(soft music) >> We're in Las Vegas at The Venetian for our continued coverage here of re:Invent '22, AWS's big show going on. Great success off to a wonderful start. We're in the Executive Summit sponsored by Accenture. And we're going to talk about public health and the cloud, how those have come together in the great state of North Carolina. Charles Carter is going to help us do that. He's assistant secretary for technology services with the state of North Carolina's Department of Health and Human Services. Charles, good to see you. Thanks for joining us here on "theCUBE". >> Thank you very much for having me. >> Yeah, thanks for making the time. So first off, let's talk about what you do on the homefront before what you're doing here and where you're going. But in terms of kind of what your plan has been, what your journey has been from a cloud perspective and how you've implemented that and where you are right now in your journey. >> Sure, so we started. When I got there, we didn't have a cloud footprint at all. There was a- >> Host: Which was how long ago? >> I got there in 2016, so about six years. >> Host: Six, seven years, yeah. >> Yeah, five, six years. So anyways, we started off with our first module within our Medicaid expansion. And that was the first time that we went into the cloud. We worked with AWS to do our encounter processing system. And it was an incredible success. I think the ease of use was really kind of something that people weren't quite ready for. But it was really exciting to see that. And the scalability, to be able to turn that on and cover the entirety of North Carolina was awesome. So once we saw that and get a little taste of it, then we really wanted to start implementing it throughout DHHS. And we marshaled in a cloud-only cloud-first strategy where you had to actually get an exemption not to go to the cloud. And that was a first for our state. So that was really kind of the what launched us. But then COVID hit. And once COVID came in, that took us to a new level. COVID forced us to build technologies that enabled a better treatment, a better care, a better response from our team. And so we were able to stand up platforms in 48 hours. We were able to stand up COVID vaccine management systems in six weeks. And none of that would've been possible without the cloud. >> So forced your hand in a way because all of a sudden you've got this extraordinarily remote workforce, right, and people trying to- And you're doing different tasks that were totally unexpected, right, prior to that. What kind of a shock to the system was that from I get from an IT perspective? >> Yeah, so from a state government perspective, for example, you never hear you have all the money you need and you have to do it quickly. It just doesn't work like that. But this was a rare moment in time where you had this critical need. The entire country and our state population was kind of on edge. How do we move through this? How do we factor our lives into this new integration? What is this virus? Is it spreading in my county, in my city, my zip code? Where is it? And that kind of desperation really kind of focused everybody in on build me technologies that can get me the data that I need to make good healthcare decisions, good clinical decisions. And so that was our challenge. Cloud enabled it because it can scale so quickly. We can set up things, we can exchange data. We can move data around a lot easier. And the security is better from our perspective. So that COVID experience really kind of pushed us, you know, if you will, out the door. And we're never going back because it's just too good. >> Yeah, was that the aha moment then in a way because you had to do so much so fast and before capabilities that maybe you didn't have or maybe hadn't tapped? >> Yeah, yeah. >> I mean what was the accelerant there? Was COVID that big, or was it somebody who had to make a decision to say, this is where we're going with this, somebody in your shoes or somebody with whom you work? >> Yeah, no, I mean cloud at the end of the day, we knew that in order to do what we needed to do we couldn't do it on-prem. It wasn't an option. So if we wanted to build these capabilities, if we wanted to bring in technologies that really brought data to our key, our governor, our secretary, to make good decisions on behalf of our residents in North Carolina, then we were going to have to build things quickly. And the only way you can do that is in the cloud. So it was when they came back and said, "We need these things," there's only one answer. That's a good thing about technology. It's pretty binary, so it was either go with what we had, which wasn't adequate, or build to what we knew we could do and pretty short order. And because of that, we were able to actually usher in a huge expansion of cloud footprint within DHHS. And now we've actually been able to implement it in other departments simply because of our expertise. And that's been a huge asset for the state of North Carolina as a whole. >> So what's your measuring stick then for value in terms of identifying benefit? 'Cause it's not really about cost. This is about service, I assume, right? >> Right. >> So, you know, how do you quantify the values and the benefits that you're deriving from this migration over to the cloud? >> So from our perspective, it hits several different areas. I mean, you can start in security. We know that if we're in the cloud the tools that can manage and give us visibility in the cloud are 10 times better than an on-prem environment. And so if we can take a lot of these legacy systems and move them to the cloud, we'll be in a better security posture. So we have that piece of it. The other part of it is the data aspect of it, being able to- We're 33 divisions strong, right? We have a large footprint. We have a lot of siloed data elements. And cloud allows us to start integrating those data sets in a much more usable fashion so that we can see that if Charles Carter's in one area in division, a specific division with DHHS, is he somewhere else? And if he is somewhere else, then how do we provide a better clinical care for that individual? And those are conversations that we can't really have if we don't move to the cloud. So those types of- And of course there's always the OKRs, the actual measurements that you apply to things that we're doing. But at the end of the day, can we get the requirements from our business partners, bring those requirements to bear in technology, and really enable the indoctrination of these requirements throughout our clinical and healthcare kills? >> What about they're always pillars here, right? Governance, huge pillar, security, huge pillar, especially in your world, right? >> Yeah. >> So making that move over to the cloud and still recognizing that these are essentials that you have to have in place, I wouldn't say adjustments, but what kind of, I guess, recognition have you had toward that and making sure that you're still very true to those principles that are vital in the terms of public health? >> It is a great question because our secretary at the time and our governor, Roy Cooper, were very focused on enabling transparency. We had to be very transparent with what we were doing because the residents in North Carolina were just really kind of, "What's going on?" It was a scary time for a lot of us. So transparency was a key element towards our success. And in order to do that, you've got to have proper security. You got to have proper governance. You've got to have proper builds within technology that really enable that kind of visibility. One of the things that we did very early on was we set up a governance structure for our cloud environments so that as we wanted to and stand up an easy-to environment or we wanted to do some sort of work within a cloud or stand up in a different environment, we were able actually to set up a framework for how do you introduce that. Are you doing it correctly? Do you have the proper security on it? Do you have the funding for it? Like all the steps that you need to really kind of build into the scaffolding around a lot of these efforts we had to put in place and pretty quickly to get them going. But once we did that, the acceptance and the adoption of it was just tremendous. I mean, it was a light on for all of our business partners 'cause they understood I can either build on-prem, in which case I won't be able to get what I want in any kind of reasonable time period. Or I can build on cloud. And I can have it in some cases in 48 hours. >> Right, tomorrow. >> Yeah, exactly. >> You know, it