>>Welcome back to the cosmopolitan in Las Vegas. Lisa Martin here at Coupa inspire 2022 with a couple thousand people here. And I got to tell you it's really great to be back in person, done a wheelchair. Join three next, the SVP of product strategy and innovation at Cooper. Donna, welcome to the program. >>Thank you so much. It is great to be here and it's great to be live, but yet >>It is great to be alive. Again. I feel like I'm exhaling for the first time in a long time. >>I know, right. It's just so wonderful. I want >>To talk a little bit about you you've been a Cooper for a long time since it was just a baby startup, a little >>Baby >>Lady that also had a lot of leadership roles, product strategy, marketing, a customer experience, professional services. I also read that you have 12 software patent. I do. I love that. >>I know it's been one of the most amazing things that Coupa, which is this ability to be creative and innovate and then get your item patented. It's wonderful. >>Talk to me about, obviously the last two years have been so interesting, shall we say dynamic challenging? And we were talking before we went live that we haven't. The key bus had been that Coupa inspire, inspire hasn't happened since 2019 and it's almost three years ago. Talk to me about the last 10 years I Cooper and the massive acceleration I'm Rob was saying this morning in the keynote 3.3 trillion under spend under management almost at a trillion a year run rate. Yeah, >>We have huge. The numbers have just started to really become a fly wheel, right? More customers more spend. And really now having this big data repository of $3.3 trillion and the ability to apply AI to that data. But it really has been a journey. Um, when I joined about 11 years ago, now we had this vision, the vision was always a data centric model where we can apply AI to that data and create intelligence. And now we're finally at a volume of data where we can, we can anonymize the data and we can create insights at a level that we just were not able to do 10 years ago. >>One of the things that we've learned, I think fairly recently is that every company has to be a data company regardless of industry. Even I, I, I think about that, like my grocery store has to be a data company. Sure. There's no more, it'd be nice. If we had a data strategy, it would be nice if we actually could glean insights from our data that's table stakes, that's business critical that's differentiating. >>Absolutely. And I think, you know, I think what's really interesting in an enterprise software is that as a SAS provider, although we may host the systems, we don't actually own our customer's data. We need to actually have permission to usage of the data. And that was one of the things that Cooper did very early on, about 10 years ago, where we started working with our customers and really building that permission to use into the contracts themselves. And that has really created now this motion of having data that we can now consume and use where a lot of businesses in enterprise software had not really thought about the notion of permission to use and having data available to them. >>That's the power of the community, right? And that's one of the things that clearly sets Cooper apart from its competition. >>Yes, indeed. We have spent so many years on creating this model of how does the community and how does community.ai help each individual customer become more efficient, save more and also do good for the planet in a way that has just never been able to do, if that company was doing it alone by themselves. >>Speaking of good for the planet, let's talk about ESG, your customer conversations. ESG is broad. >>How >>Are customers approaching the topic of it to bring it in as a strategic initiative? Okay. >>You know, I think this is a really great question. So what happened about a few years ago is our customers sat down with us and we said to ourselves, if we were going to make every dollar more sustainable, more inclusive that we're spending, what would we need to do? What would that be? The places within a spend function that you could improve the outcome of that dollar to be more sustainable and inclusive. And we broke it down into so many different features. And over the last three years, we've developed, delivered over 80 different features now available in our BSM sustainable BSM toolkit that our customers can configure Coupa to impact their ESG goals positively. >>So BSM can be a facilitator of ESG or an accelerator, or >>It's definitely an accelerator. And one of the things we're trying to do is democratize the ability to do good, right? So oftentimes the larger organizations are able to invest people into these problems. Well now smaller and smaller organizations are expected to comply with government regulations. How do these businesses do it? They can do it with technology like Kupa. >>Got it. Okay. One of the things I was looking at in my prep for the event was a recent survey that Cooper did just in February. It's just a couple of months ago, 800 decision makers, >>Um, >>Who have overview or responsibility for the supply chain and businesses with over a thousand employees. And this was global. What are some of the improvements that businesses, what did you find that they want to make with respect to ESG? >>You know, I think there was a really great survey that showed businesses, have the intent they want to do good, but the problem is the act secretion of it. How do they actually make it happen? And technology systems have largely failed them or have only looked at a part of the problem without looking at the whole problem. I can give you an example, please >>Do >>So in the scope three emissions, which is on everyone's mind right now, how are we going to comply with scope three emissions? At first on the surface, it looks like a reporting problem. Oh, I'll just create a report. But the real problem is data related the data itself that these organizations have on what they purchased and who they purchased it from is terrible. And so if your data's bad, your report to the government is going to be terrible, right? So you have to look at the problem holistically solving the data problem before you get to the reporting problem. And that's what Coupa really specializes on. >>And the things I was also looking at in the survey was from an overall theme perspective that the availability and reliability of crucial supply chain data is preventing organizations from operationalizing, their corporate purpose with respect to ESG will Kupa solves that problem. >>Absolutely. >>Talk to me about that. >>Yeah. So let's talk about things like third-party risk management. When you are working in a supply chain, you need to know who your suppliers are, not just your suppliers, but their suppliers as well, tier two, tier three, tier four, or even beyond even. Um, and this is everything from anti-bribery and anti-corruption to InfoSec and GDPR and so many different government regulations on knowing who you're doing business with. And Coupa solves that problem of collecting that data from your third parties and then continually monitoring it and passing it into the different systems within your spend processes in order to make sure that the person that is making a decision, how's the data at their fingertips. >>That's critical. And you know, one of the things we've learned in the last two years is that everybody wants things now, instantaneously in real time, it's no longer, oh, that's great to have that. No, I, as a consumer, I want that in business. I want that every company has to be a data company, but if organizations can't be able to extract insights from that data and make smart decisions on it in real time, they're going to be out of business. >>Absolutely. The ability to be able to process data at the time you're making a decision, the best data possible at that moment is critical in order for these companies, really, it's a, it's an ability for this company to thrive and even survive. >>Absolutely. Nobody's going to want one thing, I think we know nobody's going to want less data slot more slowly as time goes on. It's always going to be more data faster, faster, fastest. >>Absolutely. And that's why this model at Kupa has really been formulated over the last 12 years of how do we collect the data across our customer community? How do we pull it together, normalize it, aggregate it, anonymize it, and create insights that are so powerful. Like what we're just announcing now is our ocean freight pricing >>Index. >>So we've collected all of the data from our customers that are sourcing ocean freight and we're taking that data and we're creating a market index for the pricing of ocean freight. So now within Coupa, you can actually see what's happening the price of ocean freight, and we're going to continue to add more and more services. As more data gets processed to Hooper. >>Talk to me about the customer influence and your role. You talk with customers a lot. It used to be on the road a lot. Obviously that's changed. Hopefully that's coming back, but let's talk about one of the things I always know when I, when I come to inspire, I always know I'm going to see a lot of customer logos. I'm going to feel a lot. And on the cube here from the voice of Coupa's customer, talk to me about some of the influence that your customers have been able to have in the last two years alone. >>Absolutely. So our philosophy at Coupa's, uh, none of us is as smart as all of us. And it really is the DNA of this company, the heart of the company. So when the pandemic hit, we just really said to ourselves, okay, how do we continue that collaboration and now a digital world? And that's what we did. We just pivoted really fast into a digital world, but the same volume, the same collaboration, the same conversations were happening with our customer community. And in the last year alone, we probably had over 400 customers over 90% of the features we delivered had customer input into those features. And the model continues around our customers, collaborating with us via the digital channels and our product owners, really working with them as a co innovation team. And not as, you know, product in a ivory tower somewhere. >>I like the co-innovation kind of team part, but it's really what you're describing is that flywheel that you mentioned a few minutes ago, that's really always been there at Coupa for very, very long time. And it's just getting faster and more efficient. And I would say in a nerdy way more, data-driven >>More data, data, data. I will talk data all day long. It's just wonderful. And even this ocean freight thing, I'll tell everyone 10 years ago, this was the dream to have enough data, to be able to create these types of supply chain insights that are just unparalleled. And now as the data continues to increase the next year's insights and the year after are going to just keep improving because as the data increases, the insights get better and in different categories, different ways. >>So when you're in those customer conversations with customers who maybe prospects, I'll say who aren't yet Coupa customers who ha who say Donna, I've got a, we've got a huge data problem. Where do they start? How do you advise them to be able to overcome that? So they can use the data, glean the insights in real time and be competitive? >>You know, the first thing I always say to our customers or prospective customers is start the journey and have conversations with Coupa as a partner and not as a vendor, the more that we can work together and say, help us understand your technology architecture, help us understand your pain points. Where are the, where are the parts of your business that are critically damaged that need us to prioritize. And then let us have a discussion for you as a company that we can make recommendations you based on other customers that have been like you and have those same pain points and then lay it out from that point of view. But it's, it's hard when it's a very, you know, classic old model of we're procurement and you're a vendor and we're going to silo it because what we see is a >>Lot of, >>Well, this is how we used to do it. So we're only asking you questions around how we used to do it. And now how the rest of the, not about how the rest of the community is doing it. So my advice would really be open up the doors, have a conversation, start as a partner, and then let's figure it out from there. >>Well, one of the things that came across in Rob keynote this morning was about Cooper, about we've got to get rid of the silos. Every organization in every industry cannot operate in a silo. And even, even Barbara Corcoran's keynote when she was talking about some of the best ideas. In fact, I think I saw a tweet from her the other day that said she doesn't think she's ever had a really great idea. They've always come from basically collaborating within a group. So not in a silo. >>Absolutely collaboration is key in everything we do. We, none of us is as smart as all of us. And it truly is a key point in technology. These silos that are happening in business that prevents the risk from properly be operationalized. So for example, the risk team may be aware that there is a supplier that has now gone onto a government watch list. Okay? But the payments team is not aware. So the payments team is still issuing payments to that vendor or new orders are going to that vendor or sourcing events. Coupa brings those silos together and says, instead, we're going to employ what we call suite synergy. And we're going to stop the transactions when the risk is increased, routed to the risk team for review before the money goes out the door. >>And how does I love sweet synergy? How does that resonate? Who are you talking to within customers? Are you talking to the C-suite? How does suite synergy resonate that far up the stack? Because the concept is clear. >>Yeah. It's about the collaboration for more value and protecting the brand. The, what the people we speak to are generally the CFO, the CPO, the chief procurement officer and the CIO. Those are generally, um, who we speak to. But increasingly we see the chief sustainability officer, the chief diversity officer, and especially from a notion of how do I not just report on my data? How do I improve it? How do I impact diversity by helping the person, making a spend decisions, giving them diverse options at the time they're doing that spend decision, instead of just reporting on it, throw it, >>Grow it, act on it, take the insights and actually make smart decisions faster. >>Absolutely. And before the money goes out the door, once the money goes out the door, you cannot influence it to be going to a diverse supplier it's already done. >>Right. So I know we're only on day one here. Last question for you is what are its great turnout? All the people behind us. It's great to hear that buzz of, of a conference environment. Once again, what are some of the things that you've heard today that really excite you about the direction that Cooper's going in? >>I think for me, it all started today. And yesterday, yesterday we are a community advisory boards. We had hundreds of customers that were meeting with us and it was just the sense of co-innovation being alive and well. So many customers today, I sat next to ADM, uh, one of our customers and they're working with us on supply chain collaboration and the next generation of supply chain collaboration. And it was just so wonderful to finally meet the people that we've been working with for so long in a digital world. >>That's right. It's always nice. When you look at badges, I know you put video conferencing for two years. You're >>Taller than I thought >>Exactly. I don't get that. I don't get that. You're taller than other >>Taller. No, I'm pretty >>Sure it's been great. Having you on the program, talking about the strategy, the innovation, the direction coop is going and what you've witnessed, the evolution of it in the last 10 years, we congratulate you on your success. And we just look forward to seeing Kupa, continue to evolve and mature. >>Thank you so much. It was wonderful to sit down with you today. Excellent. >>Good. I enjoyed it too. For Donna wheelchairs. I'm Lisa Martin. You're watching the cubes coverage of Cooper inspire 22 from Las Vegas. Thanks for watching.

