>> TheCUBE presents Ignite 22 brought to you by Palo Alto Networks. >> Welcome back to Las Vegas, everyone. We're glad you're with us. This is theCUBE live at Palo Alto Ignite 22 at the MGM Grant in Las Vegas. Lisa Martin here with Dave Vellante, day one of our coverage. We've had great conversations. The cybersecurity landscape is so interesting Dave, it's such a challenging problem to solve but it's so diverse and dynamic at the same time. >> You know, Lisa theCUBE started in May of 2010 in Boston. We called it the chowder event, chowder and Lobster. It was a EMC world, 2010. BJ Jenkins, who's here, of course, was a longtime friend of theCUBE and made the, made the transition into from, well, it's still data, data to, to cyber. So >> True. And BJ is back with us. BJ Jenkins, president Palo Alto Networks great to have you back on theCUBE. >> It is great to be here in person on theCube >> Isn't it great? >> In Vegas. It's awesome. >> And we can tell by your voice will be, will be gentle. You, you've been in Vegas typical Vegas occupational hazard of losing the voice. >> Yeah. It was one of the benefits of Covid. I didn't lose my voice at home sitting talking to a TV. You lose it when you come to Vegas. >> Exactly. >> But it's a small price to pay. >> So things kick off yesterday with the partner summit. You had a keynote then, you had a customer, a CISO on stage. You had a keynote today, which we didn't get to see. But talk to us a little bit about the lay of the land. What are you hearing from CISOs, from CIOs as we know security is a board level conversation. >> Yeah, I, you know it's been an interesting three or four months here. Let me start with that. I think, cybersecurity in general is still front and center on CIOs and CISO's minds. It has to be, if you saw Wendy's presentation today and the threats out there companies have to have it front and center. I do think it's been interesting though with the macro uncertainty. We've taken to calling this year the revenge of the CFO and you know these deals in cybersecurity are still a top priority but they're getting finance and procurements, scrutiny which I think in this environment is a necessity but it's still a, you know, number one number two imperative no matter who you talked to, in my mind >> It was interesting what Nikesh was saying in the last conference call that, hey we just have to get more approvals. We know this. We're, we're bringing more go-to-market people on board. We, we have, we're filling the pipeline 'cause we know they're going to split up deals big deals go into smaller chunks. So the question I have for you is is how are you able to successfully integrate those people so that you can get ahead of that sort of macro transition? >> Yeah I, you know, I think there's two things I'd say about uncertain macro situations and Dave, you know how old I am. I'm pretty old. I've been through a lot of cycles. And in those cycles I've always found stronger companies with stronger value proposition separate themselves actually in uncertain, economic times. And so I think there's actually an opportunity here. The message tilts a little bit though where it's been about innovation and new threat vectors to one of you have 20, 30, 40 vendors you can consolidate become more effective in your security posture and save money on your TCOs. So one of the things as we bring people on board it's training them on that business value proposition. How do you take a customer who's got 20 or 30 tools take 'em down to 5 or 10 where Palo is more central and strategic and be able to demonstrate that value. So we do that through, we're making a huge investment in our people but macroeconomic times also puts some stronger people back on the market and we're able to incorporate them into the business. >> What are the conditions that are necessary for that consolidation? Like I would imagine if you're, if you're a big customer of a big, you know, competitor of yours that that migration is going to be harder than if you're dealing with lots of little point tools. Do those, do those point tools, are they sort of is it the end of the subscription? Is it just stuff that's off the books now? What's, the condition that is ripe for that kind of consolidation? >> Look, I think the challenge coming into this year was skills. And so customers had all of these point products. It required a lot more human intervention as Nikesh was talking about to integrate them or make them work. And as all of us know finding people with cybersecurity skills over the last 12 months has been incredibly hard. That drove, if you know, if you think about that a CIO and a CISO sitting there going, I have all all this investment in tools. I don't have the people to operate 'em. What do I need to do? What we tried to do is elevate that conversation because in a customer, everybody who's bought one of those, they they bought it to solve a problem. And there's people with affinity for that tool. They're not just going to say I want to get consolidated and give up my tool. They're going to wrap their arms around it. And so what we needed to do and this changed our ecosystem strategy too how we leverage partners. We needed to get into the CIO and CISO and say look at this chaos you have here and the challenges around people that it's, it's presenting you. We can help solve that by, by standardizing, consolidating taking that integration away from you as Nikesh talked about, and making it easier for your your high skill people to work on high skill, you know high challenges in there. >> Let chaos reign, and then reign in the chaos. >> Yes. >> Andy Grove. >> I was looking at some stats that there's 26 million developers but less than 3 million cybersecurity professionals. >> Talked about that skills gap and what CISOs and CIOs are facing is do you consider from a value prop perspective Palo Alto Networks to be a, a facilitator of helping organizations deal with that skills gap? >> I think there's a short term and a long term. I think Nikesh today talked about the long term that we'll never win this battle with human beings. We're going to have to win it with automation. That, that's the long term the short term right here and now is that people need people with cybersecurity skills. Now what we're trying to do, you know, is multifaceted. We work with universities to standardize programs to develop skills that people can come into the marketplace with. We run our own programs inside the company. We have a cloud academy program now where we take people high aptitude for sales and technical aptitude and we will put them through a six month boot camp on cloud and they'll come out of that ready to really work with the leading experts in cloud security. The third angle is partners, right, there are partners in the marketplace who want to drive their business into high services areas. They have people, they know how to train. We give them, we partner with them to give them training. Hopefully that helps solve some of the short-term gaps that are out there today. >> So you made the jump from data storage to security and >> Yeah. >> You know, network security, all kinds of security. What was that like? What you must have learned a lot in the last better part of a decade? >> Yeah. >> Take us through that. >> You know, so the first jump was from EMC. I was 15 years there to be CEO of Barracuda. And you know, it was interesting because EMC was, you know large enterprise for the most part. At Barracuda we had, you know 250,000 small and mid-size enterprises. And it was, it's interesting to get into security in small and mid-size businesses because, you know Wendy today was talking about nation states. For small and mid-size business, it's common thievery right? It's ransomware, it's, and, those customers don't have, you know, the human and financial resources to keep up with the threat factor. So, you know, Nikesh talked about how it's taken 'em four and a half years to get into cybersecurity. I remember my first week at Barracuda, I was talking with a customer who had, you know, breached data shut down. There wasn't much bitcoin back then so it was just a pure ransom. And I'm like, wow, this is, you know, incredible industry. So it's been a good, you know, transition for me. I still think data is at the heart of all of this. Right? And I have always believed there's a strong connection between the things I learned growing up at EMC and what I put into practice today at Palo Alto Networks. >> And how about a culture because I, you know I know have observed the EMC culture >> Yeah. >> And you were there in really the heyday. >> Yeah. >> Right? Which was an awesome place. And it seems like Palo Alto obviously, different times but you know, similar like laser focus on solving problems, you know, obviously great, you know value sellers, you know, you guys aren't the commodity >> Yeah. For Product. But there seemed to be some similarities from afar. I don't know Palo Alto as well as I know EMC. >> I think there's a lot. When I joined EMC, it was about, it was 2 billion in in revenue and I think when I left it was over 20, 20, 21. And, you know, we're at, you know hopefully 5, 5 5 in revenue. I feel like it's this very similar, there's a sense of urgency, there's an incredible focus on the customer. you know, Near and Moche are definitely different individuals but the both same kind of disruptive, Israeli force out there driving the business. There are a lot of similarities. I, you know, the passion, I feel privileged as a, you know go to market person that I have this incredible portfolio to go, you know, work with customers on. It's a lucky position to be in, but very I feel like it is a movie I've seen before. >> Yeah. And but, and the course, the challenges from the, the target that you're disrupting is different. It was, you know, EMC had a lot of big, you know IBM obviously was, you know, bigger target whereas you got thousands of, you know, smaller companies. >> Yes. >> And, and so that's a different dynamic but that's why the consolidation play is so important. >> Look at, that's why I joined Palo Alto Networks when I was at Barracuda for nine years. It just fascinated me, that there was 3000 plus players in security and why didn't security evolve like the storage market did or the server market or network where working >> Yeah, right. >> You know, two or three big gorillas came to, to dominate those markets. And it's, I think it's what Nikesh talked about today. There was a new problem in best of breed. It was always best of breed. You can never in security go in and, you know, say, Hey it's good I saved us some money but I got the third best product in the marketplace. And there was that kind of gap between products. I, believe in why I joined here I think this is my last gig is we have a chance to change that. And this is the first company as I look from the outside in that had best of breed as, you know Nikesh said 13 categories. >> Yeah. >> And you know, we're in the leaders quadrant and it's a conversation I have with customers. You don't have to sacrifice best of breed but get the benefits of a platform. And I, think that resonates today. I think we have a chance to change the industry from that viewpoint. >> Give us a little view of the voice of the customer. You had, was it Sabre? >> Yeah. >> That was on >> Scott Moser, The CISO from Sabre. >> Give us a view, what are you hearing from the voice of the customer? Obviously they're quite a successful customer but challenges, concerns, the partnership. >> Yeah. Look, I think security is similar to industries where we come up with magic marketing phrases and, you know, things to you know, make you want to procure our solutions. You know, zero trust is one. And you know, you'll talk to customers and they're like, okay, yes. And you know, the government, right? Joe, Joe Biden's putting out zero trust executive orders. And the, the problem is if you talk to customers, it's a journey. They have legacy infrastructure they have business drivers that you know they just don't deal with us. They've got to deal with the business side who's trying to make the money that keeps the, the company going. it's really helped them draw a map from where they're at today to zero trust or to a better security architecture. Or, you know, they're moving their apps into the cloud. How am I going to migrate? Right? Again, that discussion three years ago was around lift and shift, right? Today it's about, well, no I need cloud native developed apps to service the business the way I want to, I want to service it. How do I, so I, I think there's this element of a trusted partner and relationship. And again, I think this is why you can't have 40 or 50 of those. You got to start narrowing it down if you want to be able to meet and beat the threats that are out there for you. So I, you know, the customers, I see a lot of 'em. It's, here's where I'm at help me get here to a better position. And they know it's, you know Scott said in our keynote today, you don't just, you know have layer three firewall policies and decide, okay tomorrow I'm going to go to layer seven. That, that's not how it works. Right? There's, and, and by the way these things are a mission critical type areas. So there's got to be a game plan that you help customers go through to get there. >> Definitely. Last question, my last question for you is, is security being a board level conversation I was reading some stats from a survey I think it was the what's new in Cypress survey that that Palo Alto released today that showed that while significant numbers of organizations think they've got a cyber resiliency playbook, there's a lot of disconnect or lack of alignment at the boardroom. Are you in those conversations? How can you help facilitate that alignment between the executive team and the board when it comes to security being so foundational to any business? >> Yeah, it's, I've been on three, four public company boards. I'm on, I'm on two today. I would say four years ago, this was a almost a taboo topic. It was a, put your head in the sand and pray to God nothing happened. And you know, the world has changed significantly. And because of the number of breaches the impact it's had on brand, boards have to think about this in duty of care and their fiduciary duty. Okay. So then you start with a board that may not have the technical skills. The first problem the security industry had is how do I explain your risk profile in a way you can understand it. I'm, I'm on the board of Generac that makes home generators. It's a manufacturing, you know, company but they put Wifi modules in their boxes so that the dealers could help do the maintenance on 'em. And all of a sudden these things were getting attacked. Right? And they're being used for bot attacks. >> Yeah. >> Everybody on their board had a manufacturing background. >> Ah. >> So how do you help that board understand the risk they have that's what's changed over the last four years. It's a constant discussion. It's one I have with CISOs where they're like help us put it in layman's terms so they understand they know what we're doing and they feel confident but at the same time understand the marketplace better. And that's a journey for us. >> That Generac example is a great one because, you know, think about IOT Technologies. They've historically been air gaped >> Yes. >> By design. And all of a sudden the business comes in and says, "Hey we can put wifi in there", you know >> Connect it to a home Wifi system that >> Make our lives so much easier. Next thing you know, it's being used to attack. >> Yeah. >> So that's why, as you go around the world are you discerning, I know you were just in Japan are you discerning significant differences in sort of attitudes toward, towards cyber? Whether it's public policy, you know things like regulation where you, they don't want you sharing data, but as as a cyber company, you want to share that data with you know, public and private? >> Look it, I, I think around the world we see incredible government activity first of all. And I think given the position we're in we get to have some unique conversations there. I would say worldwide security is an imperative. I, no matter where I go, you know it's in front of everybody's mind. The, on the, the governance side, it's really what do we need to adapt to make sure we meet local regulations. And I, and I would just tell you Dave there's ways when you do that, and we talk with governments that because of how they want to do it reduce our ability to give them full insight into all the threats and how we can help them. And I do think over time governments understand that we can anonymize the data. There's, but that, that's a work in process. Definitely there is a balance. We need to have privacy, we need to have, you know personal security for people. But there's ways to collect that data in an anonymous way and give better security insight back into the architectures that are out there. >> All right. A little shift the gears here. A little sports question. We've had some great Boston's sports guests on theCUBE right? I mean, Randy Seidel, we were talking about him. Peter McKay, Snyk, I guess he's a competitor now but you know, there's no