>>From the Bellagio hotel in Las Vegas, it's the cube covering UI path forward for brought to you by UI path. >>Welcome back to the queue. We are live at the Bellagio in Las Vegas, Lisa Martin, with Dave Volante UI path forward for it is so great to be sitting in an anchor desk next to Dave and with guests in person, we're going to be talking about automation workforce of the future. I've got two guests here with Dave and me. Kevin crone is here intelligent automation and digital upskilling leader from PWC. Kevin. Welcome. Thank you. Can't wait to talk about upskilling and Bettina Koblick is here the chief people officer at UiPath. Welcome to the program. Thanks for having me. So, as I understand that PWC has embedded UI path into a couple of product offerings. One of them we're going to talk about today, Kevin that's pro pro edge. Talk to me about that. What is that? >>So, um, as we look at, uh, challenges that C-suite leaders are facing, I think one of the biggest emerging challenges right now is around the topic of upscaling. There's the number of jobs that are being displaced, um, is growing by automation. But on the flip side, the number of jobs that are emerging is actually greater and there is a consistent challenge that gets cited there. All of our research through our CEO survey, their work we've done with the world economic forum and other sources around the need to fill that gap. And most leaders feel like they're not doing a good job to, to fill that. So, um, we at PWC have invested in developing a, a new software product called pro edge, which is really focused on, um, identifying the skills needed for the future, teaching those skills and helping to scale the usage of the skills and the organization. And one of the key skills as we look at the digital space is UI path. And we really think that, you know, teaching non technologists around the use of tools like robotic process automation is going to be one of those critical kind of must have skills in the future. >>And patina, you guys are using pro edge. Why, why, why? I mean, you're like the automation pros, what do you need? >>We need it because we have the same, um, challenges that every other company has that introduced us automation, right? People, um, people's time, their tasks that they have been doing are basically displaced. Um, and we're trying to figure out how do we up-skill re-skill how do we position people who now no longer are work working on maybe 50% of what they've done in the past for their next role? Um, so it's incredibly important for us, >>You know, you know this well, Tina and Kevin, you as well, when, when the automation trend RPA first hit, it was like, oh yeah, the trade press, come on. It's going to take away jobs, blah, blah, blah. Now we're working perpetual workdays, right? We all weekend all night, you never stopped working. You're always on. So I think people will brace automation, but as the chief people officer, first of all, how, how was it getting through the pandemic? And have you seen, I presume that UI path folks embrace automation, of course it's in your DNA, but have you seen others sort of, is that narrative done in, is COVID effected that >>I think COVID has affected it, um, for a number of reasons, because so many things shifted in how we do work. Number one, and I can talk about that a little more, but I yesterday I was in a customer advisory board meeting actually with Kevin. And the biggest conversation was not about the technology. It was around what happens when automation is introduced to a company and what happens with people, um, as to whether they want, they're willing to adopt, embrace, have an automation mindset. So that conversation isn't done at all. And it's probably one of the biggest conversations after, you know, adopting the technology, trying to introduce it as how do you drive adoption. And a lot of that is people's people's ability to understand how it will make their life easier, but then not be afraid about what's next. Uh, so I think it's absolutely still a conversation. I don't know if you feel the same. Yeah, >>Yeah. It it's been interesting. I think during the pandemic cause peoples, you know, day to day work lives have gone up ended and he start to think about, um, you know, the, the mixture between what I'll call kind of transaction oriented type work versus analytical type work. And if it just, you know, historically everyone's always said we should do less transaction work and more analytic work. But I think the pandemic was almost like forced that conversation on steroids and people's lot. You I've had to figure out that, like, I don't want to do this type of work and I'm being, I have more demands on me and I'm being asked to do other things, how can I do this more effectively? And so part of this becomes learning these skills to automate the things in front of you right now, the part of this becomes, I need to be able to, to actually have that analytical skill set in the future. And I think that is almost a precursor for what we see happening. And that was, that was the fun part of the conversation yesterday is thinking about, okay, well, what is the, you know, what is the, uh, the accounting analyst role five years from now and what someone does today versus what someone does in five years and how do you actually plan for that, >>The patina, where in your