>> From theCUBE studios in Palo Alto in Boston, bringing you data-driven insights from theCUBE and ETR. This is Breaking Analysis with Dave Vellante. >> Much of the discussion around Intel's current challenges, is focused on manufacturing issues and it's ongoing market share skirmish with AMD. Of course, that's very understandable. But the core issue Intel faces is that it has lost the volume game forever. And in Silicon volume is king. As such incoming CEO Pat Gelsinger faces some difficult decisions. I mean, on the one hand he could take some logical steps to shore up the company's execution, maybe outsource a portion of its manufacturing. Make some incremental changes that would unquestionably please Wall Street and probably drive shareholder value when combined with the usual stock buybacks and dividends. On the other hand, Gelsinger could make much more dramatic moves shedding it's vertically integrated heritage and transforming Intel into a leading designer of chips for the emerging multi-trillion dollar markets that are highly fragmented and generally referred to as the edge. We believe Intel has no choice. It must create a deep partnership in our view with a semiconductor manufacturer with aspirations to manufacture on US soil and focus Intel's resources on design. Hello, everyone. And welcome to this week's Wikibon's Cube Insights powered by ETR. In this breaking analysis will put forth our prognosis for what Intel's future looks like and lay out what we think the company needs to do not only to maintain its relevance but to regain the position it once held as perhaps the most revered company in tech. Let's start by looking at some of the fundamental factors that we've been tracking and that have shaped and are shaping Intel and our thinking around Intel today. First, it's really important to point out that new CEO Gelsinger is walking into a really difficult situation. Intel's ascendancy and its dominance it was created by PC volumes. And its development of an ecosystem that the company created around the x86 instruction set. In semiconductors volume is everything. The player with the highest volumes has the lowest manufacturing costs. And the math around learning curves is very clear and it's compelling. It's based on Wright's law named after Theodore Wright T.P Wright. He was an aeronautical engineer and he discovered that for every cumulative doubling of units manufactured, costs are going to fall by a constant percentage. Now in semiconductor way for manufacturing that cost is roughly around 22% declines. And when you consider the economics of manufacturing a next generation technology, for example going from ten nanometers to seven nanometers this becomes huge. Because the cost of making seven nanometer tech for example is much higher relative to 10 nanometers. But if you can fit more circuits on a chip your wafer costs can drop by 30% or even more. Now this learning curve benefit is why volume is so important. If the time it takes to double volume is elongated then the learning curve benefit they get elongated as well and it become less competitive from a cost standpoint. And that's exactly what is happening to Intel. You see x86 PC volumes, they peaked in 2011 and that marked the beginning of the end of Intel's dominance from manufacturing and cost standpoint. You know, ironically HDD hard disk drive volumes peaked around the same time and you're seeing a similar fundamental shift in that market relative to flash. Now because Intel has a vertically integrated model it's designers are limited by the constraints in the manufacturing process. What used to be Intel's ace in the hole its process manufacturing has become a hindrance, frustrating Intel's chip designers and really seeding advantage to a number of competitors including AMD, ARM and Nvidia. Now, during this time we've seen high profile innovators adapting alternative processors companies like Apple which chose its own design based on ARM for the M1. Tesla is a fascinating case study where Intel was really not in the running. AWS probably Intel's largest customer is developing its own chips. You know through Intel, a little bone at the recent reinvent it announced its use of Intel's Habana chips in a practically the same sentence that talked about how it was developing a similar chip that would provide even better price performance. And just last month it was reported that Microsoft Intel's monopoly partner in the PC era was developing its own ARM-based chips for the surface PCs and for its servers. Intel's Zenith was marked by those peak PC volumes that we talked about. Now to stress this point this chart shows x86 PC volumes over time. That red highlighted area shows the peak years. Now, volumes actually grew in 2020 in part due to COVID which is not really reflected in this chart but the volume game was lost for Intel. When it has been widely reported that in 2005 Steve Jobs approached Intel as it was replacing IBM microprocessors with with Intel processors for the Mac and asked Intel to develop the chip for the iPhone Intel passed and the die was cast. Now to the earlier point, PC markets are actually quite good if you're Dell. Here's some ETR data that shows Dell's laptop net score. Net score is a measure of spending momentum for 2020 and into 2021. Dell's client business has been very good and profitable and frankly, it's been a pleasant surprise. You know, PCs they're doing well. And as you can see in this chart, Dell has momentum. There's approximately 275 million maybe as high as 300 million PC units shipped worldwide in 2020, you know up double digits by some estimates. However, ARM chip units shipped exceeded 20 billion units last year worldwide. And it's not apples to apples. You know, we're comparing x86 based PCs to ARM chips. So this excludes x86 servers, but the way for volume for ARM dwarfs that of x86 probably by a factor of 10 times. Back to Wright's law, how long is it going to take Intel to double wafer volumes? It's not going to happen. And trust me, Pat Gelsinger understands this dynamic probably better than anyone in the world and certainly better than I do. And as you look out to the future, the story for Intel and it's vertically integrated approach it's even tougher. This chart shows Wikibon's 2020 