>> Live, from Las Vegas, it's theCUBE, covering Boomi World 2018. Brought to you by Dell Boomi. >> Welcome back to theCUBE, we are live at Boomi World 2018 at the Encore Las Vegas. I am Lisa Martin with my co-host John Furrier, and we're excited to welcome the CMO, the new CMO of Dell Boomi, Mandy Dhaliwal. Mandy, welcome to theCUBE. >> Thank you Lisa, it's great to be here. >> And thanks for having us here. >> Oh my gosh. >> Second annual Boomi World >> Yes >> Doubled in size from last year, moved it from San Francisco to Las Vegas. This morning's keynote was action-packed, standing room only, and some of the stats that really struck out at me: five new customers are being added to Dell Boomi everyday, over 7500 customers to date, your Dell Boomi community is over 64,000 strong, there's a lot of momentum. Talk to us about, you're new, been seven weeks, what are some of the things that excited you about coming to lead marketing for Dell Boomi? >> Oh my gosh, hard to pinpoint one thing. So many wonderful things about this company. Market leading technology, Gartner Magic Quadrant leader five years in a row, right? Just fantastic reputation in the technology landscape. Everybody has very positive things to say about Boomi. The company culture, right? Companies like this don't come around everyday. It's fantastic, everybody is very collaborative, we have a winning culture, we put customers first. We don't just talk to the talk, we walk the walk, and it's fantastic to be a part of it. Outstanding sales team, outstanding leadership team, I could go on. >> Michael Dell said 80%, sales are booming at Boomi. But, as far as a marketer, or CMO, you have a challenge. You have a successful company that was acquired by Dell eight years ago, incubated, and is part of the puzzle pieces of the Micheal Dell strategy. You have all of Dell Technologies' portfolio, but Boomi seems to be one of the key ingredients. You got VMware, everyone knows what's going on there, Pivotal, and now Dell Boomi, born in the cloud. So you got product market fit, check. >> Absolutely, yes. >> Now you got to get the word out, you got to drive value, be part of that flagship trio that's Dell Technologies. >> Right, right. >> That's a big task, how are you going to attack that? What's your plan, what's the vision? >> First and foremost, it's awareness, right? We've got to get the word out. We've got so many wonderful customer stories, that we just need to share with the world. Our own company, amongst Dell Technologies, day one, Dell EMC merger, sales force was integrated, day one. And guess who did that, what technology was behind the scenes? We drink our own champagne. >> That's impressive considering I can't even imagine the sheer number of sales force instances that came together in a single day >> Absolutely, customer service. We're our own best proof point. Dell Technologies is our largest enterprise case study. Customer service, across RSA, Secureworks, and Dell Boomi, one point of contact, one phone call. We get notes and if there's an issue with any one of our customers, we're able to pass through that customer request directly to the company that needs to be dealing with the customer. We don't make the customer hang up and call another number. >> So cloud scale certainly gives you an advantage, we heard that. Product is strong, data now is becoming much more instrumental across horizontal data sets. So it's not just the silo data and do some integration, you got cloud native, you got VMware and the enterprise, you've got Pivotal, Kubernetes, Cloud Foundry, cloud native stuff. How are you guys going to take that data explosion and make it trustable? Is that part of the plan, is that going to be a key part of that? >> Trustable in terms in privacy and data governance? >> Just leveraging the data, being data driven. You mention integrating sales, that's a tough job that has to be done, check. But now how do you get value out of the app and the workloads that run with that data? >> Well it's a complex ecosystem that we're a part of, right? And that's Boomi's job, we radically simplify that whole ecosystem, so the value is starting to show. We're about to unleash next week a Forrester TEI study. So we took a conglomerate with five of our top enterprise customers and built this 300 billion dollar business as a scenario, and started to look at the value that Boomi was able to derive in terms of cost reduction, in terms of savings on infrastructure costs, in terms of innovation potential, as far as speeding up their routes to market, in the ROI, which came back conservative from an innovation potential perspective, because you really can't quantify what you don't know, 300% was the number in terms of the ROI that we're able to deliver as a Boomi-empowered business. >> Which is huge, there were, besides that, a number of other really eye-popping quantitative stats, business outcomes, that that Forrester Total Economic Impact study covered, one of them being, incremental revenue is the biggest benefit that Dell Boomi customers get, 3.4 million of incremental revenue. Here's some other stats that I saw here that I thought were really transformative are, cutting development times by 70%, freeing up IT resources, being able to reallocate them, helping, ultimately, accelerate the pace of innovation, which we know is critical to transforming and continuing to use data, and to John's point, establish that trust, not just with customers and partners, but also internally. >> Absolutely. Every company's a software company, right? We've been hearing that now for years. We practice it, we live it every day, we're empowering these brands to go out and do what they do best and re-imagine their businesses from their customers' perspectives. It's incredibly powerful, it's exciting. >> And you, sorry John, I was going to say you've got, speaking of customers, over 92% of the breakout sessions here have customers and partners, and I know as a marketer how challenging it is to get. And you said about 68 customers here speaking on your behalf. >> Absolutely. >> That's huge. >> Our community is tremendous. We truly partner with our customers, and it shows. You heard Chris Port on stage, recognizing customers for innovation in various categories. We take our customers and partner with them for them to be successful. The company culture extends beyond the employees, and it's been the secret to our success. We're able to help them unlock the value of their businesses. It starts with the data and the applications, but at the end of the day, we're an enterprise transformation company. And you're going to start to see a lot more of that in the coming months, as far as messaging, and the value that we deliver as a platform. >> I want to give you thoughts, Mandy, on a couple things. One is the technology partner program, and the ecosystem, you mentioned that, but also you're starting to see the messaging change around Boomi, Dell Boomi. Integration, certainly we know how hard it is, as a glue layer, to put stuff together, but you guys are talking about connecting businesses. So you're now moving up the value proposition, the more holistic kind of perspective. By design, is there a rationale for it? Can you explain why this is happening, what's the evolution? >> The market is taking us there, right? The customer need is where we're focused. Digital transformation, right now, today, the stats that we have, only 26% of digital transformations succeed. We've got an awful lot of customers saying, "Hey, we got to get this figured out." It's on the C-suite agenda, it's on the boardroom