>>Hey guys, and gals. Welcome back to Las Vegas. Lisa Martin here at Coupa inspire 2022 with about 2,500 folks. Very excited to be back in person. I can assure you that is the vibe that is here to be. You joins me next to the managing director at KPMG Toby. It's great to have you on the program. >>Thanks. It's great to be here. >>Isn't it great to be back? I know it feels so normal. We were talking before we went live, that it feels normal. >>It does. It does. And it feels great. And after a great kickoff with, uh, with Rob >>Fantastic, Rob Bernstein has, and Barbara Corcoran, Rob has probably the highest energy of a CEO that I've ever gotten to work with. So you always know you're in for a good high energy conversation. Then Barbara Corcoran coming in, Jon Taffer with bar rescue is it's a, been a great morning so far. So you let's talk about you, you specialize in digital transformation within the procurement and the contract management spaces. Talk to me a little bit about that. >>Yeah, absolutely. You know, I, uh, I love helping folks to re-imagine their, uh, operating models to solve today's challenges. And there are so many challenges coming out in this post COVID world, um, that many of our clients are dealing with. And, and I'm never short on phone calls and, you know, uh, from, from my clients reaching out for help, um, to really figure out how to retool, um, and, and, and really help themselves to transform, to be able to address the, the, the changes to come. >>I heard a really smart description of the last two years today, compressed transformation. We've been talking about digital transformation for years, and then we've also been talking about it's acceleration during the COVID era, but the compressed transformation, I thought that's probably something that's here to stay. Nobody's going to want access to older, less data slower. >>Yep. >>They're just not >>A hundred percent. What >>Are some of the trends that you've observed in your role in the last couple of years? >>Yeah, I, I absolutely believe that folks that took advantage of that digital transformation pre pandemic have actually been able to fare much better than those that have held off on those investments. Um, for whatever reasons, you know, there are always different priorities, but those that have actually gotten that journey started, um, pre pandemic have definitely fared, uh, for, well, I think the trends that I'm seeing today, the CPO's challenge, um, and there are many challenges, um, but you know, the, you know, coming out of the, uh, post COVID era, you are now recovering and ramping up production as a result, your buying activities increasing, right. Um, and, and other ways other than increasing, um, activity. There's also the changing of requirements. So, you know, the folks in the front office are looking at new technologies to innovate new products and services, and that's going to change what the, the mix of the skills and resources that you need in the back office. >>Um, in addition to that, um, there are other requirements like ESG. And so as you're thinking about retooling and being able to, um, buy more sustainably or drive diversity, um, with the spend that you have, that's also changing the skill mix that you have. And I think on top of speak, uh, on top of that, um, the skills and the talent, we are dealing with the, a unfortunate situation that many companies are with the, uh, you know, the great resignation where the talent is, has as quickly exited the workforce. Um, and, uh, and, and with the demand increasing and changing, that puts everyone in a tough spot. And so those are really the big challenges that I've seen with the clients. Most recently, as we're coming out of COVID >>Of your customer conversations, escalated up the C-suite you talk, you mentioned the chief procurement officer. If we think of every company, these days has to be a data company to be successful. If they're not, they're probably not going to be around. Are you noticing that from a supply chain perspective within procurement and contract management, is that escalating the C-suite to be much more of a C-suite or board level initiative? >>Absolutely. Absolutely. I think what folks have realized in many of their, even the earlier digital transformation efforts, it was very geared around automating and streamlining transactions and processes, not so much putting data at the core. Yes, you would get intelligence out of that, but we hadn't architected your entire organization around data and good quality data and what is needed, um, to be able to actually translate that data to meaningful insights, to make the decisions or drive, um, visibility within to your, into your supply chain. Um, so when you think about things that are, um, such as ESG, where you really need to know, um, your tier one, tier two tier three suppliers, and all the impacts that that has, um, in order to drive to those, um, ESG objectives that you're telling your investors, you're telling your customers, and you're telling your, um, your employees about it's very important. You have to be centered around data and be able to be able to see their entire supply chain. And if you weren't, if you weren't architected to do so, doing it as an afterthought is very costly because you've already made those investments >>Very costly. And also, I mean, from a business perspective, I think, you know, we, we talk so often Toby and you probably do as well about it, business alignment. It's one of those, it's like digital transformation. It's almost a buzzword if you will, but it's critical because I'm seeing a lot of data and research from, from folks like Gardner that are showing that massive percentages of businesses believe that the technology is really the driver and the fuel of the business going forward. So no longer can it and lines of business be separated. >>Yeah, I, I totally agree. I actually think that when I mentioned about new skills, if you think about the next generation and the new operating models, um, uh, you know, the, the, the new folks coming out of college have to have that skill set because process and technology are, are, are completely linked. Um, and I think that the organizations, the future and the sick, the most successful ones will know how to actually be more human centric and be able to harness the data through the technologies. So I'll actually allow you and I to do what we do best, right, which is collaborate and negotiate deals work on our relationship versus focused on the technology or entering data into forms and all the administrative components that, uh, many of my clients are plagued with today, >>Collaboration, I think has maybe become even more important in the last two years that we've been so limited about how to collaborate. Thankfully, we have a lot of technologies to do that, but when I think of Coupa collaboration, community are two words that jump out. Talk to me a little bit about from an, a partnership perspective alignment there with the collaborative spirit at KPMG. >>Yeah, absolutely. Um, you know, for, for us, uh, I recently just presented on a very similar topic that nothing great in business is done by a single person. And it takes partners to be able to drive the innovation needed to solve the new challenges of tomorrow. And, and I see our relationship with that. You know, they offer a platform, they offer a method to get access to the data and simplify it in a way for our clients so that they can focus on the relationships and driving the collaboration with their suppliers. And, and I think that that's, that's the thought leadership, uh, in partnership with, uh, with them that we'd like to bring to the table. >>Speaking of alignment between KPMG and Qubit. Talk to me a little bit about ESG as, as sort of a new initiative within KPMG. Talk to me a little bit about that. And what's some of the high level objectives are >>Absolutely. Um, I wouldn't say that it's, it's, it's new. I think it's always been there and there's always been a focus, but I think the recent events and with the regulatory environment changing as well, and as with consumers, consumer behavior, driving and investor community driving towards, um, uh, ESG, I think that is quickly changing how companies are prioritizing that within the Mo amongst everything else that they have. And as a result, I think the CPO's role in that equation is ever so important when it comes to delivering and operationalizing ESG. >>I imagine it, the CPS role must be a lot more strategic these >>Days >>Because they really have to be kind of a transformation change agent. >>Yeah. And actually in most cases, the CPO is perfect for that because that's been their role, um, in, uh, in, in, uh, in many cases before. Um, and I think, yeah, this is just yet another dimension that they didn't have to attack and, and incorporate into the, uh, into the process of selecting the right partner or the right supplier within their, um, within the, uh, with, with who they want to onboard for, for the company. >>Got it. Okay. Let's talk about advice now for companies that are either in the early stages of the supply chain transformation really digitizing, how do they get started? Is it too late for some? >>No, I don't think it's ever too late. I don't think, I, I think, um, I don't think it's too late, you know, and especially with the very big focus on digital and tech these days, sometimes being the late, being late to the game allows folks to actually work out the kinks for, you know, the bleeding edge technologies. And so that makes it even less risky for them to adopt in, in many cases. Um, that's, that's, uh, that, that's what we've seen, but, you know, I think the advice is get educated, uh, really just understand as much as you can around what other people are doing. Are there other, um, uh, peer group, uh, companies like yours, you know, like themselves that are actually going through the transformation or have gone before and just kind of understand what were the drivers of that strategy and what were the outcomes that you can learn from them, get help from externals. >>Um, and whether they be technology partners, consultants, and actually hiring new skills and bringing in new perspectives to help you to own and drive that strategy important. This is super important and you can't outsource these things, right. This needs to come from within, especially when you think about things as purposeful and impactful as ESG. Um, those, those cannot be outsourced. Um, and I think those would be the, uh, the kind of the two key things. Um, but I always also say, um, take an outward in approach, as you're thinking about your new strategy, focus on what your employees are saying about, you know, your supply chain and how easy it is to actually understand and, and work within your supply chain. Talk to your suppliers, talk to your internal business partners, to really reflect and understand how do you make this process as easy as possible for them to comply with. >>I think one of the things I was reading, uh, in preparation for coming here is that some, some survey, a survey that that Cooper did of about 800 decision makers. And one of the things that was overwhelming as a theme is that a lot of organizations don't feel that they have the right data visibility to drive an ESG strategic initiative. So what Coupa does providing that visibility and the ability to collaborate and share across the community is, seems to be something that's going to be a business critical must have going forward. >>Yeah, a hundred percent, you know, many, uh, many of our clients operate under, you know, uh, not under like mandates or compliance, driven, um, kind of policies in the commercial world, many cases you have to influence the buying behavior. And so you can't do that without data. I'd like to think in this day and age presented with the right supplier options with them at the right point in time, you're able to influence and drive the spend to diverse candidates, sustainable options, you know, and there's, you know, not just savings, not just the lowest cost option, but there's so many other things to consider in this day and age. And I think that's where