also seamless as in they don't affect any of the existing processes that are running in production. So we support version management and package management so we make it easier for people to manage that. There's some other capabilities that we've done. We've supported internationalization of the platform, so now customers in Japan can use our product in Japanese, customers can use it in Spanish, they can use it in Deutsche, German, so we've allowed that in this release, as well. Another cool thing we've done is allowing humans to provide input to what the robots need to do by putting a form that they can use to provide input to them, so it can provide a better symbiosis of humans working together with robots to achieve more processes and more automation in the ecosystems. There's a lot of stuff, this is some of the highlights. >> So what do you think? I mean, what of those, what of that compendium is of interest to you? >> I think, you know, I've been a member for a year now, from, of their customer advisory board, so they truly listen to what we need to say, right? Because the robotic aspect of it is critical, but there's so many other aspects, such as the analytics. So, understanding the business outcome, right? What's the bot producing? Not necessarily the bot that's up and running, but really, what's the impact to the business? I think that's part of the feedback that we've been given in UiPath, they're really working hard on that. The other aspect which is important also is how do you move forward from simple RPA to more complex automations? So, the human in the loop approach to things is important. We call that those small black boxes, you know people with 20 years of experience, they understand how to make decisions but those aren't documented, right? So, now we're giving the opportunity for that human to become part of the process, right? So that is very powerful to us. >> So one of the aspects we've been looking at, the marketplace seems interesting. I'm wondering if you've had a chance to look at that, are there things that you would consider using, and anything that you might even consider contributing in the future? >> I think so. I think this is a whole movement, it's a community today, so no matter where you are, developers, they love it. My guys are telling me, "When is this out?" Because, you know, they have I mean, they're so much hungry to get stuff done and to share what they can do, it makes a difference not only for our company, but for the world, right? So it means something. >> That's interesting. Your company's been around for a long time. You're not worried about, I mean, this open mindset is really intriguing to us, you're not worried about putting your IP in there? Or do you feel like, this open community, we're going to get back as much as we give? >> No, of course. Of course, there are controls in place, and of course, there'll be a protocol in place, but you know, at the end, you're making a difference in the world. So if someone wants to, for instance, have a mortgage because they're wanting to buy a house, you want to make it easy, right? At the end, that's the end goal. You know, for EquiFax and for all the institutions that are in the same sector. >> So from a product standpoint, we just have Craig LeClair on, he couldn't directly call out UiPath. It's not cool, right? I mean, he has to be independent. But, look, he wrote the report, UiPath went from third on the list to first on the list, out of I don't know, 10, 15 vendors. It's like the Gardiner magic quadrants, all these rating systems, right? We don't do 'em, but we read them because they're good, and they're informative. He said in there that last year's features have become this year's table stakes. And some of the things that are differentiating companies, and obviously UiPath won so I presume you have the differentiation ears. Analytics and governance. Those are two big areas, I see the heads nodding. Maybe you guys could each talk about that, Jairo let's start with you, why are those things important? You address the analytics, you kind of address governance, as well, but maybe you can summarize. >> I mean, we address governance as the get-go, and it's an evolution. So for instance, you know, really, truly when we're looking into RPA, it's not only so much about a tactical approach to a specific problem, but it's really turned into a strategy, right? So if you want to scale, you need to have the proper controls in place. So, these guys have done an amazing job integrating with tools such as Cyberart, for instance which is reall important for many companies. They're trying to secure their systems and make sure that the bots are operating on their very secure environment. >> So you guys not only you were in the place position, now you're in the lead. Now the pressure's really on. It's like the Red Sox, Stu. (laughs) So, how'd you get there? What is that enables that? Architecture? Mindset? Culture? You know, give us the insights there. >> Yeah, first of all, let's say we're super excited about being in the first place. I think it's really good, it's a really good testament to the hard work the team is putting in there, so we're super excited about that. We believe that our success and the product roadmap depends upon hearing a lot from customers and making sure that we're responding to their customers. So I think that's what we have done for the most part is ensuring that if there are things that our customers need, if there are things that our customers think our platform and technology is moving toward, we're actually doing the kinds of things that'll actually take us there. So a lot of the innovation that we've done on the platform has come from a direct result of engagement and working with customers and bringing their success into there. Specifically, the governance and analytics, those are very important aspects of what we're doing on a product. Most of our customers are very large corporations like Equifax, other corporations. They will not use our technology if we couldn't support the level of governance and compliance that they need from the ability to run those processes, especially when they're running autonomously without having a human look over what's happening. So that was a core part of what we've invested in. Analytics is also something that we've invested but we'll continue to make more investments there. We're now hearing from Equifax and other customers that people don't want to just get analytics that is responding to what the robots are doing but they want to understand what sort of business impact the robots are having on the corporation. So we want to build an analytics platform that is ingesting not