>> Announcer: Live from Miami Beach, Florida It's theCUBE! Covering UiPathForward Americas. Brought to you by UiPath. >> Welcome back to South Beach everybody. You are watching theCUBE, the leader in live tech coverage. I'm Dave Vellante, Stu Miniman is here. This is UiPathForward Americas. UiPath does these shows all around the world and they've done, I don't know how many. But they've reached 14,000 customers this year. But Bobby Patrick knows, he's the CMO of UiPath. Bobby, great to see you again. >> It's great to be on again. >> So, how many of these events have you done in the last 12 months? >> We've probably done a dozen, all major cities. We still have Beijing and Dubai coming up. Over 14,000 people at our events alone. We go to a lot of other industry events obviously, but yeah, at our own events, every single event we break our records. We're always undersizing our events, it drives everyone nuts. >> You're always riding the wave, Bobby. You hit Cloud, right as the wave was building. How did you find this company? >> Yeah, so I was the HP of Cloud, they were, split assets off and took a little time, got a call and robotic process automation. Of course, I thought of physical robots. I look online and say wow that's interesting. I did some search terms on it and I saw RPA kind of sky rocketing in search and my background is actually in integration, data integration before Cloud. And then I met Daniel and I fell in love with Daniel and this was a year ago. I was employee 270, right? We'll have 2,000 by the end of the year. So, it's been everything I expected which was a rocket ship, has completely, constantly I've underestimated, it's amazing. >> So, you're the one who turned me onto this whole space. You sent me the Forrester Wave, >> Bobby: Right >> Where it was last year's and you guys were third this year, you leapfrogged into first. >> Bobby: Right. >> And then we said wow that's kind of cool. Let's download this and play with it. And we tried to download the other ones but we couldn't. You, know it was kind of too complicated. They wanted us to talk to resellers and, it was like, no no no. you guys were, like, really open. >> Bobby: It's part of our culture. >> And we found it super simple to use. It was, one of our guys wasn't a coder. Smart dude, but it was low code, no code type of situation. You were explaining to me at Legal Seafoods last week that you actually have written some automations. So, it's pretty simple to get started but there's a spectrum, right, and it's pretty powerful too. >> Yeah, it's an epiphany that hits everybody. This is the part where I see it, even in myself, when I realized every morning I was getting up and going to Google Trends and I was looking at us versus Automation Anywhere versus Blue Prism and we're pulling away. It's great, I'll get happy in the morning and I'll screen shot it and then I'll go to Slack and send it to the comp team. Why am I doing this? So, in 20 minutes now I have a robot everyday, every morning that does it for me. And I get a text and I get an email. We have, in marketing, a dozen of these. I've got one that does our Google Ad Words around the world. I've got one that takes all of our 30,000 inbound new contacts a month, in different languages, translates, finds out what country they are in, and routes them to the right country. These are simpler examples, but once you realize that anything you do that's routine and mundane that a robot can do for you. It brings, it makes you happy first of all, right? And you realize the vision we have for a robot for every person, its a very realistic vision and its two, three years out. >> Bobby, one on the things that has really interested me today is talking about what this means for jobs and careers. Dave and I were at Splunk earlier this week, talking about Splunkers, data is at the center of what they do and everybody comes to them, how do I leverage my data? I did operations for a bunch of my career and I'd spend lots of time with my team saying, what do you hate doing, what are you manually doing? What can you get rid of and there's a collaboration between, I hear, that your customers. It's not just oh some consultancy comes in and they cut something away and they took it away from you. Oh no wait, you're actually involved with this, it seems like an ongoing process and you're making people's jobs better. Can you talk a little about that dynamics of how this transforms a company? The vision for, I hear from UiPath, is that you're going to change the world. >> Yeah, so you have to sit in, you're talking about the future of work, or digital, you have to sit in a conference room and watch a bunch of workers sit around and I'll give you an example. At DISA, big federal government agency, federal government has lifetime workers, right? In the room, where 30 workers, who everyday download assets and then they compile them and then they analyze them. They have their best, fastest kind of human go against the UiPath robot that they automated. In 15 minutes, the human downloaded two assets or archives and the robot did 17. The entire room of 30 cheered! Cheered. No longer do we have to do that crap ever again. And this is, we see this in every industry. It's so much fun because you see just, people just radiating with excitement, right? Because, I was out with a customer today that says they can't even fulfill today with the humans they have, the 25% of the work they got. So, your robots are creating capacity, they're filling the void. You probably heard about Japan, right, and the aging population? And RPA and UiPath addressing suicide rates. This about making society better. This is about robots doing the work that we hate, right? One of our great customers, Holly Uhl from State Auto, said on stage that, you know, robots do the work nobody misses. And, I think that's