>> Live from Las Vegas. It's the Cube covering Adobe Summit twenty nineteen brought to you by X Ensure Interactive. >> Welcome back to the Cubes. Live coverage here in Las Vegas for Adobe Summit. Twenty nineteen. I'm John Murray with Jeffrey Kerr. Next guest. Touch Wars. Who's a global delivery lead for Adobe with sent a censure interactive. That was a tongue twister. You for you, for the adobe relationship with a censure interactive. That's correct. Thank you. Global delivery lead. Thank you. That's right. Look into the Cube. Thankyou. So global. Big big landscape, cloud computing, Global impact delivery. That's hard corn nuts and bolts on the front lines. Tell us by what you do, what some of the issues around delivery, because that's where the rubber hits the road on all this. >> Well, that's exactly right. You know, when I think of my roll, think of me if someone who's out there working shoulder to shoulder with customers when it, you know from a delivery aspect, you know, providing the capability, providing the skills, providing the talent, making sure that we're getting the results that our clients are looking for and ultimately the quality that that we need to deliver for them. >> You guys do a lot of work. I mean, censure Interactive got a great team that sets up all the upgrade ideas, all the new business models. New tech is here. People process, culture change all going on. The end of the day comes into your I've gotta deliver it. And then the outcome is that the one has to accept that this is a core issue of people, talk about operational izing new things and sometimes has changed. Management involved his new culture shifts. So this is where we hear a lot. It's not. The tech problem is the people and the culture. Can you share your view on this because you're on the front lines on this one issue? >> It's a great point. And I think you know, one thing is standing up technology, and you can sort of get some of the nuts and bolts running. It's another thing to really get our clients and our customers enabled so they can unleash the power of some of these platforms. The technologies you know, there's a entire journey map on what their own people we need to go through from in a moment. There is a change management aspect around how we get those folks sort of feeling comfortable about that, and we often go through a couple different methods to do that. Sometimes we do it too, in the box where we'll sort of act with them and the same role other ways we'll sort of lead by example and do it and then they'll sort of shadow us and then eventually we just sort of make that transition. In some cases, they just frankly, you know, outsource it to us, right? And well take over that sort of feature and functionality a role in position on behalf of our customer. And that's okay. >> kind of horsepower. Do you bring to the table? And we just interviewed Nicky, who handles the essential interactive operations that seem like a great power source standing up fast, some operational capabilities. What else do you guys do bring to the table in terms of the delivery piece? >> Well, >> what Nikki and her team do is vital for us. So when you think about when I'm out there doing, I'm out there standing up these capabilities, empowering our customers, and then Nikki's with her team and everything we're doing an X century active operations is sort of operating that for that client, right? So once we sort of turn on some of those features and functions that Nicki's out there with her team, sort of running with it. And in that multiyear run in, getting those >> custom will hand the keys to her. Do so you, that's the hand off. Is that okay? >> Exactly. Right. So once we once we sort of power everything on with our client's power, all that integration on and then we leverage Nikki and her team in many ways to sort of take over that run. Tom, if you talk about the skills, that kind of the skills gap, if you will on some of the clients that you have and how are the skills and the rules evolving to execute with some of these new tooling in this kind of new process? It wasn't like build a campaign and slow roll it out. Now it's Go, go, go, go, go! Oh, you're absolutely right on that and I think I know that. But it's evolving, right? I mean, we data scientists are more important than they ever were. And so all of our customers and ourselves are investing on how we get data science because at the heart of it and If you think about what he's talking about in some of the new products that are coming out, it's about building that data layer right. And it's about taking that data later to the next level, too, around security and tradition. So helping our customers started get their arms around what it means to manage that data and all those aspects around the view of a customer is critical. Even the even the presentation tear you know it'LL be provides all those amazing technologies that allow customers to drive those rich experiences, whether it's on a tablet, whether it's on a mobile, whether it's on your desktop, ubiquitous doesn't matter. But that presentation tears is constantly changing. I mean, we didn't have, you know, the anger and the React ten years ago. Now you have all these other frameworks you have to begin to prepare for. >> About the one of his Aquino yesterday we've got my attention was the word and look, I love the way it sounds personalization at scale. And that's just just think about that concert for second. It's mind blowing. We love we love personalization doesn't like personalization. Yeah, but at scale a lot of moving parts. This is in your guy's wheelhouse. Century irregulars have large scale customers globally. What does that mean to you? Because I had us had happened best by so much. Send out forty million emails means insane the personalization experience. What does it mean? >> Well, what? >> When I hear something