it's so important to be able to have a platform like Hoopa, to be able to gather that data acquire external sources of data, such as ESG related data and make that to, um, to, to all parties, um, and be that source of truth so that you can drive the >>Here's some truth. And also even something that was talked about this morning during the keynote is accountability. And have you heard Jon Taffer from bar rescue talking this morning, but he was talking about an 120 bar rescues. He goes, I've never met one person that has admitted from day one of the four days. They shoot that I'm responsible for the reason that my business is not successful. He goes, everybody has an excuse. There's no accountability until you really force someone to take probably that hard look in the mirror that they don't want to take, but that accountability within organizations within an overall business is critical. >>Yeah, I think, uh, I absolutely believe that went away to solve that is providing the data and making it available. And, um, and really once again, I think it goes back to driving that behavior that you want. And I think it starts with, uh, with, with leadership and I think the accountability, accountability of leadership, and to be able to drive that type of culture within your organization. Um, but absolutely you need data to be able to do that and, and be able to monitor that as well, you know, as a leader to make sure that that accountability is appropriately distributed. >>Right. But one of the things, I mean, I think patients has been in short supply the last two years have been, we've learned that. I think also that another thing we've learned is that access to real-time data is no longer, oh, then that would be great. It's you've got to have that for your business to be differentiated because the, you know, if we think about the consumer side, the consumers are so vocal on things like social media, if the experience isn't tailored, personalized and instantaneous, We have a very short Rob talked about the very short attention span that his kids have. I'm like three minutes. We don't even have that in business or on the consumer side. I don't think. >>Yeah, I, yeah, I see that in my kids and what he said today was, was spot on. Um, so, you know, when I think about my career and where I'm at, and he said the same thing, I mean, our kids are coming into the, there'll be in procurement organizations very soon, sooner than, you know, then, then I like to admit. Um, and as a result, I think that, um, we talked a bit about talent shortage and the challenge with keeping talent. And I think that what you had just expressed is very important is that that experience for the employee, but you come into a workforce and they expect you to have these quick turnarounds, but you've, you offered them tools that require spreadsheets and old archaic systems to be able to solve today's challenges. I think that you're not going to be able to retain your talent right along. Right. >>That's a great point. That's an absolutely fantastic point. Last question for you before we wrap here is so the changes that organizations need to make with respect to being prepared for ESG reporting requirements that are coming down the pike, obviously being, having a data strategy has got to be one of us. >>Yeah, absolutely. I think, um, I think we, many procurement organizations were really geared around savings and a very compliance, driven manner. And when you think about ESG, I think you gotta be very data-driven. Um, and so that should be a priority focus of how do you retool yourself to be able to acquire mass amounts of data, figuring out where you need to go, um, to get that data, whether they be third parties, whether they be directly from the supplier, um, and be able to aggregate it and provide the insight into those reporting standards that are required. Um, and then to be able to actually measure progress along those sustainability or diversity goals that it might be established at, at, at the leadership level. So I think it's coming down the pike. It's a matter of time. I think it's, I think it's, uh, you know, it's something that I've been waiting for to see. Um, and it's interesting to see how, uh, how quickly that it's, it's come down. Um, but I think with the regulatory compliance coming down, um, this is going to be moving very quick and people need to get ready. >>That's good. They need to be ready. Excellent to be thank you for joining me on the program today, talking about what you were doing at KPMG, what it's doing with Kupa and how organizations really should be thinking about and approaching supply chain, digital transformation. We appreciate your insights. >>Yeah, absolutely. Thank you so much. All >>Right. For Toby, you I'm Lisa Martin. You're watching the cube in Las Vegas at Cooper inspire 2022 stick around. My next guest will join me shortly.

from London England it's the cube covering Koopa inspire 19 emia taught to you by Koopa hey welcome to the cube Lisa Martin coming to you from London I'm at Koopa inspire 19 pleased to be joined by one of Koopas spent setters hit me here is alla Williams the managing director and chief procurement officer at Barclays al welcome to the cube Thank You Lisa thanks for having me so Barclays is a three hundred plus year old Bank three hundred and thirty five years I think I also was was headquartered in London I didn't know this until he did some research Barclays is the pioneer of the ATM yes and a credit card in the UK credit card why first credit card in the UK and the pioneer in inventor of the ATM correct yes so when we think of an organization that is three hundred and thirty five years old we think how agile is that organization how transformative can it be talk to me about what it's like at Barclays from a digital perspective before we get into some of the procurement stuff which or not but tight and culture like that's a great question right could you think about a three hundred thirty-five year old Bank how innovative could it can it be right how agile can it be and the market in the the sector we work in requires us to be very agile because banking is a disrupted sector especially on the retail and consumer side expectations around technology and mobile capabilities and digital transformation are the most significant they've ever been in this sector and so for Barclays it's it's absolutely key that we deliver on those capabilities both in terms of our front office for our consumers and our corporate clients as well as for our own employees within the bank how influential is the consumer side because as consumers we are so used to being able to get anything that we want we can buy products and services we can pay bills with a click or swipe on the on the business side it's harder for businesses to transform and innovate it's a lot of other risks and security issues how influential is Barclays Barclays is your retail your consumer business in terms of your b2b work and that's a great question because I think the the experiences that shape people's expectations come from their interactions in retail and consumer when it comes to b2b and traditionally business-to-business commerce and financial transactions haven't been nearly as sophisticated streamlined or frictionless you know as you would in a consumer model so the expectations are built on the consumer side in consumer to business type models and then the business and business models been playing catch-up for the last several years as a result talk to me about now the role of finance leaders I was reading surgery that Kupa did recently have 253 uk-based financial decision makers and a big number of them I think it was 96 percent said we don't have complete visibility of all of our spent there's a big opportunity there to work with a company like Cooper but talk to me about how the role of the chief procurement officer is changing you've been doing it for quite a while you're a veteran right some of the trends that you have seen that you've really jumped on and said this is the direction we need to be going in right so I've been the chief procurement officer of Barclays for two and half years and the CEO of a large global technology company for nine years before that so I think the the the role of the chief procurement officer has changed significantly over the course of the last say 10 years five years two years we're at a point now where the chief procurement officer is seen as a source of and the organization of procurement is seen as a source of innovation it's seen as a source of capacity creation for the the the organization for the company and it's also seen as sort of a steward of the portfolio of spins for that particular organization to ensure we're maximizing the utility and value of that spend and of that supply chain so the expectations for procurement have tripled quadrupled or more fold in the last you know four or five years some of the interesting things that we're hearing from Koopa and from their customers and partners today is beyond simply initiative to simply but beyond you know dramatically improving procurement and invoicing and dispensing and leveraging the platform as one source for visibility of all that spent but it's being transformative to completely other areas like I was hearing a story of a customer who redefined procurement and is actually positively impacting corporate sustainability yes Wow so talk to me a little bit about I know one of the things that you really thrive on is competition how are you leveraging that and maybe your old American football days to build and maybe foster a sense of collaborative competition within your team to transform procurement at Barclays yes so I think that whether it's in sport or whether it's in business I think the concept of teams is key and effective teams are built on trust they're built on empowerment they they're built on collaboration open communication limited asymmetry and information as it's passed and that's all about kind of driving agility for whether you're on this on the football field American footballer or other football or on or in a business environment of business context so you know it's really and as a CEO and for all of the leaders on my team it's also about being a player coach and knowing when you need to be a player when you need to sort of roll up sleeves contribute in a particular area or particular solving a particular problem but more importantly when you need to be coached and and help those players sort of and those team members in on the team sort of step up to the challenge and coach them to be more success see Bennet Berkeley's a couple years now talk to me about your use case the purpose has with Koopa what are you guys doing together and what are some of the transformations that both internally and externally you've been able to achieve yeah so the relationship with coop has been great again I joined to make a couple of years ago one of the sort of first pillars associated with our overall transformation journey of centralizing procurement from five different procurement or six different procurement organizations really to moving to strategic locations to building out a new organization structure and operating model for for procurement I won't go into all that but one of the key pillars was around technology and we didn't have a common procure-to-pay or source to pay capability that extended or threaded throughout the bank for managing and supply chain so early on when I joined Barclays partnered partnering with Koopa working both of our teams working very effectively together to deploy sort of country by country and region by region we're now in 11 countries with the Koopa source to pay platform we're going to point to six more by the end of this calendar year and over 95% of our spend is flowing through Koopa as a multinational banks so it's been a significant component of our overall transformation journey for for Barclays and part of that transformation journey the technology piece is important that all a lot of its cultural we talked about a history of a three hundred and thirty-five year old organization but also going from five different procurement