agenda. It has to succeed, it's innovate or die. There's stats out there in terms of how many of the Fortune 500 are going to be around 10 years from now, five years from now, right? Boomi is that company that will solve those problems. Michael said it this morning. >> And speed's important too, they got to get there faster. >> Absolutely, absolutely. >> And that's not what they're used to. (chuckles) >> We have a very simple UI, very plug-and-play, drag-and-drop platform that helps our customers go deliver. Not to mention the power of the analytics and the AI that we've got behind us. We've got the pattern recognition down. >> Talking about the partner program, I'll say (mumbles) some of the announcements. Yesterday was a partner day. What happened yesterday, what's going on today, what's the vibe of the show, ecosystem, partner program, what are the new things? >> You know, bottom line for the partners, we're here to help them extend their businesses. There's tremendous momentum in the market as far as, we're pulling through demand on the integration scenarios. You know, we've got Deloitte and TCS, Accenture, some of our top sponsors here, our sponsorships are sold out, right? Our partners are here in this ecosystem. Dell Technologies, right behind us. It's a tremendous show of force, it's fantastic. And it just shows you the market potential and the need out there. Customers are clamoring for these types of solutions. >> As the CMO, I want to get your take on some of the messaging breakdown. One of them that came out today, left bold messaging is, not only, as you mentioned a minute ago, Dell Boomi is the transformation partner, but also that, "Hey we're re-imagining the 'i' in iPass." iPass is a competitive, well-established market. You guys are using your own, upwards of 30 terabytes of anonymous metadata to make the Boomi unified platform smarter, more responsive. As you look to help that 76% of customers who are failing in their digital transformations, how is the "re-imagined" 'i' in iPass going to be a facilitator of that? >> It's putting the user at the center of the experience. Steve Wood, our Chief Product Officer, is going to be on stage tomorrow, doing a demo of this re-imagined user experience. It's driven by the data that we've got, It's driven by the patterns that we've been able to look at as far as business processes and integrations, and be able to provide a user experience where the customer's at the center, I go with a problem, not a list of technologies that I need to connect. Mandy wants to build EDI for a couple of trading partners, right? I don't need to tell Boomi that, I need to tell them, "I need this outcome, "and I need data to be transferred from here to here," and at the end of the day, I, from my cell phone, want to be able to figure out what's going on as far as my supply chain. I want to know where that boat is, coming for Black Friday. Is my inventory hitting the port when it needs to? I should be able to see that from my phone. That's what we're doing, we're giving the power back to the users, and enabling them to go power their businesses. >> As a new person to Dell, we've known each other, at the last (mumbles) you were at a born in the cloud, Amazon sets the agenda for a lot of the cloud computing market, you guys are cloud native as a startup, really kind of nailed that stats formula with Boomi. Dell is not restrictive in the sense, but it's got a lot of muscle behind you. Boomi seems to be standing on its own and flying out, like VMware, while it's still 100% owned by Dell. Those trends are big, that's a big wave that you're on. How are you thinking about it as you look at your assignment as the CMO, how are you going to ride that wave, are you going to hang 10 early, are you going to build it out slowly? What's going on? >> Oh, we're going. We're going for it. We're going to go ride that wave, it's here. If anything, we've got to work better with our Dell Technologies partners, right? We're getting in deeper from a go-to-market standpoint, with a lot of the enterprise reps already in the ecosystem. We're looking at driving customer value. As Michael said, there's always a need for Boomi. We haven't found a single opportunity yet that Boomi isn't needed. >> So you're on a growth curve? >> We're absolutely on a growth curve. It's just, we can't get there fast enough. We're hiring like crazy, we're, you know, we're just doing it. >> What kind of jobs you guys looking for, what's the hiring, what are your needs? Take a minute to share. >> Technical talent is always priority number one for a company like ours. On the go-to-market side as well, we need sales people, you know I've got marketing recs out already, check our website. There's lots of opportunity from a VD standpoint partner as well, so tremendous opportunity on the go-to-market side as well as on the R&D side. >> Looks like Boomi is going to be one of those flagships for Dell Technologies. >> I certainly hope so, that's my vision. >> I mean, you've got good company. VMware didn't skip a beat, Pivotal's growing like a weed, Dell Boomi's exploding in a big way, you guys are doing great, congratulations. >> Thank you, thank you. >> And another thing, before we wrap up here, that is impressive, all those companies, those Dell companies that John just mentioned, including Dell Boomi as a business unit, all of them have women at the executive level. There are six CMOs, including yourself, female CMOs in that position, and that's something that theCUBE has always long been a supporter of women in technology, and I always admire that. It's great, congratulations on your appointment. It's great seeing a strong female leader in a role. And your energy is contagious, so. It's a good thing that they got you on that growth trajectory, 'cause I can feel it. >> It's happening, it's going to be amazing. And thank you for being a part of this journey with us. >> Thanks so much, Mandy, for having us, we appreciate your time, and have a great time at the rest of the event, we'll see you next year. >> Thank you, thank you. >> For John Furrier, I'm Lisa Martin. You're watching theCUBE live from Boomi World 2018, John and I will be right back with our next guest. (digital music)

>> Live from Las Vegas, it's the Cube covering Boomi World 2018, brought to you by Dell Boomi. >> Hi, welcome back to the Cube's continuing coverage of Boomi World 2018, I'm Lisa Martin in Las Vegas at the win, with John Furrier, and we are at the second annual Boomi World with the CEO of Dell Boomi, Chris Mcnabb. Chris, great to have you back on the program. >> Lisa, it's great to be here. >> So, your key, you know, your fireside chat this morning was really interesting, so much information there. Couple of stats that I was researching about Dell Boomi recently, a leader again, I think Micheal said maybe for the seventh year in a row, Dell Boomi, in the iPaas Gartner Magic quadrant, you're way out there, you guys are adding five new customers every single day. >> We are. >> You have, and I love this, as a marketer, 92 percent of the break out sessions here at Boomi World have customers and partners. >> Exactly right. >> What better brand validation than that. Talk to us about this second annual Boomi World. What excites you about getting this community together? >> You know, the excitement and just being a part of this community is just, it's energizing every day. You know, what you're able to do to help customers and you know, solve transformation problems, have them reach out and get integration and connect and unlock data silos in the far reaches