>> Live from Bellevue, Washington, it's the CUBE! Covering Smartsheet ENGAGE '18. Brought to you by Smartsheet. >> Welcome back to the CUBE We are live at Smartsheet ENGAGE 2018 from Bellevue, Washington. I'm Lisa Martin with Jeff Frick and we're pleased to welcome to the CUBE for the first time, Margo Visitacion, VP and Principal Analyst at Forrester. Margaret, it's great to have you here. >> Thank you. It's a pleasure to be here. >> You have a session this afternoon, so we'll get a little preview of that. You recently at Forrester were doing a lot of work with some Smartsheet customers on a white paper, regarding digital transformation, looking at how project management has typically been done and how it's evolving. Give us a little bit of an overview of that research and what people are going to hear about today. >> Absolutely, absolutely. Well, what we've seen is that digital transformation is really changing the way that companies need to work today, and that everybody in an organization is now a project manager, whether they recognize it or not. So what we've seen is three quarters of the respondents that we've surveyed, what they've seen is that they've seen their project management activities, and the scale of their projects, increase significantly in size. They've seen projects being far more distributed throughout the organization, so it isn't we have a central group that does project management, it's now everybody does projects. And what we've also seen is that the rate and pace of change creates a lot of uncertainty, and that organizations are dealing with a lot of unplanned tasks, instead of having something that was highly controlled, when you saw more traditional project management. People have to be a lot more flexible, a lot more adaptable, and they need to have a much greater visibility to be able to manage through that rate of change. >> Seems like a dichotomy though, cause on one hand, you're saying that project management is getting more complicated or complex, more pieces, more people need to do it. On the other hand, you need tools that are not for professional project managers. We need the ability to do things for people that aren't trained on those tools. And the amount of work and reach of that order is just growing, so how do you square that circle? >> It is a dichotomy. It really is a dichotomy. The nature of technology and software being central to everything a company does. All companies are software companies today, and what that means is that you have to have more collaboration, and you have a greater need for transparency and interaction between teams so that they can work together more effectively. So while elements of the project are more complex, the fact that you have more stakeholders and more people involved means that you have to create a balance that you have very highly usable technology to get everybody to work together more effectively. Especially when you think about the demographics of the workplace is changing. When I started in a technology world, I expected green screens, I expected difficult, highly complex applications. I thought that went along with the job, but in today's demographics, people want consumer grade applications. I want something that is as pleasing as it is on my device, as it is going on my desktop, and I want to be able to have the same experience no matter where I go, because work isn't nine to five where I'm sitting at a desk any longer. It is wherever I'm going, because the majority of information workers today or knowledge workers today, work on the road. They need to be able to have that experience, so you can balance complexity if you increase accessibility and usability. That allows you to reduce risk within your projects. >> Ultimately, the top line of any enterprise is the same. We got to grow revenue, we've got to do it faster, we've got to deliver better products and services that are based on feedback and data that we can glean. That's a lot of cultural challenge. I imagine in this emerging market of collaborative workforce management versus portfolio program, or project management, how have you seen companies of, and across industry, actually embrace the cultural shift that is essential to drive digital transformation. >> It's a journey and companies are really still moving through this. As we heard in the keynote today, you're seeing pockets of innovation that are growing and as companies are seeing these results, because of accessibility in schools, and because of the transparency and usability of the tools that are on the market today, you're now seeing that, "Oh, you know what, there is value." I get to see it, because it's visible to me. I'm less resistant to the change, so I'm more willing to try and, frankly, sometimes a company really has to get burnt. What we found is if a project fails, half of the respondents said, "Our company lost revenue because a project failed." Well, nobody needs to have that happen. Nobody wants to have that happen, actually. So what they really want to do is say, "What can I do to mitigate that risk?" And they're finding that, because team's today are more willing to work with technology, and more willing to have that transparency, you know everybody's life is an open book now in technology, it actually promotes teamwork. You move from