organizations down to one using a central platform that's challenging to get folks on board right being comfortable with change is your spirit of competitiveness was that a facilitator of getting adoption so that you could get them well I think so I mean I think to get the most out of teams and the most out of any organization large or small you need to galvanize around a common set of goals and objectives the the adage we ought to be pulling on the rope together to achieve achieve the end result and I think in the case of the sort of our Koopa journey both in terms of its strategy and overall deployment it was something more or less our entire procurement organization was able able to galvanize around and in feel like they were a part of and it it created an identity for us within Barclays as a procurement organization as well and kind of put his front and center with our business units and our stakeholders in a way we had we'd never been before so in terms of procurement having a seat at the board table is that something now that you have the ability to do with Barclays and be much more of a strategic driver of business yeah and look at Barclays compared to some of my other experiences it's not an it's not an issue of not having a seat at the table we might have a seat at too many tables sometimes there's a lot of attention on procurement within Barclays to help it deliver on its strategic objectives so with that seat comes a lot of responsibility so I often will coach my teams to ensure that they understand kind of that that that component of it's not just about having a seat at the table it's about what we're going to contribute what are we going to do differently when we're at that table when we're helping shape the decisions for the organization and what are the accountabilities and responsibilities that will pick up as a result and deliver on those promises that's absolutely critical one of the things that was talked about this morning is to trust Rob Bernstein talked about it they also had a guest speaker Rachel Botsman who's a trusted expert it was such an interesting conversation you know we talked about any chuck event that the cube goes to you always talk about trust got to have trust in the data you gotta have trust in your suppliers but what they were talking about here was really being an enabler of trust but cooper really working to earn the trust of its customers tell me about how has earned your trust and also allowed you to have those better discussions at the board table so that you have marked trusted relationships with your executive and your peer team yeah I mean it all starts for Barclays at the very top of the house in front office because we're in the business of trust I mean Bank a bank is in the business of trust that's what we deliver and promise to our consumers and our corporate clients and I think you know within procurement we need to make sure we're sort of delivering on that same promise around around trust and building trust with our teams and with our suppliers in the case of Kupa frankly it was about asking them to ensure they appropriately set expectations with me with my team in terms of what we could or couldn't do with the capability right don't over promise and under deliver but actually be very prudent and practical about what we're gonna be able to get done and then deliver on those promises to the best of your ability but if something and I always do if something goes so not according to plan right it's be open communicative and direct with the issue and how we're going to address it that to me is how we build trust in any team and that's how we built trust with Kupa through our transformation over the last two years that's critical mister your point no deployment probably ever goes perfectly according to plan there are always things that happen whatever it is software hardware is that we're talking about and I think for companies to address that confront it help the customer through those challenges to me that's more valuable I'm saying everything went beautifully was flawless that's not reality right I completely agree and I think that's that's what separates good from great companies to write is their ability to build that trust whether it be within their supply chain with their clients with their employees and look it's it's a journey it's not something you're one and done and you can say okay we've got the trust you can lose it as easy as you can obtain it and you have to keep a focus on on those trusting relationships should think about that we've earned this trust but we have to focus on it so we don't lose it so we grow X having the focus on that because you're right whether it's a deployment of software it's not one and it's the same thing with any sort of trusted relationship right it's maintaining that it's ensuring that there's value right being delivered on both sides that's right tell me a little bit about your ability Barclays ability as a spend setter in this program that Cooper has to influence technology directions like they talk a lot about the community all the insights that they're able to deliver to the community because of the community as Burton is able to be a strategic her gir with Cooper rather than just a customer yeah Phil we are I mean Rob and his team Raja Ravi the entire crew are very receptive and they're very collaborative in hearing from an organization like Barclays now look I'll be the first to admit Barclays and in banking and banking specifically in the UK it's a different animal than many other companies and sectors that kupo would work in so what might work for other companies doesn't always work for us and kind of flipping that around there's certain things that we need from Koopa that that we've been able to partner with them to deliver over the course of the last two years and the relationship of coop has been fantastic they hear us they listen to us they help us understand what the solution can do what it can't do or won't be able to do in the near term and then how do we augment that in the right way so we don't create cottage industries of activity with Impa cure med when we could be leveraging the capability of ghupat to deliver on those services right so you mentioned a little bit about what's next for you guys in terms of rolling out the deployment a little bit more broadly last question for you is some of the news that came out today with the expansion of Koopa pay with American Express for example and just some of the other innovations that Koopa is making what are some of your thoughts what are some of the things that excite you about the direction are going in well yes so on the Koopa pay front I'm actually going to be on stage with Ravi tomorrow talking about Koopa pay because Mark Lee card is also a key component of that capability for the first virtual card that they integrated probably I believe it was yeah and and so so I think about payments is sort of the one not the only but one of the next frontiers from a source to pay or a procurement perspective and it's about how do we innovate in the payment space to get away from having that through the old traditional methods of adding suppliers you know detailed information to our vendor masters so that we can then eventually get an invoice and then reconcile payment remittance to invoices and sort of work through there's a lot of cost in that a lot of time and very little speed we want to move the dial on speed the value we want to move the dial on efficiencies and eventually get to a point where we can offer things like early payment discounts so by having control over our our payment process and that's where Koopa pay and the Barclaycard partnership with Koopa pay is really played a key role in making that happen so in q1 we made our commitment to deploy Koopa pay in q1 after we're through some of our deployments through the rest of this year on the base of the platform and look forward to continuing that journey next year on the payment side one last thing that just popped up I was doing some research and the b2c side is transformed much faster a lot of demand from the consumers we talked about that a moment ago do you see what the direction could the pay is going in with Barclays card for example as bringing in some of the consumer implements to start facilitating the acceleration that's needed there and I think yes I think that's exactly right because again when you think about the consumer side of payments or use it we're all using our phones we're using other digital means we're using wearables we're using different ways of buying and paying especially in retail and the first question we have to ask ourselves why can't those innovations be applied in a b2b space now kupah pay is I think a start of sort of that journey and certainly not the end you know destination but certainly I think it sets us off in the right direction yeah we as consumers are quite demanding yes I'll thank you for doing you on the cube ensuring the Barclays spends that our success rate good luck tomorrow in your keynote thank you for having me thank you pleasure I'm Lisa Martin you're watching the cube from cuca inspire London 19 thanks for watching

from London England it's the cube covering Koopa inspire 19 Mei brought to you by Koopa hey welcome to the cube Lisa Martin on the ground in London at Koopa inspire 19 very pleased to welcome to the cube for the first time we have Dean Henry the EVP of business financing and supplier management from American Express Dean welcome to the cube thank you happy to be here so let's talk about payments we those of us in our date lives as consumers the b2c transactions are so easy these days right you can transact from your phone from your watch it's we're doing everything we're paying bills we're buying things yet in the b2b space business payments haven't had as rapid as innovation as we seen on the on the consumer side talk to me a little bit about the business-to-business payments industry from MX's perspective before we get in to what you guys are doing with Cooper yeah well first comment on on the innovation you're absolutely right the innovation that's happening and retail payments hasn't made its way to b2b payments I think that's mostly a function of you know a consumer having the ease to try something new download an app and and change the way that they transact a bit at a store but with with whomever they're paying whereas a big business has a lot of processes that drive their their business spend and the way that they manage it and systems and you know as we're here talking with Koopa today you know the the processes that they automate and that they bring are critical to you know making payments happen and because because of that there's just barriers to entry that make make b2b payments harder to mirror the speed that you see in the retail side that said there's a lot of exciting things happening you know b2b payments is a hundred and twenty seven trillion dollar market globally it's a big profit pool that a lot of players are innovating in and when you look into the landscape and you consider who's playing out there you know there's traditional big banks that have been sort of the stalwarts of Global Payments there's obviously a large and grow and growing FinTech community with new companies every day that are in the media offering new capabilities to to clients and then there's players like American Express and I think we're actually uniquely positioned in that landscape with not too many exactly like us and when you look at you know the big banks and some of the challenges that they have when I talk to our customers about fees and and you know processes that take a while or money that moves with with relative uncertainty in terms of how much is actually going to show up and the beneficiaries account based on lifting fees as money moves between banks and then you look at the FinTech community that's new innovative solutions but you're not sure that they're always going to be around you know after the next funding cycle I think we're we're trying to play an in the middle where were a great alternative to the FinTech community we're a global platform for payments