forecast for ARM based compared to x86 based PCs. It also includes some other devices but as you can see what happens by the end of the decade is ARM really starts to eat in to x86. As we've seen with the M1 at Apple, ARM is competing in PCs in much better position for these emerging devices that support things like video and virtual reality systems. And we think even will start to eat into the enterprise. So again, the volume game is over for Intel, period. They're never going to win it back. Well, you might ask what about revenue? Intel still dominates in the data center right? Well, yes. And that is much higher revenue per unit but we still believe that revenue from ARM-based systems are going to surpass that of x86 by the end of the decade. Arm compute revenue is shown in the orange area in this chart with x86 in the blue. This means to us that Intel's last mot is going to be its position in the data center. It has to protect that at all costs. Now the market knows this. It knows something's wrong with Intel. And you can see that is reflected in the valuations of semiconductor companies. This chart compares the trailing 12 month revenue in the market valuations for Intel, Nvidia, AMD and Qualcomm. And you can see at a trailing 12 month multiple revenue with 3 X compared to about 22 X for Nvidia about 10 X for AMT and Qualcomm, Intel is lagging behind in the street's view. And Intel, as you can see here, it's now considered a cheap stock by many, you know. Here's a graph that shows the performance over the past 12 months compared to the NASDAQ which you can see that major divergence. NASDAQ has been powered part by COVID and all the new tech and the work from home. The stock reacted very well to the appointment of Gelsinger. That's no surprise. The question people are asking is what's next for Intel? How will Pat turn the company's fortunes around? How long is it going to take? What moves can he and should he make? How will they be received by the market? And internally, very importantly, within Intel's culture. These are big chewy questions and people are split on what should be done. I've heard everything from Pat should just clean up the execution issues. It's no.. This is, you know, very workable and not make any major strategic moves all the way to Intel should do a hybrid outsourced model to Intel should aggressively move out of manufacturing. Let me read some things from Barron's and some other media. Intel has fallen behind rivals and the rest of tech Intel is replacing Bob Swan. Investors are cheering the move. Intel would likely turn to Taiwan semiconductor for chips. Here's who benefits most. So let's take a look at some of the opinions that are inside these articles. So, first one I'm going to pull out Intel has indicated a willingness to try new things and investors expect the company to announce a hybrid manufacturing approach in January. Now, if you take a look at that and you quote a CEO Swan, he says, what has changed is that we have much more flexibility in our designs. And with that type of design we have the ability to move things in and move things out. And that gives us a little more flexibility about what we will make and what we might take from the outside. So let's unpack that a little bit. The new Intel, we know is a highly vertically integrated workflow from design to manufacturing production. But to me, the designers are the artists and the flexibility you would think would come from outsourcing manufacturer to give designers more flexibility to take advantage of say seven nanometer or five nanometer process technologies versus having to wait for Intel to catch up. It used to be that Intel's process was the industry's best and it could supercharge a design or even mask certain design challenges so that Intel could maintain its edge but that's no longer the case. Here's a sentiment from an analyst, Daniel Donnelly. Donnelly is at Citi. It says he's confident. Donnelly is confident that Intel's decision to outsource more of its production won't result in the company divesting its entire manufacturing segment. And he cited three reasons. One, it would take roughly three years to bring a chip to market. And two, Intel would have to share IP. And three, it would hurt Intel's profit margins. He said it would negatively impact gross margins by 10 points and would cause a 25% decline in EPS. Now I don't know about this. I would... To that I would say one, Intel needs to reduce its current cycle time, to go from design to production from let's say three to four years where it is today. It's got to get it under you know, at least at two years maybe even less. Second, I would say is what good is intellectual property if it's not helping you win in the market? And three, I think profitability is nuance. So here's another take from a UBS analyst. His name is Timothy Arcuri. And he says, quote, We see but no option but for Intel to aggressively pursue an outsourcing strategy. He wrote that Intel could be 80% outsourced by 2026. And just by going to 50% outsourcing, he said would save the company $4 billion annually in CapEx and 25% would drop to free cashflow. So look, maybe Gelsinger has to sacrifice some gross margin in EPS for the time being. Reduce the cost of goods sold by outsourcing manufacturing lower its CapEx and fund innovation in design with free cash flow. Here's our take, Pat Gelsinger needs to look in the mirror and ask what would Andy Grove do? You know, Grove's quote that only the paranoid survive its famous less well-known are the words that proceeded that quote. Success breeds complacency and complacency breeds failure. Intel in our view is headed on a path to a long drawn out failure if it doesn't act aggressively. It simply can't compete on cost as an integrated manufacturer because it doesn't have the volume. So what will Pat Gelsinger do? You know, we've probably done 30 Cube interviews with Pat and I just don't think he's taking the job to make some incremental changes to Intel to get the stock price back up. Why would that excite Pat Gelsinger? Trends, markets, people, society, he's a dot connector and he loves Intel deeply. And he's a legend at the company. Here's what we strongly believe. We think Intel has to do a deal with TSM or maybe Samsung perhaps some kind