of their enterprises and leverage that data, to engage their customers their partners and employees in brand new ways. And when you look at, you know, what best, in my mind, in a user group meeting, customers need to take back to their enterprise what it is that they can do come Monday, to transform their business and so we thought what else better than concrete examples from what partners have done, from what other customers have done and so on. And, you know, as we, I said in the beginning of the keynote, it's so amazing to me when we had the opportunity to review all of the customer's submissions about, I'd like to talk about this, I'd like to talk about that, we had so many more than we can bring on and make a part of our agenda, and it's one success story after another about how they're transforming their business, how they make a massive impact. Even in our partner awards, we talk about the innovation award and the ROI award, etc. you know, having the folks like Charter Communications and Umbra and so on come up and just really innovate. Those are the kinds of things that really drive us at this conference and, I think our theme, Unlimited Possibilities, hit it right on the head. The possiblities for us and our customers to change businesses is truly unlimited. >> How important is integrative platforms of service now that Cloud Native now is certainly going mainstream, Cloud's business model is certainly showing people how the subscriber model works, the fly wheel is certainly going on, BM were just acquired, which is a small startup doing cuberneties, which kind of gets at this whole integration opportunity, how has it changed in iPaas or integrative pass, and what are the credible drivers in that market for you guys right now that's different than before? >> You know, integration platform as a service is a tremendously evolutionary path and one that is rapidly accelerating. When you sit in a category that has, it depends upon which analyst you look at, but somewhere in the range of 50 percent year on year growth, there's a, it tracks a lot of attention, you get a lot of people in startups, you get a lot of the megavenders showing up and you get a lot of the incumbents who have been around a decade like us that really try to get this business to go forward. That evolution pushes the progress of platforms on behalf of our customers very rapidly. It used to be the case in integration platforms of service not all that long ago, was really known as cloud integration platforms. We connect cloud due on premise. And over the last four to five years that has completely changed, right? They are now complete middle, enterprise middle ware solutions that are offered up as a service. They do on premise on premise integration, the do cloud to cloud integration, they can do EDI kinds of integration, ETL, etc. etc. Way beyond integration now, these platforms must come to the table with process integration, workflow orchestration, low code capabilities for mobile app development to engage your customers differently, MBM capabilities for data governance. >> Sounds like enterprise create certain, these are enterprise requirements. >> Yes. >> This is not like doing a little bit here and there, integrative platform service, enterprise grade. What differentiates those two? In your mind? >> I think Garner does a pretty good job of differentiating the segmentation in the market. They talk about enterprise grade integration platforms of service, people, vendors, they bring all of that to the table, and then they have domain specific. You'll get IOT platform as a service, or you'll get workflow as a service, etc. And those kind of niche providers provide deep capabilities but it's only in that one area. And when we look at it, we are a unified platform, is going to be able to dramatically reduce the complexity and speed people up because you can learn one thing and do many things, as opposed to having many domain specific ones then you have to learn them all. >> So, Chris, iPaas has been around for a while, you guys have been a leader, Dell Boomi has, for a long time. But it's more than integration, you guys talked about this reimagining of the I in iPaas. But also, it's not just about connecting applications, connecting data, new and existing sources, it's about connecting people, processes, enabling organizations to actually use that data as that fuel that it can be, to identify new products and services, get more customers, get more data, iterate, etc. etc. Talk to us about iPaas 2.0 from Dell Boomi's perspective and what makes you guys so well positioned to take this forward? >> Yeah, great question Lisa, the iPaas 2.0 for us is really about leveraging all the knowledge, information, and skills that all the talented engineers have put into Boomi for the past decade. And all of the metadata from all of the programs and all of the executions and all the configurations it's ever been run on exists in our repository today. We have nearly 30 terabytes of metadata and information about data integration and so on. It's that pile of metadata that we can leverage and we can put AI machine learning, neural networks to work on, to make sure that the knowledge encapsulated in that metadata repository is made available to not only engineers in our customers but also their constituents. That net effect will dramatically reduce the work load on integration engineers. IT departments that have a list of 50 things to do can now have a list of 10 things to do, they can get to them, and we can turn them from a department of people who say no, to a department that says yes to the business. >> And automation drives a lot of that. I want to get your thoughts on the customer traction. You know, I was just interviewing the adventure capitalist in Silicon Valley we were talking about complexity. You don't want to add more complexity to already complex and tedious tasks. You guys have made good traction with making things easier when you were a startup, now you're a part of Dell. How are you guys going to continue that forward? Is that a key part of your strategy? Making things easier and simpler? >> Yeah John it's always been a key part of our strategy. You know, we find that complexity is a ball and chain around people's leg when it comes to productivity and agility, right? It slows you down at a time you can't afford to be slowed down. And so what we do with our platform today, we allow people to learn one way to program stuff and no matter what kind of integration you want to be able to do, there is one way to do it. I don't have five different technologies to do five different types of integration. With one way to do it, we generate economies of skill for our customers. Do one thing and have it apply to many things, right? Removing the complexity instead of learning five different vendor's products and getting them to work together. That's one way in which we make things easier. We make things easier today based on the metadata that we got. So all of the programs that were written in the history of Boomi, they're all in a single instance of our cloud database, we're a cloud native, right? And so when somebody goes in to connect >> You're a cloud native, so all your stuff is in the cloud? >> We are a single instance multi tenant cloud application. We're offered up as a service, beautiful, right? >> So you're living what your customers are trying to do? >> You know when I see some of my vendors sending out, you know, the two and three page sets of documentation on what the customer needs to do to upgrade to version three or version four, I