we're a global platform for lending so we can really do all the things that a FinTech can do all the things that a bank can do in many instances and and do that with the brand and the certainty that is a max and so we're excited about the space and we're investing a lot of time and energy and and partnering where we need to in order to make sure our customers can transact where they want us to to help them facilitate commerce right that point of enabling a customer to transact where they want what influences are you is the American Express seeing and being able to infuse into your partnerships from the consumer side from that consumer who buy something with a click or a swipe on Amazon and wants to be able to do something similar in their business day job tell me about the influence that American Express is seeing and what that position that you just subscribe is allowing you guys to say all right this is a direction that we're gonna go and because we know yeah I need to meet you mr. customer where you are right what look I think part of it is is demographics to be perfectly honest if you look at Gen Y and Gen Z they're they're more of the decision makers in today's management they will be even more tomorrow's management and so they to your point have that expectation that their business life shouldn't be that much more complex in their personal life so so what we're trying to do is find the partners that have the best user experience and make sure our solutions work seamlessly there that's step one that's that's what we're doing here with Koopa step two is we're also trying to make sure that our capabilities on on Amex a digital real-estate works just it just as easily as our retail side of our business and we're we're doing that you know with a with the unifying principles and American Express which is you know the trust and the service and the brand that that we offer to our clients but then also the the merchant rewards so there's a rich history of of American Express providing a differentiated value proposition with the credit card rewards that that exists and we take take that capability into our our business relationships and make sure that it's a value add to those customers that want it so let's talk about what American Express is doing with Kupa what was it just announced with Koopa pay so yeah Koopa pay you know I was impressed by the stats that Rob put up there they're they're growing quickly and we want to be part of it we're a candidly following the requests of our clients who want American Express as a payment option inside the Koopa pay we offer a tremendous value prop inside of Koopa pay the data that flows with a payment the data that we're able to collect that differentiates us from our competition helps our our clients reconcile their payments eliminate the paper realize the efficiencies that that Koopas clients are excited about and so we're they're simply enabling American Express to be a payment option and my hope and I think Koopas hope is that that's step one of a partnership and and will be able to do more together to serve our collective clients so this is enabling American Express of virtual cards be available as a payment option within Kupa pay yes and what is a virtual card so virtual card is is a virtual credit card number it can be a one-time use or a multi-use okay and you know our our clients use it for several different reasons you know buyers of of goods use a virtual card in order to make the payment of a supplier easier to get more data along with the transaction so that they can reconcile a payment to a purchase order and to associated invoices the suppliers get benefit as well and in that they to get enhanced data to reconcile payment that they receive on their end there's also working capital benefit in that if if a buyer chooses to pay early an invoice we can extend financing and pay the the supplier earlier so that they have more working capital to operate their business and so so it's a real balanced value prop where both parties are realizing value is this going to enable a buyer to have benefits like increased security with the way the virtual card works yeah what increased security and so far as a virtual card isn't is encrypted the fact that you know American Express stands behind all of our card payments with our brand and our promise that differentiates from you know a traditional bank payment you know ACH and other other low value clearings that don't have those guarantees along with it and so so that is a big differentiator but but I think candidly the the biggest benefit our clients see is the enhanced data and the working capital I think that's where we're trying to enrich both sides of the transaction give more data to enable the automation that's happening in the industry and extend credit so that businesses can operate more efficiently and and and by the things that they need to buy and hire the people they need to hire is this also something that will give suppliers and buyers more visibility you talked about enhanced data well they now have more visibility over buyers like different supplier options or suppliers with different ways that they can get paid so certainly enhance visibility on on when a suppliers getting paid and relative to the invoice date and what we're trying to do is work with Koopa and work with our partners around well how do we enhance the data so that so that as you know Koopa talks about the community of suppliers that their buyers utilize how can we be part of that how do we support the buyers and making decisions the suppliers and utilizing American Express as a as a source to be a verified business that has gone through all the legal legal checks that are required in commerce and bringing both of those capabilities to to do a transaction on the Koopa Network one of the stats that Rob mentioned this morning and love stats I really geeked out over them I don't know why you say there's five million plus suppliers on the Koopa platform is that an advantage that American Express sees to help extend the footprint of your virtual cards absolutely I what I'm candidly more excited about is the millions and millions of suppliers that are on the American Express network and that's an asset that I see personally as something that we can work with with Koopa and other partners to bring you know the businesses that are already verified that are on our network that we personally talk to every you know every year and bring those verified profiles to the commerce networks like Koopa so that it's easier to transact on Koopa if you have an American Express card got it and then last question for you is if we look at this partnership what was announced today this is launching in the UK and Australia first and then you'll roll it up more globally can you tell me a little bit about why those two regions yeah one that's going to be available for customers to use so so the honest answer is we wanted to be fast to market and quick and quick out to our customer base the UK and Australia are two very important geographies for us so we're launching first in those places by the end of the year and then looking at rolling out in the US and early 2020 and then from their expanding alongside excellent well Dean thank you for joining me on the cube this afternoon sharing what's new with Amex and Cooper we appreciate your time thank you so much really happy to be here excellent for Dean Henry I'm Lisa Martin you're watching the cube from Cooper inspire London 19 thanks for watching [Laughter]

>>From London, England. It's the cube covering Koopa inspire 19 brought to you by Cooper. >>Hey, welcome to the cube. At least the Martin on the ground in London, a Coupa inspire 19 and I'm really excited to be joined by my last guest of the day. Save the best for last. We have Roger Hamoud, the EVP of products from Kupo Russia. Welcome back to the program. Thank you for having me. Thanks for coming here. Of course, it's been great. We've had a, we've had a great day. Lots of buzz and excitement in the expo hall. The lights are jammed. It's happy hours. Happy hour for time for the Q during happy hour. So I know your keynote is tomorrow, so we'll get to that since we won't cover that. But talk to me about some of the new product innovations that Cuba announced today. The last time we spoke at inspire Las Vegas was only a few months ago. So what's new? Wow. A lot is new. It's, it's hard to believe. >>It's only been three months since then. It's been so close. Um, we very much continue our, um, focus on our community. Powered, uh, capabilities. Uh, this has been an incredible focus for us. Uh, so most recently we've added to all of the announcements we talked about at, uh, Vegas, uh, the, um, next waves of source together the opportunity to bring our community to come and source, uh, using their collective spent power and lots of new enhancements in that area. And also we're taking our supplier insights to the next level. One of the exciting capabilities our customers loved is that being part of a community member, I can come in and I can look at insights across all of my suppliers, uh, from the entire community. What we have, we've been working with them on is constantly adding more and more information to that. So now we have diversity data. >>So you can come in and you can search for suppliers that meet your women. Exactly. Exactly. Those are increasingly becoming more and more important. And then we can help companies source with the right suppliers much more easily right off the bat. Um, other areas that we've announced today was a coupon pay for expenses in early access program. Uh, we also announced invoice thing. Um, going on GA, when we talked in Vegas, it was still in the early access program, uh, capabilities and opening up our platform, Coupa as a platform. >> Uh, tell me about that, cause I wasn't quite clear when Rob was talking about it this morning. I thought I wanna dig in that with you. Kupa as a platform. What is that? What does it look like? So what's exciting about this is, so from our inception as a company, we were always had this old in Cooper about being open as an ally for the entire ecosystem that our customers might have. >>Our vision has always been, we want to be the, ultimately the business screen for everything business spend management related for our customers. So over years we kept taking the level of openness with our partners through different, um, different levels. If you say, if you will, for example, we started with just integrations in the beginning and we certify these integrations with coupon link. Um, we've taken it most recently where we allow partners to embed their mini apps within Cooper. So, for example, um, you can see in one of our partners EcoVadis now they have the capability to embed their supplier diversity data sustainability data right on the supplier record. Okay. And what's beautiful about this is that our customers, when they look at it, it looks a one beautiful unified experience and bringing all the data in context for what they want. Um, today, this morning, uh, Rob shared one example from Amadeus for, uh, trip integrations. >>So right on the homepage, I can see right within Cooper, I can see all their bookings that I've done with the travel provider, Mike pre-approvals, expense reports, all within one unified experience. But ultimately where we want to take coop as a platform is to become this app directory that, uh, third party partners and platform developers start building applications to extend Copa to bring more choice and value to our customers. Okay. Wow. Is that one of the things I saw Rob shared this morning was integration with Slack. Yes. So business folks can review, approve, or reject, like expenses for example, right from within Slack without even having to go into the platform. Yes, yes. That you hit on a very important concept, which we call the best UI is no UI in many ways. And the idea there is um, we always put ourselves in the user's shoes and ask ourselves how do we get them what they need with the least friction? >>In some cases that might involve a user experience because you need to ask them questions and make cases. We