just the robot workloads but bringing in information about line of business systems, as well, to be able to give the reports and perspectives that somebody can look at that and say the robots have done so much for me. Not just in terms of number of hours, but in terms of the business outcomes that I've achieved through the work the robots are executing. >> Jairo, I want to ask you about innovation at Equifax. We've observed many times in theCUBE that innovation in the tech industry used to march at the cadence of Moore's Law. Oh, new chip's out! We've got to do, we can now put better, faster data warehouse. You know, more storage, whatever it was. The innovation model is changing dramatically. And we've observed that it's a combination now, it seems, of data plus AI plus cloud, for scale. So, what do you think about that sort of innovation sandwich? Do you buy into it? How are you guys applying innovation in your business? >> I mean, I'll tell you I got a similar question the other day, you know. It's about, you know, I live in Costa Rica, right? So we surf all the time, right? So it's about riding, you know, the wave, right? So it's not about riding it, right? If you don't ride it, then you're going to drop, right? And then you're going to fall behind. >> Dave: You're going to be driftwood. >> So, yeah, innovation is there, you know. It's that demand for all companies. For us, innovating not only about how do we approach customers and consumers and we put them first in everything we do, but in how we operate internally. Creating a culture that drives automation, right? So giving time for people to think about stuff, you know, that makes a difference, right? I think that's how I can summarize innovation as of this moment. >> So, Stu had a question. >> So, if I understand this right now, we can blame the robots if our credit score isn't good enough now, right? (laughs) >> What do you think? Blame the robots, right? >> Blame the robots, always. >> Blame the innocent, as we say. Well, guys, thanks very much for coming to theCUBE. >> Param: Thank you. >> Param and Jairo, it was great to have you, appreciate it. >> Thank you again. >> Alright, keep it right there. Stu and I will be back with our next guest from UiPath Forward Americas. You're watching theCUBE. (upbeat music)

(techno music) >> Narrator: Live from Las Vegas, it's the Cube. Covering Service Now Knowledge 2018. Brought to you by Service Now. >> Welcome back to the Cube's coverage of Service Now Knowledge 18 here in Las Vegas, Nevada. I'm your host Rebecca Knight. I'm joined by Pat Wadors. She is the Chief Talent Officer of Service Now, and Pat Tourigney who is the Senior Vice President HR Global Shared Services at Magellan Health. Pat and Pat, thanks so much for coming on the show. >> Pat Wadors: Thank you for having us. We're excited. >> Pat Tigourney: It's so great to be here Rebecca, thank you. >> Rebecca: Well you were both on the main stage this morning talking about Magellan's, Magellan Health Service Now journey. We started talking about a personal health scare that you had Pat, that really changed the way you think about the world of work, and the employers' role in that. Can you tell our viewers a little more about it? >> Pat: I'd be happy to Rebecca. So, obviously I had been working and had taken some time off to start and raise my family. And when I went back to work I started to feel unwell. And it took about two and a half years for me to finally get an answer. I had searched for many doctors, et cetera. But literally one day I was rushed to a hospital emergency room. After a few days I was diagnosed with stage three B colon cancer, and I was told I had probably about a three percent survival chance. So at that time I faced four years of surgery, and hospitalizations, and chemo and radiation. And of course during all this time you're hearing the probably outcomes and the statistics. But what I truly focused on was my purpose. Which was my family. I had two small children and they needed me, and I needed to be there for them. And so I learned a lot of lessons during that time, and I think anyone who goes through that would say that. But the two things that have really stuck with me is knowing my purpose, and leading with empathy. And it's truly changed how I live, how I work, how I interact with other people. And I think its made a huge difference in what I do every day. >> Rebecca: What Pat was just talking about, the leading with empathy, and the finding your purpose, these are two of the things that are central to the culture at Service Now. Can you describe a little bit more for our viewers, how you view this sort of purpose driven life? >> Pat Wadors: For me and for the company, its as essential to our success as our customers. So I know that purpose driven companies outperform those that don't have a purpose. And I know from a talent brand, and how we recruit and retain talent, if their personal purpose is aligned with the company purpose, not only do you get higher engagement and higher productivity, but that impacts our customers. And they have higher engagement and higher sat. So its great business. It's something that I think creates a competitive differentiation, and its something that our employees seek as an employer. So it's just something that I totally believe in and so does our company. >> Rebecca: So talk a little bit about VERN. First of all, what does VERN stand for? >> Pat: Oh I love VERN. (laughing) >> Pat: Everyone loves VERN. VERN stands for the Virtual Employee Resource Network. And a couple things that I would probably want to say about that is number one, you don't see HR in there at all. Because it's about the employee. This is a way that we are helping our employees fundamentally change how they work and how they engage with us. The reason I think VERN works is our employees voted on that name. So we had a whole campaign to launch VERN, and we offered up four different names, and our employees voted. And when VERN won we created a VERN persona, and everything else that goes with that. And he's just become part of our team. >> Rebecca: So what does VERN do? >> Pat: Well VERN is really sort of the, it took the place of our call center. VERN is a way for our employees to learn information, and answer their basic questions, and learn to work in new ways. And it helps, it's basically a consumerized HR product. If an employee can use google or shop online, they can use VERN. Its' very simple, it's easy and fun. And truly VERN has become a part of our team. So we don't have a call center anymore. We don't use email to answer questions. Our employees know that VERN is there for them twenty four seven. >> Rebecca: They have