shudder. None of my costumers ever do upgrades, that's, we provide them, and do for them 11 upgrades a year. We skip Christmas for obvious reasons. But so anyway, going back to how we continue to make things much easier. We have a suggest capability that leverages metadata and immediately creates a mapping between system a and system b, even though you're new to it for the first time, my marketplace and the history of my customer base is not. I can leverage all that with one click and within 30 seconds, I can get you a working integration. >> So born in the cloud gives you an edge? >> It absolutely does. >> And now you're in Dell you have the power and muscle of Dell technology and Micheal Dell, who sees the future by the way not as he's mailing it in, he sees it as super exciting. You asked him that question on stage today around his legacy, and there's a lot of cool stuff happening but a lot of unknown things coming, like voice activated systems, b to bs getting cooler, less boring. How do you see that? >> Yeah, listen, like I say John, I think we're at the tip of the iceberg. I look at what we're doing today for our customers and it's just a foundation layer. Reconnecting to all the things in your enterprise, getting into those far reaches of systems that exist for a long time, and stuff is stuck in there and you can't get access, it's stuck in the cloud and you can't find it. We are breaking down all those barriers and we're making connectivity seamless. But that's just the starting point for us. When you start applying AINML and you start predicting failures for people, you can tell them when they're ready to launch a configuration with a ready to work load and I know before hand that's going to be problematic, that only handles work loads of arrival rates up to x and you're bringing 2x, we can help be that, we can encapsulate knowledge in the platform and really bring on AIML capabilities that take them to the next level leveraging all the smart knowledge and capabilities integration engineers have put into it. >> Speaking of impact, you guys just did with Forester, a total economic impact TEI and there was some big numbers, big quantitative business outcomes that a composite organization that works with Dell Boomi is achieving. One of the things that kind of struck me when you mentioned was that some of the development times can be shortened up to 70 percent with Dell Boomi as the unified platform. IT staff becomes more productive, a lot of cost savings there, the opportunity as a whole to retire legacy systems, reduce the burden on IT, because as we all know, technology is pervasive across the organization, so this new study really shows the significance, not just quantitative benefits, but strong qualitative benefits that your 7500 plus costumers across 35 countries are achieving. >> Absolutely right, you know, if you just look back to our ROI winner from this morning, our partner of the year, 1600 percent ROI on their project. I don't hear that number very often, I wish I had a few more of those in my drawer, but you know, Lisa, when we are a focus. A couple of interesting things about that economic study. One, they really looked at very large organizations. Right? When they averaged everything out, it was a 10 billion dollar organization, it was 30,000 people, it was an enterprise wide deployment. This isn't little, but we are capable of supporting the mid market as well as the large enterprise. And it's our techniques that I was telling earlier, like suggest, like our economies of skill, and other things that we bring to the table that make them much faster and easier. The fact that you can do things seven times faster and so on and so forth, shrinks the amount of time projects take. So think about the impact on one's business. If you schedule a project that takes a year and you take a hit halfway through, you can't really change your mind or take a different direction til your kind of done because you have all this sunk cost. You're sort of stuck following that direction you established 12 months ago, right? So if I can be seven times faster, eight times faster, I know give you seven times more decision points throughout the year to change your mind. Yeah, I thought I was going to do that next but technology has changed, the competition is something, my customers are asking something more of me. Those decision points result in agile, nimbleness for people's business. Our customers desire that, and that's how we talk about, that's how we will provide them agility in their business. >> One last question before we break, I want to get your thoughts on ecosystem and the community. You guys have a very community focus, I saw the showcase here, and you have an ecosystem again, now part of the Dell technologies, but Boomi had its own ecosystem. What's your vision of the ecosystem and community? What's your strategy, how you going to grow it, nurture it, and bring them into the value proposition? >> John, the community is everybody's secret sauce. If you're a Boomi customer, if you're in Boomi, or if you're a Boomi partner, that entire ecosystem, the community is all of our secret sauce. It's the thing that's going to carry us all to more successes. As people participate in, as they contribute to that, things happen, they do more in the platform, the platform learns, and the platform will turn around and provide it back. It is a wonderful, virtuous circle of continue to do more work, continue to get bigger, continue to grow, get smarter, deliver better results, deliver better ROI, do more work, and on we go. >> So you believe in co creation, that dynamic of bringing people into your production, into your development? >> We absolutely do, you know, being one of the last truly open integration platforms as a service provider's on the planet, and you know, many of the former folks have been locked down by larger vendors and so on and so forth, or bought out by private equities etc. And so now being one of the last truly open, we don't have a stake in the game other than I want to connect everything that you're trying to do I want you to engage your customers in new ways, and I want you to transform your business. >> Well, we're talking with Lucky Brand a little bit later today, it's going to be an interesting story, brick and mortar, almost 30 years old, how it's not just transforming with Dell Boomi as a partner, but really revolutionizing the customer experience, because as customers, we expect everything, anywhere, anytime. >> Yeah >> So thank you so much, Chris, for stopping by, wish we had more time to chat, but we appreciate that and we wish you a great event at the second Dell Boomi World. >> Lisa, thank you so much for being here, really enjoy it, and enjoy the rest of the evening. >> Our pleasure. >> Thank you John. >> Thanks Chris. >> And for John Furrier, I'm Lisa Marten, you're watching the cube live from Boomi World 2018. Stick around, John and I will be right back with our next guest.