organization, like who's using it and talk to me about the adoption and their willingness to embrace it. >>Yeah. So we are, we've introduced it to our finance organization. One of the reasons we did that is because our finance organization is also a big user of automation, right? So, um, what's been really interesting is that because the technology or because pro edge kind of takes biases out of mapping, what a person can do, um, what learning paths there are for them and what their job will look like in the future, in which job do they go to or could be a potential path. I think it actually motivates people much beyond having work shifting because of automation. Because in addition, you also get to see a path, right. And everywhere you turn, just want to know what's the possibility for the future. So, um, while I'd like to say it was genius for us to envision that it's, it's a pleasant surprise and something, we should talk about more, >>I'm sensing a journey. It's always the case where I know I call it the force March to digital. We were thrown into this. And so, so much was unknown. And I know our team, I mean our producers and it's death by a thousand paper cuts in any one individual thing is not that bad, but yeah, the Moffitt, it's just, that's what kills your work day, your work week and your mental health. And so maybe it's, that's kind of the starting point is, are pigs a band-aid for, for, for, for that fundamental, but then it's wow. I can see the light bulb goes off. I can see the potential, that's where the digital upskilling comes in. I mean, maybe that's oversimplifying it, but how do you see that journey? Yeah. >>Yeah. I think there's a couple of different pieces with this cause, you know, and it goes back to the divide between the things you need to do now. And how do you think about making your life easier, but then it really goes to what you need to do in the future. And that journey to actually get there is tough because it's not just a question of, Hey, I need to pick up a textbook or pick up an online training module. And I'm just going to become an expert. It's really thinking about what are the, what's the combination of different skills. I need to learn. Some of that's going to be hands on technical skills. It's going to be platforms like UI path. It may be other complimentary platforms in the analytics space and other things. Um, some of this may also be on the kind of softer side. >>How do I learn how to work in a more agile way and have a design thinking mindset, have a product mindset, but then it's really how's that going to change my role in the future. And how do I actually, for lack of a better word, start to embed these practices in my job in a way that I'm actually learning these skills and it will stick. And how do you actually manage that co culture change? Um, for lack of better word over time. That was probably the biggest thing I picked up from yesterday was just some of this talk around change management and culture, uh, which is, you know, we, we have a lot of, for lack of better word techie. Cause if this conference would like to think about all the cool stuff that technology doing, but the big lesson learned is really, you know, you actually have to make the stick inside an organization. >>And in the last year, Kevin, I'm curious about the adoption because you know, everything we've seen so much acceleration in the last year that digital acceleration, the acceleration in automation, we've also seen tremendous, uh, people and from a cultural perspective, I'd love to, for you to shed some light on what you've seen since you've rolled this product out, how is the pandemic, has it been an enabler of that change management and that cultural change, which historically is very hard to do. >>It's very hard. And I think this, if, if I want to CFO or COO two years ago and talked about the skills gap in what was happening, the organization, I would probably get someone that would be on and say, okay, yeah, that, that, that is happening. We need to think about this, but I got 50 other things I need to worry about. You know, I think over the past year a while, things like, you know, TA TA, well, time is a big, uh, luxury or having excess time is a big luxury that most people don't have. I think there's a recognition that, um, it's a challenging work environment right now. We're trying to get more done. People are not in person. Um, people have, you know, there's issues with, with mental health and other challenges and there's, uh, almost like a renewed focus on how do we make employees lives better and better can mean different things. >>But when I think about it, it's, it's giving people a hope that they have a future career path, that their job is not going to be eliminated, that they're developing the right skills and they're being given the capacity to actually do that now. And so a lot of the discussions have really been are around that fact. And I would say probably more so than the traditional just cost saving discussion than most automation, um, threads in with RPA begin with this really, you know, became, um, we need to do this and we need to, you know, send a message to our employees that we really care about you. And this is something that is really going to be us investing in you as a perk in the future. >>What's the role of the head of human capital management in the context