was a huge difference. >> So where are you there? I mean, this is just not like a really big old lift and shift and we're all done and this is great. Cloud's taken care of all of our needs. Where are you in terms of the journey that you're undertaking? And then ultimately where do you want to go, like how far? What kind of goals have you set for yourself for the next two, three years down the road? >> Yeah, so this is an exciting part because we have actually- Like I mentioned earlier, we are a cloud-first cloud-only strategy, right? There's no reasons for us to be on-prem. It's just a matter of us kind of sunsetting legacy systems and bringing on cloud performance. We hope to be a 60% of our applications, which we have over 400 applications. So it's pretty large footprint. But we're wanting to migrate all of that to the cloud by 2025. So if we can achieve that, I think we'll be well on our way. And the momentum will carry forward for us to do that. We've actually had to do a reorganization of our whole IT structure. I think this is an important part to maintain that momentum because we've reorganized our staff, reorganized ourselves so that we can focus more on how do you adopt cloud, how do you bring in platforms which are all cloud-based, how do you use data within those systems? And that has allowed us to kind of think differently about our responsibilities, who's accountable for what, and to kind of keep those, that momentum going. So we've got some big projects that are on right now. Some of them are lift and shift, like you mentioned. We have a project with kind of a clumsy, monolithic system. It's called (indistinct). We're trying to migrate that to the cloud. We're in the process of doing that. And it's an excellent demonstration of capability once we pull that off. And then of course any new procurement that we put out there no one's making anything for on-prem anymore. Everyone's making their SaaS products for cloud-based experiences. Or if we're going to build or just use integrators then we'll build that in house. But all of it's based on cloud. >> And you mentioned SaaS. How much of this stuff are you doing on your own? And how much are you doing through managed services? >> Yeah, so like I mentioned, we have over 400 applications. So we had a pretty large footprint, right? >> Big, it's huge, right. >> So we're only who we are, and we can only build so much. So we're kind of taking- We did a application rationalization effort, which kind of identified some threats to our systems. Like maybe they're older things, FoxPro, kind of older languages that we're using. And in some cases we got people who are retiring. And there's not many people who can support that anymore. So how do we take those and migrate them to the cloud, either put them on a Salesforce or ServiceNow or Microsoft Dynamics platform and really kind of upgrade those systems? So we're in the process of kind of analyzing those elements. But yeah, that's kind of the exciting launch, if you will, of kind of taking the existing visibility of our applications and then applying it to what we're capable of with the cloud. >> And if you had advice that you could give to your colleagues who are in public health or just in public, the public sector- And your resources, they're finite. This is kind of what you have to deal with. And yet you have needs, and you're trying to stay current. You've got talent challenges, right? You've got rev or spending challenges. So if you could sit down your colleagues in a room and say, "Okay, this has been our experience. Here's what I would keep an eye out for," what kind of headlights would you beat for them? >> Yeah, so I think the biggest aha that I'd like to share with my contemporaries out there is that you've got a great ability to lower your costs, to excite your own personnel because they want to work on the new stuff. We've actually set up a whole professional development pathway within our organization to start getting people certified on AWS, certified on other platforms, to get them ready to start working in those environments. And so all of that work that we're been doing is coming together and allowing us to maintain the momentum. So what I'd recommend to people is, A, look at your own individual staff. I don't think you need to go outside to find the talent. I think you can train the talent that you have interior. I think you've got to aggressively pursue modernization because modernization enables a lot more. It's less expensive. It enables quicker adoption of business requirements and modern business requirements. And then lastly, focus on your data sharing because what you're going to find in the platforms and in the clouds is that there is a lot more opportunities for data integrations and conjoining disparate data sources. So if you can do those elements, you'll find that your capabilities on the business side are much more, much greater on the other end. >> Don't be scared, right, jump in? (laughing) >> Definitely don't be scared. Don't be, the water's warm. (host laughing) Come on in, you're fine, you're fine. (laughing) >> No little toe dipping in there. You're going to dive into the deep end, let her rip. >> Exactly, just go right in, just go right in. >> Well, it sounds like you've done that with great success. >> I'm very happy with it. >> Congratulations on that. And wish you success down the road. >> Thank you very much, I appreciate it. >> Yeah, thank you, Charles. All right, back with more. You are watching theCUBE here in Las Vegas. theCUBE of course the leader, as you know, in tech coverage. (soft music)

>> From theCUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this a CUBE conversation. >> Hello, and welcome to this CUBE conversation, I'm John Furrier, host of theCUBE here, in our Palo Alto, California studios, here with our quarantine crew. We're getting all the remote interviews during this time of COVID-19. We've got two great remote guests here, Rachini Moosavi who's the Executive Director of Analytical Services and Data Governance at UNC Healthcare, and Sonya Jordan, Enterprise Analytics Manager of Data Governance at UNC Health. Welcome to theCUBE, thanks for coming on. >> Thank you. >> Thanks for having us. >> So, I'm super excited. University of North Carolina, my daughter will be a freshman this year, and she is coming, so hopefully she won't have to visit UNC Health, but looking forward to having more visits down there, it's a great place. So, thanks for coming on, really appreciate it. Okay, so the conversation today is going to be about how data and how analytics are helping solve problems, and ultimately, in your case, serve the community, and this is a super important conversation. So, before we get started, talk about UNC Health, what's going on there, how you guys organize, how big is it, what are some of the challenges that you have? >> SO UNC Health is comprised of about 12 different entities within our hospital system. We have physician groups as well as hospitals, and we serve, we're spread throughout all of North Carolina, and so we serve the patients of North Carolina, and that is our primary focus and responsibility for our mission. As part of the offices Sonya and I are in, we are in the Enterprise Analytics and Data Sciences Office that serves all of those entities and so we are centrally located in the triangle area of North Carolina, which is pretty central to the state, and we serve all of our entities equally from our Analytics and Data Governance needs. >> John: You guys got a different customer base, obviously you've got the clinical support, and you got the business applications, you got to be agile, that's what it's all about today, you don't need to rely on IT support. How do you guys do that? What's the framework? How do you guys tackle that problem of being agile, having the data be available, and you got two different customers, you got all the compliance issues with clinical, I can only imagine all the regulations involved, and you've got the business applications. How do you handle those? >> Yeah, so for us in the roles that we are in, we are fully responsible for more of the data and analytics needs of the organization, and so we provide services that truly are balanced across our clinician group, so we have physicians, and nurses, and all of the other ancillary clinical staff that we support, as well as the operational needs as well, so revenue cycle, finance, pharmacy, any of those groups that are required in order to run a healthcare system. So, we balance our time amongst all of those and for the work that we take on and