>> Narrator: Live from San Fransisco, it's theCUBE covering Samsung Developer Conference 2017. Brought to you by Samsung. >> Okay welcome back everyone here live in San Fransisco at Moscone West, is theCUBE's exclusive coverage of Samsung Developer Conference #SDC2017. I'm John Furrier co-founder of SiliconANGLE media, co-host of theCUBE. My next guest is artist, director, and producer Rob Prior, at Robprior.com. Great to have you, thanks for spending time. >> It's good to be here. >> Alright. Great to have you. You're super impressive. I was amazed by the work behind me on the wide shot. Can we go to the wide shot? You can see the work you've done. You were just here behind us on the main Disruptor studio with Stan Lee who was Marvel Comics, legend in the industry. >> Legend. >> I mean absolutely legend. And he's here promoting, you know, the edge of the network with Samsung. Games and all that good stuff, part of the developer conference. >> Yeah. >> But you were up there painting with both hands in real time. And did this art. >> Yeah, it was less than an hour, I think this one was. I don't know I don't even keep track anymore. I'm just like... >> So you do both hands. So how did that come about? How did you get to the two hands? >> When I was about, alright, I was going to be an artist no matter what. My entire family line were artists, but none by profession. So, I was kind of not even given a choice. So I got to be about 10 years old and I thought the same thing that every 10 year old thinks, "what if I loose my right hand?". No 10 year old thinks that. So I switched at 10. I switched to, you know I was born a righty, I switched to be a lefty. I switched everything. I switched, you know, baseball, how I threw a balls, playing guitar. I switched everything over. So for two years, no mater how much any one begged me, to like, my grades were going down, cause no one could read my writing, cause I'm like... >> Cryptic. >> Yeah it was weird, and so at that point I made my left hand as good as my right hand. And I was published very young. I was published at 13, internationally at 15. And 13, when I got published, I had math homework due, and I had a painting, a cover due. And I'm like oh my god how am I going to do, I mean. >> Screw the homework, I'm going to do the painting. >> Yeah, so I picked up two brushes and I'm was oh yeah I can do this. Then I actually figured out that I could do my math homework and paint simultaneously. I shut my eyes apparently, when, I don't know when I do it, but when I paint, my eyes are shut a lot of the time. >> Wow, that's awesome. So great skills, so it gets it done faster, but it's also creative. Talk about your work, your artistry, cartoons. You started doing, what did you get into first? And how did your career evolve? Take us through the evolution of your career, because now in the tech scene, you're doing some awesome art, but we live in a digital world. >> Yeah. >> How's that? You're doing cartoons, covers. >> When I first started out, I was doing interiors. Like just pen and ink interiors. And then I started moving into color painted covers, and, you know, sort of gradually went from, you know from black and white work to full color work, to being, doing a lot of different magazine covers, book covers. You name it. I worked heavily with TSR, which is Dungeons and Dragons at the time. >> Yeah. >> And I just sort of moved forward and kept... >> And you got then you got to Hollywood started with movies. What movies did you work on? >> Oh my god, I've worked on a lot of low budget movies. I worked on TV series like Buffy the Vampire Slayer, Firefly, Angel. God, so many. I mean, like literally that whole era of TV shows. You know, movie wise I've done stuff with Fast and the Furious. Wow, it's amazing, when you get asked, when you have a giant body of work. When you ask that question all I see are ducks going across. >> Well you just came off stage, so you're really in painting mode now, and you just did this painting. >> Yeah. And how long did it take you do this one? >> I'm sorry? >> This art, how long did it take you to do this one? >> This was a little under an hour. I painted one earlier as well on the main stage during the keynote speech. And that one took me 45 minutes or something like that. >> So they're giving their talk, and you're painting away. >> Yep. >> And you've done this at concerts? >> Yeah >> Tell us what other venues have you done? >> Things like this. I've done it with concerts. People like Tech N9ne, Linkin Park, you know, Steve Aoki, Flo Rida, just to name a few. So I do it while they're performing. So I'll do a full, like, four foot by eight foot painting in about an hour and a half. But when I'm doing gallery work it takes me about a day, maximum two days a painting. >> Yeah. Well you're considerable talent. You mentioned before we came on camera, you're going to do the Linkin Park memorial at the Hollywood Bowl. >> I am, I'm going to be painting there on the 27th, at the Hollywood Bowl. You know, there's going to be a lot of people there, just, you know I think they said the tickets sold out in, like, 39 seconds, or, it was crazy. >> Yeah. >> But I'm fortunate to be able to do that. >> Yeah. >> And pay my respects as well, so. >> Well great work you're doing. I'm really inspired by that because one of the things we're passionate about at SiliconANGLE and theCUBE here is social science, arts, and technology coming together. That's clearly a trend that's happening. I start see the younger generation too coming into this world, and certainly, you have four kids, I have four kids too. We talked about that earlier, but, they're getting immersed in this digital culture and might miss out on some of the analog art. >> Absolutely. >> And what's your thoughts on that, because, this is like, you do both right. >> Yes. >> So you get your hands dirty, I see your hands are dirty. >> Yep they're filthy. >> Good job, you really roll up your sleeves, little pun intended. So, this is the key to success. Share your thoughts and vision for the younger generation and other artists out there, because art will be the front and center piece of technology inspiration, user interface, gaming, augmented reality. >> No, absolutely, you know what, here's the thing. And this is something that you and I were talking about just a little bit ago. I think the, we as humans have a choice. You know, especially kids nowadays they can go and they can be fully immersed, but then they miss all the other things, you know. I've seen kids at tables texting each other instead of talking. But I think if you take the analog era, the thing, like the live painting. Cause I use, I'll take a picture of this I'll pour it into the computer, ill clean it up, and I'll do that. I think mixing the two worlds is vital, you know, in advancing forwards as humans. I mean that's just my opinion, I try to teach my kids that as well. >> Yeah. >> You can't forget about the real world. >> Yeah. >> Because the real world's going to be here no matter what. >> Yeah. >> So, you know- >> And then game developers are out there right now working on a lot of ideas, inspiration, you've drawn monsters before. >> Absolutely >> Some of the characters here from Marvel with Stan Lee. There is, do you need the creative spark? >> Oh absolutely. And look there are, creative spark, anything can be a tool. You know, so, the computer, doing computer art is an amazing opportunity to explore a new kind of tool, right? To invent and create new creatures or new things. It's all on how you use it. And then you get the people, I said this on stage the other day, you get people who are taking photos and then pressing 27 filters and calling it art. I think you have to go backwards and, once again, be able to do the analog. Write your story, create your idea and take any tool that's available and make it happen. Whether it's to picking up a paintbrush, whether it's getting on a computer on a Wacom tablet. >> So you think that's practice from a young artist standpoint is get down and dirty, get analog. >> Absolutely. >> And that's your inspiration sandbox, if you will. >> Absolutely, you know, and I think, here's an example. It's hard to have a gallery show of all digital stuff. Beause then it's just prints of things that you've done. There's no brush strokes, there's nothing there. And a lot of art collectors want to see the stroke. They want to know it's one-of-a-kind, that's it. >> Yeah the prototype. >> Yeah >> Or whatever the inspiration was. It's inspiring. >> Absolutely. So I tell all artistes, and even to the best computer artists, I'm like, go analog, get your hands dirty, paint. And let that speak as well. >> I've been lucky at my age to see a bunch of waves of innovation in technology. It's super exciting. I'd love to get your thoughts, from your perspective, and the artistry community, and you've been in L.A., over the past 10 years, maybe even 20, but say 10 an easier number. 