question got >> He got a little funding today. I saw that. >> Down round. But they still got a lot of money. Not of a down round, but they were, but yeah, but actually, you know, he was on several years ago and it was around the time they were talking about trading Brady. He said Never trade Brady. And he got that right. We, I think we can agree Brady's the goat. >> Yes. >> The big question I have for you is, Belichick. Do you ever question Has your belief in him as the greatest coach of all time wavered, you know, now that- No. Okay. >> Never. >> Weigh in on that. >> Never, he says >> Still the Goat. >> I'll give you my best. You know, never In Bill we trust. >> Okay. Still. >> All right >> I, you know, the NFL is a unique property that's designed for parody and is designed, I mean actively designed to not let Mr. Craft and Bill Belichick do what they do every year. I feel privileged as a Boston sports fan that in our worst years we're in the seventh playoff spot. And I have a lot of family in Chicago who would kill for that position, by the way. And you know, they're in perpetual rebuilding. And so look, and I think he, you know the way he's been able to manage the cap and the skill levels, I think we have a top five defense. There's different ways to win titles. And if I, you know, remember in Brady's last title with Boston, the defense won us that Super Bowl. >> Well thanks for weighing in on that because there's a lot of crazy talk going on. Like, 'Hey, if he doesn't beat Arizona, he's got to go.' I'm like, what? So, okay, I'm sometimes it takes a good good loyal fan who's maybe, you know, has >> The good news in Boston is we're emotional fans too so I understand you got to keep the long term long term in mind. And we're, we're in a privileged position in Boston. We've got Celtics, we've got Bruins we've got the Patriots right on the edge of the playoffs and we need the Red Sox to get to work. >> Yeah, no, you know they were last, last year so maybe they're going to win it all like they usually do. So >> Fingers crossed. >> Crazy worst to first. >> Exactly. Well you said, in Bill we trust it sounds like from our conversation in BJ we trust from the customers, the partners. >> I hope so. >> Thank you so much BJ, for coming back on theCUBE giving us the lay of the land, what's new, the voice of the customer and how Palo Alto was really differentiated in the market. We always appreciate your, coming on the show you >> Honor and privilege seeing you here. Thanks. >> You may be thinking that you were watching ESPN just now but you know, we call ourselves the ESPN at Tech News. This is Lisa Martin for Dave Vellante and our guest. You're watching theCUBE, the Leader and live emerging in enterprise tech coverage. (upbeat music)

>>Live from Orlando, Florida. It's the cube covering Microsoft ignite brought to you by Cohesity. >>Good afternoon everyone and welcome back to the cubes live coverage of Microsoft ignite. We are wrapping up three days of wall to wall coverage. Back to back interviews. I'm your host Rebecca Knight, alongside my cohost Stu Miniman. We have saved the best for last. We have BJ Jenkins, president and CEO of Barracuda networks. Thank you so much for coming on the cube. Feel a lot of pressure on internet. It's going to be great. Why don't you start by Barracuda. I think of that heartsong tell our viewers a little bit about, about your business, what you do. >>Yeah. Um, Barracuda is a company focused in the security industry, primarily on email security and network and application security. Uh, we have over 220,000 customers, uh, since we were founded a little over 15 years ago. And um, you know, we have a passion for making our customers secure and safe and being able to run their business. And we're a great partner in Microsoft, so, uh, they really help us drive our business. >>Yeah. So, so much to catch up, PJ, since it's been many years since you've been on the program, you were new in the role, but let's start with that Microsoft relationship here. We've been spending all week talking through all of the various environments. Talk about a little bit about your joint customers, the relationship and what's happening there. >>Yeah. I joined Barracuda seven years ago. Yesterday was my anniversary. And um, when I came into Barracuda, it was primarily at the time focused on a kind of small and midsize businesses. And most of those businesses ran Microsoft exchange or ran some form of Microsoft applications. And really that was the start of our partnership, realizing how important Microsoft was and it's grown. We were the first, uh, security company to put our firewalls in Azure. And that was over five years ago. And I think being first with a partner like Microsoft who is really at that point trying to catch up with Amazon and you know, Satya was, we're starting to drive the business in that direction. Uh, it gave us a unique vantage point in the partnership and it's grown from there. We were, uh, the Azure partner the year in 2016, uh, across their business. Um, we do joint development with them. We do joint go to market activities. And when you look around and you see 30,000 customers here, it's a, it's a good, good place to focus for a company like ourselves. >>Yeah. Well the, the, the changes in Microsoft business has had a ripple effect in the ecosystem, not only the launch of Azure, but I mean a big push office three 65 you talk about there's gotta be a difference between I'm rolling out exchange servers and well, it's all in the cloud. We know that customers still need to think sick as strong about security when they go to SAS Deere. If your customers figured that out yet. >>Yeah. I think, um, the trends that played out on prom play out in the cloud, um, how am I gonna secure my applications? How am I going to secure my data, my network? Um, and then the individuals that are using that cause at the end of the day, the individuals tend to be the weakest link in the security chain. And, um, you know, Mike, what I like is Microsoft has done a really good job improving their security posture, the base level that they provide to their customers every single day improves. And our job is to innovate on top of that and make them even safer. And, um, Microsoft's position in the industry too has been one where they want to be a ecosystem. They want to partner with third parties to help their customers move from on prem into Azure. And they know they're not gonna be able to do it on their own. >>So they've upped their game. We've got to up our game and we do it jointly, which is the nice thing. I, I joke with people. When I was at EMC and I used to go to Redmond, I'd go with battle armor on because there was not gonna be a fun meeting, uh, who's going to be, how Microsoft was going to hurt our business. And now I go to Redmond and you're embraced as a partner. They want to understand what customers and partners are thinking. They jointly plan with you. It's a completely different tone and tenor, which has been nice for us. >>So it is a scary world out there. And as we know that the threat environment is changing, hackers are becoming more sophisticated. I wonder if you could just set the scene for our viewers and just talk about security challenges in general and then we'll get into the specifics of the new solutions that you've announced here. >>Yeah, it's, threats come from everywhere and I think it's hard to boil it down and make it simple at times. But one of the stories I tell, uh, investors and customers about how fast the world is changing, uh, when I came on board, CEO's are obviously targets for hackers and the types of phishing mails I would get at that point. Um, and they would be very obvious. I've gone by BJ my entire life. On the website it says William Jenkins. And so the phishing emails would come in and say, you know, today fog, no, Hey, can you wire money here, William? Right. And so there was just base level intelligence. Nowadays they use LinkedIn, they use fee, they create social graphs. They study your communication forms, they look, they know how you're organized and they target the people. It will have, I always signed my emails past comma, BJ, the best fishing males have that in there. >>They've discovered that they've incorporated that they, so the, just the level of intelligence, the sophistication of what hackers do today, uh, has exponentially changed. And, you know, we're fortunate you can, we have more computing power. We have more artificial intelligence that we can apply to stop them. But the game just keeps getting escalated. And it's a, it's why the security industry has been strong. It's why there's so many companies out there. We've got to keep getting better. Um, but it's, it's a scary world. It's, it's, you know, you can never, never rest and never think you're ahead. You always gotta keep attacking it. >>So BJ, you had a number of announcements. Barracuda did, not nearly as many as Microsoft did, but give us the highlights if you would. >>Yeah. Um, so a number number of things announced here. Uh, first we're part of, uh, Misa, the Microsoft intelligence security association. So we're proud, proud to be a part of that. At launch. Um, we announced, uh, the cloud application platform security platform and the big announcement for us around that was our launch of as a service, uh, that's run on Azure. And, uh, we've always had a strong application approach. We've got integrated, um, detection, DDoSs uh, the O OS top 20 are all in Kurt corporate into our platform. What we've done is really leveraged Microsoft scale to run a very easy, simple to deploy a web application security platform, uh, that takes advantage of Microsoft scale and resiliency and brings that to our customers. Uh, we did a study, you know, only 10% of the websites in the world today are protected. So 90% of the web sites and web applications in the world today run on protected. >>We think this is a great way to go out and, um, help protect more of those. And then finally, um, you know, we announced Microsoft announced their V land solution and we have done joint development with them. We'll continue to innovate here, but we announced obviously our solution that we'll run, uh, with Microsoft's B when we're the only ones who can provide a customer really with multiple lengths run on Microsoft backbone, they can really run their data center. Now the corporate data center out of Azure, uh, we give them traffic prioritization, fail over resiliency that customers need when they're making those types of decisions. So there was more than that, but that was a lot of good stuff for us. We're excited about it. >>What does the recent announcement that Microsoft has won the Jetta contract, does that have any impact on Barracuda's business? Is that, >>well, I think anytime Microsoft wins business, it's a good thing because we're partnering with them. That contract is so big and, uh, has a lot of different elements and, and certainly security is a part of it. So we think there's aspects where we can play. I did hear, I think, um, Oracle was suing and I think AWS, so this may have a lot of legs before it becomes real. But it, I, you know, I think it continues to show that customers want to utilize, um, the scale breadth and depth of solutions that the cloud companies are bringing. And, you know, we view that as opportunity because security is an important element to making that work for those customers. >>So PJ, one to put aside the Microsoft stuff for a second here, since last we talk barracudas gone private and the security industry feels like it just growing so fast. You know, every week we're getting approached by new startups, heavy investment and the like, give us a little bit about your position has a CIO and CEO in this space. Uh, and you know, the love, a little bit of a note. We know it happened a few years back now, but going private when so many companies have, >>yeah, they're, you know, obviously there's a lot of funded companies in the security market. You know, we were in, uh, we had been public for, for four years. Um, a company that's been around 15 years where we were a profitable security company to, we were unique. We weren't, uh, the high flyer growth, but we were growing, you know, kind of, uh, low double digits with profitability, but there were investments that needed to be made in the business. Uh, we were running our transaction system on code, the founder wrote. Um, so there were investments we really needed to make to go from, you know, the 400, 500 million Mark to 1 billion mark. And so going private with a partner like Thoma Bravo, um, who really understands this industry has allowed us to reset the strategy and focus on, uh, the highest growth areas for us, which are email and network and application security. >>Um, they've helped us, we've invested over 20 million in internal systems, um, modern systems, Salesforce, NetSuite, uh, that we think give us the foundational elements to scale to $1 billion. And, um, you know, they combine that with operational expertise that they bring in to help us get more customers to the 220,000. Uh, one of the other interesting things for us too is, um, well we have 220,000 customers. We have 50 of the fortune 100. We have 250 of the fortune 1000 and as the movement, as, as customers have move to cloud, our solutions have become more relevant for customers of scale. And so they've given us the backing really to make that transition into that. So I liked not having to go on public conference calls every quarter. That's been a really nice thing. Um, but they've been a great partner for us. So we've, I think what you can think of us as we focused on areas that we think are the highest priority to our customers. >>Yeah, PJ, it also, we talked about there's so many startups in this space out there. The profile security keeps getting raised. Pat Gelsinger, VMware, you know, pounding the table saying that security needs to do over the, he just purchased black Boston based company that was public. You know, I talked to my friends that had been deep in the security industry and they scoff a little bit about, you know, we've been doing this for a long time. Barracuda is a company that has been around for quite a number of years. How's the industry doing? What do we need to do better? And how do you look at that landscape? >>Yeah, I, you know, I love pats energy and vigor, but there's no silver bullet that's gonna solve every problem out there. I do think, uh, where the industry is getting better is one on sharing information. You can see alliances, associations that have been formed. Um, you know, even with the cloud providers, we're actively sharing information and sharing of that information. We'll make more robust solutions first. Um, second you're seeing vendors go more towards platform where they're offering a larger, so the, the quality of solutions are getting better. And I do think there's consolidation happening where there, there are going to be certain segments of the market where you don't need 15 solutions. You really need, you know, one not from a particular player. So I think you'll see more, uh, consolidation occur around that. And you know, certainly that's been a trend we've been on in terms of integrating our solutions, making them easier to deploy and use for the customers. And then, you know, I think the last part of this is regulation is really a, it's still behind, but it's finally catching up and there's an interest in it. And I think in partnership with the industry, we can get our customers in a better position, a better security posture. So, you know, I, um, there will be consolidation over over time. Uh, you know, I've seen a map, I think there's 3000 security companies in all different segments that won't last forever. And, uh, it'll get easier for customers over time, is my belief. >>So with regulation, do you want to work in partnership with regulators? I mean, how do you, to help them understand the industry first of all and understand the dangers and the risks? I mean, how do you see the future of regulation for this industry? >>First of all, there's a large education process for legislators in general. You have to look no further than when Mark Zuckerberg got questioned by Congress. And the questions he were getting asked were not the best questions. Um, but you do have people who understand this industry and you can look at regulations like GDPR. You know, California's coming out data privacy law now and they're never perfect, but they're good foundational elements to start. And they're helping customers, um, get more aware of what they have to do to be secure and they're helping us explain to customers the things you can do to be in a better security posture. And so there's a continuum around this. We're in the early days, I, there's still a lot of education that has to go on, but when you see, >>start getting passed, it's a good step in the right direction. And by my estimation, BJ, we did save the best for last. Thank you so much for coming on the cube. That was terrific. Sorry it took so long. I'm Rebecca and I first two minutes and that wraps up three days of coverage at Microsoft ignite at the cube. Thank you so much for tuning in and we will see you next time.