the project manager as the only person, the single throat to choke, to recognize that it is a team that works together more effectively. That's what helps drive that cultural change, because when everybody's empowered to drive to a successful outcome, you're going to see that cultural resistance move away. >> I imagine that sort of, I don't know if shared accountability's the right thing. >> Absolutely. >> Also is a facilitator of that cultural shift? >> Absolutely, absolutely. When you can see the intelligence behind why a decision was being made, and people can contribute to that decision being made, you get better decision making. It's not a decision made in a vacuum, and you don't have people waiting around for someone to make a decision, or you create cost of delay and waste in a process where no company wants that today. Nobody has time for that today. >> It's pretty interesting cause all we see, that diversity of opinions and background, makes better decisions. We've seen that time and time again. And then also, there's this little thing where if people are part of the decision that was made, they generally have a little bit more buy-in. So that's all-- >> Correct. >> All goodness. So you call it collaborative workflow management as a-- >> Collaborative work management. >> Work management. >> Yes. >> Excuse me, work. Not work flow. I'm just curious, in terms of this kind of struggle for the desktop, right, there's so many SAAS tools out there now, whether you're in Slack or you're in Salesforce, or in G Suite or Office 365. As you look at that competition for what is the top level that is driving what I do, how are people sorting through that? Are we just in this multi-app world? Is there a place for something to be on top? Or is it horses for courses depending on where you are in that process? Cause, man oh man, I find myself tapping from app to app to app to app to app. I've got so many browsers open on my desk, just to get through my day. >> Well, we see the average knowledge worker opening between 8 and 13 apps a day to get their job done, and they spend a third to half of their time in email just looking for information. So you're right, it's a morass of applications and it's very difficult. I don't think we're ever going to get to a one stop shop, but what I do think is that organizations can build an operational system of record. When you think about this, you have CRM system where you know everything about your customer. All their contact information, all the deal data, everything that's going on. You have a financial system of record. You know exactly the revenue that your company is generating, the costs that they're incurring, but when you think about how you actually balance that, how you know and deliver to your customers, and know revenue and costs, what's in the middle is just a jumble of different types of applications. And what we're seeing at Forrester is a trend, is that organizations are trying to create an operational system of record. Now as I said, I don't think it's going to be a one-stop shop, but I do think that there will be a planning and delivery ecosystem that will allow organizations to bring together the tools that work for them. As they said in the keynote this morning, as Mark said in the keynote, if you want to tell somebody, "We're going to work together more effectively," stop what you're doing, that's never going to work. So it's really incumbent upon the tools that are able to work with other tools that make people in your organization productive, because employees have to feel productive to really be able to grow a great customer experience. So collaborative work management is an essential element. It's the core part of the execution layer. Project management tools, like I said, are never going to go away. They're going to be for that formal, critical path from building a ship, for building a road or something very plan intensive. They're always going to be there. If you're going to be managing a services organization, you still need to have your people allocated. You don't want people on the bench. You still need that, but to actually get the work done, collaborative work management is really that core that brings together contextual information around the work that's being done. So it gives collaboration purpose. So I really think that's a central core application. >> You guys at Forrester just collaborated, we'll say there in the spirit of marketing terms, with Smartsheet. You interviewed several hundred Smartsheet customers and-- >> Not just Smartsheet customers, really across the industry. >> This was across even some of their competitors. >> Yes. Project managers, professionals, collaboration workers, information workers. >> Okay. >> PMO directors. We really were trying to get into the user community. That's what we were really focusing on. >> Okay, this was agnostic. One of the things Jeff and I were chatting about before we went live is wanting to understand, okay, Smartsheet has a lot of competition, right, so if I'm going to manage a marketing project and I use JIRA, and my sales team is using Salesforce, but I communicate with a lot of people across the company in Slack, how does that integration work? They've got a lot of connectors, and a lot of integrations. What was some of the feedback that you