can automate the whole thing. So we just do it. And in many cases it means we go to them to where they are such as in Slack, I'm going to ask you to leave Slack, go somewhere else right then and there you should be able to approve or reject why you have to go anywhere else. Is that what, what Cuba means by no UI is the best UI, correct. Best UI is no UI. So ultimately wherever there is effort, we, we want to involve people only when they need to add value. That's it. And as much as we're able to automate, that's great. So we take that off of their table and we also adjust to the type of experience they need. Sometimes just a text message is enough sometimes to bring the data to me into a collaboration applications that I want. >>Um, sometimes we, we help them approve right from, um, a button. You don't even go into Kupa in order to do that. So always thinking of how we drive adoption, drive adoption. And it's an important concept, not just on the employee side of companies, it's even more so on the supplier side as well. Now when you think of any or like large organizations, they have tens of thousands of thousands of suppliers, many have hundreds of thousand suppliers. And the supplier ecosystem is everything from very small contractor, mom and pop shop, maybe two people or even one person all the way to very, very large companies. Okay. So as you look at that whole spectrum, you have to really think what does every audience need? And so in many cases, these people, um, they may need to do everything very quickly straight from an email without having to remember a user ID and a password to log into something. >>So eliminates friction at every step of the process for them. Wow. So let's talk about that Vic community insights. As we look at some of the, uh, the data that KUKA has gotten from finance leaders of the UK, that was like a survey that you guys, yes, I did recently have 253 decision makers and finance and some of the numbers were glaring. Like, wow, 96% of these decision makers said we don't have complete visibility correct. Of all of our spent. And then I was talking to a customer today who said, we've got now gotten 95% of all of our business men going through Coupa and that was within less than a year. Yes. So the opportunity there to deliver that visibility and those insights back to the community is, is pumped, is incredibly exciting. It's incredibly exciting. We're starting to see more and more the sentiment that's in key, loud and clear and um, by working constantly on the AE, the accelerated and coupon, we work on getting more and more of the spend for each and every customer under management. >>Um, we, when we start to projects for customers right off the bat, uh, we use our AI classification tools before they even start with Copa, where we start helping them get visibility onto all of their existing spent so that as they start into their Coupa journey, they are always looking at it holistically. Okay. So we know them, realize all of that data and provide them insights and reports right off the bat as well. Tell me about the customer interactions that you have as the EVP of product, lot of customers on the platform, a lot of data there. How are customers influential? Yes, yes. The direction. Like for example, you know, obviously I won't give a secret sauce, but for Cooper inspire 20, 20, what are some of the things that we might see customers influencing in terms of your roadmap that direction? Partnerships? Yes. Yes. >>Um, in general, the way, um, we've always worked, uh, at Coupa with our customers and we call them like our community members really is an inc very incredibly tight partnership. Um, we have three releases a year, January, may and September. Each of them packed with roughly about anywhere 72, 19 new features and capabilities. And all of these capabilities are touched either conceived by customers, with customers or touched by customers in the form of working with them on early access validation and all of that. And for me, one of my most favorite things I get to enjoy about working in SAS and, and uh, being at Cooper is that as soon as you are rolling out these capabilities and turning them on in the cloud, customers are using them. So even though like for example right now my entire team has just finished the walkthroughs of all our may release for inspire. >>And when we come back from this trip, uh, we will start the, you know, the, these, the design and, and um, definition. Um, often we might hear of new requirements that might come up and because we are InsightSquared able to, um, here at just what it makes sense and actually be incredibly responsive to what we see. >> How do you do that? How do you look through all the different responses and correlate that data and determine what makes sense to stack? Rank in terms of priorities for new features and new capabilities. So it's definitely an art and a science for sure. Um, but there's a framework that, uh, we follow, uh, since the beginning and we continue to follow and continues to serve us really well. Uh, which is always balancing between three drivers of customers, market and innovation. So the customer one is the obvious one of course, where and many events like this and one on ones and online community. >>We're talking to customers and they're specifically coming and asking for help in areas. Now, we may not build the feature exactly as they asked, but we listened to the pain beneath it and late using the latest technologies, we think of what is the best approach to solve the real pain that they have. So that's one part of the planning for every release cycle. The other is overall market. So for example, as we grow into more regions, uh, newer areas, new spend categories, um, new adjacent powered applications that our customers are needing, um, we started expanding in that area as well. Um, for example, we, right now in London, um, a lot of, uh, when I joined Cooper back in 2012, uh, we were just starting the, uh, entry into the, uh, Mel market and a lot of the product capabilities were market driven in the sense that we were spending a lot of time on compliance and different regulations and all of that. >>And the third is innovation. And what is always one of the things as we bring people on board at Cooper and talk about the framework, um, innovation for us is what we call pragmatic innovation. And it's comes from deep understanding what are the customer problems, what are the market problems? And then we ask ourselves using everything, the latest technologies, what is the best way? So you'll never hear us talk about AI for AI sake and blockchain and all of that would always talking about do we deeply understand the problem and what is the most appropriate? Um, so we call them CMI customer innovation. Uh, within my products organization, every product managers usually has a vision for their product and they have a full release roadmap. And in each full release roadmap, they are listing things as C M I in many cases the same capability is C and M and I, so it becomes an art and a science of balancing those types of things. >>But ultimately when we look at our collective release of CMI, we're asking ourselves, how much does this release accelerate the success goals of our customers? Right. And generally that's the framework that we use. Yeah, that's fantastic. Thank you for explaining that. In terms of acceleration, some of the numbers that Rob shared this morning, we're, I think your customers are collectively approving invoices 30% faster than last year. I said medium, mid size market, customers are getting lot going live on Kupa in about four months. Correct. And mid large enterprises and about eight months. So. Right. And I've talked to a number of customers today about the speed of which they're able to get onto the platform and actually start seeing business value. So that's a free coupon for acceleration was well dissected today. Yes. Yes. It's definitely, yeah. Um, these are the vision areas that Rob talked about today. >>And in each of these vision areas, we're always asking ourselves, how do we continue to accelerate? So that's actually how one of the ideas was born around the turtle is I'm the hair, which is we want to accelerate cycle times, cycle times, and what are the different ways we can do this? What can we borrow from um, the, uh, our consumer lives to do this? And that's where the game unification came. Yes. And sure enough, it was one of those things that got people super excited and, and they're putting more attention into it. Well, the consumer side of our lives is we're so demanding because we can get anything that we want. We can buy products and services, we can pay bills with a clicker swipe. And so the B to C side from a payments perspective has innovated far more rapidly than the B2B side has. >>Correct. A lot more challenged there on the B2B side. But as consumers, we want a simple experience. One of the customers I spoke to who said when he was looking for technology, he's on what something that looks like Amazon marketplace. Yeah. Because from an adoption perspective, my teams will understand it. You so that the consumerization always interests me because we are those pretty much, you know, 12 plus hours a day and to see how software companies like KUKA are taking and meeting the needs of those customers, obviously it's not an overnight process. It gets people excited. It gets its absolutely is you right. That always fascinated me also how I've seen so many companies, um, like people almost have two personalities. Like they go into their personal life, they have a personality, they go into their professional lives and like, Oh, it's okay. It's like a backend system. >>This and this and this. Um, but increasingly the new generation is no longer tolerating and the drive is starting to just go find those shifts that happen changing, right? Yes, yes. But I can't, if I can have this in my personal life, then I need to be able to transact. Exactly. Exactly. Why does it take 45 days? Exactly. Exactly. Five days. Um, so last question for you. Since your keynote is tomorrow. Yes. What are some of the strategic visionary elements that you're going to leave the audience with? So I'm going to leave the audience with the key pillars of our strategy. Um, latest innovations we've done towards them and where we are taking them in the years ahead. One of the things I've always done over the years at inspire is we always share at preview of what, um, the community has been talking to us about and we're working with. >>And usually at the end of it, a lot of new community members might come in and ask to participate in some of the development because it means a lot to them for their own business. And then usually by the following inspire, we start showing these things actually live and, and, um, executed on. So the, um, the three strategic pillars I'll be sharing and talking about are all around the pipe that Trump talked about. Yep. How do I capture more and more spend under management? So we'll be talking about the consumerizing experiences voice using voice use Copa using facial recognition in Cooper. Uh, we'll be talking about new concepts around travel, around the group card school, applying all of it around the theme, focused on the um, end users and delight them, blow them away with consumer experiences. And then now that we do all of that, we can jump into the power users because we are increasing that spend under management. >>The theme by far is all around suite synergy suite synergy. So we seriously, this doesn't exist in the market. The market overall was all siloed applications. We're creating a new category and we've created these beautiful, elegant flows for our customers today. But there's also a wonderful long journey ahead in what we are taking up. Well maybe we'll get to talk about synergy at inspire 20 slowly. I will, we would love to have you again. Excellent. We're going to in Vegas for the afternoon. Best of luck in your keynote tomorrow and we'll see you the next inspire. Thank you. My pleasure. Thanks for Raja Hamoud. I, I'm Lisa Martin. You're watching the cube from Coupa inspire 19 from London. Bye for now.