>> live from Boston, Massachusetts. It's the Cube covering A W s reinforce 2019 brought to you by Amazon Web service is and its ecosystem partners. >> Welcome back to the cubes. Live coverage here in Boston, Massachusetts, for AWS reinforce Amazon web services. First inaugural conference around Cloud Security. I'm John for your Michael's Day. Volante, our next Katie Jenkins s V P. C. Vice President. See? So, Chief Information Security officer with Liberty Mutual Big Company, Lot of activity insurance. Lot of probably a lot of action on your side. Welcome to the Cube. Thanks. Thanks for coming on. So you've been in this job for about a year. Tell us about what's going on in Libya. Means you guys have a large company. 100 plus years old. You're see. So you're in charge. You're running everything. We're gonna security conference. Tell us the reality. What's going on in the real world? >> Yeah, well, this is super exciting. That reinforce, of course, is in Boston. This is Liberty Mutual's hometown assed. You mentioned 107 year old security, not security company >> insurance company. But we're >> doing really cool things in technology and security. Specifically, um, I would say to kind of bring this gathering together. We have a really rich pool of security talent of security and innovators. It really matches up with what what we're doing. So Liberty Mutual has made a very significant commitment to moving to the public cloud for our technology and computing needs. We're in about your three of that journey, maybe 25% of our workload in the public cloud. It's really been a catalyst for not just transforming our technology organisation but transforming the way security does its work in the way security engages with our development community. >> While you're the head honchos, they say there's a C so but you had 20 plus years in cyber security. This is now kind of a new category with reinforced being a branded show over AWS. I see this deserves its own conversation, and industry is a lot of action going on. What is cloud security mean to you? Because this is the focus of this show. It's not just pure clouds, a lot on premise and on cloud interactions with hybrid etcetera. You guys have been doing tons of I t over the generations with Liberty Mutual, but cloud security is the focus. What does that mean? Thio to? You guys have a cyber security standpoint? >> Yeah, um, in a word. Enablement, um, I think that the public cloud offers us, um, really interesting opportunity to reinvent security. Right? So if you think about all of the technologies and processes and many of which were manual over the years, I think we have an opportunity to leverage automation to make our work easier in some ways to to, um, avoid the situation where we have air oversight. Gosh, we encrypted everything, but you know, this set of assets over here, So through using automation and enforcement, it's a new, exciting opportunity to further develop our security capabilities. But also, you know, cloud security at cloud in general has bred a transformation of the way that are practitioners do work through agile. And it means that security has toe no work with our technologists in a different way. >> So you've had a really interesting background. Um you work for a company that does audits. I can infer from that. You've worked for service is company. You work for a technology vendor. You worked as a practitioner. So you've seen it all sides and you know Amazon. It made some comments yesterday that said, Look, the narrative in the security industry has always been fear, fear, fear. And we'd like to put forth forth the narrative. That is about Listen, the state of security is really good and strong. The union is strong and we're gonna work together in a positive message. So my question is, are you an optimist? >> Ah, a reluctant activist. Um, I think the days of having security be something that's fearful, uh are just not not doing us any any any justice in that area. I mean, security is an area of partnership. There's very little of what we do. Insecurity. It's just done by security practitioners. We need asset managers. We need compliance people. We need the privacy team. We need our auditors way. Need procurement. I mean, there's just so many different parties involved in security that if we're just instilling fear and everyone, I think it'll be difficult for us tow. Get that partnership and we need Thio. Empower people, right. We need Thio. Both empower our developers to do their work in a secure manner and we have to empower our whole workforce and our trusted third parties to make good decisions. We're educating them on how to prevent phishing attacks were doing all sorts of kind of culture based initiatives, recognizing that if it's just the security folks doing security, we're gonna have a big gap. >> One of the things that we were discussing a lot of other C. So So we've been talking privately. Off the record in the hallways and private briefings is the common theme of integration as a big part of dealing with ecosystem, either suppliers and or different teams within their different pillars of how they're organized internally and externally, and then also reducing the number of security vendors that they've been buying products from to get some also in house coding, teams working more closely on the use cases that matter. So this has become kind of ah, see, So a conversation where what? What is that criteria? How do you figure out who to have a suppliers who's gonna be around for the long haul? We're gonna be that a partnership for the enablement. So rather than having hundreds of vendors, we want to get him down to a handful. Is that something that you think about or is it a trend that you see it's happening now? >> Uh, it is a trend. I think it starts at how we even procure in select our suppliers. I mean, we're really giving a lot of thought to the area of third party risk management. And do we understand not just the elements of cyber risk and engaging with 1/3 party? But but privacy and continuity kind of risk, too. So it starts there. I don't have a sort of fabricated number in terms of I'm trying to go from X number of vendors down toe Why? But I think that there's a very purposeful thought process that we're undergoing to say, Yeah, we recognize and for certain technologies, we want to have different providers to provide some of that redundancy. Let's be smart about them. Let's make sure we really understand where those overlapping capabilities are because we don't want to be wasteful either. Right >> on the span, the question comes up to around Devil's because what we're seeing is the devil ops and security paradigms kind of coming together in terms of the concepts agility. You could do some prototyping, a hackathon do some things and then ultimately trying to get into production or two different animals. So that enablement of doing innovative things, his agility, that that's been a key theme, a positive theme. And the question is, is there a funding model? Doesn't automatically get security funding. And where's the spin that you're spending going up? So all the monetary spend questions come up. >> How do you >> deal with that ballistically? And how do you think about, you know, spend conversation? >> Yeah, um, >> it's a really interesting one, because, of course, expense >> pressures. I'm not immune to those. But I >> also think that we're in a position where, um, our executive leadership team understands the value of the work that we're doing understands the important to our policy holders. So it's less often a need to justify why we need more spend. It's a demonstration of using that spend responsibly and understanding where we might have an uplift from something that we automated to say. Well, now we have these resource is that could be doing something else. >> There's >> always something else and security, right? So if we're committed to re Skilling and making sure that people are evolving the work that they do in the talents that they have to adjust a different kind of >> no rule of thumb per se. It's more of your management recognizes the criticality of it. Therefore, you could make those calls on your own building built in building, >> project tough questions and making >> responsible decisions. But I think it comes down and knowing your technology, >> so the skills gap, obviously a huge challenge in your industry would talk to somebody else, they said. We just can't find people, so we have to bring him in and train them ourselves. We have the homegrown and take the long view. Amazon talks about the shared responsibility model, and a lot of small companies don't really understand that things misunderstood. Obviously, Liberty Mutual gets it. My question is, as you see Amazon focusing on compute in the storage and data base layer, and you guys have the opportunity to focus on other areas that are your responsibility that shared responsibility model. Have you been able to shift? Resource is how have you handled that you retrain people? Has it freed up, not freed up time to do some of those more strategic things that you want to do maybe respond more quickly. Prioritized, better automate, etcetera, etcetera. Can you talk about that from your perspective? >> Yeah. So the shared responsibility model is, uh, you know, I think that's video unimportant speaking point of this whole ecosystem. At the end of the day, Liberty Mutual. Our duty is to protect policyholder data. It doesn't matter. It's in the cloud. If it's in our data, Southers, we have that duty. It's >> on you. >> So I think a lot about the skills that we will need in the future. So I've referenced sort of vaguely that yet. Compliance area is a particularly interesting area where we have opportunities to able to more easily Bingley produced artifacts on our auditors need to really bring automation to a process that just has a very steep history and being manual in nature. So, yeah, I understand that tomorrow we're not gonna ask everyone to make a big switch and I'll become developers. But way do you know plenty of people to this conference and they are participating in the tracks on how to bring of automation to compliance. And I think that's pretty heavily in training opportunities for people. >> How do you look about the vendor lock in conversation because of cloud. The value proposition certainly shifts in the old model was, Oh, you by event supplier and you're in, You're locked in with database or whatever with Cloud. There's a lot of switching costs, opportunities to move around. But people generally settling in on one main cloud and having this may be a hybrid backup cloud or the cloud is the secondary is the focus of the team's How do you view, um, lock And when you deal with suppliers because you don't want to be stuck with once a fire? If you have the need to be agile, you want to have options. How do you guys think about that? Because being in agility is key for you guys to be successful. Not someone's just dealing with the vendors. >> Um, >> it does come down to balance. We do leverage multiple cloud providers, right? I think that, um, if we're too focused on making sure that we have that portability, and we could quickly move from one to another than we miss an opportunity to kind of deeply leverage. Some of the service is, for example, that the eight of us provides, but we also, you know, you've been around the block of >> your first rodeo. Exactly. >> And I think that it's important to have that perspective and prepare for the future. >> Do you, um, attend board meetings regularly? >> I do. I do for sent out to our board of directors. >> Is that a sort of frequent thing? And once a year, once 1/4 of interested in what the board conversation is like with >> it happens in a couple different context, whether it's specific to sort of an audit readout or sort of a general state of State of Security type A report out. But yeah, we have a really engaged board that asked great questions about our partners, right about things that are more culture base in terms of how we're doing with our anti phishing protection. And we talk about technology architectures, too, in the work that we're doing to make sure that we're being more fine grain in the way that we're authenticating users and devices, no matter where they work in a more secure way. They're they're interested in that. So I feel pretty lucky. Thio both have the opportunity and get deeply. Would >> you say the conversation is more of a strategic nature with the board. Is it more tactic? You just mentioned some tactical items. Is it more metrics driven or a sort of a combination of all three? >> It's a It's a combination right? I think they want to see demonstrated progress against areas that we have self identified Azarias that we'd like to prove improve. But they're also looking to see that I have a vision for where we're going to fully cognizant of the work that we've done in the public cloud and want to understand that the level of trust and they had in their security programme on premise will perpetuate and advance into the cloud. So >> when you look at clouds, security and now security, you guys have you had a perspective on full sides and clouds certainly accelerating involving fast when you find a legacy app that you're working with. We've heard other seasons. We've talked us who have had frank conversations, that look, we're deciding whether we lift and shifted more rebuild on. So there's been some visibility into when it's great to have lifted shifts and when it's great to rebuild. So that's been a conversation that I don't think been fully baked out yet. In the full narrative in the industry, it's one people are talking about. What's your view on when you have a legacy app, you want a lift and shifted or rebuild it? What goes through your mind? What's a conversation like? >> It's a conversation that we have. We have legacy. I won't hide behind behind that. But it's not a conversation in a decision that's just made by technologists, right? I think we have to articulate what the options are, and that has to be a joint decision with our business partners. I think generally I'm not preferring a lift and shift because I think that we are may be overlooking some of the opportunities to make similar security improvements that I see. But when we can get an application that's using our software development pipelines that we have embedded security controls, we have better visibility. We have better enforcement, ensuring what we know that we know what's going into. The cloud has met, you know, a number of our security standards, so to speak, that's a much better position. >> So the destruction of multiple clouds I'm interested in how you handle that you take separate teams is the same team, sort of handling everything, and it's sort of a follow up on that is I'm interested in your relationship with AWS and how that's affected your business. >> Yeah, so the security team does not. Oh, the cloud environment, so to speak. That's that's, Ah Secure Dev Ops team within our infrastructure organization. And they're very close partner of ours, right? So, yes, I do have a resource. Is that our specialist in AWS versus other clouds and others that are identity and access management specialists are able to work on the development of those patterns across different cloud environments. Right. You know, I there's nothing bad that I could say about the relationship with our AWS partners that we felt very supported and understanding what we're trying to do introduce us to new service is and introduced it probably most importantly, introducing us to other customers that have but you know, are a little bit ahead of us in their journey. So weaken, hopefully not repeat, >> not helping you with security pieces. Well, I'm that's something that they with shared responsibility there are there working with you on this securing those workloads as you move. Glad >> be Definitely leverage their expertise. >> And you mentioned that you guys kind of made a decision a few years ago. Toe go all in on the cloud. How has that affected your business? What kind of