heard from, in this sort of agnostic city, about the workers in terms of confusion, or "I just want to be able to go into one tool and have everything talk to it." >> Right. Depending on the persona there were different requirements. So what we've found is that for PMO leaders, PMO directors, they had a set of tools. They really created a tool kit for their organizations. So you had at the PMO level, they still use project management tools, they still use spreadsheets, but they increasingly used collaborative work management tools. Collaborative work management has only been around for a few years, and a quarter of the respondents that we saw were adding collaborative work management to their tool kits to reach out to that team member, to bring in more information. That became a stronger, a secondary persona, being the team member that was going to be delivering. What was interesting is the high performers, the high maturity organizations that we interviewed, they really latched on to collaborative work management, seeing this as sort of a secret sauce to say, "Okay, now I can get in better data." We don't have people rushing to fill in a time sheet on Friday, we're getting data real time. Where the integration comes in is if you have people happily and actively using tools that are sticky for them, you get better data and you're not running around at 5 o'clock on a Friday saying, "I need your time sheets." "I need your status reports." And speaking with the folks from Office Depot, they have a great saying. They said, "We move from status to progress. We weren't looking backwards, we knew where we were going." And that's a really important element. Speaking of tools like Slack and some of the other messaging tools that are out there, you might be working with somebody in legal, or you might be working with somebody in HR. That doesn't necessarily need to be in a collaborative work management tool. Almost certainly, probably never need to be in a project management tool, but you need input from them. You need to review something. "Is this contract okay? Are we allowed to say this in a marketing campaign?" Slack allows them to share that information, and then you can bring it back into the collaborative work management tool and see the information and the context around the information real time. It takes you from being able to have some transparency into the project, or the work stream that you're working on, to really actually being able to live in that work stream, and have all of that visibility around you. >> Margo, I'm curious in terms of priorities to move into this space, when you talk about all these customers. How much of it was the digital transformation prerogative? How much of it was, "We just can't move fast enough with the old way and our old tools?" How much of it was competitive threats? Either because we have to respond quickly or how much was it, "My goodness, we have so much institutional knowledge and all these greats heads that we're just not leveraging into this process." What are some of those drivers that are moving this next evolution of, well it's project management now into the work management. >> I think it's a little of everything. Digital is definitely accelerating all of those areas. Tribal knowledge, institutional knowledge, being able to move faster, being able to move more efficiently, again, another great phrase I heard in the keynote today was, "Once we move from efficiency to effectiveness, we really were able to drive better outcomes." That, to me, was a very telling statement, because that's a pain point that I hear from my clients all the time and digital is just the accelerant, because, again, customers today are more knowledgeable than ever. They don't interact in one or two ways, physically or over the phone. They now want to interact in multiple ways, and very often the very first way that they're going to interact with a company is online. It's going to be on a device, and they want that same experience throughout every channel that they're interacting with. What that does is that really puts pressure on a company to be able to design experiences for their customers that are consistent throughout their entire journey with a business. With their business. Otherwise, it takes 30 seconds to lose somebody and have them move on to the next company. >> It's so interesting to me, both the consumerization of IT, which you touched on, right. Our expectation is driven by our interaction with a lot of different applications. >> Absolutely. >> And the other thing is how quickly the gold standard becomes baseline. How quickly we just get used to something new and now we just expect that, not only in that application, but now we expect that, "Doesn't that reapplication have that capability?" >> Oh yeah. >> The competitive thread, the competitive speed in which you have to react is way faster than it ever has been before, and you're competing with my Amazon app. You're competing with the way I interact with Netflix. You're not necessarily competing with how I interact with your competitor down the street. It's a completely different paradigm. >> Absolutely. When you think about companies that have been around for a very long time in the banking industry, is such a great example of this. Millennials don't go into branches. Gen