trivial. Now what about job impacts, right? So, we worry everyday about what this means, right? So, we spend a lot of time on our academy, making it easier to train people, build digital era skills. We announced our academic alliance, right? We hired an amazing Chief of Learning Officer. You saw Tom Clancy. You know him and his team. We're going to train a million students in three years. You know, we're worried about the middle class. We're worried about people who are farther along in their careers and helping them re-skill. So, we take that as a part of our job as a company to figure out how to up-skill people and make them a part of this. And I'm really excited because a year ago when I joined, everybody said, the big problem you have is people going to worry about taking away jobs. I don't hear that from the 1500 customers in here today. >> Well, isn't a part of that re-skilling? Learning how to apply automation, maybe even learning how to apply RPA? Maybe even doing some automation? >> Yeah, so obviously there is-- World Economic Forum came out two weeks ago with a study that said, automation will add net 60 million jobs, I think that was for the people that losses, it will two x gains in jobs. Now those are different jobs in some cases. Some of those jobs are digital era skills, some of those jobs are AI, data science. So, I think that there's... But there are some cubicle jobs that will be affected, right? There are some swivel chair jobs that will be affected, but no different than when they automated toll booths, right? Or automated different parts of mundane work that we've all seen throughout our lives, right? So I think the speed at which this is happening is what worries people. Unlike, in the past, it took a little longer for automation or industrialization to impact jobs. But we're focused on this, right? We're going to put money towards this and we're just not seeing that today. Maybe it's because the economy is doing so great. People have a workforce shortage, but we're just not hearing it. >> Well, I mean, maybe a number of factors. I mean, there's no question, machines have always replaced humans. This is the first time in history of replacing humans in cognitive functions. >> Bobby: Augmenting >> Yes, absolutely, but It does suggest that there's opportunities for whether it's for education, you guys are investing there, training, and re-skilling whether it's around creativity and that's really where the discussion, in our view anyway, should be. Not about, okay lets protect our future, the past from the future. You don't want to just repave the cow path and use another bromide. You got to move forward and education is a key part of that. And you guys are putting your money where your mouth is. >> Yeah, we are and I think our academy that we launched a little over a year and a half ago has a quarter of a million people in it. They are already diplomas on LinkedIn. I watch everyday, people post their new diplomas, the different skills they've earned, right? Go through the courses, it's free. Democratization runs at the heart of this company, it's why we're growing so much faster than at automation anywhere, right? It's why we are a different kind of company. They're a very commercial minded kind of company. They're a marketplace, you have to be a customer. If your URL when you type in your email isn't a customer, you can't go to their store and do anything. We're free, open, share your automations and it's a very different mindset and community runs at our heart. If you're a small business, you know, under a million dollars, you get to use our software for free. And you can run your robots and we have one of our orchestrators run a manager. So, I think all of this is helping get companies and people more comfortable with our technology. There are kids and students now, we had University of Maryland up here. The professor, he's building whole classes now at the University of Maryland. All in the business school, all using our technology. Every student should have a robot, through their entire career, through their entire time at University of Maryland. That's every university, this is going to go so fast, Dave and Stu, so fast. And when I think back again, a year ago, I mean next year when we do this again, right? At our big flagship event, at three or four thousand people, you'll have felt that progression but the year I've been here, it's night and day already. >> Alright, so Bobby you know we're big fans of community. The open source stuff, you've for a long background in that. Help us put together some of these stats here. When I looked in your keynote, you said there's 114,000 certified RPA developers out there across the globe. 139 countries, 250,000 people have downloaded. You've only got at UiPath about 2,000 customers. So, you know, we talk business model and how your business grows, the industry grows, you know? Help us understand that dynamic. >> These are going to go exponential. So, we have large companies now that are committing to deploy UiPath to every employee. Every employee becomes a user then, so you're going to see that user number go like this. While the enterprise customer number goes like this. We're adding six new customers a day right now. The real opportunity for us is every one of our customers, very few are down their journey like an SMBC is. SMBC, RPA is in their annual reports, right? They say 500 million dollars already, right? It's a societal thing. They actually in Japan share together, to help each company. Here, in the U.S., we're a little competitive, right? Banks don't share with other banks typically, right? But, this is kind of what we're driving. It's, when you make an automation at UiPath. While we're not open source as a platform, the automation is open source. You put it on go, I can take that, you can take