of joint venture or other innovative structure that both protects its IP and secures its future. You know, both of these manufacturers would love to have a stronger US presence. In markets where Intel has many manufacturing facilities they may even be willing to take a loss to get this started and deeply partner with Intel for some period of time This would allow Intel to better compete on a cost basis with AMD. It would protect its core data center revenue and allow it to fight the fight in PCs with better cost structures. Maybe even gain some share that could count for, you know another $10 billion to the top line. Intel should focus on reducing its cycle times and unleashing its designers to create new solutions. Let a manufacturing partner who has the learning curve advantages enable Intel designers to innovate and extend ecosystems into new markets. Autonomous vehicles, factory floor use cases, military security, distributed cloud the coming telco explosion with 5G, AI inferencing at the edge. Bite the bullet, give up on yesterday's playbook and reinvent Intel for the next 50 years. That's what we'd like to see. And that's what we think Gelsinger will conclude when he channels his mentor. What do you think? Please comment on my LinkedIn posts. You can DM me at dvellante or email me at david.vellante@siliconangle.com. I publish weekly on wikibon.com and siliconangle.com. These episodes remember are also available as podcasts for your listening pleasure. Just search Breaking Analysis podcast. Many thanks to my friend and colleague David Floyer who contributed to this episode and that has done great work in the last better part of the last decade and has really thought through some of the cost factors that we talked about today. Also don't forget to check out etr.plus for all the survey action. Thanks for watching this episode of the Cube Insights powered by ETR. Be well. And we'll see you next time. (upbeat music)

>> Announcer: Live, from Orlando, Florida, it's theCube. Covering ServiceNow Knowledge17. Brought to you by ServiceNow. >> Welcome back to Orlando everybody, this is theCube, the leader in live tech coverage. My name is Dave Vellante, and I'm here with Jeff Frick, our cohost. This is Knowledge17, #Know17. Jim Hebb is here, the Advisory Director for People in Change at KPMG. And he's here with Nate Channel, the Enabling Technology Lead at JM Smucker and Company. Systems integrator, customer, gents, welcome to theCube. >> Thank you for having us. >> Thank you. >> So let's hear the story, JM Smucker, you told me off camera that you just started in November. Right? >> Nate: Right, we went live in November. >> Take us back to that decision point, where you said, "hey we need to do something here." What was that like? >> Well, I guess we were asked by the CHRO of Smucker to look into a current state assessment of their HR Organization. And from that, one of the things we discovered was that, the company is a family owned company, had grown organically over the years, had a very family type os environment, and while that is a big selling point for the company, it also resulted in a more relaxed approach to delivering HR services. >> Love the vocabulary. (group laughing) Relaxed approach. >> Relaxed approach, so essentially, if you were an employer manager and needed help from HR, you had to know who to go to. So you had to have a name, you had to go find them, if they weren't the right person, then you got passed to the next person. Certainly there was no way to record, track, have a collaborative, sort of tool to use for HR service requests. There was no way to report on information related to where things stand. Employees couldn't see where their service requests are it was email, phone call, stop by the desk. That was a gap that we thought, if you really wanted to transform the organization and really ratchet up the level of service, we needed to do something. >> A lot of tribal knowledge. But, now you're in IT, is that correct? >> I'm actually in HR. >> You are in HR. >> Is that where you guys started? You started in HR or? >> I actually joined the company a little less than a year ago. So the project was was already under way, when I came in. Yes, I did start in HR, and I think that, just coming into the organization, kind of seeing it where it was when I came in, and how everything was kind of fractured because we had gone through a lot of acquisitions and that's how we grew, and we grew very quickly. Nothing was really consolidated, so seeing this transformation has really been fantastic. >> But did you guys have ITSM installed or no? >> No, no. >> Okay, so the company started at .. >> Which is unusual right. >> Yeah, I was going to say. >> It started with HR and from there they have now decided to adopt the IDSM platform, >> Right. >> And are going live in a month or so I think. >> Yes. >> It's really interesting that they started with HR. >> So tell us about the implementation, how did it go, I mean a lot of people will share with us, it's sometimes very complex to implement, you chose a partner, to obviously reduce the complexity, share the risk. >> Yeah, so it felt very fast for us. From an IT perspective, we're not prone to doing anything agile. I think having that agile development life cycle come in was a shock to the system. It put us into the position where we had to really focus on what wanted and needed, very quickly. And we were able to do that, and I think we were able to put something in place that will benefit us in the future. And I think, it's benefiting us now. We've transformed our organization. >> And how did you get it in? Were things just breaking or how did you get the opportunity to provide the initiative to bring in this agile new tool? >> So it was really part of a broader HR transformation that we were doing with the company. We were looking at everything top to bottom, their entire HR operating model, their HR org structure, all of their HR processes, all of the HR technologies that we were conturently doing, a Workday implementation with them. Building a new shared services center, looking at their entire North American models. As part of that, this was just a natural piece of the puzzle that needed to be added. >> So a lot of people are confused and