of automation? Is she the champion? Is she the therapist? Is she the change agent? Well, how do you see that? >>Well, clearly he should have been talking to the head of people, um, two years ago. We even, because, uh, the way I think about it, and I think a lot of people in my role think about it is, you know, a CFO really looks after the financial health of the company. Um, the focus for us is looking after the people, health of the company, right? And so I think, um, in my career, what I've learned is that change is constant. We all know this and, um, change for people is difficult. So the way I think about introducing new technology, introducing automation, introducing anything that changes or being forced to change because of something like a pandemic, um, what I really ended up thinking a lot about is how does that impact people and how do we, how do we help them through it? Um, so that's my lens. And I think that's a chief people officer lens to all of this, but makes a perfect partnership with platforms that make this easy for us. Because if you can imagine, uh, a C-suite person comes to, uh, comes to an HR department and says, tell me what we should do here. How do we develop all our people? And it's, it's an overwhelming task. What pro edge does is just beautifully delivers this on a platter, um, in a way that we could never do manually. So it's >>Talk to me a little bit Bettina about the last year and a half. And obviously as being the chief people, officer, you came in, you said about five months ago, but obviously during a very, very challenging time, I always think that the employee experience is directly related to the customer experience. I see them as inextricably linked, how have you been able to foster a good employee experience in your time here in a very strange world so that the customer experience, I mean, you guys are a fast moving company, 8,000 plus customers. So that, that customer experience is a stellar as UI path has always had to be. >>Yeah, I think for us, it came down to just some simple things. Um, one is just being flexible. Uh, there was not a one size fits all. We had to recognize that we have to meet people in a place that works for them, everybody, uh, dealt with a different reality and the same for our customers. Um, and I agree with you. I think employees that feel enabled that feel safe, that feel they have a future, um, have a much different relationship with their customers, um, then employees that are worried about their safety and security and whatnot. So we really took an approach of flexibility, safety, um, meeting people where they are jumping in when there were big crises in India and whatnot to really, really take care of our people and help them understand that we're here for >>Big impact on mental health. Did you see that, um, there was an insert in the wall street journal. I think it was last week, uh, women at work. Um, and it was a stat in there. I don't know if you're a working mom, but it said that, uh, 30, it was Qualtrics was the source. 30% of working moms said their mental health had declined since the pandemic. Interestingly only 15. I said only 15% of working dads. Um, so that was sort of interesting, uh, and notable, uh, but you know, to your point, CFO, financial health of the company, the chief people officer, the, the human capital health. Yeah. >>Um, very much so. And by the way, I'm not surprised by that stat as a woman. >>I thought it was, I thought it was low. I was talking to my wife about it the other day. She's not a working mom, but she's like my mental health, even though I'm not a working mom, I have my mental health. I'm a working dad, but, but I got it easier than she does, but, but, and I'm not surprised at the disparity. I'm surprised that the only 30% and 50%, I think it's a lot higher than that. And people may be just like, I don't know if that's actually, maybe some people like working at home and that's, I could see that both sides of that equation. Yeah. >>There's also a stigma around mental health that we've, that's been addressed in. So even during the Olympic coverage this last summer, but having your team be really focused and enabled and knowing that they took to your point, Kevin, from an upscale perspective, that they have a path where they can go, they can increase their own value to the company. >>I completely agree. And I think, uh, other studies show that what people really want is a future at work. And, and this is what I think privilege dresses. Beautiful. >>Yeah. It's interesting. Right. Cause I think when you talk about some of the mental health challenges, I think it can get down very quickly to a cab just on this crazy schedule or I'm on zoom for 14 hours a day. And I, I don't have the time to breathe in my time commuting where I may have had time to decompress. It's just been replaced with more meetings. And I think that that may be the, like the surface issue, but I actually think if you go below the surface, not being in the office, not having some of the in-person networking, not having some of that creates anxiety about the future. And you're not really sure around, okay, what does my career path look like? I may not be getting the amount of career counseling that I used to get just by impromptu conversations or, you know, just by more traditional ways. Um, but I think the reality is when we look