that. I had the same kind of problem. Put in the studio right away, modify it a bit and you're good to go. Now you've sped your implementation which is already fast by 70, 80, 90%. This is, we're just getting started. So, you're going to see companies adopting across HR, across supply chain, contact centers, you know. Today we're, for the most of our customers we're in one division. So, the opportunity to grow within a company, where we were barely 5% penetrated in our biggest client. >> And you've seen my prediction. A lot of the market forecast are under counting this space. >> Bobby: Right. >> There is a labor shortage, a skilled labor shortage There's more jobs than there are people to fill them. They don't have the right skills today. There is a productivity problem >> Bobby: Right. >> Productivity line is flat. RPA is going to become a fundamental component of digital transformations. It's about a billion dollar business today. I got it pegged at 10X by 2023. >> Craig at Forestry upped his guidance today, he may have told you all, to a 3.3 billion dollar market in 2021. Now I was a little disappointed, it was 2.9 before. I think he's still way under shooting it. But nevertheless, to grow 10% in one year, in his mind, is still pretty big. >> Yeah, a lot of those market forecasts are kind of linear. You're going to see, you know, an S curve, like growth in this market. I think there's no question about it. Just, in speaking to the customers today, we've seen this before in other major industry trends. We certainly saw it at ServiceNow, we saw it at Splunk, we saw it at Tableau. UiPath feels like a very similar vibe here. In Tenex, when we did the show here. I just feel an explosion coming, I already see it. It's palpable. >> One other reason for the explosion which is a little different than say most of the open source tech companies is that they were in IT sales. You don't have to use code to automate your tasks, right? The best developers for us are actually the subject matter experts in finance, in supply chain, in HR. So suddenly we've empowered them. Because IT everywhere is constrained, right? They're dealing with keeping systems current. So suddenly this these tools of software is available to any employee to go learn and automate what they do. The friction we've removed between business have to go to IT, IT be understaffed, IT have to get the requirements. All that's gone! So you create robots overnight, over the weekend. And make your life better. Again, most of the world still does not understand what's going on. I mean you can feel it now. But it's an epiphany for anyone when they see it. >> Well the open mindset that Daniel talked about today, he said, you know our competitors are doing what we do and that's okay. The rising tide lifts all boats kind of thing. That puts pressure on you guys to stay ahead of the pack. Big part of what Tom Clancy is doing is the training piece. That's huge. Free training. So you got to move faster than the market. You're confident you can do that. What gives you confidence? >> I think, one, is our product is simpler to use. So I think, you know, you go to Automation Anywhere and you need the code, right? You don't have to code with our design tool. We're told, we're about 40% faster to implement. And that's, look at the numbers. We shared our numbers again today. 100 million we announced in July 1st, for our first half of in ARR, 140 now, right? We are telling our numbers, we're open and transparent. Our competitors, well Blue Prism is public, right? We know they're growing slower. Another difference is the market, requirements are not created equal. Blue Prism only works in an unattended robot fashion, only in the back office. So, if you have front office automation, with call centers and customer service, they don't have the concept of an attended robot. You know, this idea of so, they lack the ability to serve all the requirements of a customer. I, think, it's just architecturally, I think what we're seeing in terms of simplicity and openness. And then market coverage very different then either Automation Anywhere or BluePrism. >> Alright Bobby, let me poke at something. So, if I look at, you came out this morning and said accelerate everything. One of the concerns I have is say okay, if I take existing processes, a lot of the time if you look at them, they're not ideal. They were manual in nature, it's great to do that but, how much do you need to wait and revisit and get consultants in to kind of fix things rather than just say oh okay. Faster is better for some things but not necessarily for all things unless you can make some adjustments first. >> You don't want to automate a bad process, right? So, we're not encouraging anyone to do that. So, you see a combination of... One thing about RPA is which great, is you don't have to go in and say, I'm going to go do procure to pay like Traditional IT guy. And so you can go into that process and say, oh look at all these errors, these tasks, these sub processes, these tasks. Where this huge friction and you can go automate that and get huge value. >> Almost like micro services. >> Yes, exactly. You're able to go in and that's really what people are doing. On the more ambitious projects, they're saying I'm also going to go optimize my process, think differently. But the reality is, people are going in, they're finding these few parts of a bigger process, automating it, getting immediate outcomes, immediate outcomes. And paying back that entire project in six months, including the fees on extension or PWC or other. That doesn't exist anywhere in technology. That kind of, you know, speed to an outcome and then payback period. It just doesn't exist. >> Well, the fact that the SIs are here. Yeah, we heard 15 day payback today. Super fast, ROI. The fact that the big SIs are