>>Yeah, >>yeah, yeah. >>Hello, everyone. And welcome to this Cube special presentation where we're covering the rebirth of Oracle Consulting. So this is a digital event where we're going around and identifying subject matter experts and different locations. We're currently here in Chicago, and I'm here with Stephanie Trunzo, who's the head of transformation and offerings at Oracle Consulting. Stefanie, Great to see you again. >>Yeah, you too. >>So, Oracle Consulting. You know, you guys have been quiet lately. >>Where you Yeah, >>well, we were quiet because I wasn't here >>yet. And I think the noise. Yeah, exactly. >>Here to make some noise. So I love the way you said rebirth. I think it's really accurate work. Will. Consulting has been around for quite some time, but as you said, maybe not high on the radar and one of the things that we're learning And one of the reasons I'm here in this transformation role is to help us transform ourselves to better match the transformation that our clients are going through. So that rebirth, which kind of makes me the mother, I guess of our consulting organization here is helping match our offerings to the kind of language that our clients are now using, which is really outcome driven. >>So was there an internal transformation, or is there an internal transformation taking place as well? And then you're sort of pointed to the marketplace. Maybe you could describe that. >>Absolutely. Yeah, So we're undergoing our own transformation at the same time that we're helping our clients undergo their transformation. And so, for us what that looks like it is things like the traditional services organization, which is kind of what Oracle Consulting had been in the past, was looking at the expertise that was necessary to drive clients business forward. But delivering it in what I would call a pretty traditional way, time of materials based kinds of contracting, determining the skills that were necessary, and and conversing with clients and feature function kinds of discussions. And our transformation is now about rebuilding the organization around offerings. And those offerings are things that we're doing to match the way that our clients are consuming. Let's say cloud technology. So if you might purchase of natural language processing service from a cloud platform, we want to also make sure that we're matching the humans to those technology services and enabling our clients to buy from us in a very similar way. >>So let's drill into this a little bit, because I'm gonna explain to people. So you talked about outcome driven. It used to be sort of a T and M model, which was staff augmentation. Hey, just just keep paying us. And, you know, if we capture the flag, great. If not, well, too bad. So now you're sort of starting at the outcome, and that's kind of working back right from their >>exactly right. Okay, so you know, clients people are transforming their businesses. They have goals. Those goals are, too. Serve their own clients differently to think about how to gain efficiencies within their organization. The change management that comes with it. Maybe it's to open up new revenue streams. Those are the outcomes that they're looking to achieve. They're not looking to say I need three database administrators for four months. That's not an outcome, right? And so we're thinking about how do we better shape our language, our organizational body posture to be the kind of force that can help them accelerate their own disruptions and their own transformations instead of, as you said kind of Here's a couple people for a couple of months, but here's the outcome. We're gonna help you achieve. >>Now. You're also bringing in some new blood. I mean, obviously Oracle large organization. A lot of DNA there but yourself. You came from IBM, you got people coming in from AWS. You've got folks from Accenture and all over the place. So describe that and how that's affecting the culture of Oracle consulting. >>And again, I think it's really a miracle how much our own transformation mirrors what's going on in our clients businesses. There's an influx of talent that is necessary to change the way that you think. And I believe that one of the reasons I myself came to join Oracle Consulting was I was excited about this new adventure. So when you're working in a certain style in a certain way, in a certain team for some amount of time, you can maybe forget to get introspective and forget to look at what's right in front of you and the changes you need to make. So bringing in new talent from outside is as much a part of our transformation as the way that we're shaping our offerings is bringing in those new ideas, bringing in people who have, you know, been there, done it in other experiences so that they can infuse our thinking with some of what's going on in the market around us. >>How would you summarize the mission of Oracle Consulting? >>The mission of Oracle Consulting is extremely simple. It's dead simple. It's help our clients succeed on Oracle Cloud Technology, period. >>Okay, now, part of that success comes with partners. You talk a little about the ecosystem and how that's evolving and what your vision is, how that transforms. >>I'm a huge ecosystem proponent. I love partnerships. I think it's a really important thing to build a healthy, strong channel. And so, while we're transforming our own consulting organization, we're also looking at our partner ecosystem to find where we can identify strategic partners. So there's always multiple partners in our Oracle Channel that we work with to be able to deliver broader solutions to our clients because they may have capabilities. We don't and vice versa. But when you can find sort of the Venn diagram where your strengths and their strengths together give us a broader solution for the client those were the special ones. And so to name a couple, we have a great partnership with Deloitte. We just announced that actually, fairly recently. We also have a partnership with an logica is another one of our strategic partners. And so they are bringing to the table some stories where we don't play, and then we're able to extend that story for our clients so that we can get to those outcomes that we were talking about. >>Where do you leave off and where the partners pick up? What's the sort of swim lane, if you will? >>Yep, so it depends on every partnership is a little bit different when we are helping with what I call our cloud evolution framework and is kind of a journey of How do you get to cloud? And there's lots of different components to it. Our partners play in different parts of that cloud evolution journey. So as an example, Deloitte is, ah, fantastic example. Our partnership with Deloitte when we're helping our clients modernize, move workloads to the cloud. Deloitte can help them continue to maintain and optimize that after we finish the first wave of modernization. So that's one example with M Logical. We have a different pattern where M Logica is helping with take outs of different technologies on the front end, and then we're going to pick up and help with the innovation piece after the take out is over. >>So you really way replay that. Tell me what you're really the deep technology expertise, whereas some of your partners not only they have technology expertise but they can help with business transformations and sort of other organizational changes is that, Is that right? >>That's absolutely true. We have the deep technology experience, the Oracle expertise, but we also are able to help build and kind of umbrella plan around our cloud evolution framework and then pull in the partners to their strengths. And it also really helps us when we're in an ecosystem discussion to make sure that we're understanding how we're also benefiting the partner. There's always got to be a win win, right? So it's not just about how do we fit in and play, but that we're growing their business because by growing our partners businesses, we're growing. Overall, our Oracle story, >>because Oracle's known as a product company and still suffer products that you generate most of your revenue, so and you've got your cloud. You've got things like Cloud a customer and exit data that's really driving you got. The Oracle database is certainly a huge application portfolio. How is Oracle Consulting? Aligning with the >>products? >>Yeah, that's a great question. So as a product company, our goal is still to help our clients achieve their goals. Right? And so consulting is looking at our Oracle products that to make sure that we're always the deepest and the busted understanding so we can help leverage that technology to its fullest capacity for our clients. It's not just good enough to buy a tool. You have to know how to use it, right? And so our objective is to align with Oracle products. Make sure we know what's gonna be hot off the press that we're driving from. Our client experience is back into the product sets as well. So we're informing our product development of what's really happening out in the world with our clients implementations. >>My last question is, how are you gonna define success when you look back a couple years from now? What will success look like to you >>Yeah, that's a great question. Success to me will look like being the go to for any solution. That is an Oracle driven answer to our clients that Oracle Consulting is driving consumption in a way that is extremely valuable to the client. Because in the end, cloud consumption technology consumption brought in and of itself is not very interesting. It's when we're telling stories that our client stories on stage is because we've helped them achieve new business outcomes, things that weren't possible for them before. >>Well, it's great to have you. Thank you so much for coming on. And it's good to have you at the helm. Bring credibility to Oracle Consulting. And we'll be watching. So thank you. >>Awesome. Thank you. >>Thank you for watching. We'll be right back with our next guest right after this short break. You're watching the cube. Yeah, Yeah, yeah, yeah, yeah, yeah