how we continuously support them is really based on governance at the end of the day. How we make decisions around what the priorities are and what needs to happen next, and requires the best insights, is really how we focus on what work we do next. As for the applications that we build, in our office, we truly only build analytical applications or products like visualizations within Tableau as well as we support data governance platforms and services and so we provide some of the tools that enable our end users to be able to interact with the information that we're providing around analytics and insights, at the end of the day. >> Sonya, what's your job? Your title is Analytics Manager of Data Governance, obviously that sounds broad but governance is obviously required in all things. What is your job, what is your day-to-day roles like? What's your focus? >> Well, my day-to-day operations is first around building a data governance program. I try to work with identifying customers who we can start partnering with so that we can start getting documentation and utilizing a lot of the programs that we currently have, such as certification, so when we talk about initiatives, this is one of the initiatives that we use to partner with our stakeholders in order to start bringing visibilities to the various assets, such as metrics, or universes that we want to certify, or dashboards, algorithm, just various lists of different types of assets that we certify that we like to partner with the customers in order for them to start documenting within the tools, so that we can bring visibility to what's available, really focusing on data literacy, helping people to understand what assets are available, not only what assets are available, but who owns them, and who own the asset, and what can they do with it, making sure that we have great documentation in order to be able to leverage literacy as well. >> So, I can only imagine with how much volume you guys are dealing from a data standpoint, and the diversity, that the data warehouse must be massive, or it must be architected in a way that it can be agile because the needs, of the diverse needs. Can you guys share your thoughts on how you guys look on the data warehouse challenge and opportunity, and what you guys are currently doing? >> Well, so- >> Yeah you go ahead, Rachini. >> Go ahead, Sonya. >> Well, last year we implemented a tool, an enterprise warehouse, basically behind a tool that we implemented, and that was an opportunity for Data Governance to really lay some foundation and really bring visibility to the work that we could provide for the enterprise. We were able to embed into probably about six or seven of the 13 initiatives, I was actually within that project, and with that we were able to develop our stewardship committee, our data governance council, and because Rachini managed Data Solutions, our data solution manager was able to really help with the architect and integration of the tools. >> Rachini, your thoughts on running the data warehouse, because you've got to have flexibility for new types of data sources. How do you look at that? >> So, as Sonya just mentioned, we upgraded our data warehouse platform just recently because of these evolving needs, and like a lot of healthcare providers out there, a lot of them are either one or the other EMRs that are top in the market. With our EMR, they provide their own data warehouse, so you have to factor almost the impact of what they bring to the table in with an addition to all of those other sources of data that you're trying to co-mingle and bring together into the same data warehouse, and so for us, it was time for us to evolve our data warehouse. We ended up deciding on trying to create a virtual data warehouse, and in doing so, with virtualization, we had to upgrade our platform, which is what created that opportunity that Sonya was mentioning. And by moving to this new platform we are now able to bring all of that into one space and it's enabled us to think about how does the community of analysts interact with the data? How do we make that available to them in a secure way? In a way that they can take advantage of reusable master data files that could be our source of truth within our data warehouse, while also being able to have the flexibility to build what they need in their own functional spaces so that they can get the wealth of information that they need out of the same source and it's available to everyone. >> Okay, so I got to ask the question, and I was trying to get the good stuff out first, but let's get at the reality of COVID-19. You got pre-COVID-19 pandemic, we're kind of in the middle of it, and people are looking at strategies to come out of it, obviously the world will be changed, higher with a lot of virtualization, virtual meetings, and virtual workforce, but the data still needs to be, the business still needs to run, but data will be changing different sources, how are you guys responding to that crisis because you're going to be leaned on heavily for more and more support? >> Yeah it's been non-stop since March (laughs). So, I'm going to tell you about the reporting aspects of it, and then I'd love to turn it over to Sonya to tell you about some of the great things that we've actually been able to do to it and enhance our data governance program by not wasting this terrible event and this opportunity that's come up. So, with COVID, when it kicked off back in March, we actually formed a war room to address the needs around reporting analytics and just insights that our executives needed, and so in doing so, we created within the first week, our first weekend actually, our first dashboard, and within the next two weeks we had about eight or nine other dashboards that were available. And we continuously add to that. Information is so critical to our executives, to our clinicians, to be able to know how to address the evolving needs of COVID-19 and how we need to respond. We literally, and I'm not even exaggerating, at this very moment we have probably, let's see, I think it's seven different forecasts that we're trying to build all at the same time to try and help us prepare for this new recovery, this sort of ramp up efforts, so to your point, it started off as we're shutting down so that we can flatten the curve, but now as we try to also reopen at the same time while we're still meeting the needs of our COVID patients, there's this balancing act that we're trying to keep up with and so analytics is playing a critical factor in doing that. >> Sonya, your thoughts. First of all, congratulations, and action is what defines the players from the pretenders in my mind, you're seeing that play out, so congratulations for taking great action, I know you're working hard. Sonya, your thoughts, COVID, it's putting a lot of pressure? It highlights the weaknesses and strengths of what's kind of out there, what's your thoughts? >> Well, it just requires a great deal of collaboration and making sure that you're documenting metrics in a way where you're factoring true definition because at the end of the day, this information can go into a dashboard that's going to be visualized across the organization, I think what COVID has done was really enhanced the need and the understanding of why data governance is important and also it has allowed us to create a lot of standardization, where we we're standardizing a lot of processes that we currently had in correct place but just enhancing them. >> You know, not to go on a tangent, but I will, it's funny how the reality has kind of pulled back, exposed a lot of things, whether it's the remote work situation, people are VPNing, not under provision with the IT side. On the data side, everyone now understands the quality of the data. I mean, I got my kids talking progression analysis, "Oh, the curves are all wrong," I mean people are now seeing the science behind the data and they're looking at graphs all the time, you guys are in the visualization piece, this really highlights the need of data as a story, because there's an impact, and two, quality data. And if you don't have the data, the story isn't being told and then misinformation comes out of it, and this is actually playing out in real time, so it's not like it's just a use case for the most analytics but this again highlights the value of proposition of what you guys do. What's your personal thoughts on all this because this really is playing out globally. >> Yeah, it's been amazing how much information is out there. So, we have been extremely blessed at times but also burdened at times by that