results have you seen? A zit met expectations. Is it exceeded? You know, I >> mean, is I mentioned we do still have, Ah, a lot of a lot of our technology on premise, but for the use cases that have really seen that rapid acceleration of agile practices allowed teams to develop code so much more quickly. I think the business is generally delighted that their needs are being far more quickly met. Then >> I could ask you, there's a perpetual line in the men's room. It's quite long. So what's it like to be long? And the lady I was going to say? I don't think it is because I would say the proportion of women here is actually lower than even the industry and most conferences that we attend. So what's it like being a woman in this male dominated security business? >> I been in it so on, but I certainly have. You're in a little bit of custom toe, but not so accustomed that I'm not motivated on a daily basis to bring more women in. I think that security just has tremendous opportunities and, you know, certainly the marketing of security professionals is hoody wearing white male kind of persona. Just >> their opportunity. What some of those opportunities for women who are stem science, they might your daughters all stem love public policy, the sociology impact side. The impact that's here is a lot of range of skills. What are some of those that you would inspire someone >> I studied? Math is an undergrad. We didn't have security >> back then and since got a Masters >> degree in cyber security. So that's cool. But, you know, I think a great security professional is a great communicator, a great collaborator. I need technologists. I need developers. I need process experts. I need people that think you know very deeply about assurance type control so way have tried to attract people out of other technology round. >> And it's just not just math and computer science is creativity involved. There's a lot of things that that blend sells all kinds of diversity. >> There is, you know, you think about human psychology, right? We just totally transformed one of the systems that we use for approving for managers to approve the access of their people. Right Past system was ugly. People didn't know how to interact with it. I mean, that user experience expertise that over laid and how we developed our new platform just makes all the difference to make sure that it's actually invaluable process. Now, like I'm so frustrated. I'm just gonna sign off on this because I I give up >> really interesting because you spend a lot of time and effort and money on things that drive revenue. But this drives so much productivity in business value that, you know he's not maybe direct dollars, but clearly there. I have a question. When you recruit people, presumably you tap your network. And it's not just the good old boys network your women. Are you able to successfully find women or young women in particular that you can attract and recruit into your business as security practitioners? They had much success there. >> Yeah, so we definitely are outpacing industry numbers in terms of women and security. We have a long way to go, you know, historically excluded people right? Not just women people of color. I mean, we just have a long ways to go, right. And I think it takes more than sitting back and waiting for a recruiter to bring recruiter to bring me a slate of candidates to say no. I know people. I know people that know people. And I really have toe invest myself and make sure that my leaders know that that's my expectation of them, right? I mean, I think that way feel that diversity of thought, no matter how that diversity is expressed, is really important doing the work. >> Let us know how we could help in Silicon Valley days here in Boston as well. Love help get the word out. So anything you need for muscle now. Okay. Thanks so much for his great insights. Love to have you on the cube again sometime. Thanks. Coming on S V p. C. So at Liberty Mutual here in the cube, extracting the signal, sharing the reality of what's going on in the security equation for cloud security. I'm John for Dave. A lot. Right back after this short break

[Narrator] Live from Las Vegas! It's theCUBE covering Informatica World 2019. Brought to you by Informatica. >> Welcome back, everyone to theCUBE's live coverage of Informatica World, here in Las Vegas. I'm your host, Rebecca Knight, along with my co-host, John Furrier. We're joined by Sally Jenkins. She is the executive vice president and CMO here at Informatica. Thank you so much for coming on theCUBE, Sally. >> Oh you're welcome, thank you for having me. Its nice to see you all again. >> So congrats on a great show, we're going to get to the stats of the show, but the framework of Informatica World is built around these four customer journeys. Next Gen analytics, Cloud Hybrid, 360 engagement, Data Governance and Privacy. Can you tell our viewers a little bit about how this framework reflects what you're hearing from customers and their priorities >> Yes absolutely, Rebecca and yes, you got the right and in the right order, thank you. So, we started this journey with our customers and trying to understand how do they want to be spoken to. What business problems are they solving? And how do they categorize them, if you will. And so, we've been validating these are the right journeys with our customers over the past few years. So everything that you see here at Informatica World is centered around those journeys. The breakouts, our keynotes, all the signage here in our solutions expo. So, its all in validation of how our customers think, and those business problems they're solving. >> So the show, 2600 attendees from 44 countries, 1200 sessions. What's new, what's new and exciting. >> Oh, gosh, there's so many things that are new this year. And one other stat you forgot, 92 customers presenting in our Breakouts. So our customers love to hear from other customers. As to what journeys they're on, what problems their solving. Those are record numbers for us. Record number of partners sponsoring. We've got AWS, we've got Google, we've got Microsoft, we've got the up and comers, that we're calling in the Cloud and AI Innovation zone. So people like DataBricks and Snowflake. We wanted to highlight these up and comer partners, what we call our ecosystem partners. Along with the big guys. You know, we're the Switzerland of data. We play with everybody. We play nicely with everybody. A lot of new things there. A few other things that are new, direct feedback from our customers last year. They said we want you to tell us which breakouts we should go to. Or what work shops should we attend. So we rolled out two things this year. One's called the Intelligent Scheduler. That's where we ask customers what journey are they on. What do they want to learn about. And then we make a smart recommendation to them about what their agenda should look like while they're here. >> You're using the data. >> Yes, AI, we're involving AI, and making the recommendations out to our customers. In addition, our customers said we want to connect with other customers that are like us, on their journeys, so we can learn from them. So we launched we called the Intelligent Connect and again this is part of our app. Which, our app's not new, but what we've done with our app this year is new. We've added gamification, in fact as part of the AI and Cloud Innovation zone, we are asking our customers and all of our attendees to vote on who they think is the one with the best innovation. They're using our app to use voting. They can win things, so there's lots of gaming. There's social that's involved in that, so the app's new. We're taking adavantage of day four. We usually end around lunchtime on day four, this year we're going all in, all day workshops, so that our practitioners can actually roll up their sleeves and get started working with our software. And our ecosystem partners are also leading a lot of those workshops. So a lot that's new this year. And as I mentioned, the Cloud and AI Innovation zone, that's new it's like a booth within a booth here on the solutions expo floor. So this is the year of new, for sure. >> You know one of the things that's been impressive, I was talking with Anil and also Bruce Chizen, who is a board member, The bets you guys have made is impressive. You look back, and this our tenth year in theCUBE, so we go to a lot of events, 100s events in a year, over 100 events over 10 years. We've seen this story with you guys, this is now our fourth year doing theCUBE here. And the story has not changed, its been early moves, big bets. Cloud, early. Going private to see this next big wave. AI, early before everyone else. This is really kind of showing, and I think the ecosystem part is on stage with Databricks, with Snowflake. Really kind of point to a new cast of characters in the ecosystem. >> That's right. >> You're seeing not just the classic enterprise, 'cause you guys have great big, large enterprises that you do business with. That want to be SAS like, they want the agility, they want all those great things but now you have Cloud. The markets seems to have changed. This is an ecosystem opportunity. >> That's right. >> Can you share what's new? Because you see Amazon, Google and Azure, at the cloud, you got On-Premise, you now Edge and IoT, everything's happening with data. Hard, complex, what's new, what's the ecosystem benefit? Can you just share some color commentary around how you guys view that as a company. >> Yeah, thanks, John, and that's a good question. I'm glad you're pointing out that our whole go to market motion is evolving. It's not changing it's evolving because we want to work with our customers in whatever environment they want to work in. So if they're working in a cloud environment, we want to make sure we're there with our cloud ecosystem partners. And it doesn't matter who, cause like I said, we work with everybody, we work nicely with everybody. So we are tying in our cloud ecosystem partners as it makes sense based on what our customer needs are. As well as our GSI partners. So we've got Accentra's here. They brought 35 people to Informatica World this year. We play nicely with Accentra, Deloitte, Cognizant, Capgemini so we really are wanting to make sure that we're doing what makes sense with our customer and working with those partners that our customers want to work with. >> Well I think one of the observations we've made on theCUBE and we said in our opening editorial segment this morning, and we're asking the question about the skill gaps, which we'll get into with you in second, but these big partners from the Global System Integraters to even indirect channel partners, whether they're software developers and or channel partners. They all are now enabled and are mandated to create value. >> Yes, that's right. >> And if they can't get to the value, those projects aren't going to get funded and they're not going to get renewed And so we've seen with the Hadoop cycle of just standing up infrastructure for infrastructure sake isn't going to fly. You got to get to the value. And data, the business that you're in, is the heart of it. >> Well, data's at the heart of it. That's why we're sitting at a really nice sweet spot, because data will always be relevant. And the theme of the conference here is data needs AI and AI needs data. So we're always going to be around. But like I said, I feel like we're sitting right in the middle of it. And we're helping our customers solve really complex problems. And again, like I said if we need to pull in a GSI partner for implementation, we'll do that we've got close to 400,000 people around the world, trained on how to use Informatica solutions. So we're poised and we are ready to go. >> We were talking before we came on camera. We were sitting there catching up, Sally. And I always make these weird metaphors and references, but I think you guys are in an enabling business. It reminds me of VMware, when virtualization came in. Because what that did was, it changed the game on what servers were from a physical footprint, but also changed the economics and change the development landscape. This seems to be the same kind of pattern we're seeing in data where you guys are providing an operational model with technical capabilities. Ecosystem lift, different economics. So kind of similar, and VMware had a good run. >> We'll take that analogy, John, thank you. >> What's your reaction? Do you see it that way? >> Yeah I do, and it all comes back to the journeys that we talk about right. Because our customers, they're never on just one journey. Most of them are on multiple journeys, that they are deploying at the same time. And so as they uncover insights around one journey, it could lead them to the next. So it really comes back to that and data is at the center of all that. >> I want to ask about the skills gap. And this is a problem that the technology industry is facing on a lot of different levels I want to hear about Informatica's thoughts on this. And what you're doing to tackle this problem. And also what kinds of initiatives you're starting around this. >> Well, I'm glad you asked because it's actually top of mind for us. So Informatica is taking a stance in managing the future, so that we can get rid of the skills gap in the future. And last year we launched a program we call the Next 25. That's where we are investing in middle school aged students for the next seven years. Its starts in 6th grade and takes them all the way through high school. They are part of a STEM program, in fact we partnered with Akash middle school here in Las Vegas. Cause we wanted to give back to the local communities since we spend so much time here. And so these kids who are part of the STEM program take part in what we call the Next 25. Where we help them understand beyond academics what they need to learn about in order to be ready for college. Whether that's social skills, or teamwork, or just how do we help them build the self confidence, so it goes beyond the academics. But one of the things that we're talking about tomorrow, is what's next as part of STEM. Cause we all know they're very good at STEM. And so we've engaged with one of the professors at UNLV to talk about what does she see as a gap when she sees middle school students and high school students coming to college and so that's where she recognizes that coding is so important. So we've got a big announcement that we're making tomorrow for the Next 25 kids around coding. >> Its interesting, cause we could talk about this all day, cause my daughter just graduated from Cal, so its fresh in my mind, but I was pointed out at the graduation ceremony on Saturday that the first ever class at University of California Berkley, graduated a data science, they graduated their inaugural class. That goes to show you how early it is. The other thing we're hearing also on these interviews as well as others, that the aperture or the surface area for opportunities isn't just technical. >> Right >> You could be pre med and study machine learning and computer science. There's so much more to it. What do you see just anecdotally or from a personal standpoint and professional, key skills that you think people should hone in on? What dials should they turn? More math, more coding, more cognitive, more social emotional, What do you see as skills they can tailor up for their-- >> Well so let's just start with the data scientist. We know LinkedIn has identified that there are 150,000 job openings just for data scientist in the US alone. So what's more interesting than that, is four times that are available for data engineers. And for the first time ever, data engineers' starting salaries are paying more than starting salaries on Wall Street. So, there's a huge opportunity, just in the data engineering area and the data scientist area. Now you can take that any which way you want. I'm in marketing and we use data all day long to make decisions. You don't have to be, you don't have to go down the engineering path. But you definitely have to have a good understanding