Z does not go into a branch. The need for great digital experiences that that demographic requires, needs to also appeal to a generation that was used to going into branches. You need to be able to balance that, and that puts a lot of pressure on a traditional bank, especially when you see that there are digital banking applications that have no real estate. Everything is digital and you have to be competing with that. It really does put pressure on, so that's why the digital transformation was the accelerant that makes all of the other pain points just that much more magnified. >> I like that. I like thinking about digital transformation in that accelerating version. We're out of time, but I have to ask you one more question. >> Sure. >> We're hearing that there's over 50 customers speaking at this event, which is huge. They gave us some great examples of customers in quotes, as well as presenters during the keynote. I heard a lot of strong qualitative, measurable business outcomes. From the survey that you've recently done, the research, can you give us one or two really strong qualitative, like was a company able to increase revenue by 2X or 3X, or reduce costs by 40 percent? >> Sure. What we saw where a lot of productivity increases and satisfaction increases. What we saw was that productivity increased by three to four times. That you were able to reduce the amount of time you were in email. You were enabled to speed up decision making capabilities. When you thought about how organizations were seeing higher customer satisfaction scores coming back, we saw increases there that were 3 to 4X. And from a little tidbit that we saw just from our own research, is that when we interview information workers about what collaborative tools were most valuable to them, over 70% said collaborative work management tools were the most valuable tools for them in how they leverage collaboration to deliver successful outcomes. >> Margo, thanks so much for stopping by. >> Sure, it was my pleasure. >> Sharing with us about collaborative work management in this emerging market. Excited to hear what comes next. >> Great. >> Thank you for your time. >> Thank you very much for having me. >> We want to thank you for watching the CUBE. I'm Lisa Martin with Jeff Frick. We are live from Smartsheet ENGAGE 2018. Stick around, we'll be back. (Outro Music)

>> Live, from Bellevue, Washington. It's theCUBE. Covering, Smartsheet Engage 18. Brought to you by, Smartsheet. >> Welcome back to theCUBE's continuing coverage of Smartsheet Engage 2018. I am Lisa Martin with Jeff Frick. We are in Bellevue, Washington or, as I like to call it, not Vegas. Excited to welcome to theCUBE, Robin Sherwood, the Senior Director of Product Management at Smartsheet. Hey Robin. >> Hi, how's it goin? >> Great. This is, been a very buzzy morning, for Jeff and I here on this side. Lot's of people, this event has doubled in size. This is your second annual, so... >> Big growth in just a year. There's a, I think, Mark Mader, your CEO, shared some sats this morning. There are 1100 companies represented here customers. >> Correct. >> From twenty countries, there are more than fifty customer speakers, which is, I think there's no more validating voice, than the voice of a customer using the technology. When I was doing some research on Smartsheet, was looking at, you guys are partners with, some of your competitors. One of things I wanted to understand is, where do you have integrations with technology, versus where do you have connectors? What's the difference between those two, and how does is work >> Yeah. >> In a Smartsheet world. >> You know, I think, the integrations really are, where you're going to, you're really interacting with that other product directly, right? So, maybe it's, I want my outbound messages and notifications to go into a Slack channel, right? That's an integration. Or, I want to be able to connect to Google Drive, or 03 Secure, One Drive document, in those native stores. So, that's where we really see an integration. It's something that the end user themselves, is really interacting with. Where you see connectors is more around where I've got big systems of record in my organization, and I need data to flow between those tools. >> Like a Sales Force. >> Like a Sales Force, or a JEAR, or something like that. Microsoft Dynamics, right? I've got data there, when something happens in that system, I need it to flow magically into Smartsheet, or when something happens in Smartsheet, I need it to flow back into those systems. Cause, those are the systems of record, that my company cares about. >> So, a connection is a much bigger step in integration? >> They're just different. >> Connectors are really about the flow of data back and forth between systems of record and integrations are more about user content and user direct interactions. So, things like Drive and Box and Dropbox, and Slack and Teams and, stuff like that. Or, the web content, which we just announced. We want to be able to embed a Youtube video in a dashboard. That's not integrations, it's not, there's no data flowing back and forth, it's just a link, right? >> Got it, thank you. >> Yeah. >> So, lot of customer's we have, I think fifty customer's presenting, which is amazing out of 2,000 people in the whole conference. I