at the way most companies are thinking about their future work models. It's not going to go back to the way the world operated two years ago, it's, we're going to be in some sort of hybrid model. And so it really becomes more important to actually dig below where maybe some of the challenges were in the passengers, not surfaced. And I think upskilling and thinking about, um, kind of role skills and roles, it just becomes a much more important conversation. >>Absolutely. Last question, Bettina for you, we're almost out of time, but you started this in the, in financial, in the finance organization. What do you see over the next couple of years in terms of being very much UI path land and expand with your customers? Where do you see it rolling out across two iPads. >>We're already talking to our sales enablement group. Um, for a couple of reasons we want them to experience it. We want them to have also, we want them to have the conversations with our customers much like what we learned yesterday, right? It's a multi-dimensional conversation. It's not just a financial ROI, it's a people journey, change management. So we'll, we're taking it to our sales enablement group. We're absolutely gonna use it in HR, uh, obviously. Um, and I, I would just think we'll use it in two years. It'll be enterprise wide >>Different is pro edge in the marketplace. And just in, particularly in terms of its business impact. >>Yeah. I take a stab. So when we think about the challenge in a topic like digital upskilling, I think in traditional approaches to learning, it would be okay, we're going to enroll someone in a learning program. You know, you're going to go through, do certain amount of self study. Maybe there's a class, the some classroom based training. And that's it. I think for us, we saw two different challenges on both sides of that. One was trying to identify who needs to learn, what, and what part of the organization, why is that important? What an executive may need to learn is going to be different from what someone who does the transaction processing, uh, for their, their full-time job needs to learn and learning kind of from basic digital acumen through kind of hands-on skills. What are the different, um, pieces? I think probably the more interesting part is the back end of that. >>And thinking about, you know, how do you actually put these skills into practice and how do you put scale? One of the buzzwords that's thrown around at this conference a lot is the concept of citizen led automation as a topic. And really how, how do you have your, does this users building bots or creating data dashboards or doing other things that is, um, that's challenging. So as we design the product, what we really wanted to think about was that end to end journey from kind of the point of identifying skills through the point of scaling a citizen led effort. It's one of the things we're really excited to be working with UI path on is one of the core technologies that we, that we view in this ecosystem is really thinking about how do you make that happen? And if the outcome is not just people are new things, but the outcome are, people are actually creating solutions that are, that are having an impact on their job on a day to day basis. We think that's a really powerful concept. >>It's really important work, what you guys are doing. Thank you both for joining David me on the program today, talking about this very interesting symbiotic relationship partners, PWC UI path customers. Really interesting, great work that you're doing. Thanks for joining us. Thank you so much for having us for Dave Volante. I'm Lisa Martin. You're watching the cube live from Las Vegas at the Bellagio UI path forward for it. We'll be right back, stick around.

>>Live from Las Vegas. It's the cube covering UI path forward Americas 2019 brought to you by UI path. >>Welcome back to UI path forward three. This is UI pass. Third North American conference. We're here at the Bellagio hotel. You are watching the cube, the leader in live tech coverage. We go out to the events, we extract the signal from the noise, we pick the brains of experts. Kevin crone is here. He's a financial services intelligent automation leader at PWC. Kevin, thanks for coming on the cube Bexar Avenue. You're very welcome. So financial services has always been kind of a leading indicator of technology adoption. I presume that automation is, is no difference, but you know, you're in the New York area, you're belly to belly with the financial services companies, the big whales, what's going on in Fs these days? Sure. >>So as we look across the financial services industry, they were one of the leaders with automation more because the overarching business environment really forced them. As we looked at, um, the regulatory burden that a lot of our banking clients we're under over the past decade kind of post crash that really, um, has kind of forced two things. One, it's limited the amount of um, discretionary spend that they have to spend on really big technology transformation projects. It's also forced a lot of margin pressure and having to think about, uh, differently how they could run their business at a much lower and more effective price points. And so that's, um, driven automation to the top. And we've seen tools like U I path and kind of the broader RPA ecosystem becoming kind of, you