here, especially given the relatively early days says a lot about the potential market size. I always joke, those guys like to eat at the trough. This is big business and it's important for you guys because they're strategic, they're at the board level. You need the top down support, at the same time, it sounds like there's a lot of bottom up activity. >> Bobby: Right. >> And that's where the innovations going to come from. What's next for you guys, you taking this show on the road again? >> Right, so the next Forward is in London. So, we had one in Europe and one in the U.S. We do what we call togethers, which is more intimate. Or all around the world, which are country specific or industry. I mean, we're going to go and call it the Automation First Tour. And we're going to go start our next tours up all through next year. Hit all the cities again, probably three times this size, each city. You know, I looked at Washington D.C. with federal government, we started federal government in January. Federal government for us next year should be a 60 million software business. For our partners, give them 6, 8, 10X on services on top of that. That's meaningful, that's why you see them here. That same calculation exists in every vertical and in every country. And so it's good for our partners. It's great, we want them to focus on building their skills though. Getting good skills and quality. So, we do a lot with them. We host a partner Forward yesterday with 500 partners, focusing on them. Look, we are investing in you, but you got to deliver quality, right? So, I think we amplify everything we did this year because it worked for us well. We amplify it big time and Forward in a year from now, whether it's Vegas or Orlando or we'll announce it soon, willl be substantially larger. >> Well, any company that's digitally transforming is going to put RPA as part of that digital transformation. It's not without its challenges but it's a tailwind. You better hop on that wave or you going to end up driftwood as Pat Gelsinger likes to say. Bobby, thanks so much. >> Bobby: Thank you Dave. >> Thanks for having us here. This has been a fantastic experience and congratulations and good luck going forward. >> Thank you. >> Alright guys, that's a wrap from here. This is theCUBE. Check out theCUBE.net Check out SiliconeANGLE.com for all the news. Cube.net's where all the videos are, wikimon.com for all the research. We are busy Stu, we're on the road a lot. So again, look at the upcoming events. Thanks for watching everybody. We'll see you next time.

(bright music) >> Hi, this is Donald Klein with CUBEConversations, coming to you from our Palo Alto studios. We're here doing a special series on CMOs and the challenges of digital marketing, and today we're here with Peter Smails, who is the former chief marketeer at DatosIO. Welcome, Peter. >> Thanks for having me, always fun to be here. >> Good, good. Well look, so, I wanted to set aside this time and have a discussion with you, because you're somebody who's had a long marketing career, you've been in big companies, you've been in small companies, most recently with Datos. >> Yup. >> You've been in companies where you've had established brands with proven product stories. You've also been in situations where you've got companies that were sort of unknown to the broader world, and you had to find a way to make them known and prove out that proposition-- >> Put 'em on the map. >> Put 'em on the map. So talk to us a little bit about how you've approached that challenge when you've been in some of the smaller companies. >> Sure. Sure, happy to do that. And yeah, my past has been an interesting mix of big companies and small, and the small companies present a bunch of unique challenges, but there's nothing more fun than having the opportunity of having a company that's got some great technology, some great people, and essentially the fun job of any marketeer is, how do you put them on the map? And we've been talking a lot about, what are the levers you can pull? What can you do? And one of the challenges with being a small company is you don't have any money. >> Mm. >> I mean, you might, but you don't have a ton of money. So, that's where social, right off the bat, if I sort of look at the levers I can pull initially, when you look at your strategy, OK, I need to put the company on the map so I've got to drive thought leadership, I've got to drive awareness. You know, I've also got to drive demand-gen. So what are the levers I can use, what are the vehicles that I can use to drive that? And I think that's where social has, a lot of people think of social as the new demand-gen vehicle. I don't necessarily see it that way, I think social has actually become an ideal complement to all the other traditional levers that you still want to use. And again, there's segmentation that comes into this as well, in terms of what organizations you're trying to target. Are you going after SNB, are you going after the enterprise, et cetera. In my case, it's primarily been going after the enterprise. >> Mm-hmm. >> So, when I look at that from a social standpoint, social media in general sort of the value of it is really as a complement to the other traditional levers that you have in your arsenal. Whether that be events, industry events, whether that be traditional demand-gen things, outcome type things, social becomes an ideal complement for promoting those things, and then social also becomes a very important pillar in the sense it removes sort of the barrier to entry in terms of being relevant if you will, because it's a very cost-effective way of creating a drum-beat of news. And again, we can get into more specifics, of the different aspects of that, whether it's traditional social, like the twitters, whether it's videos and that type of things, the different pieces you