don't know what the percentage is, but it's, (laughs), >> Yeah. >> Awfully large. So, just some of the all chatter here. You've been here for a couple of day now, you guys had some early training yesterday. What is some of the things you're picking up? You obviously love to hear back from the customer's. Kind of, what's the buzz on some of the new offerings, and what are you hearing, amongst the constituent here? >> I mean, it's always, you know, this is only our second year. But the energy from them is always amazing. And, you know, people were, I was talking to someone earlier and they were just blown away. By just the big list of things that we shipped, this week. And, as I was reflecting, like, I don't remember doing all that much. But then, when you see it all on one big slide, with everything listed out, it's incredible. So, it's hard to say if anybody latched on to one thing or another. Obviously, there was lots of applause during the product... >> Yes. >> Session, and we're really excited to have shipped, the multi-assign to feature, which has been our number one customer request for a while. But, it's not a, game-changing feature. Whereas, I think some of the Automation Rules ,and Updates there, and Workflow Builder, are really. People are going to go back and it's going to to change the way that they work. And, so people are really excited about that. But, really excited about Dynamic View. And being able to really, taylor the information that is shared across their organization. >> The word collaboration, like symbionic or bi-directional collaboration, popped into my mind. When Gene Pharaoh, your SVP of Product, who we had on earlier, was talking about some of the features and it was a really interesting dynamic with the audience. In that, number of times, you mentioned, the audience broke into applause. And, it probably feels pretty good. Like, yes, we're listening to you, we're doing this. Enabling, them to have technology that allows them to collaborate with and amongst teams and functions within an organization. But, you're also taking their feedback, directly and collaborating with customer's, to further innovate your product. With the spirit of collaboration, we had, Margo Visitacion on from Forrester. And she was talking about the collaborative work management CW as an emerging market. With respect to collaboration, you guys can enable sharing. I can be a licensed user, and share it with you who's not. How is that type of collaboration a differentiator for Smartsheet? >> Well, you know, I think there's a lot of tools where they're collaborative where you can comment on them. Google Doc, and that's great. But, I think where Smaresheet really excels, is really in this free collaborator model. That's not bounded by your particular organization or your team. And it really allows you to create, to spread, and create connections across customer's and vendors and other orgs within your team. And, this is where you're starting to see this these sort of step function changes in these organizations. Where, you know, you see this Office Depot example. And, he talks about, you know, taking a workflow in their organization they, going from, you know, four to six weeks, down to twenty-four hours. And, enabling people who are putting in budget request, to take action on that request, the next day. And, those are the kinds of things, that are going to fundamentally change those businesses. And so, that's where I think the collaboration piece is really powerful. You can't get that kind of compression in time. Unless, you can really span those traditional business hours. >> So Robin, one of the great things that happens always is, with tech companies is the application versus the platform exchange, right? Everybody wants to have a platform, it's really important. You get an ecosystem, lot of stuff going on, but nobody's got a line item in their budget for 2019 to buy a new platform, right? >> It's always, >> Correct >> Application centric, right. I got a problem, I've got to fix it. At the same time, you guys, you do have a platform. Meaning, you can go across a lot of different applications. So, when you're trying to balance out your priorities with the platform. Priority, in terms of more of, kind of a general purpose underly, versus and app priority, like you said, multi, how do you call... >> Multi-assignment. Yeah. >> Multi-assignment, you assign two people to the (laughs). To the no correct product management protocol, but everybody wants it, cause it's the real world. How do you kind of prioritize that? How do yo kind of look at the world when you're deciding, what are you going to roll out next, what are you going to roll out next, ware are you going to roll out next? >> It starts and ends with having conversations with real people. We've taken lots of data and we have enhancement request and usage data on how people use the product. Multi-assigning, actually, was less than 3% of all answered request in the last couple of years. But, it's our number one request. And so, it sort of. >> Oh, Wait, wait wait. So it was less than 3%. >> Of all enhancement request. >> But it was number one? >> But it's our number one. >> So you've got a giant laundry list. >> Giant laundry list of things, right. So, we can't just look at some metric and go, these are