10 years ago the Iphone wasn't even out, right? >> Oh god. >> So actually, 10 years ago it was the Iphone, but let's say 11 years ago. There was no Iphone, there was, YouTube just hit the scene. So this whole digital culture has just shifted. >> Oh absolutely. >> Apple was a no name company in 2000, right? Micheal Dell once said, " They should give the stock back to stockholders". (laughter) So Steven Jobs proved them all wrong. What is the scene like in your world around the last 10 years? What's been the disruptive change? Where's the enablement? What's been bad? What's been good? What's your thoughts? >> You know, in the art world itself, it's something I just mentioned, what's disrupted the art world, is people coming in and literally just being, what I call, a button pusher artist. You know, they figure out a filter or a tan, or whatever, they make art on their phone, and they're like. And that disrupts a lot of things. Because then it shows, or can teach, kids or artists, or anybody. People our age, whatever, it doesn't matter. That it's okay to do that and skip all of the steps, and I think that's the biggest point is the technology has allowed people to think they can skip steps, but you can't. You can never skip the step- >> What's the consequences of those steps skipping. What's the consequence there? >> So, if that's what you are, and you've figured out filters, and you get hired to do a job, because maybe you're the greatest filter button pusher in the world. But then all of the sudden your computer goes out. What do you do? >> Call Apple Care. >> Yeah, there you go. >> Cheese bar appointment. >> I know, I konw You're screwed basically. >> You are. I mean, I knew way back in the 20 years ago, if you were versed in drawing cars, and you got a job doing storyboards for a commercial, and all of the sudden they said, "Hey we're changing everything. Now we're taking out all the cars and now it's real people". If you're not good at drawing real people, you lost your job. Same basic concept. >> Yeah. >> You have to take it all in, you know, in a giant ball. And for the people who are like, "I don't want to touch a computer". Man, that's- >> So it works both ways. >> Absolutely works both ways. >> So what you're saying, if I get this right, is the computer's a great enable and accelerant of a finished product. >> Rob: Absolutely. >> So you use it, you'll take this print you did behind us, you'll touch it up, and you'll turn it into posters, you'll sell it, you'll syndicate it. >> Yep. >> Etcetera, etcetera, but you did the work here in an hour. With both hands. You did it just on the fly, total creative, creativity. >> Yeah, I mean, today's world, I think, if we let things go too much then the computer takes over and we loose a part of ourselves. >> And what about your social friends. Like musicians, you know? >> Oh my god. >> So what's the musician vibe, same thing? I mean tools are out there now, my son's doing some stuff on Ableton live, he loves that software suite, but he's still laying some guitar licks down. >> Absolutely, and you know, the great thing about in the music scene, I heard this a lot when Pro Tools first came out. Everybody was like, "That's the death of the producer". No, that was the beginning of a different kind of producer. And if you can do things at home and you're good, then it's great. >> What's the culture like in L.A. right now in terms of the creative producer, creator? Cause you've got like a maker culture on the geek side. Robotics, maker culture put stuff together, build some new things. Now you got a creator culture which builds off the maker culture, then you got the builder culture all kind of coming together. What's the success formula in your mind, besides the managing the tools. What's the mindset of the new producer, the new director, the new artist? What do you see as success points? >> These are some of the best questions I've ever been asked. Like, literally in every interview I'm answering the same ones. No, this is great. I think, I think it's a little bit of the wild west out in L.A., you know, and all over. Because, you're forming amalgamations. The director of a movie is no longer, possibly, just a director. He's also working on some of the cinematography. Maybe he's an editor, you know, it's a jack of all trades thing. And I think a lot of the people that had one trade going in, and were really good at it, are finding that they're getting passed up sometimes by the person who can do four or five different things including being able to be versed at technology >> Yeah we're seeing a lot of the things happen in the computer industry, just to share on my side of the table. Data scientist is the hottest job on the planet. Doing data. Some of the best data scientists are anthropologists. >> Really? >> Like weird majors in college. But they have a unique view of the data. They're not parochial in their thinking. They're looking at it differently. Or they have a math background, and obviously math is pretty important in data science, but also, it's not just prototypical, you got to be this spec. It's a little bit of a different artsy kind of a feel, cause you got to be, look at things differently. You got to be able to rotate around 360. >> And that's exactly it. That you've got to have, you got to be thinking outside of the box at all times nowadays. >> Well Rob what's next for you? What' going on? You got a lot of things going on. >> Rob: Oh wow. >> You got a lot of business ventures, you make a lot of money on your prints, you're famous. You're exploring new territory. What are some of the boundaries you're pushing right now creatively, that's really getting you excited? >> Well, I'm going to be directing a movie coming up. Which I find great because it allows me to take every bit of all the things I know and put it into a package, that's fun. I've got several gallery shows coming up. I've got a gallery show that I'll be doing with Stan, which will be New York and L.A. And, just getting on stage with more and more bands. You know, I think- >> You're a cult of personality, what's it like working with Stan? He's a cult of personality. >> Oh my god, Stan is, Stan's great. >> People yelling stuff at him, "hey what do you think about that". I mean there's a lot of culture in the Marvel Comics world. >> Oh man he, you know, and look he's like what, 95. And he's got more energy than I do. Literally last night, we're all out to dinner and I left before everybody else did. Stan outlast me. A 95 year old guy, and I'm like, "I'm too tired, I got to go to bed". And Stan's still going, you know. >> The energizer bunny. >> He's an animal. >> Well great for coming on. Thanks for the inspiration. Great art, got amazing art right here >> Thank you so much for having me man. >> Great job, congratulations. >> Thank you >> Good to see the arts. Analog and the digital worlds connecting. This is the key to success in the technology business. Bringing an artisan mindset to great technology for vital benefits. That's what theCUBE believes, we believe it. And so does Mr. Prior here. Check out the art, robertprior.com. Check it out. Robprior.com. It's theCUBE live from San Francisco. More after this short break. >> Thanks for having me.