amount of information. So, there's the data that's going through our healthcare system that we're trying to manage and wrangle and do that data storytelling so that people can drive those insights to very effective decisions. But there's also all of this external data that we're trying to be able to leverage as well. And this is where the whole sharing of information can sometimes become really hard to try and get ahead of, we leverage the Johns Hopkins data for some time, but even that, too, can have some hiccups in terms of what's available. We try to use our State Department of Health and Human Services data and they just about updated their website and how information was being shared every other week and it was making it impossible for us to ingest that into our dashboards that we were providing, and so there's really great opportunities but also risks in some of the information that we're pulling. >> Sonya, what's your thoughts? I was just having a conversation this morning with the Chief of Analytics and Insight from NOA which is the National Oceanic Administration, about weather data and forecasting weather, and they've got this community model where they're trying to get the edges to kind of come in, this teases out a template. You guys have multiple locations. As you get more democratized in the connection points, whether it's third-party data, having a system managing that is hard, and again, this is a new trend that's emerging, this community connection points, where I think you guys might also might be a template, and your multiple locations, what's your general thoughts on that because the data's coming in, it's now connected in, whether it's first-party to the healthcare system or third-party. >> Yeah, well we have been leveraging our data governance tool to try to get that centralized location, making sure that we obtain the documentations. Due to COVID, everything is moving very fast, so it requires us to really sit down and capture the information and when you don't have enough resources in order to do that, it's easy to miss some very important information, so really trying to encourage people to understand the reason why we have data governance tools in order for them to leverage, in order to capture the documentation in a way that it can tell the story about the data, but most of all, to be able to capture it in a way so that if that person happened to leave the organization, we're not spending a lot of time trying to figure out how was this information created, how was this dashboard designed, where are the requirements, where are the specifications, where are the key elements, where does that information live, and making sure we capture that up front. >> So, guys, you guys are using Informatica, how are they helping you? Obviously, they have a system they're getting some great feedback on, how are you using Informatica, how is it going, and how has that enabled you guys to be successful? >> Yeah, so we decided on Informatica after doing a really thorough vetting of all of the other vendors in the industry that could provide us these services. We've really loved the capabilities that we've been able to provide to our customers at this point. It's evolving, I think, for us, the ability to partner with a group like Prominence, to be able to really leverage the capabilities of Informatica and then be really super, super hyper focused on providing data literacy back to our end users and making that the full intent of what we're doing within data governance has really enabled us to take the tools and make it something that's specific to UNC Health and the needs that our end users are verbalizing and provide that to them in a very positive way. >> Sonya, they talk about this master catalog, and I've talked to the CEO of Informatica and all their leaders, governance is a big part of it, and I've always said, I've always kind of had a hard time, I'm an entrepreneur, I like to innovate, move fast, break things, which is kind of not the way you work in the data world, you don't want to be breaking anything, so how do you balance governance and compliance with innovation? This has been a key topic and I know that you guys are using their enterprise data catolog. Is that helping? How does that fit in, is that part of it? >> Well, yeah, so during our COVID initiatives and building these telos dashboards, these visualizations and forecast models for executive leaders, we were able to document and EMPower you, which we rebranded Axon to EMPower, we were able to document a lot of our dashboards, which is a data set, and pretty much document attributes and show lineage from EMPower to EDC, so that users would know exactly when they start looking at the visualization not only what does this information mean, but they're also able to see what other sources that that information impacts as well as the data lineage, where did the information come from in EDC. >> So I got to ask the question to kind of wrap things up, has Informatica helped you guys out now that you're in this crisis? Obviously you've implemented before, now that you're in the middle of it, have you seen any things that jumped out at you that's been helpful, and are there areas that need to be worked on so that you guys continue to fight the good fight, come out of this thing stronger than before you came in? >> Yeah, there is a lot of new information, what we consider as "aha" moments that we've been learning about, and how EMPower, yes there's definitely a learning curve because we implemented EDC and EMPower last year doing our warehouse implementation, and so there's a lot of work that still needs to be done, but based on where we were the first of the year, I can say we have evolved tremendously due to a lot of the pandemic issues that arised, and we're looking to really evolve even greater, and pilot across the entire organization so that they can start leveraging these tools for their needs. >> Rachini you got any thoughts on your end on what's worked, what you see improvements coming, anything to share? >> Yeah, so we're excited about some of the new capabilities like the marketplace for example that's available in Axon, we're looking forward to being able to take advantage of some of these great new aspects of the tool so that we can really focus more on providing those insights back to our end users. I think for us, during COVID, it's really been about how do we take advantage of the immediate needs that are surfacing. How do we build all of these dashboards in record-breaking time but also make sure that folks understand exactly what's being represented within those dashboards, and so being able to provide that through our Informatica tools and service it back to our end users, almost in a seamless way like it's built into our dashboards, has been a really critical factor for us, and feeling like we can provide that level of transparency, and so I think that's where as we evolve that we would look for more opportunities, too. How do we make it simple for people to get that immediate answers to their questions, of what does the information need without it feeling like they're going elsewhere for the information. >> Rachini, thank you so much for your insight, Sonya as well, thanks for the insight, and stay safe. Sonya, behind you, I was pointing out, that's your artwork, you painted that picture. >> Yes. >> Looks beautiful. >> Yes, I did. >> You got two jobs, you're an artist, and you're doing data governance. >> Yes, I am, and I enjoy painting, that's how I relax (laughs). >> Looks great, get that on the market soon, get that on the marketplace, let's get that going. Appreciate the time, thank you so much for the insights, and stay safe and again, congratulations on the hard work you're doing, I know there's still a lot more to do, thanks for your time, appreciate it. >> Thank you. >> Thank you. >> It's theCUBE conversation, I'm John Furrier at the Palo Alto studios, for the remote interviews with Informatica, I'm John Furrier, thanks for watching. (upbeat 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, sitting here in Bellevue, Washington with a couple of Smart Sheeters. Next to me is Ben Canning, the VP of Product Management. >> Hey Ben. >> Hey. >> And Ignacio Martinez, the VP of Security, Risk and Compliance. Guys, thank you so much for carving out time in a very packed event agenda to come and chat with us on theCUBE. >> Happy to be here. >> Happy to be here. >> So, this is a really interesting event, couple of things that really stood out to me, this morning in the key note, as I was telling you, we cover a lot of