the next features we should build because we have this really strong signal. We actually, have a very, very weak signal when we look at it from a quantitative standpoint. So what we have to do is we really have to dig into these customer use cases. We have to meet with them. All of our project teams have dedicated researchers, and dedicated user experience. People that are going out, we're actually talking to people. We're testing stuff with them and we're trying to understand what commonalities exist between multiple cases across all of these different use cases. Because, there're so many different ways people use the product. There not enough people asking for one thing. >> Right. >> They're all asking for slightly different things. So, we really have to dig in and have a real, qualitative conversation with them. To understand, and bring that back and say okay, these things are related. We can build something that solves, all of these problems in a compelling way. >> Well, it's definitely more than 3% of the people cheer. When, when that. (laughs) >> Yes. >> When the feature was announced, that's for sure. So the other, kind of (mumbles), that you've got to wrestle with is, kind of a low code, no code, we want to be for everybody, yet at the same time, you want a sophisticated application. You want integrations and connectors to all these other applications. So, again, that's kind of a delicate, balancing act as well. Cause, you want to let everyone have access to be able to manipulate the tool, work with the tool, set up the tool, but at the same time, you got to keep it, pretty sophisticated to connect to all these other things. How do you kind of balance those. >> Well we... >> Priorities. >> We just try to hide as much of that as possible. You know, Smartsheets always been this tool, where it's like, it sort of looks like a spreadsheet, and it sort of looks like project management. But it's got this underlying flexibility built into it. We don't force you to, you know, if you've got a date column, we don't force you to put a date in there. If you don't know the answer, you can type in TBD. Whereas, a lot of purpose built applications, their like, this is a date, you have to enter it in the proper date format, or it doesn't work. We've always had this, sort of, flexibility and complexity trade off. The trade off is, if you give us real data, if you give us something that looks like a date, we'll draw a Gantt Chart for you. We don't need much more, it doesn't need to be more (mumbles) than that. We just won't draw the bar if you type in TBD. And so, we've always sort of danced this line, with making the tool super flexible and assume the users know what they're doing. When they're interacting withhe tool we assume they an intention and they're trinna do something. And, we shouldn't force them down a particular path. And that, sort of, plays out in all these features. The other thing that we do, is like I mentioned earlier, we do a lot of user research and we get in front of a lot of customers. And we put stuff out there, well in advance in releasing it. In a situation like this, we announced a bunch a capabilities around workflow and multi-step approvals and multi-step workflows. And, I think that's a complex feature set. That's gone through more iterations of design and review and scrapping it and back to the drawing board, than any feature I've seen at this company. But, it's probably one of the more complex features we've ever build, as well. And so that's what we would expect, right? We're not going to get this right, by just having a bunch of designers and engineers sit in a room and go, oh, we know that perfect solution to workflow management. >> Right. >> Most of our customer's don't even necessarily, use the term workflow. >> And if you look in the app, it doesn't even say. It says words and actions. You know? And little things with words matter. We have technical writers that are very specific on what we label something. It's not an if statement. It's when this happens, do this. And there's a lot of nuance and subtlety into all of this. To try and drive the complexity out of it as much as possible. >> Right. >> You can't avoid it, but you know. >> So, in hiding it, the last thing which your going to do, going forward is machine learning and artificial intelligence. Which we hear about all the time, but really the great opportunity in the field, is for you to leverage that under the covers. To hide. >> Absolutely. >> The nasty complexity to help suggest the right answer. To help suggest the right path. So, that's got to be a huge part of your roadmap. Integrating those types of capabilities, underneath the covers. >> Yeah and, there's been a lot of, we've have had tons of discussions and obviously we bought the Converse Chatbot Company back in January. And, that's been a huge sort of arrow in our quiver, so to speak, right, in that regard. We feel that we have a lot of really good information. But, at the same time, there's a lot of talk about machine learning and AI. And, the reality is, that relies on huge data sets. And it relies on a lot of analysis. And that data is not something that we can just look at, right? We take our customer's data, security data privacy very seriously. And we don't have access to that kind of information. So we