>>From London, England. It's the cube covering Coupa. Inspire 19 AMIA brought to you by Cooper. >>Hi. Welcome to the cube Lisa Martin on the ground in London a Coupa inspire 19 please to walk to the cube for the first time. Mads think Jensen partner advisory firm. KPMG. NADHs welcome to the cube. >>Thank you Liza. It's a pleasure to be here. >>Great to have you. So we have all this excitement around us. Lots of folks here in London for Coupa inspire. Talk to me about the state of procurement. Guba talks about P IPE procurement, invoicing, payments, expenses. The procurement has been changing a lot recently. You have a lot of experience in procurement. Talk to me about what the state of procurement is like today. What some of those waves of disruption are. >>Yeah, so you could say traditionally procurement has been very much about, you know, making agreements with suppliers. Uh, the business has have had an, uh, a need and asked or requested procurement to fulfill that need. Typically, it has taken a lot of time and a lot of effort from the procurement departments, uh, in many cases delaying projects. And, and things like that. Businesses are much more agile now. They expect, you know, from different back office functions including procurement, they expect a much more agile approach to delivering services. So if you are running a project, uh, in the business and you go to procurement asking for a specific surface service or product and procurement says, ah, this will take, you know, four to six months, that is absolutely not acceptable. So the businesses in general are now you could say transforming the way that they are requesting procurement services, which means procurement are now being disrupted quite a lot. >>Eh, they have to think very differently. They have to be more proactive instead of being a reactive business partner, you could say. So being proactive in the sense that they embrace the business and actually deliver the needs before they are asked by the business. So that's a way where procurement organizations, they need to be much more predictive and understand what's going on both in the business but also in the market. And then you could say on the other hand, procurement, traditionally they do a contract and then they finalize the contract. And then they kind of keep the hands off. Yeah. So the future is that procurement, they do a contract, of course that's a a key part of being a procurement department, but they also need to operate, operationalize the contracts. So in terms of making sure that the users in in the business that they can actually use the contract and buy onto that specific contract. So a lot of things are changing in procurement and which also means that you will see now different operating models. You will see different interactions with businesses and will see quite a lot of different expectations coming from the business to the procurement departments. >>I can imagine that will be, those are challenges for say an incumbent, a chief procurement officer or financial decision maker who's used to certain processes with certain boundaries. How in your advisory role do you work with clients to help them even just embrace the cultural change that's required of this function to be much more strategic and much more impactful to a business? >>Absolutely. I mean, you know, we use Kupa as a platform to, to help clients transforming the way that they are doing procurement. Eh, and, and actually we don't see a copayment implementation as an it implementation project. We see it as a business transformation project. And the thing is that one thing is that you start changing the way that you're doing things, but it's also a mindset change. And the challenge here for, for CPO so far, procurement officers is actually to make sure that the procurement organization have the necessary challenges to make that transformation. And you know, a lot of the stuff that we are doing when we are implementing solutions like Cooper is of course taking away all the transactional work that's automated. And we are also providing insight. So insight into spin, into to a transaction, to transaction processes, to turnaround times, to delivery, to, you know, all these kinds of things. And the, and the challenge for the CPO is to make sure that the part of the organization that are currently doing very transactional processes, how can they transform to becoming more strategic thinking and proactive people? >>And tell me how from KPMGs perspective, how is Kupa helping to drive that transformation for its customers? >>Yeah, it's a good question actually, because I mean Kubota's a technology, but it's also much more than a technology because as Cooper also emphasizes, it's also about a community. Yes. So the thing is that with a platform like Uber, you get technology support for your processes, but you also get a lot more insight. So you get a lot of possibilities to act in a very different way. So for instance, you can see eh spin patterns. So in that way you can predict how businesses actually on an annual basis, what their need will be. So in that way you can also prepare for some of the stuff that are happening in the business. And also you could see as a procurement person, as assaulting a manager or category innovators as Cooper's calling it, eh, you now have the insight to act. You think more strategic on your supplier, BS, on the marketing, on the market tendencies. You can see how other companies are procuring stuff. Are they going from one type of windows to another type of vendors and how is that going? So you could see Cuba is a tool not only to structure processes and to transformations, but it's also a platform and a technology that changes the way that you think and you act. >>You mentioned the word predictive, it's not going to go. And one of the things that that will, the P and Kupa stands for prescriptive. Rob talked about, I think the number was over 22,000 prescriptions that were delivered through the community just in the last, I think he said 12 months, very short period of time. A lot of innovation there going helping a business in whatever industry it's in. Go from being reactive to proactive, to predictive. Is that a game changer or is that something that you think every business has to become predictive to be relevant? >>Yeah, so you could say, of course it differs a little bit from industry to industry. There are many different ways of of looking at procurement, but a general thing across industries that, that that doesn't really change whether it's manufacturing or fast moving consumer goods or pharmaceutical or whatever is that that the procurement needs to understand the business that they are serving because uh, you know, traditionally procurement, they are a little bit isolated. Like it was, you know, 10, 15 years ago didn't really understand what's going on in the business. In many cases, in many cases it's not like that, but in many cases it is, you know, they are very transactional, they are establishing contracts and things like that. But the thing is that if you don't understand your business and if you don't understand the way your business operates, you know you can have annual cycles, you can have innovation cycles, you can have different demands in the market depending on the time of year and things like that. >>So in general, procurement organizations really need to change their mindset of getting out there, speaking with the business, understanding the business, understanding the strategies, aligning the procurement strategies into the general business strategy. And then embrace innovation. Because, I mean, even though coop as a platform is at a really, really nice place right now with a lot of transformational possibilities, I mean who knows what comes tomorrow. That will be a number of different things changing over the course of you know, two, six months, a year, two years, things like that. So I think in general, procurement organizations need to think in a much more agile way. Adapting, adapting, sorry. What the, what the company in general is adapting. >>So tell me a little bit, let's dig a little bit deeper into what KPMG and Coupa are doing together to drive the future of procurement. >>Absolutely. So KPMG have developed a framework we call power procurement, which F which is a framework that gives, you could say clients are very, very structured way of doing a transformation. And that framework is actually built on top of the Cooper platform. So we have developed a model, which is you could say technology agnostic, but we have specifically developed a model that a, that is placed on top of the Cooper platform where we utilize as a, you know, the possibilities that platform have. And one core thing is that the mantra of Cooper is is measurable business value and the transformation that we want to do together with our clients is exactly open their eyes in terms of how do you get that measurable business value because how do you measure it? What is it that you want to measure? Is it savings only? Not necessarily. It can be a lot of different things. And the Cooper platform you could say enable that transformation process in a really, really good way because you actually don't really think about technology. You think about business transformation and that's why I think you know, the way that we utilize this group as a platform is quite unique. >>So thinking back to your long history in procurement advisory, your background as a supplier and on the industry side, when you look at that compared to you know your, your day to day life where you're a consumer and you're buying things very easily through Amazon and different marketplaces, how is Coupa helping to bring in some of that consumerization and help meet the demands of people that want things to be? To your point, I don't want to be looking at a UI or a technology. I want this to be simpler like it is when I'm going to buy groceries online. Are they helping to really bridge that gap? >>Yeah, so it's a really good question actually because you could see in reality the value comes from a meaningful experience. And you could say traditionally when you have, you know, I was part of the mask organization, the Danish shipping company and eh, you know, we did a lot of stuff on behalf of the business to make sure that they could, you know, do the, execute the role and get the products and services they needed. It was typically a very cumbersome process where people had to think in very complex processes and you know, how do I actually get this thing I need now? And what's happening now with a platform like Kupa is that you actually adopt the way of thinking coming from your private life as well. So it's kind of merging a little bit the way that you think when you do procurement because it's not a complex process. Of course it takes longer in a business environment you can say because also because you need to do a different sourcing exercises. They are regulations in the public safety and so forth. But in, in, in the way that you are thinking of how you procure and get access to the goods and services that you need for, for, for, you know, executing your role. It's a very different mindset and that's where technologies like Cooper comes in as you could say, straightforward way of getting access to these things. >>So KPMG clearly has choice and who it chooses to partner with. Tell me a little bit more about what Kupa and the partnership means to KPMG and the competitive differentiation it might deliver.. >>Yeah, absolutely. I mean they are a number of different platforms in the market of course. And, and it's actually quite interesting these year because there's a lot of development. I actually started out a new company in 2001 where we developed an e-procurement platform. And uh, I can tell that both the suppliers and the market and the suppliers in general have changed quite a lot since then. And a lot of more actors are coming into the market. And the interesting thing is that you know, the, the traditional actors, they have quite some difficulty in following up with, with a company like Cooper. And you could see Cooper as a platform is really interesting because it, first of all, it adopts the cloud technology, which means that eh, companies doesn't have to think about, you know, maintenance operations, you know, all these things that typically come with on premise solutions. >>And, and it has this ability to create this community because the technology platform is developed and designed and architected in the way it is, which means you have a suite of components that all feeds into a common community. Yes. Which create, you could see a much, much better platform to innovate than what we see in the competitive compete competing landscape. So in H in essence, when Rob today talked about the community, that's where we see a huge differentiator, the way that Cooper works with the community and takes intelligence from the community. And based on that can actually come up with really, really impressive, innovative ideas. >>Last question for you. The Mads, the category of business spend management that Coupa is working hard to define. What does that mean from Cape KPMGs perspective? >>Yeah, so so you could see for me it's actually quite eh relieving that eh, that those an actor in the market that that starts to talk about business spend management. It's a, it's a new term that the Cooper have introduced. I mean there have been variations on the, on the, on that subject, but it's the first time that you have a very clear pronunciation of what this all, what this is all about. Because business spend management is much more, more than just the, you could say the narrow procurement bit. Procurement is a course as a huge part of it, but I mean they are expense management as an example. You have all the procurement staff, you have spinned in a lot of different areas, like a salary that's not kind of the part part of the platform yet, but which would make a lot of sense. >>You could say. So this is the first time where you actually have a suite that in all the different components and areas embrace business, spend management, and in in essence, you could see, I think Rob also mentioned it in a very good way. This is actually, it's the procurement department that managers, you know, a huge part of the value of the, in terms of managing the spend. So it's an extremely important task the procurement, uh, organizations have. And the good thing is that we see increasingly see that procurement gets closer and closer to the strategic area of businesses. >>Well, Matt, thank you so much for joining me on the cube and describing the procurement history that you have, what KPMG a Kupa are doing together. We appreciate your time. Thank you, Lisa. It was a pleasure to be here. Likewise for a Mads. I'm Lisa Martin. You're watching the cube from Kupa inspire London 19. Thanks for watching.