>> Announcer: Live from San Francisco, it's the CUBE. Covering Informatica World 2017. Brought to you by Informatica. >> Hey, welcome back everyone. We are here live in San Francisco for Informatica World 2017. Exclusive CUBE coverage of the event, Informatica World 2017. I'm John Furrier with my co-host, Peter Burris, General Manager, Head of Wikibon Research at Wikibon.com. Our next guest is Greg Hanson, Vice President of EMEA Cloud and DaaS, Data as a Service. Welcome back, good to see you again, CUBE alumni. >> Good to see you, yeah thank you very much. >> Year two, or year three of our coverage. >> Exactly. >> So last year, we had a great conversation. I think you laid out pretty much the playbook. Lots happened, in fact Brexit happened. But cloud in outside of North America is a tricky game because there's a lot of different countries. We got EU, and other parts of the world there. It's really a regional issue, and you see in a massive expansion. The cloud guys, we have Amazon, sponsorship here, Google, now expanded globally. What is the landscape like? Given Brexit, that was a political thing has ramifications but also the regional expansion of the cloud players has been pretty significant over the past year. With announcements coming, I can't even keep track of 'em all. How is that impacting your business? >> So it is quite fragmented across EMEA. Our region is EMEA and Latin America as well. It's a huge geographical region. Across a geographical region that's very different in different countries. So the EU as a whole, there is, cloud is very hot in the EU at the moment. There's a large adoption. I think we've past that point of no return, past the tipping point, as you should say. Every enterprise customer I talked to is now it's not when they're going to, or if they're going to adopt cloud it's when. Usually, they're already on a journey that we can help them with. But then in some of the far-flung regions where the maturity of cloud is less so, where the presence of Amazon or Microsoft, or even ourselves is limited. Like Russia for example or the Middle East. There's not that same kind of infrastructure. So the desire and the demand for cloud in those regions is less. But the large majority of our geographical region, cloud is a huge topic for every single customer. >> What's the state of the art right now in your territory with cloud? Obviously, from Informatica perspective, you have a view but also in cloud adoption, hybrid, clear, public cloud, there's use case for that, a lot of on-premise with hybrid. What' the key state of the art right now for Informatica and the cloud players? >> I think there's fabulous opportunity for Informatica. It really is a hot topic. There's two ways that we can deal with that. I mean, there's the enterprise space, which Informatica has been ruling for 20 years now but cloud gives us a huge opportunity to go into new market sectors as well that we've really not been in before. Mid market opportunities. You no doubt see a lot of the partners around the event here that we've got that allowed us to address customers that we simply weren't addressing before. We had an enterprise sales force. If you think about those mid market organizations, they're the organizations that are really going to drive the cloud adoption as well. In countries like Italy and Germany, where you very quickly get down to small and medium sized enterprise. Cloud is huge in those organizations, in those countries. There's a great opportunity for us to go after mid market sector as well as the enterprise. >> But increasingly in the digital business, we were talking about this earlier in one of your segments, in the digital business, you have greater distribution of data, greater distribution of function, and almost inevitably, the ecosystem is going to be comprised of big enterprises but also mid market companies. They're going to have to work together. >> Greg: That's true. >> So it's not looking at the enterprise and the mid market in isolation. Increasingly the enterprise is going to be acknowledged as a way of extending your influence into a lot of different customers or a lot of different domains both through partnerships, as well as your customers. How is Informatica going to facilitate that kind of a new approach to thinking about business as a network of resources. >> One of the great things about the cloud infrastructure itself, if we reel back and think about 10 years ago, when all our products were on-prem. It's very difficult for us to understand what our customers were doing with our products. We have to go an talk to them, and speak to them on the phone, visit them to understand what their use cases were. Now in cloud, that world has changed. Because if you think about one of the things at Informatica is well-known for is metadata. So operational metadata, technical metadata. We can actually see what our customers are doing with our products. We can understand the uses cases. That becomes a crowd sourcing in terms of how you can replicate, how you can industrialize, how you can you reuse a lot of that type of integration, which is enabling us to create new wizards, new accelerators, which are common across the marketplaces and use cases. So really a phenomenal change over the last two years, which has been brought on by that ramp of cloud adoption that we've seen globally to be perfectly frank. >> Okay, take a minute Greg, to talk about this DaaS. I think of Daas, I think of like cellular distributed antenna system but let me, it's an acronym, it's Data as a Service. >> Greg: Data as a Service, yeah. >> Peter: But what does it really mean? >> Take a minute to just break that down. What does that mean to the customer? What's the product? What's the offering? >> Greg: Okay. >> It's important, obviously data is the key, and people want it as a service. So take a minute to just explain what that means and the impact. >> Yeah, it's important to understand what Informatica means by Data as a Service, I think. Our Data as a Service product line, pretty much concentrated and focused on increasing the quality of data. So high performance, quality of data. If you think about digital transformation as the topic, which is being talked all around in rims and corridors around this event here this week. Fundamentally, data is really the key foundation of digital transformation. But I would say high quality data is key to the success of digital transformation. That's what our DaaS product can enable us to do. So if you think about-- >> Peter: How does the customer engage with DaaS? (faint statement) >> So the typical use case is that you could have address verifications and we have products that support multiple different countries and regions, more than 240 countries. So if you want to get high quality data to our customers, which everyone is ultimately wanting to do these days to effectively cross-sell and upsell. We can provide a global facility to do that. But you can fix, you can fix data in batch orientation but what's much more effective is actually plugging into the applications. So become seamless to an end user. So they're using Salesforce.com or they're using another application, and it's