know, the right technology at the right time of being able to, um, really kind of embrace that, that, that, that rightsizing agenda and financial services sector. >>Yeah. And furniture at the macro level, they're a little bit out of favor right now you've had this, what we thought was this rising interest rate environment and that's reversed. And so that's not necessarily good for them. So they got to look for other ways to sort of drive the bottom line. So maybe you could talk a little bit about, you know, gen generally where you're seeing automation, um, back office, front office. Think about the maturity curve. What are the leaders doing? What, >>what's the sort of best practice right now for intelligent automation RPA? Sure. So as we looked at intelligent automation right now, I think one of the interesting things, vital services was an early adopter. So a lot of, a lot of the big banks and asset managers and insurance companies really start investing in this, this class of technology four, five, six, seven years ago. And so we're actually seeing the, the early returns from, from those, which is informing how this, you know, this topic goes to other industries. But I think as we look at those returns, we see a couple of major challenges. Um, there's challenges with getting the scaling technology, there's challenges with, so that's interesting. Okay. So the, the ladder changing, the nature of work is, as you're saying, largely automating existing mundane processes, kind of paving the cow path as I sometimes say. >>However, if, if it's a, if it's not the most efficient processy to begin read process to begin with, they need to sort of re look at that and that may be falls into the, to the, to the former category of enterprise life. And so where people investing in boat or they are they just hitting the low hanging fruit where we're seeing an investment in both. And then PWC is used that a while fucks your mission program should have both channels and each channel should be informing the other. So if citizens are coming up with ideas of things that they can automate themselves, that's great, but those should also be contributed into the kind of broader ecosystem. And there may be, um, what's called grander ways to, to, to solve that problem, both from a technology perspective and from a process reengineering perspective. Is there a, is there an automation ex-officio is there a chief who's sort of looking at all this stuff or is it more organic? >>It's, you know, one of the, I think interesting things we've seen and learned from our clients over the past couple of years is the con, you know, we thought there'd be an emergence of a chief automation officer or something like that. But really the automation agenda's owned in so many different places within our clients. And it's not consistent client decline in some cases. It's really a CIO own topic. A lot of cases it's more of a chief operating officer, chief digital officer, chief transformation officer. We're also seeing a push at the chief HR officer level because this is really, you know, there's a, there's a big question straight in terms of thinking about kind of skills and how you equip your workforce with the right digital skills for the future, which is now putting HR at the table for this, which is the place where I think traditionally with big technology transformations, they've never really sat. >>So, in thinking about, um, ROI, you know, you've laid out this sort of bifurcated, you know, paths to vectors the hard sort of end-to-end problems and then the sort of low hanging fruit changing the way to work. I would presume the second one gives you the quick hit, you know, faster break even, but probably lower net present value. Um, and, and so maybe you could talk a little bit about the ROI equation and how people are looking at that. Yeah. It's interesting cause I think yeah, to your point, I think an enterprise led initiative, you're going to want to define a business case and say this is why we're doing it and what we're looking to achieve going down to SIS and let channel, that's a harder thing to do because you don't want to stifle innovation. The organization, one of our views is that the people that sit closest to the business process are the ones that should be coming up the right ideas, if they're given the right upscaling and the right tools at their disposal. >>Um, but you know, it's bottoms up exercise. And so again, going back to the concept of having a kind of an ecosystem with both an enterprise channel and a citizen channel is important because you're at the enterprise level, you're going to need to understand what type of benefits are actually being created at the, you know, at the micro level and figure out two things. One, are there things that, you know, do, have we built enough that we can start to release capacity from organization? Um, or is there something else that if I put in, will allow us to really think about transforming our business? So it's a, it's a lover. It's not that the end solution, right? When I tell people about you that don't know what RPA is, I say it's a lot of back office stuff and it is. Um, but we heard today that from one of the keynotes that, you know, we gotta move from the back office to the, to the front office. >>How much is that happening in financial services and how much of a sort of a holistic