ServiceNow's trying to constantly explain to people, we don't compete with Workday. Talk to the practitioner, where does Workday leave off and ServiceNow pick up, if I'm an employee of Smucker, what do I interface with, am I talking to ServiceNow, am I talking to Workday, both? >> Actually our design, we have the portal in place. We have the HR service portal and that's really our gateway for our employees. So it's part of ServiceNow, but it leads them into Workday, and a lot of our employees associate those two as one. They think that if they're having a problem, or anything like that they need to access something, they go through HR Home, but they're thinking they're going right into our deck. >> Dave: It's an HR portal to them. >> Right, exactly. >> Dave: They don't really know or care what's at the back end. >> Exactly. >> Nor should they really. >> Nor should they. And that was presumably the design point? >> Nate: Right, right. >> Again, not always common, right, you hear different stories of different stovepipes, but you seem to have some success with this approach. >> We have, we always try to take it from the perspective of what does the employee manager need, and how do they want to interact with HR. So it's not about, HR often has more of an insular approach to, well, we're thinking compensation or benefits, or providing this type of function. Employees and mangers come and say, I have an issue and I need help with it. They don't really need to know, if this is comp or benefits, they can say, I have an issue with my paycheck, it might be a benefit deduction, it might be an incorrect calculation from payroll, it might be something related to retirement plan, so they don't need to figure that out and have to find where they need to go, they should be able to come to HR and get help, right from the start. >> So onboarding is the classic example. How has that, as a relatively new employee, how has it affected the onboarding process? >> We are still kind of hashing through onboarding right now. We're really focusing on the Workday side to get everything kind of ironed out perfectly before we truly bring ServiceNow as a part of that into it. But from any perspective where there's any kind of problem, we're directing our future employees to utilize the tool, as possible. >> Take us through the project, when did it start and how long did it take? >> It actually started with an RFP process. So we facilitated that, so we had five different providers that we were helping Smucker evaluate. Methodology approach, functionality, technical alignment, business and cultural alignment, cost. And from that RFP process ServiceNow came out on top. That was the selection point that was earlier in 2016, first quarter 2016. Because we were doing an entire transformation, we staged everything in sequential order in terms of what we were doing with Workday, Shared Services, redesign of operating model, all of that good stuff, and we ended up, as Nate said, launching, doing a soft launch, right after Thanksgiving for the ServiceNow platform, full launch with Workday, ServiceNow, Service Center, everything on the December 14th. >> And the business impact, so far is early days, but so far, and what's expected? >> It was completely different than anything we're used to, >> Dave: In a good way. (laughing) >> Yeah, absolutely, it was fantastic. I think our employee population really jumped on board very quickly. Instead of following that traditional HR, you know, pick up the phone or send an email, they're calling a Service Center, and they're following up on cases, instead of following up on emails. >> Jeff: Total relief. >> Yeah, I think we've definitely consolidated all of that into the ServiceNow platform. >> Alright gents, we got to leave it there. Yet another happy customer. It actually doesn't get boring after a while, I love to hear the stories, because things change so much, it used to be ITSM, and now we're talking lines of businesses et cetera, so gents, thanks very much for coming on theCube, appreciate it. >> Thank you, appreciate it. >> Thank you, thank you. >> You're welcome. Keep it right there everybody, we'll be back with our next guest. It's theCube, we're live from ServiceNow Knowledge17. Be right back.

>>Okay, We're back at AWS Re. Invent. You're watching the >>cubes. Continuous coverage >>coverage. This is Day four. I think it's the first time it reinvent. We've done four days. This is our ninth year covering Reinvent. Tom Miller is here is the senior vice president of Alliances. And he's joined by Anchor Jane. Who's the global cloud? Practically practise lead at Merkel. Guys, good to see you. Thanks for coming on. Thank you, Tom. Tell us about Merkel. For those who might not be familiar with you. >>So Merkel is a customer experience management company. That is, um, under the Dentsu umbrella. Dense. Who is a global media agency? We represent one of the pillars which is global, our customer experience management. And they also have media and creative. And what Merkel does is provide that technology to help bring that creative and media together. They're a tech company. Yes. >>Okay, so there's some big big tail winds, changes, trends going on in the market. Obviously the pandemic. You know, the force marched to digital. Uh, there's regulation. What are some of the big waves that you guys are seeing that you're trying to ride? >>So what we're seeing is, uh we've got, uh, as a start. We've got a lot of existing databases with clients that are on Prem that we manage today within a sequel environment or so forth. And they need to move that to a cloud environment to be more flexible, more agile, provide them with more data to be able to follow that customer experience that they want with their clients, that they're all realising they need to be in a digital environment. And so that's a big push for us working with AWS and helping move our clients into that cloud environments. >>And you're relatively new to the ws world, right? Maybe you can talk >>about that anchor actually, as a partner. We may be new, but Merkel works with AWS has been working with AWS for over five years as a customer as a customer. So what we did was last year we formalise the relationship with us to be, uh, an advanced partner now. So we were