could use in there. >> OK. So, now, talk a little about the role of events. One of the challenges with the smaller companies, you don't have the big event budgets, you don't have the big booths, but still now, you say digital, you often hear some companies talk about how we're going to try to go all digital. Because that's a place where we can play, because even if we don't have the money. But digital is a crowded space, so did you strike a balance between events and digital? What was your thinking? >> That's a great question. And balance is exactly the right word. It's going to vary, there's no sort of exact science, but you have to be selective, again, going into an enterprise clientele, you have to be selective about the events that you're going to do, number one. Digital is a very good instrument, particularly as a small company, this is a point I didn't make before, the whole notion of inbound versus outbound as well. Where digital can play a very key role from an inbound standpoint, think simple things like SEO and SEM. Can people find you? Are you relevant? The early adopters are the people that know they have a problem, so they're going to look for something. So you can very cost-effectively make yourself relevant there if they know what they're looking for. And particularly, that's what's fun about creating a segment, is if you're doing something nobody else is doing, then you're playing in a potential blue ocean, where you're not competing at a very high cost, you're not bidding at a very high cost for some of the things you do, form say Google Ad Words or that type of stuff. So you've got your ability to be effective from an inbound standpoint, number one. To your point about the events, you absolutely need to do those events. Your core set of whatever segment you're in, whatever business you're in, you've got to be focused on those core events, because I still find that to be, that's where a lot of, enterprises, they still use events as one of the key places they go to learn, to educate themselves, to find out what's happening in the marketplace. The key is, how do you maximize your presence at those events? How do you leverage social to promote the fact that you're going to be there? >> Right. >> What do you do at the event? What can you do? And again, this is where we can come back and talk about things specifically like theCUBE, you know, where you can use vehicles like theCUBE very effectively, because, one, I can drive a lot of influence in-show, but then as well I can create a much longer tail, I can maximize my presence, I can maximize the IP that I bring to that show by capturing that in digital medium, like video, and then being able to use it post. Simply put, you go to a show these days, if you're not on theCUBE, then you're missing the boat. It's just sort of like a regular pillar of all the core industry shows. So that's great for driving influence, not only to customers, but within the industry, but then it also is a great way for creating assets that I can then use for longer tail. For thought leadership, or demand-gen, or whatever I may want to use. >> OK, understood, understood. So let's talk a little bit about this notion of complement. So what you're saying is that, you want to go to the events, that's where the belly-to-belly interaction is, that's where things are happening, right, and then you're using social to leverage up your presence at those events. >> Correct. Or to promote the fact that you're going to be there. Drive interest in people showing when you do a contest, or there's, you know, creative things you can do, but yeah, you're using social to basically drive awareness to the fact that you're going to be there. You're using social to promote you're in the session. You're on theCUBE, or whatever it is you might be doing. You're hosting an event that evening, an offsite event, use that as a way to complement the fact that you're at the event doing your belly-to-belly, great term, you're doing your traditional belly-to-belly get-together. >> Understood. Because we've heard people talk about it and say, social's great, digital is great, but it's also very crowded out there. And where you've got people's attention, where you've got people's mind chair is in and around events. >> Yeah, I would agree with that. I would agree with that. And it's, you know, social is a great way, it removes the barriers to entry, but the flip side of that, for good or for bad, is that it also creates a lot of noise. So how do you separate the noise? How do you rise above the noise? And that really is, leveraging social, leveraging digital overall, in the appropriate high-credibility, high-integrity ways, to drive influence within the industry, to drive relevance of what you're doing, and then also use that as a vehicle for helping other demand-gen sites. So it's the new normal kind of thing. It's not the ideal platform, social, per se, is not the ideal demand-gen platform, but it is a complementary piece, but also to your point, creates a tremendous amount of noise, so then the challenge becomes, how do you basically stand above the noise? And that comes down to influence, that comes down to credibility. >> OK. >> Are you telling your credible narrative, are you talking to credible people, are you in the appropriate forums, that type of thing. >> OK, and so let's talk about video and how that kind of fits into that digital strategy. Cause that's kind of the new realm in terms of everybody wanting to kind of create digital content, in video form, what's been your experience in terms of the challenges of creating that content, and then getting it out in digestible forms? >> A couple different aspects to that. The creation of content is getting, it depends on what you're trying to accomplish. The creation of video content is getting easier, if you will, in