need to look at this, the machine learning and the AI capabilities from a very different lens, then say a consumer product. That's sort of, you're getting to use it for free, they sort of do whatever they want with your data. And you don't really have a lot of recourse, other than leave the product. We don't start from that, we start from, your data is yours, you own it, we can't look at it. But we want to enable you, to turn these types of features on. So, we need to look at more of like an off-end model, where a customer can say oh, if I'm a big enterprise user at Smartsheet, I can turn certain capabilities on for my users, knowing that that information is going to stay in our, is going to comply with our data governance, and our data privacy rules. That our IT team puts forward. >> So the spirit of talking about abstraction, abstracting complexity, Hiding it, (mumbles). I'm curious, when you walk into a customer. Cause here we are in Bellevue, we're not in Vegas, But, we're neighors with AWS, with Microsoft, Microsoft announced Teams, about eighteen months, or so, ago. You partner with both, you compete, but you, also, you're competing with Teams. When you walk into a customer and an enterprise, likely has a mixture of, tons of different software appications, right. But they probably have, 360, Office 365, Para Bi, Excel... Why would a customer, who has such a familiarity with, say a Microsoft, work with Smartsheet versus, well we'll just extend our Microsoft expertese and bring in something like Teams? >> Yeah. >> I'm just curious, what...You've seen in that? >> Well, you know, I think it's that Smartsheet's always been good at sort of, orchestrating the actual work that's being done. And, there's a lot of tools out there where, you're having conversations and tools out there where you're creating content, and there's not a lot of tools out there, that are sort of bringing the conversation and the content together. In an actionable and accountable way, right? And that's the sort of, Gene will, you'll sometimes here hims say, use this term, shared fabric. The Smartsheet, really provides this shared fabric, that ties a bunch of these tool together. And we really, we want to partner with all these people, because every organization is different. Every organization has a different set of tools that they've already embraced. They have a different set of goals around how many tools they're going to embrace. You talk to some customer, they're like, I love Smartsheet, it's going to allow me to get rid of ten apps. And, you talk to another customer that's equal size or equal complexity two minutes later, then they'll be like, I love Smartsheet, it allows me to work with all the tools that I've already got. Very different, and they just have to different coperate goals and objectives there. And so, I think that the reason people like Smartsheet, is it doesn't, it's back to that kind of, hey, you don't have to put a date in a date cell. It's flexible. It's going to work with you and not force you to adopt the Smartsheet way about things. It's going to say look, oh, if you want to use, if you want to us Teams for your communications vehicle, and One Drive for all of your document storage, great. You want to embed a PowerPoint document in a dashboard in Smartsheet, great. We want that to be the case. We do that internally, right, we use all those. If you look at us internally, we're just like every other mordern company. We have a dozen tools or two dozen tools that we're using. And it's different from team to team and department to department. So, it's all about just embracing the reality, that as modern business and modern application, the ecosystem of applications that we all deal with on a day-to-day basis. >> So that flexibility is key. So we said about 1100 companies represented here, at this event. 2,000 people or so, fifty plus customer speakers. Is there one customer example that comes to mind, whether they're speaking here or not, that really is a great demonstrator of, we have a plethora of applications in our environment. We want to work with Smartsheet because it enables us to integrate and use these tools so much better? I didn't mean to put you on the spot. >> Yeah, no. I'm trinna think of a good. I don't know that I have a good standout example. I think that we hear little tidbits of that from everyone. And it's not, it's a very common theme. So, I don't know that. It's sort of back to the 3% thing, right? Nobody really stands out because everyone is doing that. Everyone is, I hear things, I'm going to replace this tool because you did this. Or, I'm going to now pull, integrate with this tool because, you've added this. So, you sort of take some and give some, on the same sentence almost. >> Yeah. You can do both. >> Yeah. >> Well Robin, thanks so much for stopping by. We appreciate your time. We're excited to be here. This is our first Smartsheet event. And we have some customers coming up, so looking forward to hearing some more these cases in action. >> Great, thanks a lot. >> Thank you. >> Thanks. >> We want to thank you for watching theCUBE, I'm Lisa Martin with Jeff Frick. You're watching us from Smartsheet Engage, in Bellevue, Washington. Stick around, Jeff and I will be right back, with our next guest. (tech music) (tech music) (tech music)