part of the restock programme, basically which is a pool of very select partners. And Merkel comes in with the specialisation of marketing. So as Tom said, you know, we're part of, uh Dentsu umbrella are our core focuses on customer experience, transformation and how we do that Customer experience. Transformation is through digital transformation, data transformation. And that's where we see AWS being a very good partner to us to modernise the solutions that Martin can take to the market. >>So your on Prem databases is probably a lot of diversity on a lot of technical that when the cloud more agility, infinite resources do you have a tech stack? Are you more of an integrator? Right tool for the right job? Maybe you could describe >>your I can take that what time just described. So let me give you some perspective on what these databases are. These databases are essentially Markle, helping big brands 1400 Fortune 500 brands to organise their marketing ecosystem, especially Martek ecosystem. So these databases, they house customer touchpoints customer customer data from disparate sources, and they basically integrate that data in one central place and then bolt on analytics, data science, artificial intelligence, machine learning on top of it, helping them with those email campaigns or direct mail campaigns, social campaigns. So that's what these databases are all about, and and these databases currently set on Prem on Merkel's own data centre. And we have a huge opportunity to kind of take those databases and modernise them. Give all these ai ml type of capabilities advanced analytic capabilities to our customers by using AWS is the platform to kind of migrate. And you do that as a service. We do that as a service. >>Strategically, you're sort of transforming your business to help your customers transform their business right? Take away. It's it's classic. I mean, you really it's happening. This theme of, you know a W started with taking away the undifferentiated heavy lifting for infrastructure. Now you're seeing NASDAQ. Goldman Sachs. You guys in the media world essentially building your own clouds, right? That's the strategy. Yes, super clouds. We call >>them Super Cloud. Yeah, it's about helping our clients understand What is it they're trying to accomplish? And for the most part, they're trying to understand the customer journey where the customer is, how they're driving that experience with them and understanding that experience through the journey and doing that in the cloud makes it tremendously easier and more economical form. >>I was listening to the, uh, snowflake earnings call from last night and they were talking about, you know, a couple of big verticals, one being media and all. I keep talking about direct direct to consumer, right? You're hearing that a lot of media companies want to interact and build community directly. They don't want to necessarily. I mean, you don't want to go through a third party anymore if you don't have to, Technology is enabling that is that kind of the play here? >>Yes, Director Consumer is a huge player. Companies which were traditionally brick and mortar based or relied on a supply chain of dealers and distributors are now basically transforming themselves to be direct to consumer. They want to sell directly to the consumer. Personalisation comes becomes a big theme, especially indeed to see type of environment, because now those customers are expecting brands to know what's there like. What's their dislike? Which products which services are they interested in? So that's that's all kind of advanced analytics machine learning powered solutions. These are big data problems that all these brands are kind of trying to solve. That's where Merkel is partnering with AWS to bring all those technologies and and build those next generation solutions for access. So what kind >>of initiatives are you working >>on? So there are, like, 34 areas that we are working very closely with AWS number one. I would say Think about our marketers friend, you know, and they have a transformation like direct to consumer on the channel e commerce, these types of capabilities in mind. But they don't know where to start. What tools? What technologies will be part of that ecosystem. That's where Merkel provides consulting services to to give them a road map, give them recommendations on how to structure these big, large strategic initiatives. That's number one we are doing in partnership with AWS to reach out to our joint customers and help them transform those ecosystems. Number two as Tom mentioned migrations, helping chief data officers, chief technology officers, chief marketing officers modernise their environment by migrating them to cloud number three. Merkel has a solution called mercury, which is essentially all about customer identity. How do we identify a customer across multiple channels? We are Modernising all that solution of making that available on AWS marketplace for customers to actually easily use that solution. And number four, I would say, is helping them set up data foundation. That's through intelligent marketing Data Lake leveraging AWS technologies like blue, red shift and and actually modernise their data platforms. And number four is more around clean rooms, which is bring on your first party data. Join it with Amazon data to see how those customers are behaving when they are making a purchase on amazon dot com, which gives insights to these brands to reshape their marketing strategy to those customers. So those are like four or five focus areas. So I was >>gonna ask you about the data and the data strategy like, who owns the data? You're kind of alchemists that your clients have first party data and you might recommend bringing in other data sources. And you're sort of creating this new cocktail. Who owns the data? >>Well, ultimately, client also data because that that's their customers' data. Uh, to your point on, we helped them enrich that data by bringing in third party data, which is what we call is. So Merkel has a service called data source, which is essentially a collection of data that we acquire about customers. Their likes, their dislikes, their buying power, their interests so we monetise all that data. And the idea is to take those data assets and