events here on theCUBE, of all sizes, and it was really interesting how your CEO Mark Mader, who was on the program earlier this morning, went out into the audience and talked about ENGAGED in action. I thought that was fantastic. And asked customers, randomly, three customers I think, how are you being empowered by Smartsheet? And how these customers were able to get up and articulately talk about the value that Smartsheet is delivering to their business. I thought that customer connection was really quite memorable. And then additionally, product management, when Jean Thoreau came out, and to a round of applause, a number of times, during announcements of the enhancements and features and what that really. >> Multi assign too. >> Yes, what that really, sort of, said to me, is you guys deliver software that is a facilitator of collaboration that is essential to drive businesses, digital transformation, et cetera, but you're collaborating with them because clearly they were very happy to hear about a number of these announcements today. >> Yeah we have very, very passionate customers and it's one of the great things about working here and working with these customers. We're super focused on what do those customers need and how do we enable them to get those things done. We don't typically get imposed from the top down by IT. You're using Smartsheet because you chose to use it. It's the thing that makes your life easier. And we never forget that and we never forget that we need to keep that close connection with our customers and I think you see it here, at the conference today. >> You do, you got 50 customers plus speaking in breakout sessions, which for an event that's got about 2000 people, it's huge percentage. >> Yeah. >> Some great announcements. Before we get into some of the risk and compliance stuff Ignacio, Ben walk us through maybe a high level of some of the key enhancements that were announced this morning. >> Well, so we talked about a lot of things today. I think we had over 23 total announcements. Things from the range of multiple, being able to sign multiple people in the grid, to Dynamic View, which we're incredibly excited about, that allows you to have custom views on a sheet and control who gets access to which view. Really opens up tremendous new possibilities for Smartsheet. Some of the things that I get super excited about, I work a lot in the platform and administrative space. We've announced a number of things this week that are all about helping IT administrators and system admins, manage Smartsheet much more effectively when it gets to large scale. And I'll highlight a couple of them. One is the directory integration capability that we've done. We hear a lot from our customers that managing individual Smartsheet users gets kind of hard once you get over a number and I want to be able to see all the people in my organization and be able to share with them and assign tasks with them, even if they're not yet Smartsheet users. So what we announced today was a way to integrate active directory with Smartsheet so that the company directory of all the users in the company is automatically synchronized into Smartsheet so that those users can be, you can assign things to them, you can @ mention them, they'll show up in the grid with their faces and all their departmental information. It makes it much easier to manage users inside your organization. So when 100 people join the team, they automatically show up in Smartsheet. When someone leaves the organization, they get de-provisioned. And it makes it much easier to collaborate with folks throughout your organization than it ever has been before. So we're really excited to announce that as a product for our enterprise customers, starting a little bit later this year. >> Excellent. You've got customers, I was reading, doing my prep for the show, over 75,000 customers in 190 countries, of all industries. >> Yes. And I imagine, some of the things that we've heard guys from your customers on the program today that they're really benefiting from are the visibility, the configurability of the technology, the ability to have accountability, to not only improve workforce productivity, but to be able to eliminate duplicate tasks, give project owners and initiative owners full visibility, whereas they did not have that full visibility before. Ignacio, another big announcement that came out today, was what you guys are doing in the federal space. So tell us a little bit about FedRAMP, what that is and how you are working with them. >> Sure so without boring you to death on FedRAMP, I'll give you a quick overview. FedRAMP is a requirement of the federal government. It's a program developed by the government to essentially certify or authorize cloud service providers like Smartsheet to be meeting a certain security level of compliance, to be deployed in the federal agency space. So the federal government, every agency, is required to abide by it. So they should be selecting providers that have gone through FedRAMP authorization. So it is essentially security compliance program that companies voluntarily put themselves through to enable themselves to do work in the federal space. And very happy to announce, this morning, that we were not only announcing our intent to develop a program and a product to enter the federal space, to have been selected by the FedRAMP program to go through what they call FedRAMP Connect. That's an accelerated process where the FedRAMP office selects cloud service providers that they feel, based on application, have a high level of demand in the federal agency space. So they select those providers and work very closely with us to go through that compliance exercise and get authorized to be FedRAMP authorized in the FedRAMP program. So the reason the government does that is they have a strong desire to get products like Smartsheet deployed quickly among the federal agencies, because those people, think of them as an enterprise, they want all those great features that Ben talked about that we bring to enterprises in the public sector, they want them in the government agency sector as well. So we are very pleased that we were selected to go through this program and get a product to the market place in the federal space to help them improve how they work as well. >> So this isn't an entry into federal, 'cause Smartsheet has great presence and traction in federal, NASA, the National Institutes of Health and Veterans Administration. I also saw from your website, you've got customers using Smartsheet in city governments and state governments but this FedRAMP Connect Program, you mentioned it as an accelerator, but I think I heard you say that this was from demand from users, so this is that validation coming from the best place it can, right? >> Yeah it's essentially demand in the federal market place. So we're going to go through on an accelerated basis and what that does, you're right, we are currently deployed in a large number of federal agencies, state and local government, but in those cases, we'll get deployed on a limited basis, because we don't have FedRAMP authorization and they will be careful about where we're deployed. Achieving FedRAMP authorizations gives those federal government agency CIOs and CISOs the ability to say, Smartsheet can be deployed agency wide because it's now authorized under the FedRAMP Program. >> So let's talk about that from a product, maybe innovation standpoint. One of the things that's very clear from today, is how collaborative Smartsheet is with its customers and how influential they are in product innovation. From a federal perspective, you mentioned, Ignacio, that a lot of times they have the same requirements as enterprises and other organizations in the private sector, but how are you guys working together? Are there tweaks and enhancements that you need to make to the technology as part of the FedRAMP Connect Program? >> Yeah for sure. So one of the, FedRAMP institutes a very strict regime of compliance, audit, security controls, onto the product. And it ensures that we're really operating at the highest level of rigor and delivering a service that is highly reliable, highly scalable, fully audited and secure. So that requires us to invest in all of those areas. And the nice thing about FedRAMP, for even the non-federal customers, is that we make those investments consistently across the service. So while FedRAMP is an isolated instance of Smartsheet, all of Smartsheet can take advantage of the practices and procedures. We don't want to have to do things two different ways for two different