>>From London, England. It's the cube covering Kupa inspire 19 PVR after you by Cooper. >>Hi. Welcome to the cube Lisa Martin on the ground in London at Kupa inspire 19 please do welcome back to the cube Ravi talker, the SVP, a business acceleration that Cooper won't be welcome back. It's great to be back. Thanks for having me. Likewise. So lots of, lots of buzz around us. Everyone's eating lunch, but there's a lot of folks here in London, a lot of exciting news coming out in this morning. Lot of customers and fused in Rob's keynote. I lost count of how many great customer examples were showed. Talk to us a little bit about Kupa pay and some of the innovations that you guys are delivering now. >>Yeah, absolutely. So pay pays a great new area for Coupa. We call it the fourth pillar and Rob's analogy of the pipe procurement, invoicing, payment and expenses. And so actually we started this journey a really last year at this event where we announced virtual card for purchase orders and a strategic relationship with Barclaycard. And over that past year we've done some amazing things with relationships with JP Morgan, Citibank, and we just announced a great relationship with American express to provide American express virtual cards on the Coupa pay platform. So we've been working hard at it. We've seen some really good success early success with customers. Uh, we announced some other great innovations in our Vegas conference just a few months ago where we announced invoice payments is generally available along with partnerships with Stripe and PayPal. So it's been really busy. >>It has been the B2B payments space. It's a big market, 1.2, I think trillion global and global volume. But it's also challenging because on the consumer side, on the BDC side, it's so easy for us to do transactions right on our phone, tablet watches, and we had this expectation that we can pay for anything. We can find anything, we can pay bills so easily. But on the B2B side there's a lot more complexity. The BDB hasn't, payments hasn't been able to innovate nearly as quickly as on the consumer side. But I'd love to get your thoughts on what is Cooper able to leverage with Coupa pay that's maybe going to start meeting some of the demands of those business folks who in their consumer lives have this expectation of a swipe or a click to do a transaction. >>Yeah, it's a completely different ball game consumer versus B2B, whole avenues around risk profiles of your suppliers. You know if you pay a supplier that's doing illegal business are doing place and where the government doesn't allow it puts your brand and your reputation at risk. Very serious risks. And so we incorporate a lot of what we do with the community. So you heard Rob talk about that in his keynote. A lot of things around community intelligence. So for us being able to rely on thousands of customers of data, millions of transactions, being able to see things across all of our customers and really create alerts and transactional efficiencies for our customers in B2B payments. That's a big change for our customers and we're just starting to get to see some of those transactional elements. I think the second thing that we've seen with B2B payments, and it's interesting money, 2020 is one of the largest, uh, payment conferences, uh, in the world. And it happened I think last week or the week before in Vegas. And this year has been a lot of talk about B2B payments, whereas last year is mostly B to C. and so we feel we've been making an impact in the entire payments area because to us it's bringing together all of the different payment rails, whether it's virtual card or bank transfers or cross border, but being able to do it across dozens and hundreds of countries and it global fashion. That's a big game changer for large enterprises. >>So one of the things that was a theme this morning during the keynote was trust. I had the opportunity to speak with Rachel Botsman trust expert who did a keynote this morning. And as we look at some of the numbers that Rob shared, you mentioned a few of over a thousand plus customers using Coupa. I think he's shared over 5 million suppliers on the platform. You talked about this community, this massive community that you are co creating with. Talk to me about Coupa pay and its ability to help deliver that trust so that Coupa can be that trusted advisor that it wants to be with. It's not just its customers but as partners too. >>No, absolutely. And Rachel's presentation this morning was fantastic. Yeah, absolutely. And so, you know, uh, my background actually I Kupa for a decade I ran customer success. So I engaged with C level executives at all of our customers. And as part of that process, a trust was a big factor in that when we said something we would deliver that. And over the course of the years that coop has been around about 1314 years we've held very true. That stands in our number one core value of ensuring customer success. And when you look at all of the customers that are willing to put their six, what we call success metrics, how much they've spent saved the spend that they have under management when they are publicly talking about it. That's trust that we've created with them in this partnership because they believe in what our ability to deliver says we decided to go into payments or we're trust and payments is a very big deal as mentioned earlier. Right? You don't get necessarily fired for screwing up our purchase order or an invoice, but if you send money to the wrong supplier to the wrong country, you know, there's a lot of risk associated with that. So we take that very, very seriously and how we've been developing and creating solutions around Kupa pay. And so it's just the overall Avenue that we work with our, we treat them as partners, not as a vendor supplier relationship. And because of that we have this mutual trust that we're both in this together in this large community. >>Yeah. And Rachel Botsman talk about sort of that balance between, uh, trust and risk. Yeah. Which was very interesting concept. Um, talk to me about, I'm just thinking like even from a fraud on a supplier perspective, one of the things I know that Cuba is able to do is alert a customer, Hey, there's a supplier that has a history of whatever it happens to me that's, that's my inflict risk on that customer. Tell me a little bit about that. From a trust risk kind of balanced perspective, what you guys are delivering there. >>It's a great area that we're just really starting to get into as well. And so being able to leverage the community of buyers and suppliers and having everything in a single code system code platform allows us to do a number of these things. And so for providing our customers, not the necessarily the, the exact thing that they should do, but providing them the relevant information in order for them to make the right decisions. Yeah. There's an old adage that I go by which is trust but verify. And so it's the same similar concept here. It's our goal to provide these prescriptions to our customers on what is the supplier doing or how can you improve your processes. And with these prescriptions, as Rob mentioned this morning, it's, it's up to our customers to choose what they want to do with those prescriptions. Sometimes they may take it, sometimes they may not >>and he gave a number, I want to say 22,000 prescriptions and he gave a time period in the past 12 months. That's what I thought as well. So a lot of insight literally coming out of that community. Love to chat though about the community in terms of the B2B payment space, not only we talked about how it's being influenced by consumers, but the changing role of procurement and finance. Yeah, a lot of just disruption there. We talked about that a few months ago and didn't get a lot of opportunity for financial leaders to become much more strategic and a lot of the examples that Rob shared showed how impactful company wide the impact that procurement folks, finance folks can make. Talk to me about how the Coupa is leveraging that community to help them get more visibility on how that procurement role is changing and how Coupa can help it be much more strategic. You know what I, that's a great question. And >>what I respond with that is, what's the name of our conference? It's inspire, right? We want to inspire this community to really go to that next level and really look deep inside themselves. It, Rob talks about all these different adjectives of Brown, all the different, what we call spend setters. It's a great initiative that we've created because we're giving our community of voice and that's always the biggest thing in how you affect change. How do you give people a voice? How do you give someone a story that they can grasp onto such that they can make it their own, such as they can take those facts and that relevance and apply it to their own day to day jobs. And that's a big thing that we're looking to do. But it requires going back to trust. It requires a little bit of trust in what we're doing. And by providing those stories, it gives these, our customers, our champions, uh, the ability to fall back on those, have that foundation for how to make change, how to disrupt their organizations. You know, Rob gave that great example of Telenor. You know, their seep, their chief procurement officer created a blueprint and a plan to provide mobile service. I think it was an India is a great example of what an individual can do and when you're that individual and you have visibility and tall your supply base into all of the spend going across your company, it's very, very powerful. >>I saw a survey that Cuba did recently have, I think 253 financial decision makers in the U K and some of the stats were quite shocking that 96% I believe said we do not have complete visibility over our entire spend. Right. Wow. Right. That's because one, some of the things that Rob shared this morning was the massive, massive savings that companies can achieve, but not having that visibility. You've got blinders on. There's a lot of risk there. There's a lot of expenses that probably should be going into procurement, but that was really 96% saying we don't have complete visibility. What's Cooper's answer to that? >>You know, it's, it's an interesting statistic. Right? And I, I gave a presentation I think seven, eight years ago, and I started off that presentation with saying, you know, if you are an HR and you didn't have track of all your employees, you'd be fired. If you're a head of sales and you didn't have an understanding of all of your open opportunities for business, you'd be fired. So why is that different for spend? Right? Why not have visibility and have access to all of the different spin that's happening across your company? And your Rob said it best in his keynote. We talked about what's actually happening in the world today. It's not necessarily around customer relationship management software, CRM, right? It's not necessarily around human capital management, but it's the well capitalized businesses of the world today. And today's day and age and this uncertainty of Brexit, uncertainty of the global climate, us, China trade relations, who's well capitalized to make and withstand what could be some, you know, unsettling times. Now there's another very interesting thing we saw with that same survey. Excuse me. Along with some of the things we saw with the wall street journal with some surveys we did with them, these finance professionals, they want to have that visibility and our answer to them come talk to us. >>So speaking of influence, inspiring, tell me a little bit about how the Coupa community influenced or is influencing the evolution of Coupa pay for example was Hey, we've got to have Amex virtual cards integrated with Coupa pay. Was that something that came from the voice of the community? Yeah, so we, >>you know, all across Koopa ever since the inception of the company, it's always around partnering with our customers, with our community to really listen and understand what they, what they're looking for. But doing it in the guy in the, within the framework of our core values as a customer, as a company. And the first one that I mentioned earlier, ensuring customer success. So we want to listen to our customers, we want to better understand them. So around virtual cards, you know, how do we choose to do an Amex or a Barclaycard? And to us it's actually pretty simple. We wanted to make sure that we're able to cover 80 to 90% of our customers with these large issuers. And we've been able to do that over the past year in negotiating these agreements, figuring out the technology components. And so we've been executing and delivering on that over the past, uh, over the past year. >>And if I understand that the press release correctly, KUKA pay with Amex virtual court integration is launching first in the UK and Australia. Correct. Can you tell me a little bit about those markets and what were some of the deciding factors? They said, Hey, well we'll go, we'll parlay on your title of acceleration. Is this, are these the right markets to launch and to accelerate copay? >>Yeah. Um, you know, there's obviously a lot of different ways and opportunities that American express has to go to market, massive company, great company to partner with. And so what we saw with them is from a technology standpoint, starting off in the UK and Australia made the most sense. We also have existing demand with customers that are ready to get going and really help us make sure that we create the right experience. You know, we expect this partnership to be really big and so as part of that, we want to make sure that we're able to deliver in certain markets first before we expand this and make this a much bigger thing. American express has a very prestigious brand. We want to respect and support that and we have our own brand that we want to support with our customers. We want to make sure we do it right. >>Well, Ravi, last question. I know that you're keynoting tomorrow. Yes. What are the couple of takeaways that you're going to leave the audience with tomorrow during your keynote? >>Yeah, it's a great, good question. I think the, the takeaways for tomorrow is we want to share some stories. You know, going back to inspiration, it's all about storytelling. Do we have stories to tell our customers such that they can relate to it and fall back on that? So we have three great customer speakers tomorrow. Really excited about the stories that they're going to share about Cooper pay and their journey with it. And my take away for our are the audiences. How do those stories relate to your business and is there a way that we can help you streamline your payment process? >>Awesome. Robbie, it's been a pleasure. You back on the cube. Best of luck at your keynote tomorrow and we'll see you at the next inspire. Yeah, absolutely. Thank you. All right. For Ravi talker, I'm Lisa Martin. You're watching the cube from London. Coupa inspire 19.