make them available on AWS data exchange so that it becomes very easy for brands to use their first party data. Take this third party data from Merkel and then, uh, segment their customers much more intelligently. >>And the CMO is your sort of ideal customer profile. >>Yeah, CMO is our main customer profile and we'll work with the chief data officer Will work with the chief technology officer. We kind of we bridge both sides. We can go technology and marketing and bring them both together. So you have a CMO who's trying to solve for some type of issue. And you have a chief technology officer who wants to improve their infrastructure. And we know how to bring them together into a conversation and help both parties get both get what they want. >>And I suppose the chief digital officer fits in there too. Yeah, he fits in their CDOs. Chief Digital officer CMO. Sometimes they're all they're one and the same. Other times they're mixed. I've seen see IOS and and CDOs together. Sure, you sort of. It's all data. It's all >>day. >>Yeah, some of the roles that come into play, as as Tom mentioned. And you mentioned C I o c T. O s chief information officer, chief technology officer, chief data officer, more from the side. And then we have the CMOS chief digital officers from the marketing side. So the secret sauce that Merkel brings to the table is that we know the language, what I t speaks and what business speaks. So when we talk about the business initiatives like direct to consumer Omni Channel E commerce, those are more business driven initiatives. That's where Merkel comes in to kind of help them with our expertise over the last 30 years on on how to run these strategic initiatives. And then at the same time, how do we translate translate those strategic initiatives into it transformation because it does require a lot of idea transformation to happen underneath. That's where AWS also helps us. So we kind of span across both sides of the horizon. >>So you got data. You've got tools, you've got software. You've got expertise that now you're making that available as a as a service. That's right. How far are you into that? journey of satisfying your business. >>Well, the cloud journey started almost, I would say, 5 to 7 years ago at Merkel, >>where you started, where you began leveraging the cloud. That's right. And then the light bulb went off >>the cloud again. We use clouds in multiple aspects, from general computing perspective, leveraging fully managed services that AWS offers. So that's one aspect, which is to bring in data from disparate sources, house it, analyse it and and derive intelligence. The second piece on the cloud side is, uh, SAS, offering software as a service offerings like Adobe Salesforce and other CDP platforms. So Merkel covers a huge spectrum. When it comes to cloud and you got >>a combination, you have a consulting business and also >>so Merkel has multiple service lines. Consulting business is one of them where we can help them on how to approach these transformational initiatives and give them blueprints and roadmaps and strategy. Then we can also help them understand what the customer strategy should be, so that they can market very intelligently to their end customers. Then we have a technology business, which is all about leveraging cloud and advanced analytics. Then we have data business that data assets that I was talking about, that we monetise. We have promotions and loyalty. We have media, so we recover multiple services portfolio. >>How do you mentioned analytics a couple times? How do you tie that? Back to the to the to the sales function. I would imagine your your clients are increasingly asking for analytics so they can manage their dashboards and and make sure they're above the line. How is that evolving? Yes, >>So that's a very important line because, you know, data is data, right? You bring in the data, but what you do with the data, how you know, how you ask questions and how you derive intelligence from it? Because that's the actionable part. So a few areas I'll give you one or two examples on how those analytics kind of come into picture. Let's imagine a brand which is trying to sell a particular product or a particular service to the to a set of customers Now who those set of customers are, You know where they should target this, who their target customers are, what the demographics are that's all done through and analytics and what I gave you is a very simple example. There are so many advanced examples, you know, that come into artificial intelligence machine learning those type of aspects as well. So analytics definitely play a huge role on how these brands need to sell and personalised the offerings that they're going to offer to. The customers >>used to be really pure art, right? It's really >>not anymore. It's all data driven. Moneyball. Moneyball? >>Yes, exactly. Exactly. Maybe still a little bit of hard in there, right? It doesn't hurt. It doesn't hurt to have a little creative flair still, but you've got to go with the data. >>That's where the expertise comes in, right? That's where the experience comes in and how you take that science and combine it with the art to present it to the end customer. That's exactly you know. It's a combination, >>and we also take the time to educate our clients on how we're doing it. So it's not done in a black box, so they can learn and grow themselves where they may end up developing their own group to handle it, as opposed to outsourcing with Merkel, >>teach them how to fish. Last question. Where do you see this in 2 to 3 years. Where do you want to take it? >>I think future is Cloud AWS being the market leader. I think aws has a huge role to play. Um, we are very excited to be partners with AWS. I think it's a match made in heaven. AWS cells in, uh, majority of the sales happen in our focus is marketing. I think if we can bring both the worlds together, I think that would be a very powerful story for us to be >>good news for AWS. They little your DNA can rub off on them would be good, guys. Thanks so much for coming to the Cube. Thank you. All right. Thank you for watching everybody. This is Dave Volonte for the Cube Day four aws re invent. Were the Cube the global leader in high tech coverage? Right back. Mhm. Mhm. Mhm.