of data and how data drives your next decisions, no matter what field you're in. >> And its also those others skills that you were talking about, particularly with those middle school kids, it is the collaboration and the team work and all of those too. >> It does, again, it goes beyond academics. These kids are brilliant. Most of them are 7th or 8th grade. But nothing holds them back, and that's exactly what we're trying to inspire within. So we have them solving big global problems. And you'll hear as they talk about how they're approaching this. They work in teams of five. And they realize to solve huge problems they need to start small and local. So some of these big global problems they're working on, like eradicating poverty, they're starting at the local shelters here in Las Vegas to see how they can start small and make a difference. And this is all on their own, I have folks on my team who are junior genius counselors with them, but that is really to foster some of the conversations. All the new ideas are coming directly from the kids. >> My final question is obviously for the folks who couldn't make it here, watching, know you guys, what's the theme of the show because the news right out of the gate is obviously the big cloud players. That's the key. And the new breed of partners, Snowflake, Databricks as an example. Hallway conversations that I'm hearing, can kind of be geeky and customer focused around "where do I store my data?" so you're seeing a range of conversations. What is the theme this year? What's different this year, or what more the same? Where are you doubling down? What's going on here for the show? What's the main content? >> Well so this is our 20th Informatica World if you can believe that. We've been around for 26 years, but this is our 20th Informatica World. And several years ago we started with the disruptive power of data. Then last year we talked about how we help our customers disrupt intelligently. And this year the theme is around ClAIrity Unleashed. You can tell the theme has been that we've been talking about for the past three years is all underpinned with AI. So it is all about how AI needs data and data needs AI. And how we help bring clarity to our customer's problems through data. >> And a play on words, ClAIr, your AI to clarity. >> Exactly, AI is at the center of our Intelligent data platform. So it is a play on AI but that is where ClAIrity Unleashed comes from. >> Terrific, thank you so much for coming on theCube, Sally. Its great having you. >> Great, thanks Rebecca. Thanks, John. >> Thank you. >> Nice to see you all. >> I'm Rebecca Knight for John Furrier. We will have more from Informatica World, stay tuned. (upbeat pop outro)

>> Live from Las Vegas. It's the queue covering Adobe Summit twenty nineteen brought to you by Adobe. >> Hello and welcome back to the keeps. Live coverage in Las Vegas for Adobe Summit. Twenty nineteen. I'm John for Jeffrey from the Cube. Our next guest, Bradley Jenkins, was the marketing CEO and vice president. Met Life, part of the global technology and operations group. Innovative title. But thank you, >> Yeah, thank you. Thanks for having me. >> So we're here to do the summit. A lot of things are happening. It's really interesting because you have a convergence of two worlds and it looks like a cloud world. It's it's it's the creative cloud. It's the experience Cloud now called The whole World shares a lot of devil's mindset in there. Got a platform? The whole world's changed. Now marketing has a full blown class, not just marketing class, so it's a whole system. So as a marketing seo, what does that mean? Is now a new role emerging in organizations? Is this where we're team? >> I think it's a It's an emerging role. I think it's one of those things where in the in the market and technology space, the lines are blurring, and part of the role of people like me are the ones you could be the bridge makers between the two functions and bring in products like we see all around us here today. Cloud based Solutions How do we activate marketing tactics faster, quicker on. Then combine things like experiences with tools and technologies in different ways. I think it's a specialty skill, and it's coming out now and emerging >> well. One of the patterns is that marketing departments that have a technical and also a relationship seems to be more agile, transformed faster. This seems to be the same thing you guys are looking at right? >> Exactly. It's all about speed to market. So agility is this one co looking and combining everything from creative to the developers, all in one Teo product resource person all the wine and we get in and try to solve business problems. Fastest possible. But you're almost kind of a personification of the story we hear all the time, which is? CEOs get a seat at the table right now. They're no longer just keeping the lights on in the system's lit. But it's a fundamental way the company goes the business of fundamental way the company interact with their customers. So to actually put a marketing CEO title. That's a pretty unique thing I don't think we've ever had one on. So you come at it, no doubt about it. I'm here about customer engagement, customer experience, not keeping the light on. That's right. That's right. First, one side, like a unicorn. >> How's it been? So tell us some of the things you do. I love how you're part of a global technology and operations group. Noticed the word operations and tech together again, back to this cloud theme of Dev ops, which changed the game on the world >> it has. >> So we're seeing that same thing happening playing out in the creative market, whether it's content for here, same thing. Explain some of the things you're doing. >> It's the same thing, and it is Everything's very cloud based today, obviously. So everything from building out content, platforms and services and kind of services framework switch, which is which is key to what what we want to do but also campaign and analytics and, uh, you know, social and what the emerging capabilities are in social. How do we tie all those together but do in a way, we're capturing data and insights across all of our channels in a more creative, quicker way, then activating that across new new experiences. >> You know, Bradley, one thing I wanted to ask you, And I'm glad you came on because I've been really kind of riffing on this idea and trying to get a date in actual year kind of a before cloud after cloud demarcation line because, you know, we're in Silicon Valley. We cover a lot of startups and literally ones go big or go home is kind of the mantra. But if you were born before Amazon, you're pretty much either aren't around or got acquired. If you're born after Amazon, where clouds scale and all this stuff happened, you tend to thrive in a whole new kind of shift. So in Martek, which is heavily funded, sector on the ecosystem map of pure play applications was pretty dense. >> Is very dense. Yeah. >> Did that live up to its name? Did it shift and shape? What's your thoughts on that mark Tech landscape could? Certainly, it's relevant when you're marking CEO. You want to put technology in place. Has the platform shifted? What's that? What's going on? Tell us. >> Yeah. So you know, I think has it lived up to his name? Uh, yes, and it's created challenges that the same thing at the same time. So what is still in the Martek landscape is seventeen thousand or whatever tens of thousands of products. Now Mr Wescott fingers latest one shows every year it doubles or quadruples in there. And I think one of the biggest challenges we have now is just navigating, never getting the landscape, but then be able to pick out and say, Here are the five things and you focus on Here is how I'm going to tie them together and in great demand. And there's a lot of noise and you have to break through a lot of that to build a craft. These solutions together. So in a lot of ways, I think it's lived up, Uh, a lot of ways. I think it's create a lot of new challenges that things like markets he has you to think about. Be aware of the bread, the people that are out there. But that's just the capabilities. How do you stitch them together and you become more of a weaver? Then thin a specific domain >> class early adopter proves the model. And now reality as operational izing things becomes clear. The wheat from the chaff, as they say, kind of get figured out >> exactly friendly. I want to get your kind of thoughts on a CZ. The relationship between the company and the customer has shifted from sitting down with an agent or maybe talking to it. Agent on the phone to really Elektronik means how you've been able to kind of continue a certain type of brand experience. And I'm also just curious your feedback on the theme here where it's not really the transaction. It's the experience of which the transaction is a piece of How are you seeing that play out in the way that you guys interact with your customers? Yeah, and I think for us we're in evolving state to we have agencies and brokers that we worked through, and so it's a bit of the model in some cases, in some cases it turns, and we're about to see targeting >> B to B >> group customers as an example, and so the experience is very a bit so for us, it's experience of the customer, and how do we service some? How do we treat them. What's the purchasing servicing capabilities look like? What's our customer service look like? But also the experience of agents and brokers. And are we providing the right service and products to them to build equipped them to go help in resell product? So we look at it from a couple different angles and depends a lot on context and where we're operating in product and servicing products at Is it easy to maintain kind of the voice of the brand, if you will, through these alternate channels or, you know, how do you kind of stay true to the brand? Yet go to market through these. He's a myriad of channels. Yeah, it's no Isaac, a question that we're really working through the same kind of things now of what can we What can we help provide agents and brokers with, and that helps with our brand? Our friend promised up. Some sell better. That it's it's a work in progress, but technical challenge? Yeah, I don't >> really have >> all the answers. >> Take a minute to explain the MetLife transformation. What you guys have done. Where are you now? In the jury? Your journey will be customer. You're here at their event. Where are you on that Progress bar? How far along are you? It seems to be a theme of transforming. Continue to transform is what successful company doing. Our iterating are raising the bar. Whatever term used where you guys at, Can you take us through? >> Yeah. So a few years ago, we we refreshed our enterprise strategy. We placed a customer in digital on data at the center of our enterprise strategy. And we have pillars around different transformation aspects that we're working on everything from customer service too. Right? Products simplifying our product messaging the way we talked about product specially in insurance can be complicated. And so we're trying to get a little a little more concise and clear and package things differently. But But at the core, our strategy now is placing digital placing diddle data at the center of it. Uh and then how do we enact data and new and different ways Everything from not only knowing customers, but how do we use data to great better and smarter products or even the risk different products that we have waken me price competitive in certain market areas. >> So Data's lifeblood of your transformation. It is. What's the strategy? How you guys enabling that internally? What some of the results will take us through experiences, zealously numbers. But I'm sure it's helping. If you do it right. It's challenging, though it's not easy. >> It is. Yeah, it's challenging, and it will take a while to sort it out. So we'LL say we've solved everything. Uh, but But I think we look at a few different things. What one is knowing the customer? And so you know, we're investing heavily and try and doing things like customer profile and a customer. Three sixty. Whatever you want to call it different in different, different areas. Uh, but how do we know them? And then how do we then act? There's the data's insights into different channels. So we've had a lot of a lot of good successes in there, in particular markets on creating more engaging experiences and lifting customer retention and loyalty. So we have good, good insights there. We're planets in different areas, so things like we go to bid for new products and or new new customers around a new product area. What can we do it for our pricing models on. How do we love its data around Where is geographic or whatever it might be? Or demographics and fly it to be more price competitive? And we're starting to see a lot of fruition there and how it gets applied. Tto win New business >> One of the things that we've been talking about on the Q through got a lot of events, and the theme that comes up all the time when you have these new shifts is new. Things are emerging. New capabilities, different economic points, scales different. So all good. Now the hard part is making it work. Operationalize ing Something new is a huge challenge. It is. Did you share your view on that? And reaction to that because this is seems to be not about the tech about either skills, gaps or culture gap. There's a lot of things in the way of operational izing, something new. What's what people do to operationalize something? >> Yeah, no, it's a good question. I'm glad you brought it up because that's actually one of the things that I have a caper. A lot is a lot of times we lead with the tech and then we place it And then we say, Well, now what? And then everything you know is what it comes to a standstill. And, yeah, you have to leave with people. Process so again in for a transformation, understand exactly what it is you're trying to solve. How are you going to solve it afterwards? Do you have the skill sets and place to do it and then follow up with the tech? And then I think a lot of a lot of companies do a little bit reverse where they go in acquiring, like we're going to solve this and bring the cheque in and in your little literally left standing at the end of day of How do you have the operational ises? So something we focus on a lot is it is the people process piece of enablement training, the skills that are required. How do you turn it into a machine after you bring the tech in to really start pumping up? Whether it's a growth objective or call status, I've never where the object it might be. But you have to you have to almost produce this into ah life machine of its own that cannon live and breathe after you bring the second. >> What should more marketing CEOs as it becomes a price? I think it will be. In my opinion, I think it will be a roll because it's really critical because of the opportunity. What should they be doing? That's this New persona evolves. You're pioneering it. What is the job function? What does it do in your opinion? Has this take shape? >> Yeah, I think Number one. Learn the business. And I think you have to speak the same language. And that's one of the biggest challenges translating so different languages across different groups. In the first thing, any market so you could do is go learn the business, speak the same language, then what company you know. We're in insurance company and a risk management companies. So understanding, finance, understanding, mark objectives. Your customer detectives is key and then figure out how to start mapping the solutions in. But, yeah, I think it's it's It's a fridge, a role. We have to be able to be a navigator in away across solution options, but always in context of understand the business and how you confessed, apply, and in a specific way, >> Data wrangler of course, because you're wrangling a lot >> of data. If I don't have a lot of intersection with, you know, kind of actuarial side of the house, which is, you know, kind of always been data driven, right since the