the sense of the cost of, you know, you can put a studio and a small business together reasonably inexpensively, but then what content are you creating there? Well, what content I'm creating there is essentially I'm going to promote what we're doing as a company, we're going to create some short little blurb about the recent launch or something, or potentially have a customer, although typically you have a customer, and you go visit the customer and do it there. But that's the stuff where you're sort of the self-promotional stuff. You know, where I find the events, in particular what you guys are doing with theCUBE in Silicon Valley, what I like about that is that the content that I'm creating, it's by no means sort of a pre-canned, sort of has a black and white beginning and end. It's very topical, it's very sound bite-ish in a good way, not a bad way, if you will, and it's also very topical. Very topical, which is key, because again, back to the whole influence, it's not just about hammering away at the customer, hey look at me, look at me, look how great I am. It's basically, you have to build a community, you have to build an eco-system, you have to build a community of people that know you, that trust you, and we talked earlier about the whole earned media versus paid media, if you build that credibility, you build that influence, like hey, saw you on theCUBE. Get an email from Fortune or Forbes, like, oh yeah, I saw you on theCUBE, we'd be interested in doing this, that, and the other thing and it all comes down to building that arsenal, if you will, or that library of high-credibility, high-integrity, high-influence content. Which is all video-based, because video is the way people consume information. >> So I think we'd agree with you, right, having content which is based on authentic interactions between a vendor and his customers, between vendors and partners, between vendors and analysts, right, that's really the key to making good, engaging content. Now what about, in terms of, how do you find getting that content out to individuals in a way that is kind of consistent with the way people are consuming content now in social media? I think we're seeing, there's a whole debate out there, long-form versus short-form content, clips, et cetera, what's been your experience? >> I don't know the number, but I'm quite certain that the average attention span of people in general is dramatically down. There'd be an interesting metric on that. So the world leans absolutely heavily towards, as I said earlier, more sound bite-oriented. But not sound bite in a bad way, it's just sort of, just look at the landscape we live in now, it's like, until recently, we lived in a 140 character world kind of thing. And you can convey a lot more through spoken word than you can just typing, but people consume things in very short bursts of information. So one, you want to take advantage of that. Two, the other thing I would say to this, is that one of the things I like about short-form video is again, I'm a big meta-data guy. In one five-minute, just in the conversation we're having now, we've covered eight different topics. >> Right. >> So to me, as a marketeer, I'm like OK, great, that's eight different-- >> Donald: That's eight different clips. >> Kind of thing, great, and I can use that for any number of different things I want to. One of those pieces that maybe was the part about so what are you doing now? Maybe the plug part could be, we could promote that, that could actually be a demand-gen thing. Or if you're talking about a segment where you're just like well how are you guys uniquely differentiated? You could use that for consideration. You know, there's all different ways, but the notion of sort of highly granular video content has huge value. >> Donald: Interesting, OK. >> It just creates a lot of leverage. >> So this has kind of been a blocking and tackling for marketeers kind of conversation, so kind of sum up your main points here, so one you were saying, use social to complement your presence at events and other types of-- >> And not just events, use it as a way of supporting demand-gen, use it as a way of staying relevant, join all the appropriate communities you need to be joining. You have to stay relevant, you have to stay within the noise, sort of as the table stakes, then beyond that, you got to figure out how do you rise above the noise, how do you use it strategically, to actually rise above the noise of everybody else's banging away on social as well. >> OK, agree with that. Second point then, use authentic content. Try to mix in relevant-- >> People are tired of just talking heads. People are tired of, I don't need to see another video on how great you are, or whatever, so back to your point, that's my interpretation of authentic content. Do what you do. Share what you do. Put it in context and smart people will figure out, and then obviously share it in the appropriate communities so that people can find it, but they very naturally, I think there's a very low appetite now for BS, 'cause there's so much noise. People are so hungry for just getting to the relevance of the information that they want, which again is where the sound bite-level stuff, and the more you can index and be intelligent about that data, the faster you can help people find information they're looking for. >> OK, excellent, alright, well we're going to have to wrap it up on that point but I think that was exactly right, I think we're seeing that in some of the customers we work with as well. So, leverage to social, focus on authentic content, get it out there in forms that people are willing to digest. >> Peter: Absolutely correct. >> Alright, well thank you everyone, this has been Donald Klein here with Peter Smails, former chief marketeer at DatasIO, with CUBEConversations. (bright music)