needs to be a scale, you gotta break it down to be a simple as possible. You got to figure out how you make that something super complex and dumb it down to where you truly can't scale it where you can enable people quickly. Um and sometimes you think big and start small so often What we'LL do is we'LL have our customers say, if you want to do one toe, one personalization we need to be thinking about how we can create content quickly, how we can create art quickly, how we can go and and operationalized that globally. Right, Because many times you need be working around the clock. So for me, when I think of that scale, it's how do we turn those capabilities on around the globe quickly for our clients and basically, you need to break it down. >> It's a place you go, though customs saying, Let's let's pick some use cases. That's a beachhead. Get that figured out. Make sure it's not a lot of moving parts. >> Yeah, and against >> software, because experience engine things of that nature >> and sort of start small, you know? So I you know, I would light up some teams take some initial use cases, maybe think about how you know, what are some of those you know, initial user journeys that end in journey. We wantto prove out. And then let's operationalize those. And then we'LL build on top of that overtime. >> Be asked by the Adobe announcements. What's getting you excited here? The event with some of the hallway conversations and conversations after hours, a lot different events going on. What are you talking about? What's the top conversation that you're involved in >> for sure AP when you talk about the new experience platform that's coming out and everything around there to me, I think that's a game changer in the marketplace, and I think it's also critical. Certainly OD eyes all wrapped in there and all the data theater aspects. But the new experience platform that Adobe is investing, it is sort of where I think our customers are driving towards and what's required in order to meet the demands of how to secure this data. How to wrap some permissions around it, how to take. You know what we would consider a P I and pH. I like data on be able to use it and more of their tools knowing that we have the security of the integrity of >> our CM taxi. Your job with customer experience. Platform >> right. Impact. Our job is it unleashes all kinds of potential. Uh, you know, when we do you think about what were out there helping our customers solution, it opens the gamut for us to go and sort of drive those next generation experiences in a much more you know, I guess, uh, formidable way, you know, I can >> more capabilities. Oh, absolutely. You know, >> execution. Exactly. What was super complex for me to build now just became a lot easier. Because now I have a frame, Eric and a structure and a platform that they're enabling it >> has impact the interview. The customer. I mean, so the partner landscape because you guys have a lot of partnerships, just always a key. One house. You hear Adobe Summit. But, you know, you might have some of these little Miss Provider's come in with a nice tool chain. Say, Hey, you know what? I want to plug this in the biggest center interactive engine. You guys got a lot of global breath. You're gonna probably get some impact on the ecosystem. How do you see partners? Because if it's an enabling platform and should be in the building something so that's going to tell Sign what? What's your view on the partner ecosystem? >> What's the first thing I'LL say about that is I think we're in a unique position because if you look at the scale we have at Accenture, so although I'm in extension interactive, I'm very focused on that digital and building the best experience on Planet I have this huge engine behind me of Broderick Center that has these capabilities. I mean, you know what we're dreaming up around, how we're working with Microsoft and happy Well, guess what? We already do that, too, so I can bring a lot of those vendor relationships and experiences capabilities and bring him right in house quickly. And when I need to go out to market and partner. I have those avenues, and I can go bring that niche that >> Lego blocks together now. Yeah, big things, auto integrate. Just put it together and >> adobes continue to invest in their io. And that allows us to integrate and plug in these things a lot quicker than we ever have before. >> What's the biggest challenge? You see it that adobe and the markers and and market is having the marketplace because a lot of new tech, a lot of great capabilities. Now emergency. There's a shift happening. Yeah, you know what kind of been going slow? You know, yard by yard, moved the chains like a football analogy. But now big movements gonna have we see happening Way. Siya shift coming. Big wave of innovation. What's the challenge? >> That definitely two challenges. I think one, uh, it's just the speed, right. The speed in which the market is moving. And how do you keep up with that speed? And how do you continue to invest in your own people? T learn it. And then, too, I think this year amount of data like the fact that we can store all this data. We have more data coming in than we've ever had before. I mean, just think of what I owe tea is doing to our our landscape and all the data that's coming in from a night and now we can use that as a as a whole, another level of, ah, sophistication and our analytics and our segmentation. And that's a tough job, right? That's how marketers keep up with that. It's, uh, it's changing their landscape, for sure. But what about just kind of the point of view when they get competition that comes out of complete left field, right, that you know, uber and lift or the obviously examples to get way overused. But you know, the company's heir now beating against companies that weren't even in their radar before that were purpose built