early earliest days. But I mean, are you seeing you know, kind of that side of the house? Kayla, you know, can we get we get some of these new tools? Could we get some of these kind of new ways to approach the data problem than we historically did? I think now, now? Yes. I think it has been an evolution. I think in the early days of data, it was a bit more of a scary thing. And so I feel like we're, you know, as advocates in the sea of space that we were pushing a little more than, you know, being pulled in. And I think I think lately in the last couple of years. But I know at least until we've seen a shift of demand side of requests coming in, saying we need to partner way ideas of how to accelerate and be competitive, which is great. Now it's almost become a supply demand trick. Where you just can't keep up. Because the level of segmentation on kind of classy the insurance, you know, kind of breakdown is really high, right? Sex age, you know, a couple other factors. But you know, now that the amount of data that's available, that amount of real time data, it's available on changing, they've got to be going bananas over on that side. >> You know, one of the things that we've been seeing on the side again. I want to bring a question in the marking CEO piece is on. We've had many CEOs talk about this on the Cuba and direct interviews is they've outsourced everything, and they really had no core competency, had all the big size running stuff you had global outsourcing development. And as cloud became important, they had the build applications internally, didn't have the skills, so they had to quickly reset and rebuild and in house capability. And the result of that is ongoing and seen. The ones who've done that well with cloud are doing great. They still use outsourced off. Now, on the marketing side, you saw that same thing happen where agencies run everything. The agency does this, you got the creative agency, you got a PR firm, you all these things going on and some say that marketing has been outsource a lot. And so the question is, what mix of in house skill, an agency relationships? Because now you're gonna see that application developer. No problem. But core competency becomes a super important question. Yeah, And how are you funding it And what should be in house on what should be outsourced. >> Yeah. Yeah, and we have We're going to the same evolution. We had a position than a few years ago where it was almost entirely outsourced, and we in sourced a bunch of it. And now we're right sizing what's unsourced and not in sources. So I think one is Think about, uh, what your differentiation is. And how do you want to be competitively different competitively and having create advantage and then in source those things. And then you had to find a way. That's one thing. I think every year you talk to Rick Wright size and reassess. And so for us, we insourced a lot of things around. Um, first around, build side, so platforms being cloud. But then how do you enact and activate them? So we've brought some of those inside internally on we started marrying those up with creativity. This is just the last words of the great, But we were married them up and get these, uh, you know, more agile lean teams cross blended skill sets and go on, go to market quicker with new experiences. I think over time we'LL see a start and sourcing more of the agency side, maybe shedding some of the you know, the left side as we started becoming more pattern base and whatnot. So I think it's one of those things that you evolve every year as the right size. But the key is trying to tie it back to you. How do you wantto create differentiation? What, you're competitive advantage and then make sure that you have that internal first and foremost. And don't outsource here, your smarts to >> another. I think the key point is by re factoring or Ria's re sizing. That's the interest generation that you get with cloud and scale. If you don't do that, scale can also hurt. You >> can yeah, yeah, >> comes come back and impression. It's right, really. Thanks for coming on. Appreciate the insights from great to hear from Practitioner Love the new child. I think it's a game changer. I think it's going to be a standard final question to end the segment learnings over the over the past couple of years. What some key learnings that you take away from the process that you're going to carry forward. >> Yeah, I think one one is as a company being being a blend roll between marketing the technology. One is, uh, be willing to change and adapt and be willing to bring the rest of the company with you could You can't do everything yourself. So I think you have to be a change agent for the company. I figure out that that everybody is in the journey with you and then how do you create that scale to get the get the mass moving? Because it takes it takes a village thing. Get things done. >> Bradley. Jake is making history on the Cuba's, the first marketing CIA we've interviewed super excited, great insights. This is going to be a position we think's going around for a while, of course. The Cube coverage here on Adobe Summit. Jeffery, Jeffery Thanks for watching Stay with us from or Day one of two day coverage here in Las Vegas. After this short break

>> Narrator: Live from Las Vegas, it's theCUBE, covering Informatica World 2018. Brought to you by Informatica. >> Okay, welcome back, everyone. Live here in Las Vegas at the Venetian, this is Informatica World 2018, CUBE's exclusive coverage. It's our fourth year covering Informatica World, and boy, what a transition; it's been fun to watch. I'm John Furrier, the co-host of theCUBE, with Peter Burris, Head of Research for Wikibon, SiliconANGLE, and theCUBE. Our next guest is Sally Jenkins, Executive Vice President, Chief Marketing Officer at Informatica. Welcome back, good to see you. >> Thank you, John, it's nice to see you too. >> Very comfortable here, you guys having a great event, congratulations. It's crowded, but it doesn't feel crowded. A lot of sessions are going on. What's going on with the event? Give us some stats, you've got a lot of partners here. >> Yeah, so we are very happy to be back in Las Vegas, and we are taking this up a whole notch a bit, if you can notice. We've got close to 4,000 folks who saw the Opening General Session this morning. For the first time ever, we're live streaming, and sent out a note that we were live streaming to over 250,000 customers, so I'm real happy about that. Because, as you know, with the rebrand last year, it was all about getting our message out and upleveling our message, so we're really happy that our message is getting out there, with everything that came from General Session this morning, and then, tomorrow with Closing General Session. >> Just gets bigger every year, so congratulations. >> Thank you. >> Great to see that everything comes in. Of course, the products are just right in line. The timing couldn't have been better. Multi-cloud, everything's kind of clicking. GDPR over the top, little push there for all the international customers. But the big story that we see is the journeys that are happening. You guys have been on a journey as your own company, digital disruption, digital transformation. But there's multiple journeys. Can you just take us through the vision of how you guys see the journeys, and how does Informatica fit into the customers, 'cause your customers are also changing? >> Sally: Yes, that's right. >> Do you change your business model? Anil laid it out, customers have this journey. What's the four journies? >> Yes, that's a great question, John. So we have, of course, been customer-centric ourselves. We've adapted our journeys to accommodate the journeys that we know our customers are on. And this whole conference is centered around those four journeys, so hybrid cloud, next-gen analytics, 360 engagement, and data governance and compliance. So that's what we've heard our customers deal with day in and day out, in their data-centric initiatives, and so we wanted to encapsulate that into the entire conference. So that's what it's all about, and that's an extension of our messaging that we laid out last year. So you'll see that again and again and again in a consistent fashion. >> "Disrupt Intelligently", I saw the messaging. First of all, great artwork, great branding, a lot of the images; what does that mean? 'Cause you've got all kinds of great imagery, people on the move, mobile, data's involved, obviously, the center of it. >> Well, that and data is the critical foundation for what we call "Intelligent Disruptive". So disruption with a purpose is intelligent. And we believe, with our technology, that our customers can then unleash the power of their data to create what we call their next intelligent disruption. So we were very thoughtful about the choice of words there, 'cause disruption can be considered a negative, but we see it as very much a positive, and a way for customers to leapfrog the competition, and set the tone for their markets. >> This is an interesting concept. We were talking with a lot of the customers you've had on; we've had Toyota on, and they said, quote, these testimonials just kind of pop out, "We knew we had the data; we had all these problems "we hadn't connected, but we actually had the data "when they actually connected us, and said, "we could have foreseen this." >> Sally: That's right. >> So they were disrupted in a negative way, the fact that they were trying to connect, now they're set up. And then he used an example, once they got set up, that they didn't predict that all this inbound data from the cars were coming in. So again, that's a disruption, but now they've handled it. Is that kind of where you guys were kind of connecting the dots on the intelligent piece? >> Yeah, that's right, we're helping our customers understand what to do with the data, right? So they know the data exists, but we need to help them turn it into actionable insights that leads to their next disruption, and again and again and again with their different projects. And so those are the conversations that we've been having with our customers. Just helping them, we say, unleash the power of their data. The data's there, we need to make it useful and valuable to them. >> And competitive advantage, obviously, seeing data, ease of use as a competitive strategy. Now the Microsoft announcement was interesting, because you can see that you can take an on-prem dataset, go through the Azure portal in their console, which is very cloud-native, you know, press a few buttons, connect to Informatica's intelligent cloud service, and move data. >> Sally: That's right. >> I mean, it's not like there's someone behind the curtain; it's actually a working product. >> No, it's real, it's real and it's available for preview, and if you saw the keynote this morning, you heard from Scott Guthrie. He said this whole partnership between Informatica and Microsoft, and I quote, "A match made in heaven". So there's something real there. Microsoft and their customers see the value in partnering with us, so we were really pleased to announce that today. >> I'm going to check the Internet, but I think this might be the first iPaaS integration into Azure at this level. 'Cause it's pretty deep with these guys. So that's going to certainly set up hybrid cloud instantly. >> That's right, that's right. And scale, right, we're enterprise-scale to begin with, obviously, so is Microsoft. So it's a good partnership. >> Okay, from the branding piece, I got to ask you, you guys did the rebranding, what's your one-year review, if you have to give yourself a report card, check, check, check, straight As, perfect score? If you could go back and do- >> Well, I'd like to say that we were in the honor roll. And we measure ourselves based on what our customers tell us, so we were very deliberate in choosing a few areas of which we wanted to see progress, and that is, the first one is, were people aware that we're a cloud company? And I'm delighted to say that, yes, we've absolutely moved the needle on that, so they associate Informatica with cloud, as you know, we're the number one in enterprise cloud data management. That's what we kicked off last year. And so you'll see a continued investment around the globe in the brand. We believe that good brand health is what leaders do, in terms of setting the pace for their industry. And that's exactly what we're doing. So, one year into it, we feel really good. We did what we set out, and we delivered on what we said we were going to do. And if you all remember last year's part of the rebrand, as soon as we went external, then we needed to shift our focus back internally, and think about what does this mean to our employees, and how do we leverage the culture that we already had inside Informatica and build upon that? And that's exactly what we've been working on. So we rolled out a new set of values in January. To no surprise, they're called We-DATA. And DATA stands for Do Good, Act as One Team, Think Customer First, and Aspire for the Future. And so that's what we're doing right now, is rolling that out around the world to our employees. And that was based on employee feedback, as well. >> That's bottoms up, that's good organic listening. I got to talk about branding, 'cause this is something that we're seeing a lot of. We're seeing a lot of shifts going on. When you have these shifts you mentioned earlier, about getting a competitive advantage, a leg up on the competition, you guys had that same opportunity. Because the brand, pecking order of companies is going to change with these new waves coming. With data, certainly, so it's a huge opportunity. Do you guys talk about that when you're in the brand meetings, and you're talking about with the execs, the power of the brand, and building the brand? >> Sally: Absolutely. >> And what are some of the things you're focused on to help continue to build that brand? >> Well, I think where you're going with this is what's the financial impact or value that the brand has? And everybody, from our industry analysts, to the financial analysts, to our customers, partners, they put a value on the brand. So if you don't define who you are in the market, then you let everybody else define you, and then there's no value in that. So that's really what we set out to do last year, is we wanted to define who we were, and be proud of it, and take ownership of it. >> Put a stake in the ground. >> Yeah, and then continue to invest in that. So when I say we'll continue to invest in the brand, that is about our messaging, and making sure that we are very clear as to who we are, as I said, 'cause we're setting the pace for this industry. >> And the brand promise real quick, just to summarize, if you had to kind of sum up the bumper sticker for Informatica, Disrupt Intelligently, kind of add to that, what would be the brand promise to your customers? >> Yeah, so it's the Disruptive Power of Data. And then what falls out of that is Unleashing the Power of Data, right? So that's our brand promise to our customers, is that's what we were talking about earlier, that's exactly what we do for them with our technology, and how can we help them stay ahead of their competition? >> That's great, look at the trends too. Look at what GDPR's doing, and some of the block chain stuff that's kind of emerging, it's power to the people. People want to have control of the data. >> Sally: That's right, putting the control back in their hands. >> Great stuff, so thanks for coming on theCUBE. Appreciate it, great to see you, congratulations. >> Thanks, John. >> And great to have our fourth year, our fifth year with Anil, we saw him at Amazon re:Invent in 2014, so great to continue to watch you guys grow. It's been fun to watch. >> Great, good, well stay tuned, there's more to come for sure. >> Right, can't wait to hear. It's theCUBE live here at Informatica World, two days of coverage here. We're getting down to the second day. We've got more action coming; stay here with us. I'm John Furrier, Peter Buriss, we'll be back after this short break.