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel and AWS. Yeah, welcome to the Cubes Live coverage of AWS reinvent 2020. I'm Lisa Martin and I have a Cube alumni joining me Next. Aaron Kelly, the GM of product marketing at AWS Aaron. Welcome back to the program. >>Thanks, Lisa. It's great to be here. >>Likewise, even though we don't get to all be crammed into Las Vegas together, uh, excited to talk to you about Amazon Connect, talk to our audience about what that is. And then let's talk about it in terms of how it's been a big facilitator during this interesting year, that is 2020. >>Great, yes, for sure. So Amazon Connect is a cloud contact center where we're really looking to really reinvent how contact centers work by bringing it into the cloud. It's an Omni Channel, easy to use contact center that allows customers to spin up contact centers in minutes instead of months. Its very scalable so can scale to 10 tens of thousands of agents. But it also scaled down when you when it's not in use and because it's got a pay as you go business model. You only pay when you're engaging with collars or customers. You're not paying for high upfront per agent fees every month. So it's really been a great service during this pandemic, as there's been a lot of unpredictable spikes in demand, uh, that customers have had to deal with across many sectors, >>and we've been talking for months now about the acceleration that Corbett has delivered with respect to digital transformation. And, of course, as patients has been wearing fin globally. I think with everybody when we're calling a contact center, we want a resolution quickly. And of course, as we all know is we all in any industry are working from home. So are they. So I can imagine during this time that being able to have a cloud contact center has been transformative, I guess, to help some businesses keep the lights on. But now to really be successful moving forward, knowing that they can operate and scale up or down as things change. >>Yeah, that's exactly right. And so one of the key benefits of connect his ability to very quickly on board and get started, you know, we have some very interesting and examples like Morrisons, which is a retailer in the UK They wanted to create a new service as you highlighted, which was a door, you know, doorstep delivery service. And so they needed to spin up a quick new contact center in order to handle those orders. They were able to do it and move all their agents remotely in about a day and be able to immediately start to take those orders, which is really powerful, you know. Another interesting example is the Rhode Island Department of Labor and Training. Which part of their responsibility is to deliver unemployment benefits for their citizens? Obviously a huge surge of demand there they were able to build an entirely new context center in about nine days to support their citizens. They went from a knave ridge of about 74 call volume sort of capacity per minute to 1000 call on capacity per minute. And in the first day of standing up this new context center, they were able to serve 75,000 Rhode Island citizens with their unemployment benefits. So really ah, great example of having that cloud scalability that ability to bring agents remotely and then helping citizens in need during a very, very difficult time, >>right? So a lot of uses private sector, public sector. What are some of the new capabilities of Amazon connected? You're announcing at reinvent. >>Yeah, So we announced five big capabilities this during reinvent yesterday that really spanned the entire experience, and our goal is to make it better for agents so they're more efficient. That actually helps customers reduce their costs but also create a better collar experience so that C sat could go up in the collars, can get what they need quickly and then move on. And so the first capability is Amazon Connect Voice I D, which makes it easier to validate that the person calling is who in fact, they say they are so in this case, Lee. So let's say you're calling in. You can opt in tow, have a voice print made of you. The next time you call in, we're able to use machine learning to match that voiceprint to know. Yes, it is Lisa. I don't need to ask Lisa questions about her mother's maiden name and Social Security number. We can validate you quickly as an agent I'm confident it's you. So I'm less concerned about things like fraud, and we can move on. That's the first great new feature. The second is Amazon Connect customer profiles. So now, once you join the call rather than me is an agent having to click around a different systems and find out your order history, etcetera. I could get that all surface to me directly. So I have that context. I can create a more personalized experience and move faster through the call. The third one is called Wisdom. It's Amazon Connect wisdom, which now based on either what you're asking me or a search that I might make, I could get answers to your questions. Push to me using machine learning. So if you may be asking about a refund policy or the next time a new product may launch, I may not know rather than clicking around and sort of finding that in the different systems is pushed right to me. Um, now the Fourth Feet feature is really time capability of contact lens for Amazon connect, and what this does is while you were having our conversation, it measures the sentiment based on what you're saying or any keywords. So let's say you called it and said, I want a refund or I want to cancel That keyword will trigger a new alert to my supervisor who can see that this call may be going in the wrong direction. Let me go help Aaron with Lisa. Maybe there's a special offer I can provide or extra assistance so I can help turn that call around and create a great customer experience, which right now it feels like it's not going in that direction. And then the last one is, um, Amazon Connect tasks where about half of an agents time is spent on task other than the call follow up items. So you're looking for a refund or you want me Thio to ship you a new version of the product or something? Well, today I might write that on a sticky note or send myself a reminder and email. It's not very tracked very well. With Amazon Connect task, I can create that task for me as a supervisor. I could then X signed those tax and I can make sure that the follow up items air prioritized. And then when I look at my work. You is an agent. I can see both calls, my chats and my task, which allows me to be more efficient. That allows me to follow up faster with you. My customer, Andi. Overall, it's gonna help lower the cost and efficiency of the Contact Center. So we're really excited about all five of these features and how they improve the entire life cycle of a customer contact. >>And that could be table stakes for any business in terms of customer satisfaction. You talked about that, but I always say, You know, customer satisfaction is inextricably linked to employee satisfaction. They need. The agents need to be empowered with that information and really time, but also to be able to look at. I want them to know why I'm calling. They should already know what I have. We have that growing expectation right as a consumer. So the agent experience the customer experience. You've also really streamline. And I could just see this being something that is like I said, kind of table stakes for an organization to reduce churn, to be able to service more customers in a shorter amount of time and also employee satisfaction, right, >>right that's that. That's exactly right. Trader Grills, which is one of our, you know, beta customers