on moving at light speed to your point. How do you help those legacy? Those legacy guys kind of take the big league, take the big step, get to hyperspeed personalization? I mean one thing. You can't be complacent, I think if you are complacent, your you know, one of those small, innovative companies is going to slowly eat your lunch on. So I think, you know, take advantage of that mindset that those small, you know, incubation type companies or this moth and maybe even think about How do I How do I build that same type of innovation within my own halls? And how do I take a manager? How that rapid development of that rapid change and oftentimes we're helping our customers go in and bootstrap that right started like, Let's go inside. And let's build a little innovation hub inside your own organization to go and compete with them. Otherwise, you know you're going to see what you know, like the case studies you just >> referenced right, because they're in the driver's seat, for sure. I mean, I think this is great innovation. Question. That week that came up in our last segment with Jim Leyland was you know, he talked about the vendor dynamics. Yes, When you have the world floating upside down, things have changed. Sweet vendors lead and enable. Now you have abs dictating terms, the infrastructure. That's a cloud model. He made a good point, he said. You know, a lot of the transformational stuff is great, but then it fails during integration and pointing out that they get to a certain point. It just crashes, not crashes. That's my word. But he said thiss challenges. It wasn't specific on outcomes of of transmission, we said pretty much its struggles and usually doesn't happen. Yeah, how do you see that? Because with now, automation machine learning Now you have agility in a marketing landscape, not just marketing cloud. You got all kinds of other things. It's like this sales and marketing. And there is everything you have agility. How does the integration impacts and has the delivery impact that transformation >> Goal? What ends? You're exactly right in the fact that when organizations make a big investment and Toby Technologies, they typically have a lot of other investor. It's another technologies as well. And so how do you create agility where you gotta plug and play sometimes more than one, and I'm sure Jim talk to you about our customer experience, engine and the beauty of that right where we can go and really bring a framework to our customers and our clients. That allows us to take the best of all these of all these experiences all these platforms, I should say, to build the best in class experience, and that's something we absolutely bring to the table. It's a framework. We've proved it out. And frankly, we have a whole bunch of connectors that already exist. So from my mind, when I'm trying to get them to be agility, I bring that type of thing to the table to help them move fast. >> I think that's a successful tell sign we see with successful, then vendors and partners and integrators is that you guys took your core competency and rose software and he packaged it up to automate the heavy lifting that I mean, why wouldn't >> you do the >> way you >> are accustomed there, >> buddy? I mean, I walk in our customers and I'm like, Well, they have a little this. They have a little that, then they're goingto go on, make this massive invest in Adobe, and it's like they're not going to just discard to retire some of those things. So way attempt to solve that problem. >> That's a real differentiate. Congratulations. Jim was great on that final question for you. Look going forward. What do you excited about? What's on your road map? What's what's next for you is the next leg of the journey for global delivery. Well, more delivery, you >> know. Honestly, it's it's to continue to build off scale around all of our locations. So when you look at its Centre Interactive were, you know, obviously a big North American business. But we have businesses all over the globe, and it's to continue to create, you know, to meet our customer's demands as they expand global. That's how do we deliver local and how do we deliver around the clock for them? And so for me, it's about build those capabilities everywhere you go South America, Australia, New Zealand in Eastern Europe, and, uh, and making sure that we create the same delivery patterns and we leverage the same assets and accelerators like the customer experience engine in all those places. >> And one final question. As you look at the arena of the all the vendors competing, what's the what's the winning formula? What's the posture that you see that's a successful vendor as they integrate it in this kind of these journeys in these experiences, what successful makeup of a successful supplier to customers >> from this from a from a technology >> that you look at all the players got Microsoft big part of the job you got Amazon, you got all these. You know, Marsh, Martek Stack is littered with logo's consolidations happening. There's a lot of battles battles on the field right now. Players of fighting for their future. >> Well, honestly, I think those who are going to make it as simple and as easy to empower their people to use is gonna be the winner. And I think you're you're seeing that certainly at at Adobe. But there's a lot of other formidable vendors out there who are creating very simple techniques to go on like this up. The more you could empower a business person and a marketer to do self service, the bigger win you're gonna have >> and to your point about scale. Simplicity. Yeah, thanks for coming on. Great insight. Thank you so much to share in the commentary. Appreciate Todd Schwarz here on the Cube Global delivery lead for the Adobe account for a censure Interactive Stevens. One more day to coverage after this short break. I'm John free with Jeffrey will be right back