>> Narrator: From Denver, Colorado, it's theCUBE. Covering Super Computing 17. Brought to you by Intel. (techno music) Hey, welcome back, everybody. Jeff Frick here with theCUBE. We're in Denver, Colorado at the Super Computing Conference 2017. About 12 thousand people, talking about the outer edges of computing. It's pretty amazing. The keynote was huge. The square kilometer array, a new vocabulary word I learned today. It's pretty exciting times, and we're excited to have our next guest. He's Bill Jenkins. He's a Product Line Manager for AI on FPGAs at Intel. Bill, welcome. Thank you very much for having me. Nice to meet you, and nice to talk to you today. So you're right in the middle of this machine-learning AI storm, which we keep hearing more and more about. Kind of the next generation of big data, if you will. That's right. It's the most dynamic industry I've seen since the telecom industry back in the 90s. It's evolving every day, every month. Intel's been making some announcements. Using this combination of software programming and FPGAs on the acceleration stack to get more performance out of the data center. Did I get that right? Sure, yeah, yeah. Pretty exciting. The use of both hardware, as well as software on top of it, to open up the solution stack, open up the ecosystem. What of those things are you working on specifically? I really build first the enabling technology that brings the FPGA into that Intel ecosystem. Where Intel is trying to provide that solution from top to bottom to deliver AI products. >> Jeff: Right. Into that market. FPGAs are a key piece of that because we provide a different way to accelerate those machine-learning and AI workloads. Where we can be an offload engine to a CPU. We can be inline analytics to offload the system, and get higher performance that way. We tie into that overall Intel ecosystem of tools and products. Right. So that's a pretty interesting piece because the real-time streaming data is all the rage now, right? Not in batch. You want to get it now. So how do you get it in? How do you get it written to the database? How do you get it into the micro-processor? That's a really, really important piece. That's different than even two years ago. You didn't really hear much about real-time. I think it's, like I said, it's evolving quite a bit. Now, a lot of people deal with training. It's the science behind it. The data scientists work to figure out what topologies they want to deploy and how they want to deploy 'em. But now, people are building products around it. >> Jeff: Right. And once they start deploying these technologies into products, they realize that they don't want to compensate for limitations in hardware. They want to work around them. A lot of this evolution that we're building is to try to find ways to more efficiently do that compute. What we call inferencing, the actual deployed machine-learning scoring, as they will. >> Jeff: Right. In a product, it's all about how quickly can I get the data out. It's not about waiting two seconds to start the processing. You know, in an autonomous-driven car where someone's crossing the road, I'm not waiting two seconds to figure out it's a person. Right, right. I need it right away. So I need to be able to do that with video feeds, right off a disk drive, from the ethernet data coming in. I want to do that directly in line, so that my processor can do what it's good at, and we offload that processor to get better system performance. Right. And then on the machine-learning specifically, 'cause that is all the rage. And it is learning. So there is a real-time aspect to it. You talked about autonomous vehicles. But there's also continuous learning over time, that's not necessarily dependent on learning immediately. Right. But continuous improvement over time. What are some of the unique challenges in machine-learning? And what are some of the ways that you guys are trying to address those? Once you've trained the network, people always have to go back and retrain. They say okay, I've got a good accuracy, but I want better performance. Then they start lowering the precision, and they say well, today we're at 32-bit, maybe 16-bit. Then they start looking into eight. But the problem is, their accuracy drops. So they retrain that into eight topology, that network, to get the performance benefit, but with the higher accuracy. The flexibility of FPGA actually allows people to take that network at 32-bit, with the 32-bit trained weights, but deploy it in lower precision. So we can abstract away the fact that the hardware's so flexible, we can do what we call floating point 11-bit floating point. Or even 8-bit floating point. Even here today at the show, we've got a binary and ternary demo, showcasing the flexibility that the FPGA can provide today with that building block piece of hardware that the FPGA can be. And really provide, not only the topologies that people are trying to build today, but tomorrow. >> Jeff: Right. Future proofing their hardware. But then the precisions that they may want to do. So that they don't have to retrain. They can get less than a 1% accuracy loss, but they can lower that precision to get all the performance benefits of that data scientist's work to come up with a new architecture. Right. But it's interesting 'cause there's trade-offs, right? >> Bill: Sure. There's no optimum solution. It's optimum as to what you're trying to optimize for. >> Bill: Right. So really, the ability to change the ability to continue to work on those learning algorithms, to be able to change your priority, is pretty key. Yeah, a lot of times today, you want this. So this has been the mantra of the FPGA for 30 plus years. You deploy it today, and it works fine. Maybe you build an ASIC out of it. But what you want tomorrow is going to be different. So maybe if it's changing so rapidly, you build the ASIC because there's runway to that. But if there isn't, you may just say, I have the FPGA, I can just reprogram it to do what's the next architecture, the next methodology. Right. So it gives you that future proofing. That capability to sustain different topologies. Different architectures, different precisions. To kind of keep people going with the same piece of hardware. Without having to say, spin up a new ASIC every year. >> Jeff: Right, right. Which, even then, it's so dynamic it's probably faster then, every year, the way things are going today. So the other thing you mentioned is topography, and it's not the same topography you mentioned, but this whole idea of edge. Sure. So moving more and more compute, and store, and smarts to the edge. 'Cause there's just not going to be time, you mentioned autonomous vehicles, a lot of applications to get everything back up into the cloud. Back into the data center. You guys are pushing this technology, not only in the data center, but progressively closer and closer to the edge. Absolutely. The data center has a need. It's always going to be there, but they're getting big. The amount of data that we're trying to process every day is growing. I always say that the telecom industry started the Information Age. Well, the Information Age has done a great job of collecting a lot of data. We have to process that. If you think about where, maybe I'll allude back to autonomous vehicles. You're talking about thousands of gigabytes, per day, of data generated. Smart factories. Exabytes of data generated a day. What are you going to do with all that? It has to be processed. We need that compute in the data center. But we have to start pushing it out into the edge, where I start thinking, well even a show like this, I want security. So, I want to do real-time weapons detection, right? Security prevention. I want to do smart city applications. Just monitoring how traffic moves through a mall, so that I can control lighting and heating. All of these things at the edge, in the camera, that's deployed on the street. In the camera that's deployed in a mall. All of that, we want to make those smarter, so that we can do more compute. To offload the amount of data that needs to be sent back to the data center. >> Jeff: Right. As much as possible. Relevant data gets sent back. No shortage of demand for compute store networking, is there? No, no. It's really a heterogeneous world, right? We need all the different compute. We need all the different aspects of transmission of the data with 5G. We need disk space to store it. >> Jeff: Right. We need cooling to cool it. It's really becoming a heterogeneous world. All right, well, I'm going to give you the last word. I can't believe we're in November of 2017. Yeah. Which is bananas. What are you working on for 2018? What are some of your priorities? If we talk a year from now, what are we going to be talking about? Intel's acquired a lot of companies over the past couple years now on AI. You're seeing a lot of merging of the FPGA into that ecosystem. We've got the Nervana. We've got Movidius. We've got Mobileye acquisitions. Saffron Technologies. All of these things, when the FPGA is kind of a key piece of that because it gives you that flexibility of the hardware, to extend those pieces. You're going to see a lot more stuff in the cloud. A lot more stuff with partners next year. And really enabling that edge to data center compute, with things like binary neural networks, ternary neural networks. All the different next generation of topologies to kind of keep that leading edge flexibility that the FPGA can provide for people's products tomorrow. >> Jeff: Exciting times. Yeah, great. All right, Bill Jenkins. There's a lot going on in computing. If you're not getting your computer science degree, kids, think about it again. He's Bill Jenkins. I'm Jeff Frick. You're watching theCUBE from Super Computing 2017. Thanks for watching. Thank you. (techno music)

>> Narrator: Live from San Francisco, it's The Cube. Covering Informatica World 2017. Brought to you by Informatica. >> Okay, welcome back, everyone. We're live in San Francisco, this the Cube's exclusive coverage of Informatica World 2017. It's the Cube, our flagship program. We go out to the events and extract the signal from the noise. I'm John Furrier with SiliconANGLE on the Cube. My co-host Peter Burris, Head of Research for SiliconANGLE Media, as well as General Manager at Wikibon.com research. Our next guest is Sally Jenkins, who's the Executive Vice President and Chief Marketing Officer. New to Informatica, not new to the industry, but certainly put her mark on the show, with the new branding. Sally, welcome to the Cube. Great to have you. >> Thank you. >> John: I know you must be exhausted, all the work you've done. >> Thank you. We're running on adrenaline, I can tell you that. But it's all good. We feel really good about it. >> John: So this is our third year following Informatica. We know a lot of the folks from other companies, see some Symantec product guys now running the show at Informatica. Always had great product shops, but with this industry transformation with the cloud, just in the past three or four years, there's been a massive shift and wave. And the pecking order of winners is changing pretty quickly. Informatica went private, kind of like what Dell did, Dell Computer, now Dell Technologies, and re-tooled. Now, you're going to be doing the brand reboot, which we can see behind us. >> Sally: Right. >> You've done that in three months. Take us through that, because this is an interesting story. You're now going to bring the brand perspective to Informatica. What's the strategy? What's your plan? How did you get all this done in three months? >> Yes, no, it's been an incredible journey, but you know, I was just made this enormous offer as a marketer. You couldn't dream for a better challenge than what we had at Informatica. So when I came in, what I recognized is, looking all around and trying to understand our strengths and our weaknesses, and what were the opportunities. We have everything in place. So, as I mentioned in my keynote yesterday, our brand is having to catch up with the business. So the business is there, we've got great products. The leadership that we hold, with all of the Gartner Magic Quadrants, you know, leadership in the six categories that we say that matter, we have a tremendous backing to come out with a new story, and that's exactly what we needed to do. It wasn't just about the logo. In fact, the logo was the last thing that we looked at. It was about, what's our strategy? What's our vision, our mission? What's the story we want to tell with our customers? And we were hearing from our customers, as well, that they wanted us to change, because they're going through transformations. So that was kind of the backdrop for how we got started on this, and so we went right off the bat, trying to nail down our messaging, and reviewing that with customers and partners. I mean, our new partner community is a big part of this, so we did our due diligence that led up to this unveiling. >> We're always kind of complimentary of you guys. Some critical. We had some critical analysis yesterday in the wrap-up session. Minor relative to the big bets. These guys have product shops. They always have had good product shops, and with going private, they've done a lot of re-tooling, a lot of change in the past year. And they talk about that. I'm going to see... We had Amit on, we're going to have Neil on earlier, but I've got to ask you the question, as the new exec. What does the brand stand for? Because the products change, the customers, they have some legacy customers that are growing with them and transforming. What does the brand stand for, from your perspective. And what is that story? >> Well, the brand stands for unleashing the power of data. And I think, as you've probably heard throughout this conference, that our whole stance on this is understanding what the destructive power of data holds for you as a customer. Because, as our customers are transforming, we are also recognizing that we have to transform, too. And our customers are moving from on-prem to cloud. They want to use our products on subscription versus perpetual license. So we're going through this massive change right alongside our customers, and so our brand had to support that. And our brand was, quite frankly, left behind. And so that was the opportunity for us to think differently about, what is that story that's in support of what our customers want? >> The promises you want to make to customers. >> That's right. >> So next for you, you're going to take a vacation. >> (laughs) I get Friday off. (laughter) >> Work from home, basically. >> Then you're going to start applying yourself to the challenges of using data within marketing, to improve Informatica's performance to customers. >> Sally: Absolutely. >> Talk about the transformation that you think your function's going to go through, as you use Informatica to be a better Informatica. >> Yeah, that's a great question. In fact, I talked about this also in our keynote yesterday, because I was talking about a little bit outside-in, and then I flipped and said let's talk inside-out, and I was explaining how my job is to deliver the best customer experience to our customers and our partners. And in order to do that, I need to have those unique insights that I gather from all the data that I'm collecting on our customers and our partners, to make sure that they're getting the right information at the right time to make those right decisions. And so I'm using our own internal intelligent data lake to create what we call our marketing data lake, and that gives me-- First of all, it gives me the whole perspective of the customer and what they're doing and where they're coming from, so that then I can turn that around and make that a unique experience for our customers. So I shared that, because I wanted our customers to understand that I'm going through the same thing that they're going through. In fact, if you've seen some of the quotes that are hanging around here at Informatica World. Jewelry, TV, AWS, they're all talking about delivering the best customer experience for their customers. So, I feel like I'm going through this just as well as our customers are. >> So what's the marketing perspective? Because now you have to sell to the customers. You're listening, so digital's going to be a big part of it. We're in a digital transformation, so we're here at a physical event, we're broadcasting digitally live, and all these assets are flying around. There's a lot of data out there. (laughs) How are you harnessing that data? What's your vision on how you're going to bring Informatica to that digital role, for listening to the customers, engaging with them-- >> Sally: That's right, that's right. >> And creating a touchpoint, digitally. >> Well, and that's-- Digital is a big part of what I'm responsible for, and we oftentimes talk about what's the digital journey our customers go on? And that gets back to, I'm needing to understand where they're coming from, what device are they coming to me from? What kind of information do they want back from me to help them make the right decisions for their company? And quite frankly, bring ideas back to their C-Suite. So, that's all right in my wheelhouse, and that's actually what I'll be turning my attention to post-Informatica World, is really getting deep under, having a better understanding of what that buyer's journey looks like. And it's all digital. I mean, these days, everything we do in marketing starts with digital. >> John: And in some cases, the moment of truth to the beginning of a journey is all digital. >> Yeah. >> John: Analog is kind of-- Is self-service, if you will. >> Peter: Well, except for those customers, except for those customers that you currently have, who you're trying to expand and develop. >> Of course, yeah. >> And help them as well, obviously. But this is... One of the things I find especially interesting about marketing, and I want to test you on this, is that in many respects marketing has been under-appreciated, because the output of marketing has been very information oriented, and the value of the information that the marketing has generated. While we're now starting to recognize how unbelievably valuable it is, historically it's been under-appreciated. >> Sally: That's right, that's right. >> So how are you bringing the story, marrying the ability to tool things, but also to better define... What's the value of a brand? >> That's right. >> Peter: We have no idea. It's goodwill on a balance sheet. >> Yeah, yeah. Well, that's a great question. This is a testament to the belief that our board and our executive team has around the power of a brand. This is why they're investing. They realize that they've invested, and done, and delivered in every facet across Informatica, and the last place that they needed to invest in is in marketing, because they realize the power of the brand in that story. And look, everybody's talking about us. I mean, if you've talked to any of our customers here at Informatica World, they're like, this is unexpected. We haven't seen this from Informatica. They've been hungry for this from Informatica. And so we're really putting our money where our mouth is on the brand this year. So you'll see it all come together. And I have to say, as a marketer, I mean there's nothing more special than the company realizing that they need to get behind the brand. >> John: You've got a great mandate, and you've got a good product behind you. I think that's going to be impressive. The question I want to ask you is twofold. One is, with the rebranding experience, you mentioned you went through digital transformation, a lot of your customers are going through he same thing. What experiences did you learn from that? If you could share some insight, whether it's personal or business, anecdotally, or specifically, quantitatively, what you learned from the rebranding experience. And then, the second part of the question is the brand-building process, how do you envision that road map? >> So, it's interesting. So, I actually brought a best practice in order to get this done in three months, honestly. This is normally like a nine month process. I use this rubric where we start with understanding what's our overall vision and mission, and what's the market