end to end strategy are you seeing? I'm sure you guys are promoting that are fans of that because you're going to get a much bigger business impact. It's transformational. But where are we at in the maturity of that? Yeah, it's interesting, right? So we, you know, staying on this theme of the enterprise and citizen light innovation levers, you know, the enterprise. Um, and you know, innovation levers tend to be focused more in the back office, high transaction volume type processes. I think when we look at the citizen led channel and a lot of the ideas that have been coming out in our cotton with our clients are starting to embrace this. They tend to be more front office oriented processes. There's lots of things, especially client servicing or that are tasks that are done are somewhat mundane. >>And um, you know, it's the business case and LOC isn't necessarily back capacity. It's about client experience and customer service. So, you know, you can take the, um, you know, the, the, the wealth advisor that has to log into five different systems to answer a simple client question. That's a, you know, that's a process that being able to actually have an automated way to generate that same thing at their fingertips, um, you know, could be really powerful. And so there's a big push there. I think the interesting part on the, um, going back to your bet, your business case question from before is that, um, you know, the, the business case for a lot of those types of automations, um, it's not just a factor of um, you know, have we built enough that we think that there's benefit, it's also about adoption. So if I build a robot to automate that wealth advisor process that I just noted, if 50 wealth advisors can adopt that rather than one wealth advisor, it's going to be a much greater business case. And that's a much, that's a different way of thinking about business case in the RPA sense. Because most people tend to think, here's a process, this process, I have five people that run this on a day to day basis. Um, and here's, here's my business case. In this case it's, I built something really innovative. If I can get a a hundred people to use this because it's, it takes 10 minutes out of their day, there's real, there's, there's real time there, but it is causing a lot of our clients to think differently. >>So you talk about three things as challenges scaled the business case, which you just talked about and change management. Is that part of the, and they're interrelated? Is that part of the challenge with scale? It is far as the channel. >>I mean just building on the last point around adoption, you know, that what we're doing, what we're talking about here with RPA, I think people that live in the RPA space day to day, this does this almost become second nature. And like, yeah, the technology is not that complicated. This is very basic, but you start going out to the entire organization and especially outside of technology. Um, it's, it's new. And so the change management's really important. Um, and it's important we, we view from two lenses. One is really thinking about how do you, um, upskill your workforce at a minimum so they know what technology is actually out there. It doesn't necessarily mean you're gonna make everyone a bot builder in your organization. But knowing what RPA is and knowing that, Hey, I have some tools to go help solve a given business problem is really important. But, uh, you know, the, the uh, the second point that we think is really important in here is the ability to, um, really think, sorry, really think about the, um, you know, what the longterm impact of kind of, um, you know, the overall organizational model and how that actually adopts to using automation over time. >>And that ties into change management, which is the other thing and people don't like change. Um, the other thing we heard this morning, um, Craig LeClaire Forrester analyst talked about how a lot of robots are idle sitting around ill, you know, then though at the orchestrator. And so I was, I was thinking, well, we're seeing sass models emerge, you know, UI path announced their cloud product and I would expect you're going to see new pricing models as well, kind of usage base pricing, which is kind of generally not how things are priced today. But is that something that customers are pushing for >>or definitely. I mean I think there's, um, there's two, two things we hear from customers in this space. I think as RPA, as a product is developed and you know, I think there was a push, uh, with most, with all the vendors towards kind of what's priced for bot. But the concept of a bot is a somewhat ambiguous concept to a lot of our clients. And what our clients really want is to price and value, right? And understand, um, if I'm building bots that are, you know, covering this part of the organization, I'm appropriately paying for this, um, rather than worry about how much workload did I put onto one bod versus another. I think with, uh, with the mass adoption of cloud and the fact that the RP ecosystems quickly moving from an on prem solution to a cloud based solution, I think a lot of this is just gonna happen naturally. Um, over time. I think the other, I think the other really important part in there is not to just make this a technology question about the kind of the pricing. It's also a question on value delivered and