parts of the service, so we impose a lot of those same practices and procedures and hardening of the service, across the board. And so that helps us to meet our promise to our customers that are not federal customers, that we're delivering a true enterprise grade fully scaled and reliable solution that they can depend on. >> And the flip side is true. Everything that Ben's team is working on, as you said, the customers cheer when we announce something, it was on our roadmap because they wanted it. So our federal customers, they would want and desire the same things that Ben's team has been developing, automation, any of those tools, because they want to work efficiently and effectively and collaborate the same way all of the private sectors do. >> Exactly. >> Yeah that's right. I mean you saw that this morning, in the keynote, right, where we heard from the North Carolina Department of Transportation. This is a federal agency that's using the power of Smartsheet to build a solution in mere days, rather than having to outsource it or wait for a large scale IT spend and RFP and all of those things. We're empowering these agencies to build solutions. The people on the ground are able to put together a solution that is really saving people's lives. >> That, exactly, Hurricane Florence that just hit, that's a life and death situation. >> Yeah and it was breathtaking and sort of moment of pride to see how quickly they were able to put that together and that's the power of Smartsheet. So we're really excited to bring that to the rest of the federal government. We see a tremendous amount of desire from them for that. >> So Ignacio, in terms of the FedRAMP Connect Program, you mentioned it's going to allow an acceleration of this process. What would it normally take if you weren't part of this Connect Program? I'm just curious how much advantage you'll get but you'll be able to pass through to your federal and non-federal customers. >> Yeah so very good point, good question. The statistics you often see thrown around about companies, cloud service providers, that want to get a product into the FedRAMP authorization space, is they'll spend on average a couple years, two years, and a million plus dollars. So it's not a small task to get FedRAMP authorized. Being part of that FedRAMP Connect accelerated program, we're working with what's called the JAB, the Joint Advisory Board, so the top three CIOs of the FedRAMP Program, they work along side us if we're wiling to invest the time and the dollars to take our product through to do it on this accelerated basis. So it is literally a joint effort, hand in hand, working with the FedRAMP office, the auditors we use for it, and our people to demonstrate that we've got the enterprise great security and that we can meet the ongoing monitoring submissions that have to be done. >> So the cost avoidance of a million dollars from two years, what are you expecting? And if you can't share that, that's okay, I'm just curious, is it going to be six months, a year? >> Well if you look at the FedRAMP Connect Program, on average, it runs approximately six months. So it's back and forth. It's a three way collaboration between the cloud service provider, the FedRAMP office and the auditors, but that program, their goal is to get it into approximately a six month timeline. So we were announced last week, so I think we said, our goal is to work with them on that timeline and early in calendar year 2019, is the timeline end that we all have on our radar. >> That's like Back to the Future acceleration, no wonder you're excited about that. >> We are and we're going to try to go faster than that, if we can manage it on the product side, but we'll see how quickly it goes. >> Well that's one of the things, that not only is that validation from the users within the federal government that they want this. But Ben, as you were saying we're not developing things in isolation or certain features for this market and this market can't use it, this is all going to be accelerating, I imagine, what Smartsheet is innovating to deliver to all segments globally. >> Yeah I think that's right. We see an increasing need for manageability and security capabilities within the platform. And our customers are asking for this across the board. Great example, another feature we announced today, is what we call the event monitoring service. So enterprise IT wants to understand who is doing what on the system. They want to be able to impose business rules, make sure that highly confidential information isn't being shared inappropriately. So we've invested in a system that we announced today that basically keeps track of all events that happen within the system, anything that's shared, new documents that are created and so forth, and gives the IT administrator a way to track that feed and make business decisions on the basis of it. Integrating with other CASB Solutions to drive business rules. So for example, we have customers that are using this system today to keep track of all of the attachments that are being added into their environment. When they see an attachment being added, they're able to go and look at that attachment and make sure that if it's a highly confidential thing, and that it's shared with an inappropriate set of folks, then they can take business action automatically to manage that environment. And that's the kind of security and audit control that enterprises need in order to feel comfortable deploying Smartsheet at wide scale. So we're very excited to be able to offer that to those enterprise administrators and help them foster Smartsheet adoption in the company. >> So some of the things that we've talked about today are this is technology that was designed for the business user, I've used it. I think I read a quote from Mark Mader that may have been from the press release for the IPO a few months ago, that said, in the beginning in the early days, 12 years ago, there were critics that said, why are you guys building this on a spreadsheet construct, and his answer and Smartsheet's answer, at a very small company, at that time, was 500 million people are familiar with this, so building something for business users, lines of business, finance, IT, sales, for example, tools that I as a marketing person don't need to be an IT expert. I don't need to even know what an API is or what it stands for, right. But you're also now, as you were saying, some of the new enhancements to facilitate IT, so what's that, kind of, yin and yang with designing a tool that is for the average user and ensuring that the IT folks who weren't probably involved in the first place, are able to manage this successfully? >> Yeah well it's definitely a balance that we have to maintain. We can never lose sight of the fact that the end user is at the center of what we do. And that we have to design for solutions that end users can implement themselves and that's at the heart of what Smartsheet does. At the same time, we look at IT administrators as partners. We know that the users love what the product does. They're desperate for it. And in general, I find that IT administrators are not trying to get in the way of what their users want. They want to be the hero and they want to be able to say, yes. So part of my job is to make sure that I give them the tools to enable them to get to a yes. That I can show them that we are secure enough, reliable enough and scalable enough, that we meet their strategic enterprise needs, that we integrate with the other systems that they have so that they're not building an island that they're going to have to deal with and doesn't connect with the rest of their estate and that they've got the tools to manage at scale, so that I'm not asking them to go one by one adding a thousand users, that's just not nice and fair. So I think we keep the end user, the business user, at the center and we look at IT as a partner and we try to find ways to help them get to yes with the product. And I don't think those two things are really in conflict. >> It's interesting, dealing with CIOs of our customers, they'll tell you, it's very strange, and it goes back to what you said earlier, value. So CIOs are tasked with delivering the most value for their organization, doing more for less, efficiently. And that often means selection of tools that then they have to go and force into an organization and deal with users that might be less than happy. I've had CIOs tell me on the phone, I have people putting together petitions to make Smartsheet the tool that we use across the organization. And so he said, that makes my life