embedded into their application. So it runs in the background. When they enter a poor address for example, it will correct it, and it will validate email addresses and phone verifications. We've got a customer in Germany, just as an example, 1&1, which is an Internet service provider in Germany. They've got 7.7 million customers. One of their biggest problems is inaccuracy of data. That prevented them billing, prevented them onboarding the customer first and foremost. Then it prevented them billing, which is a pretty serious problem for an organization. >> Peter: Yeah, I'm moving to Germany. (laughs) >> So by implementing the DaaS products, what they enabled them to do is make sure that when they enter data into a system, that it was high quality, it was correct at the point of entry, which by the way is seven times cheaper to do it there rather than trying to fix it downstream. So it's an important product set for us to support high quality data for that digital transformation journey. >> So you're, sorry John, you're not buying and selling your customers' data. What you're using-- >> No. >> Is this is a service to enhance the quality. >> Greg: Exactly. >> Of your data. >> It will fix data and it will also enrich data that they've already got. >> That's an important distinction, John, because a lot of people talked about Data as a Service, they say, "Oh yeah, I'm going to monetize my data "by giving it to the marketplace." We all know that you give that data to a good data scientist they're going to reengineer your customers pretty quick. >> Exactly. >> That's what people are worried about, the privacy. So back down the drivers for your business. What are the drivers for your business in EMEA? >> Yeah, certainly cloud option which we already talked about is a huge growth market for us in EMEA. But there's other things that happening locally in EMEA marketplace, GDPR, General Data Protection Regulations that are coming up. That is a hot topic on the lips of all of our customers right now. Let me take a minute to describe what that means for people who maybe are not familiar with it. Because it's generally an EU thing but it affects every organization that wants to sell into the EU. It came on the back of the Google Right To Be Forgotten ruling where really what we've got to do, we've got to provide a framework, where a customer can say to an organization, I want you to forget me. Obviously, then need a central library. They'll be able to manage it from a single point. That is an extremely complex thing for an organization to do, particularly an enterprise organization. >> John: Forensics is what it is. >> Exactly. If you think about how to approach that, I think Informatica is in a unique position to help organizations deal with that type of issue. Because, I know one of the announcements today, I think Ronen, who was on before me was talking about CLAIRE, our Clairvoyancy, and our artificial intelligence but it's all about that unification of metadata. That's a great example of how a good use case of where that can be deployed. 'Cause if you think of the fragmentation of data that we've got across many clouds, on-premise, how do you understand even where all your customer data is? That's what the unified metadata can provide. It can go out, collect all the metadata from all these different vendors, index it, catalog it for you. We've been in business 20 years. We know what our customer data looks like. We know what product data looks like. We can categorize it and index it for you. Then you can search it. So you can identify where your risk is, where your customer data is at risk. You can do something about it. Now, with the most recent acquisition that we made last year in terms of Diaku, which is a missing piece for me in terms of how do we expose that to business users to actually engage in the governance process. The new Diaku acquisition of Acson, really fills that gap for us. I think we've got a really good stack to help customers. >> You got product chop, we talked about in the past. The brand is new brand is out there. You're seeing some branding, brand value. Good for the partners, good for business. So with that, I'll ask you my final question which is, what's different from last year? A lot of change in 12 months. Just in a short 12 months, certainly in the product side, we saw some awesomeness from the products. Always had good product folks at Informatica World, which is why I love doing this conference. But the brand challenges were there. What is Informatica? So what's different now from last year? The big highlights. >> For me personally, and I've been here at Informatica quite a long time. I think it's quite refreshing. We had quite a lot of change in terms of our C-level at Informatica. It's really breathe new life into the organization from my own personal perspective. There's a huge refocus and a drive on our, fantastic new product sets that we're releasing here today. Internally, in the organization, there is a big motivation. There is a new kind of culture, a new resurgence almost in terms of where we feel we're going to be in the next five years. 'Cause we're looking at the product portfolio. We're looking at the outlook in terms of our growth, and our strategy. It's a great place to be right now. Sales, it always helps when you get good sales and everything. I'm sure you've seen the figures et cetera that we've been doing. But I can't see that changing. (fast crosstalk) >> Amazon's stock price and sales, and net income over the past year. Really the inflection point was right at '08, end of '08, beginning of '09, but really the real kick up on the hockey stick, which they have, has been around 2010, halfway through 2010, and then just pretty much straight up, massive shift. This is a wave, cloud is here. >> Yeah, I think Sally Jenkins, our CMO, earlier on this morning. I think she put it exactly right. In Informatica, in my view, we've been a little bit too conservative in terms of shouting about how good we are. I think we're pretty much one of the hottest pre-IPO companies that are out there right now. So if you look at our product set, the leader in six market segments. That's a great place to be. So I'm excited about the future-- >> Going private, we've talked to Anil, and talked to all the top executives. It's just a great close the curtain, open the doors back up again when you're ready. Easier to retool. Certainly as a private company, no pressure on the 90-day shock Clark Cherry held, board member was talking about how that makes things go really smooth. >> That's right, yeah. I mean imagine trying to make that journey towards subscription when you're a quarterly based organization. It's helped for the product development, it's helped with the commercial modeling as well. It's an exciting place to be right now. >> So it's good for the management to be focused on not that window every 90 days. But it's really 60 days, when you got 30 days to prep for the earnings call. But focusing on real product innovation, Micheal Dell did at Dell Technologies, now EMC. Lot of great stuff. Greg, thanks for coming back on the CUBE and sharing your insights. >> Nice, great to be here. >> When we're in EMEA, we're going to come by and say hello. >> Absolutely. >> Certainly, we'll keep in touch as we expand the CUBE out to in Europe. >> Look forward to it. >> Thanks so much. It's the CUBE, live coverage. I'm John Furrier with the CUBE with Peter Burris, Wikibon. We have got more live coverage here in San Francisco at Informatica 2017, after this short break. Stay with us. (enlightening tune)