realize the benefits case and can you actually tie what those realized benefits are to what the actual price that's actually going to pay for the software is >>all right. You ready for some curve balls? Sure. Okay. So you're, you know, thought leader you worked for one of the largest consultancies on the planet global scale. You guys do some really great work disruption. We talk about digital transformation, automation obviously plays in there, blockchain, AI, RPA, et cetera. Do you, do you think that banks will lose control of payment systems? >>I'm not sure. I would say the pro, the biggest problems that banks are facing, um, with regards to that isn't necessarily whether they control the payment system or not. I actually think it's how effective they can run the system internally. I mean, I'm a, I'm an automation guy, right? And my goal is to make clients run as efficiently and as effectively as possible. And I look at a lot of the legacy debt that sits within a lot of our clients infrastructure. I think that's the biggest problem to tackle. I think if they don't tackle that and are not successful topics like RPA and automation, it, it's going to create the forces of nature that allow some of the broader disruption to happen. So it's, you know, to me, at least in my mind, it's one of these things that you, you have your agenda in what'd you can control. These are the things that you actually shouldn't be focusing on. So you're set up to compete with some of the big disruptors in the future. >>Yeah, interesting. I mean that's one industry, there's a disruption all around us, but that's one industry along with healthcare and defense that it hasn't been highly disrupted yet because it's very high risk. Not only that they're, you know, they've got very strong relationship with the government. So this, and they're big and they're well funded, but, but it seems like that disruption scenario is coming to financial services. When you talk to people in the industry, they certainly see it, but there's also a lot of complacency. It's like, Hey, we're a big, big Fs. We're doing really well. Um, dots on that. >>Um, you know, there is, you know, when we looked across and I'll just say kind of technology investment in the banking sector, big banks and asset managers, insurance companies are some of the biggest spenders on technology out there. And in your view, look at a lot of the commentary that comes out of analyst calls. There's pretty consistent, um, push a to talk about, um, you know, Becky organization as a technology company or some form of that. And there's also a big push to talk about how much money they're spending. That's great. But we've also, yeah, I think when you, you kind of look under the covers, there's been a lot of historical challenges with um, with implementing big technology projects and things. There's a lot of legacy debt that's been built over the past 25 years and complexity really thinking about this from a front to back perspective. >>Like from the point, you know, taking a, the trading side of a bank, looking at the point of trade entry through post-trade processing through finance processing through kind of every step in the life cycle. It's still run from a technology perspective, probably not as efficient as possible. And I think especially when you get outside the front office area and some of the training areas and look at that. So there's a ton of opportunity for improvement and, and you know, kind of building on the last theme, I think to the extent that technologies like RPA and automation are embraced, it helps think about that problem a little bit differently and gives us a chance to tackle some of these big meaty legacy problems that had been around for a while. If we're successful at this and we can force the ROI to be proved, we can force the change management exercise to happen. I think it sets our clients up for, again, for success to avoid some of these disruptive factors. >>Yeah. So huge opportunity then for a UI path than some of its competitors, you know, penetration wise, adoption wise, what inning are we in? >>Uh, adding to we're, we're in early days. I mean, I think we've seen a ton of interest. It's under the excitement from our clients. But you know, our surveys of, of, of the financial services industry, um, most clients will acknowledge their past the pilot and proof of concept phase and there may be even past the first 10 bought phase, but they're not at scale. Right. And I think until three things happen, I think until we can prove that the technology is being used, um, you know, from an organizational coverage across a much wider swath than it is today. I think when we can prove that there's actually a real demonstrable benefit happening from a, from an organizational operating model perspective, and to the extent that the workforce is actually embracing this and I'm posing it, I think we'll, you know, >>be in a much better position to say, Hey, we're working now getting to ending five or six and, and this, this picture's becoming more complete. But it's still early. A lot of opportunities. Kevin, thanks very much to come into the Q was great to have you. Thank you for having me. Hi, and thank you for watching. We're right back with our next guest right after this short break. You're watching the cube live from UI path forward 2019 at the Bellagio right back.