opportunity? So, enterprise cloud data management. We're the leaders in that. We've never said that. And so understanding each of the bits and pieces that make up the entire story, before you get to the brand identity, that's actually a best practice that we've employed now, here at Informatica. And that was something that was foreign, just because they hadn't taken the time to focus on that. So that was, not necessarily learning a best practice, but deploying a best practice here at Informatica. And now, we need to turn back inside and change the culture. So we just rolled this out with the Informatica employee base last week, and they're all excited. And I said okay, we'll tune in once we get past Informatica World. So now the employees are excited to understand, how can they help tell the message, get the story out there? How can we change the culture so they understand who we are? You know, we've had many messages in the marketplace, so there's a little bit of confusion. And now we have one story. And now we need... Our employees are our best salespeople, so we need to engage them, and arm them with a story. >> I can just see people watching this video. Give me the rubric, where do I find that rubric? >> Oh, it's posted. It's on our intranet, absolutely. >> John: Interesting, so it's on a public blog? >> It's on our intranet inside, yeah. >> John: Oh, intranet, so it's not for the general public. >> Yes, yeah. >> John: I'm sure they're dying to find out the secret rubric. >> It's a guide to help them under-- Because everyone says, oh what's your new logo? And I'm like, we have a lot to do before we talk about colors and all of that, and so we wanted to make sure our employees understood the messaging, and what was behind that, so that when we got to the logo, they could understand how everything was unfolding. >> John: So what's going to iterate? So, you know, we see this digital transformation, whether it's deploying cloud. You get some structure, a rubric as a guidepost to kind of get the hard work done, foundationally. But then iterating and being agile with the brand. Do you have a philosophy on what points of the brand you're going to be iterating on, and what are the key areas that you see some evolution on the brand side? >> Yeah, well it's definitely that reiteration of our leadership stance that we have on the marketplace. You know, we've been humble, and there's nothing wrong with humble, but we also can be proud, and we can be proud to be proud. >> John: Yeah. >> So you'll be seeing a lot more from us around our leadership that we have in the marketplace, and we're going to be taking that on the road. So what you see here this week at Informatica World, then we roll them out all around the rest of the world through our Informatica World Tours. So we'll package up the story, we'll package up the look and feel, and we'll take that out so that our customers around the world can experience what we're experiencing this week. >> Take us through... I always love to ask this question for new folks, and I did this with Jeremy Burton when he joined EMC, now he's CMO of the Dell Technologies. >> Mm-hmm. >> Because you're new. You see everything fresh, with the fresh eyes. And of course, you've got to come in a little skeptical. Wait a minute, is this going to be a good opportunity? So when you were assessing the jewels, if you will, inside Informatica, what are some of the things that jumped out at you, that you could share? What's the coolest thing you saw? What motivated you? What was the tipping point? Was there a moment when you go, okay, go the next level? >> Yeah. >> John: Was it just a sustained, hmm. Or was there one-- >> No, there were a couple of things. I mean, first and foremost, our leadership. I mean, you guys... There's no other company, I'm sure you can validate this. There's no other company who has leadership in six-- Not just in leader quadrant, but the leader, in the leadership quadrant, in six categories. That's unheard of, and it's something that we need to be proud of. We don't ever talk about that. So that was the first thing. I said okay, we'll check that box. That's really good. Second thing is this interest in investment in the brand. And I thought okay, I've heard that before, but let's see if we're serious about it. >> John: Test that. You had to test that. >> And I've tested it, I've proven it, we've delivered it, and everybody's proud. And so I think those two things combined, our leadership and the fact that we actually can get behind the story, and we have one story, that's the momentum we've needed. So, that's just validation itself. >> Jerry Held, who's a board member, was on yesterday, is very proud of the work you've done, and he's excited. So he's pumped up. You've got one board member on your side. >> Sally: Great, yeah. >> We'll get to see what Bruce thinks this afternoon. >> Board members, we've got our channel partners. I mean look, our channel, for us, is our mouthpiece. And we needed to provide them the story, too. So the channel's engaged, and more excited than ever. Our sales teams are engaged. I mean, they've needed this story. So, you know, it was just guide rails that we needed to bring to the company, and I think this just solidifies that. >> John: You have the wind at your back. Certainly we heard from the channel, sales are up. Certainly the product's doing good. Looking at over a billion dollars in revenue. Great pre-IPO. I mean it's pretty obvious-- >> Sally: Hottest pre-IPO out there. >> Okay, we're going to evaluate that, but we think it's pretty hot right now. Is it the hottest? Mm, I think so. But what are you worried about? Because with all that pressure, being aggressive on the marketing side, you've got to be... You have the wind at your back. What are you worried about, if anything? >> It all comes down to execution, right? So, we've done the heavy lifting to get us here, but as I've said to executive staff and the board, this is our starting line, it's not our finish line. And so the rest of this year, and of course going into 2018, it's all about execution. And I feel really good about that, because you can't execute without a great strategy, and we have a great strategy. And we have a great story to tell. >> And a great management team. I mentioned it earlier, and John and I talked about it last night on the wrap-up, Informatica has a track record of making promises, big promises, and at least recently, keeping them. >> Sally: That's right. >> So you have a track record of executing. Customers are able to bank in you. So going back to kind of why this might be a great opportunity is, from our perspective, you've got good products, you've got good management, you've got a good customer base, you've got a good financial position. Marketing can make a big difference. >> That's right. Now we have a good story, and we have a great brand, and we've got investment, so we'll be out there. I mean, this is our year. I hope you all see that this is our year. >> We'll be watching. You've got a lot of air cover coming in for the folks to try more business and customer satisfaction. >> Yeah. >> What are we going to be talking about next year? (laughs) >> Wait and see. Wait and see. There's more in store. >> Tell us about your first 100 days. (laughter) >> No, no, no, no, no. >> Oh, I rebranded the company. (laughs) We'll just leave it at that. >> Sally Jenkins, Executive Vice President, Chief Marketing Officer, changing the brand, building the brand for Informatica. Wind at her back. Congratulations, great to have you on the Cube. >> John: Thanks for supporting the Cube, being on the Cube. >> Thank you. Exclusive coverage here from Informatica World, I'm John Furrier with Peter Burris. Stay with us more after this short break. (electronic music)

live from las vegas it's the cube covering knowledge 60 brought to you by service now here your host dave vellante and Jeff Frick welcome back to knowledge 16 everybody this is the cube this is day two for the cube at knowledge our fourth year here cube goes out to the events we extract the signal from the noise we find the people that really know what they're talking about April Carter is a practitioner she's a senior IT operations manager at cars.com you want when a car go check out cars.com April thanks for coming on the cube thank you so take us inside well first of all talking about cars com I mean very competitive industry you're in right very competitive lots of merging market you're transforming thing you're disrupting and you're banging heads with everybody else is trying to do that but what's happening in the business what are the real pressures that are they're putting on i.t coming up with those new services really and really delivering quickly so we're very much anjel shops and we're doing continuous integration and continuous delivery is the big things for us right now the need for speed but so take us inside the world of IT Service Management your world you know what's it like so basically our transformation was you think of us of us accom so you think that were you know ahead of them a game but when I got two cars they were very paper and spreadsheet driven email is still even still very key to what we do you're rolling your eyes when you say that we can relate it annoys me so you know what service now has really helped us to really start that process and really rethink the services we deliver to our employees so everybody thinks of that external face to cars.com and that's what we focus on so much and we forget that internal phase so making things easier for our employees okay so um maybe start with the the journey of service now you you brought service now into the organization three years ago you had had experience in prior lives with not with service now but with other itsm vendors and they have always been very painful so when we did our bake off on what product that we were going to use you know when they came in they weren't we weren't really considering them a contender how long ago was this sorry two three years okay um but when they came in and they did their demo that you you know we were in the system and we're like this is a little too good to be true and then they say they we could be implemented in three months were like yeah right right that never happens but it all came to fruition and we were implemented with you know incident problem changed the basics you know knowledge an employee self-service portal with probably 30 or so orderable IIT items and it was a big deal for us and a huge success and how long did it take uh three months three months then you got a cake we did get a game everybody gets in here they don't miss daddy must have that in service now so they don't miss that reverse process okay so what was so the cars before was really paper-based spreadsheet based email base what was the business impact the business impact is really trying to drive our business partners in HR and in even in the development space to really try to rethink the way they interact internally so HR we implemented an onboarding automation so we went from multiple forms that we had to fill out as hiring managers to down to one so that was a big deal for us plus we were manually creating user accounts we were manually provisioning and how hardware and access we went through the entire process of about six months after we implemented service now to really try to grab ahold of that process and make it easier because we were delivering our new employees they're all of their things on time that first day because that's our goal but it was extremely painful for the service desk and those folks that Purdue that provisioning so we wanted to make it easier for them and we were able to okay so you you you brought in HR is Ellis recruiting but yeah okay HR pieces a little bit more difficult so we have let we left that piece out so we said onboarding yep you met onboarding so for my recruiting so as a hiring manager you basically submit the form to hire somebody and then all the way through to provisioning all their heirs and that inner integrates or interfaces in some way shape or form with your HR system or um it doesn't today it integrates with the recruiting system right okay which is separate from the HR system am okay and how does that integration occur so basically what what we did was we stood up a form within our catalog so as a hiring manager I can fill out all the information I need from the position that I'm filling through you know their salary requirements and all that kind of stuff plus all of their access they need once that person is hired all that's in there that in that form I can also save that form so as I need it in the future because I'm never going to remember what each person needs so i can say that form as well but then what service now does it sends that all that data over to Silk Road and actually implements all that data for the recruiters so they don't have to manually enter it because they were manually entering it before how do you find stuff ready listen giant content repository all right search it's just we have great search capabilities yeah yeah so this is that simple yeah cuz I could never find anything in my laptop uh-huh I'm very organized so it's one of those things that the the CMS that we had a portal that we have implemented now the design when we were implementing cuz it was three months we didn't really were thinking about everything it was a very broad scope when we were implementing so we didn't really think too heavily on a design of the portal and i think that the organization of the portals what probably annoys me the most at this point because people have to navigate through so much so with the news i'm very excited about the new CMS that they're pulling in helsinki which will actually help us to actual redesign that portal and get it so it's not so deep so as you say it's very hierarchical before yes and so now you're you're able to develop up with hell sinking a flatter structure exactly and it's much more easy to manage because right now it's kind of hard to manage especially if you don't have the technical skill set to do so because it's it's not easy it's more like nested folders versus labels exactly love labels so jizz so talk some more about the kinds of things that that you want to do with with the platform so there's a couple things we really want to push HR so HR is very very paper-based they love their paper actually so we implemented a take my paper ok what's your week HR status change form that you know it's a very very large process so any any time you want to change an employee status whether it's giving them a raise or changing their their location that they're based we fill out this foot paper form so we automated that and put it into service now it goes through approval processes so it's even auditable now or at least much easier to audit it and at the end of the design process was the HR folks are like well as long as I can print it out at the end I'll be fine yeah not really the point uploaded to ever know ok the other really thing that we're really excited about is actually so with the continuous delivery continuous integration that we're doing on the development side is we're opening up a lot of API is that our developers can use to automate a lot of their processes so we want to automate our release cycles right now everything's somewhat manual when we're doing release there's still people at the keyboard it's not wholly up manual but we want to get to that point where they just click on something in JIRA and it initiates the Jenkins Jenkins crates you know changes and it automates it all for them but it's still completely auditable from our perspective if you had to take a creative benefits pie and and you how to allocate a portion of the value let's say that's received by sort of IT versus outside of IT what would that pie look like I would say the biggest benefit is you know that an employee's so my goal is is to make the employees life easier I mean and that's the way I evangelize the product it's really what can I do to make your life easier what can I do to take some process it's very heavy and make it lighter for you that's the biggest biggest benefit the other thing is the ease of development on the tool so we don't want to go out and buy something every time a developer decides it wants to do something else so the ease of development so we can build small ABS we have a library app so they can check out kindle books I can check out Kendall even logins and within the tool that they're just little apps we're not going to go somewhere and buy that but we need to be able to do that so we can do that easily within the tool and it's funny in making the employees job easier is this nice second order effect where your phone doesn't ring exactly that's my goal are you don't tell him that little secret we were just doing it for you April could you talk about building these you know lightweight apps well describe the skill set of the people who are building these apps so they hard core developers or they locoed developers both I think its a mix of both so we some hard core developers that JavaScript pretty much 24 7 and then we have you know the admins who I can I code it within the tool myself but I'm definitely not a developer but it makes it easy enough for me to be able to do those little snippets of code that i need to make form easier for somebody to make it prettier to make it behave lightweight as so you're not you've never been a developer you've never written no code no never i still do it never works in pewter science major no ok but so you know you said no like okay so uh so you're smart this is ok all right ok but and so i want to dig it to level but so you are able to build apps or at least improve apps absolutely and I think there's there's multiple ways to do it obviously research the internet can tell me how to do a lot of stuff the community has been very helpful there's a also share the where you can find you know little little apps that will help you along your way as well so they make it very easy to actually kind of build out your core product did you have to go through training to get to that point or was it just sort of autodidactic or Ashley knowledge has been most of my training we didn't training at the beginning when we implemented but I haven't taken a look at training sense and you mentioned JIRA and just every tonight these stories make me think of JIRA it sounds like you know using kind of best practice in the hardcore software development part of the house and now bringing that over into the less hardcore software development side of the house but still very similar types of techniques and processes absolutely yeah that's great so bumper sticker on knowledge 16 for you what's the way they wouldn't when the trucks are pulling away from the Mandalay Bay was from April Carter standpoint what's it gonna say so the one thing there's a couple things I guess you know I did I always find vendors it at the show so I found we're implementing move soft right now it's a it's an event management tool and we're literally going through the process as we're here at the conference but it's it's an event management tool it I can't I in service now i can create manage my critical instant through being the OC critical incidents are my my bread and butter I have to make sure that those go off well and they that we reduce that time and i always find products here that I'm like oh I want to look into that we found one downstairs just yesterday that help is gonna help us and hopefully manage our mobile communications so all the cell phones and tablets and everything that we have in our orders and then dealing with the external vendors like Verizon and AT&T have been fun maybe not quite fun yeah I'm surprised something good here and and I learn a lot a new thing so it's it's always been very helpful how many years have you been coming um this will be my fourth your fourth all right same as ours too yeah April an awesome having you thanks so much for coming on the cube you know cube newbie did a great job awesome yeah you're a cube alone I here alone all right thank you thank you okay keep right here everybody will be back with our next guest is the cube we're live from knowledge 16 in Las Vegas bright back every once in a while a true break