a question and ask VERN. >> Pat: Exactly. Turn to VERN, that's our motto. >> Rebecca: (laughing) I love it. So Pat, thinking about this empathic way of leading, how would you describe what it really means when it comes to HR? You had said before it really is a competitive differentiator, and that if you're happier at work, you're going to do better at work, you're going to be more energized, you're going to then provide better service to your customers. But how can companies, how can they build a culture of empathy? >> Pat: By listening. I think that when Pat and I were talking over dinner and I talked to my peers, companies that win listen. And they listen to their customers, and they reverse engineer back to their products and services. Great cultures listen. And our employees are going to tell us what's working what's not working. And if we capture those data sets, those moments, we give them the information, we give them the tools. They are joyful, they are more productive, there's a stickiness that I can not only survive there I'll thrive. And so by being empathetic, by seeing where the pain points are, by seeing what gets you joyful, and measuring those things and turning my dials accordingly, that to me is a winning situation. >> Rebecca: We're at a point in time where we have five generations in the workforce all at once. Can you describe what that's like, from your company perspective, from talent management and HR, and how catering to these very different segments of people who their comfort with technology is one thing, but also their phase of life. How do you do that? >> Pat: Well I think, honestly, there's this joyfulness, you used that word and I love that word, of how all these different generations really do work together and help one another. In a way we're all learning from each other. And we're not afraid to learn in front of each other. And that really makes a difference I think. And I think there's just this mutual respect of, we're all there to help each other and do the right thing for the company. And I think the empathy piece of it really comes across because, when you truly understand one another in a way that you care and you're showing that, it's not about age anymore or anything else, it's that we're all people working together trying to do our best work and we're there for each other. To me that's what it means. >> Pat: The only thing I would add to that is, when you look at consumerization of the enterprise, when you look at seamless, what they call frictionless solutions, it demystifies the technology. So if you have the older generation going "I've not used a bot" or "I don't know what machine learning is" I'm like can you type in your question? I can do that. And if I serve you knowledge bites that I can digest that answers my question and move on with my life, that's a gift. And so I think that if you make it more human, if you make it more approachable, then every generation appreciates that. And I also know that from my studies and from working in the valley for a long time in tech, is that every generation wants the same thing. They want to be heard, they want to be appreciated, treated respectfully, and know that they can do their best work. That they matter. >> Rebecca: So Pat you are relatively new to Service Now. You're from LinkedIn. You are so committed to the company you dyed your hair to match the brand identity. What drew you to Service Now? >> Pat: I was a customer of Service Now while at LinkedIn. And my goldilocks is a growth company. I'm a builder. I love creating culture and leading through change. And I also love geeking out with my peeps in HR. And so Service Now has a talent place, they are helping HR solve problems, and I get to geek out with them. I get to meet people like Pat, and have a wonderful dinner and a great conversation. That feeds my soul. I don't think I am unique in the problems I'm facing, and I copy shamelessly. I'm trying to steal VERN from her. (Pat laughing) I think that's awesome, I want a VERN button. >> Pat: I'm going to get you one. >> Pat: And then the added sauce for me where I fell in love, is when John Donahoe became the CEO and wanted my partnership to build an enduring high performing healthy company. And I'm like, sign me up. >> Rebecca: Talking about the culture of Service Now and Magellan Health, culture is so hard. It's just one of those things that, or maybe its not, maybe I'm making it out to be, but when you have large companies dispersed employees, i'ts sort of hard to always stay on message and to have everyone pulling in the same direction. How do you do it? What would you say you do at Magellan? I'm interested in how you do it at Service Now too. >> Pat: Want to go first? >> Pat: I'll take a stab. So, you got to think about where you're going. So what's your purpose? I'm going back to purpose. How do you serve the customer? What are those four key milestones that matter? And repeat, and I say rinse, and then repeat. So everyone hears it. You know the top five goals in the company. And we talk about it all hands, we refer to them in our internal portal, we talk about them, we measure them. We tell the employees this is what we wanted to do, this is what we did or didn't do. This is what we do next. And we're as transparent as we possibly can be. And the magic comes when every employee can look up and say I made that goal happen. And when they start seeing those dots connect, they can't wait to connect more dots. And that's when the journey starts accelerating. That's when you get more flywheel going in the organization where what I do is actually impacting profit, impacting customer success, impacting joy. >> Rebecca: And taking some ownership of it. >> Pat: I agree. I think that when everyone sort of shares in that purpose, and they understand what they do, how it affects that, it makes a huge difference. But I also think as an organization from a leadership perspective, if you model the behavior that you're seeking, and you set your expectations really high for that, and that in a very sort of respectful way when you see things that aren't right you say something about it, the culture does start to shift. And you start to build this feeling of we're there, we're together, we have each other's backs, we treat each other with dignity and respect, and honesty and openness, and you can really start to just shift it almost organically. >> Rebecca: Pat Tourigney, Pat Wadors, thanks so much for coming on the Cube. It was a great conversation. >> Pat: Oh thank you Rebecca. It's been great. >> Pat: Thank you for having us. >> Rebecca: We'll have more with the Cube's live coverage of Service Now just after this. (techno music)