easy. I just need to work with you guys to make sure you've got the security, you've got all the tools I need as a CIO to protect the enterprise, but I don't have to worry about user acceptance. That's unique spot and we love it when the CIOs say, this makes my life easier with everything we're doing with Smartsheet. >> Oh that's music to your ears. >> Yeah it totally is. I mean, I met with a tech CIO recently as part of our enlist, talking to him about, oh well are you going to come to ENGAGE? And oh well you know, we're busy and we don't have a thing, and I said, oh you know actually there's eight people from your company, business users that are attending. >> Nice. That are attending the conference on their own dime and you can see the light bulb go off in his eyes and he's like, okay if eight people from our business groups are paying their own money to go to a tech conference, that's something I need to be paying attention to. How can you help me get my arms wrapped around this and help our users so it's a nice position to be in. >> It absolutely is. Well congratulations on being in the FedRAMP Connect Program and we're excited to hear next year all the great things coming out of that. And Ben, Ignacio, thanks so much for stopping by. >> Thanks for having us. >> It's busier than ensuring with us what's going on from your perspectives. >> Thanks a lot, thanks for having us. >> We want to thank you for watching theCUBE. I'm Lisa Martin live from Smartsheet ENGAGED, 2018 in Bellevue, Washington. Stick around. I'll be right back with Jeff Frick and our next guest.

>> 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 in Bellevue, Washington, our first time here. Second annual Smartsheet Engage and we're very please to be joined, welcoming back to theCUBE, Mark Mader, the CEO of Smartsheet. Mark, it's great to have you on the program. >> Thank you, good to be with you. >> Great job on the keynote. >> Thank you, appreciate it. >> So, you can see the buzz behind us, we just got out of the keynote, where, you guys kicked it up, there was a coupla things Jeff and I were talking about that were unique, that I haven't seen very much of at all, in all the keynotes that we go to. One, you started off with an explorer who had a very empowering, enlightening message, all about communication. And then, something that you did that I thought was really cool, that I don't think I've ever seen, is you actually, during your keynote, went into the audience, where you have about 2000 customers here, representing 1100 companies, across 20 countries, and just ad-libbed, hey guys, tell me about your company, how is Smartsheet empowering you, and as you said, that was all natural. >> I think part of it making it real for somebody, is giving you somebody that's relatable. So, we started off the conversation, as you said, with Ed Viesturs, arguably the most famous accomplished climber in the world, today, and he talked about the importance of communication and preparation, and teamwork, and clear decision making, in a context that was spectacularly visual, right, this mountain and those climbing shots, so, people relate to that, and then when you introduces those conducts in the business setting, it's like, oh, yeah, this applies to me, it applies to all of us. So, the notion of getting into the crowd, in a non-rehearsed way, is to really get people comfortable with, hey, I can share something, I can share an experience, and there's no one right answer, it's my experience. >> And that's why you're here, as you said in your keynote, and we know this as well, if companies aren't designing technology for the users, what's the point? >> Yeah, you're right and, one of the things I tried to highlight was, when you say for the user, it's not just for the user, the end user, like developed by a few people, spread to everybody, but it's empowering each and every person to say, hey I want to do something more transformational. I want to manage, automate, scale it, I don't want to be given that solution by someone, I want to do it. And there are hundreds of millions of people, who have the appetite and the interest, and the need for it. So, that's what we're trying to sell into. >> You know, Mark, we got to, so many shows, right, and everyone's chasing innovation. How do we get more innovative? Especially big companies, right? And you did show two really interesting messages, one, was your kind of core message, empowering everyone to improve, how they work, so, like you said, not just the top level decision makers, not down in the developer weave, but everybody up and down this stack. And then you shared a statement covey quote, really talking about how do people, keep 'em engaged and the way people are engaged is that they feel they're empowered to do something for their clients and their customers. So it's such an importannt piece and I think it's easy to talk about, harder to execute, but what is the answer to innovation? Giving more people the data, the tools and the power to take all that and do something for their customers, and thereby unlock all this tremendous value that you already have in your four doors. >> Absolutely, and I think the point of unlocking, so we have, you have 100% of your workforce. If you empower only 4.3% of them, for instance, the developers in your group, you're leaving so much opportunity on the table. And again, you don't get that unlock or that innovative spirit by just using something. You have to live with it, you have to work with it, you have to wrestle with it, And through that, innovation occurs. Ideas get generated. So, if you can get that ideation happening at the midpoint of your company, not the top 5%, huge opportunity. >> I think you were even quoted in the press release, maybe around the IPO that happened a few months ago, congratulations, >> Thank you. >> In saying that, maybe naysayers in the beginning, when you were a company of six, as you were talking about in your keynote, people thought, you're going to build this on a spreadsheet construct? And you said, but four hundred to five hundred million people know that construct. >> Right, right So you're going into an audience if knowledge workers, of which there's a massive percentage, designing something for lines of business, IT, finance, marketing, sales, who actually need to work with that, we're not talking about API's and developer and code speak, you're building this for a very large percentage of the population. >> We are, and I think when we talk about serving a large population, it's tempting to say, well, they can't handle much, let's go with the most common denominator. Let's give them something super, super simple. The problem is, with simple, you don't always get value. So how do you combine relevance and comfort and understanding, with capability. And the product's changed a lot since the early days, it's no longer just a grid, we have dashboards, we have forms, we have card view, we have all these elements that are now being brought forward, but one thing that we've always respected from the beginning is, don't throw away what somebody understands, and is comfortable with. That doesn't necessarily mean that it's the best, but they know it. And people are very nervous about just jettisoning the things they know, so like, embrace it. And then, what we had talked about earlier, was, how do you really listen to that customer's signal, and say okay, I'm comfortable, I like this, but I want more. And that ability to respond to that request, I think has really helped define who Smartsheet is today. You know, 12 years later. >> The other piece you talked on is kind of sideways off of that, is people have systems already in place, they have tools that they use every day. Right, there's this competition for the top layer of the desktop, but the reality is that we have many, many applications that we have to interact with every day. You guys are really taking a coopation approach with all these existing, >> Absolutely >> where it fits, where it's working, to your point, they're already using it and make it work. Integrate with. Don't try to rip and replace all these other systems that're in there. >> Yeah, and I think, you know you come across so many people in life, who want everything. I need total, complete, presence. And you're really discounting what people appreciate. And I think when you take the view of, I'm going to listen to my client, I'm going to listen to what they love and understand, and I'm going to let them articulate how they want it to work, we are in a very diverse, multi-app world today. If you actually march in somewhere and say, yeah all those decisions you made, those were the wrong decisions, you should trust me on everything, you'll be walked out of the building in about 4.2 seconds. So, we're really living that philosophy, and I think in great partnerships with Google, Microsoft and Slack, and Tableau, and others, we're actually able to demonstrate that. >> Yeah, and then to take it from the concept to reality, a great demo, I'm sure you didn't have this planned a couple of weeks ago, was, you talked about the state of North Carolina, and the preparation and the response to Hurricane Florence, and that they were very quickly able to build a super informative dashboard, to let everybody know who needed to know, what they needed to know. >> Correct. >> And how long did that take to put together? Amazing. >> That was under 24 hours. >> 24 hours? >> And the difference here is the difference between building or developing something, and configuring something. So, the difference there is when you actually build something from scratch, we have bare dirt, we need to put a foundation, we need to build a house, we need to shingle it, we need to insulate, that takes you a long time. So how about, we go to a house that exists, let's change the colors of the blinds, let's put in a certain sofa, let's furnish it. And the configuration element, versus construction, that gives people velocity. Now, what they also want is, they want to actually put their own texture to it, they want to make it their own, so the Department of Transportation dashboard that they produced for FEMA and the Coast Guard and the state governor's office, it didn't look like anybody else's dashboard. It was tailored, but it was so quick to build. And the great thing there was, so many people who accessed that site for information on on runway status and power and fuel, they could focus on the citizens as opposed to what the heck is going on, on the ground. >> Right. >> That provides a lot of purpose to our team, when we see our product used that way. >> You talked about speed just a minute ago, and speed, obviously, every enterprise of whatever size, needs to move and quite a bit quickly, to gain competitive advantage, to increase revenues, et cetera, you guys have some really very eye-catching statistics. That you're enabling customers to achieve. I read, enabling an average business leader to save 300 hours a year, 60,000 hours a year saved across on average organization. That's a big impact. How is speed a factor there? >> Yeah, I think speed I look at in a couple dimensions, One is, is it time saved, but there's also an element which is speed of experimentation So we go into an initiative, we say we have this amazing idea and we're going to have all these returns, we think. (chuckling) Well, not all the bets you place actually makes it. Or actually yields, so if you can empower a team to more quickly experiment, configure, try things, see what works and then double down behind those, if you can run five times as many plays as your competitor, you have five times as many chances to find that next winner. And so when we talk about speed, it's again, velocity of decision making, saving time, but also, organizationally, how can you unlock those possibilities? >> Part of that also is enabling cultural change. Which is not easy, it's essential for digital transformation, we talk about that at every event, and it's true, but how do you put that in action? You and I were chatting off camera about one of your customers that is an 125 year old oil and gas company. How do you enable them to kind of absorb and digest a culture of experimentation so that they can really move their business forward as quickly as they need to? >> Well, I think there's a great quote that one of my mentors early gave me. And it was, "All hat, no cattle." And the "All hat, no cattle" refers to the person who talks about how big their ranch is and how big their... Where's your herd? So you can talk a lot, but you have to demonstrate it. So when they go in, and there was another gentleman who talked about this idea of transforming their implementations across 300 project managers, and the quote was, we're going to get you up and running in two to three weeks, and he goes, "Never. No chance." Now, he ended up working with us, and we proved it to him and when you get a win like that, and you can demonstrate speed and impact, those things carry a lot of weight in organizations, but you have to show evidence. And when you talk about why we're landing and expanding in some of the world's largest brands, it's not because we're just talkin' a big game, it's because you're able to demonstrate those wins, and those lead to further growth. >> Right. And then you topped it off with a bit about the catalysts. But even more, I liked the concept of the point guard. Good point guards make everybody else on the team better. They do a little bit on their own, they hit a couple key shots, but they make everybody else better. And you're seeing that in terms of the expansion, and just in the way your go to market is, you don't come in usually as a big enterprise sale, I don't think, you come in small, you come in a group level, and then let the catalyst let those point guards, built successful in their own team, and then branch it out to a broader audience. >> Yeah, and I'm a big believer, and I don't think people can be classified into catalysts and non-catalysts. That's a very sort of blunt force approach. I view it as, you've catalysts, you've catalysts that haven't been unlocked, and then you have people that aren't catalysts. But very often that point guard, is going to activate the power forward, the center and holy smokes, where did that come from? And what we see is, when we see this growth happening in companies, those players around that point guard, get lit, get sparked, and once they're sparked, it's on. And then we see that growth happen for a long, long time. >> We saw some of that quotes, quotes >> We did. (all speaking at once) >> Queen of the world? >> Queen of the world. That's a big statement. >> That's empowerment, right there. >> It is empowerment. >> And the one where, I tweeted this, one of the quotes, I won't share this product name, but it can actually seem smart, she can help reduce work place anxiety. >> Anxiety! >> Which everybody needs. So, it's been six months since the IPO, you have doubled your attendance in your second year only, at Engage, up here in Bellevue, Washington, What are some of the exciting things that you anounced this morning, that have been fueled by the momentum of the IPO has as I imagine, ignited? >> Yeah, couple big things, is we, at every tech conference, you're going to hear about new capabilities. Here are the new bells and whistles and features and capabilities we have. But what we're hearing from customers, they also want us to frame those capabilites and things that are consumable. So, not everybody wants to configure or build as we talked about earlier today, they say I have a need, it's specific to this area, and do you have something for me. More turnkey, like that gentleman I said, two to three weeks to turn and sold him my implementation team. So those are being referred to as accelerators. So we announced a few new accelerators today in the sales realm, in terms of being able to better manage engagement plans with prospects and clients and on sophisticated deals it's a very common thing. And the other piece that I think is really important is, not just talking about business users, which is a huge focus for us, but also how do we better support IT and their needs to regulate, control, have visibility and to how Smartsheet is used. So, those were a couple of highlights, and then the ability to give people more controls over how they share their data. There've been some issues in the news recently, where people have shared too broadly, they've said that's the issue, so we're hearing from our customers, give us some more fine gated controls and confidence over how our corporate information is shared with others. Well, Mark Mader, I wish we had more time, but we thank you so much for stopping by theCUBE, and chatting with Jeff and me. >> Great to see you. >> Great momentum, we look forward to a number of your execs and customers and analysts on the program tonight. >> Great, thank you. >> Thank you, good to see you. >> Thanks, Mark, good to see you again. >> We just want to thank you for watching theCUBE, I'm Lisa Martin with Jeff Frick live from Smartsheet Engage 2018. Stick around, Jeff and I will be right back with our next guest. (techno music)