using some of these capabilities. You know, they're saying 25% faster, handle times so shorter calls and a 10% increase in customer satisfaction because now it's personalized. When you call in, I know what grill you purchased. And so I have a sense based on the grill, you purchase just what your question might be or what you know, what special offers I might have available to me and that's all pushed to me is an agent, So I feel more empowered. I could give you better service. You have, you know, greater loyalty towards my brand, which is a win for everyone, >>absolutely that empowerment of the agent, that personalization for the customer. I think again we have that growing demanded expectation that you should know why I'm calling, and you should be able to solve my problem. If you can't, I'm gonna turn and find somebody else who can do that. That's a huge risk that businesses face. Let's talk about some of the trends that you're seeing that this has been a very interesting year to say the least, what are some of the trends in the context center space that you guys were seeing that you're working Thio to help facilitate? >>Yeah, absolutely. So I think one of the biggest trends that we're seeing is this move towards remote work. So as you can imagine, with the pandemic almost immediately, most customers needed to quickly move their agents to remote work scenario. And this is where Amazon Connect was a great benefit. For as I mentioned before, we saw about 5000 new contact centers created in March in April. Um, Atiya, very beginning of the pandemic. So that was a very, uh, that's a very big trend we're seeing. And now what we're seeing is customers were saying, Hey, when I have something like Amazon Connect that's in the cloud, it scales up. It provides me a great experience. I just need really a headset in a Internet connection from my agents. I'm not dealing with VPNs and, ah, lot of the complexity that comes with trying to move on on premises system remote. We're seeing a huge, you know, search of adoption and usage around that the ability to very quickly create a new context center around specific scenarios are use cases has been really, really powerful. So, uh, those are the big trends moving to remote remote work and a trend towards, um, spinning of new context that is quickly and then spending them back down as that demand moves or or those those those situations move >>right. And as we're all experiencing, the one thing that is a given during this time is the uncertainty that remains Skilling up. Skilling down volume changes. But looking as if a lot of what's currently going on from home is going to stay for a while longer, I actually not think about it. I'm calling into whether it's, you know, cable service or whatnot. I think What about agent is actually on their couch at home like I am working? And so I think it's being able to facilitate that because is transformative, and I think I think I'll step out on limbs side, you know, very potentially impact the winners and the losers of tomorrow, making sure that the consumer experience is tailored. It's personalized to your point and that the agents are empowered in real time to facilitate a seamless and fast resolution of whatever the issue is. >>Well, and I think you hit on it earlier as well. Agents wanna be helpful. They wanna solve a customer problem. They wanna have that information at their fingertips. They wanna be on power to take action. Because at the end of their day, they want to feel like they helped people, right? And so being able to give them that information safe from wisdom or being able to see your entire customer profile, Right? Right. When you come on board or know that you are Lisa, um, and have the confidence that I'm talking to Lisa, I'm not. This is not some sort of, you know, fishing, exercise, exercise. These are all really important scenarios and features that empower the agent, lowers cost significantly for the customer and creates a much better customer experience for you. The collar? >>Absolutely. And we all know how important that is these days to get some sort of satisfying experience. Last question. Erin, talk to us about, you know, as we all look forward, Thio 2021. For many reasons. What can we expect with Amazon? Connect? >>Well, we're going to continue to listen to our customers and hear their feedback and what they need, which what we certainly anticipate is continued focus on that agent efficiency, giving agents mawr of the information they need to be successful and answer customers questions quickly, continuing to invest in machine learning as a way of doing that. So using ML to identify that you are who you say you are, finding that right information. Getting data that I can use is an agent Thio. Handle those tasks and then automate the things that you know I really shouldn't have to take steps is a human to go do so if we need to send you a follow up email when when your product ships or when your refund is issued. Let me just put that in the system once and have it happened when it executes. So that level of automation continuing to bring machine learning in to make the agent experience better and more efficient, which ultimate leads to lower costs and better see set. These are all the investments. You'll see a sui continue for it next year. >>Excellent stuff, Erin, thank you so much for joining me on the program today, ensuring what's next and the potential the impact that Amazon connect is making. >>Thanks, Lisa. It's great to be here >>for Aaron Kelly. I'm Lisa Martin. You're watching the cubes. Live coverage of AWS reinvent 2020.

>>on the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. Hello and welcome back to the Cubes Live coverage Cube live here in Palo Alto, California, with the Virtual Cube this year because we can't be there in person. I'm your host, John Fairy year. We're kicking off Day two of the three weeks of reinvent a lot of great leadership sessions to review, obviously still buzzing from the Andy Jassy three. Our keynote, which had so many storylines, is really hard to impact. We're gonna dig that into into into that today with Jerry Chan, who has been a Cube alumni since the beginning of our AWS coverage. Going back to 2013, Jerry was wandering the hallways as a um, in between. You were in between vm ware and V C. And then we saw you there. You've been on the Cube every year at reinvent with us. So special commentary from you. Thanks for coming on. >>Hey, John, Thanks for having me and a belated happy birthday as well. If everyone out there John's birthday was yesterday. So and hardest. Howard's working man in technology he spent his entire birthday doing live coverage of Amazon re events. Happy birthday, buddy. >>Well, I love my work. I love doing this. And reinvent is the biggest event of the year because it really is. It's become a bellwether and eso super excited to have you on. We've had great conversations by looking back at our conversations over the Thanksgiving weekend. Jerry, the stuff we were talking about it was very proposed that Jassy is leaning in with this whole messaging around change and horizontal scalability. He didn't really say that, but he was saying you could disrupt in these industries and still use machine learning. This was some of the early conversations we were having on the Cube. Now fast forward, more mainstream than ever before. So big, big part of the theme there. >>Yeah, it z you Amazon reinvent Amazon evolution to your point, right, because it's both reinventing what countries are using with the cloud. But also what Amazon's done is is they're evolving year after year with their services. So they start a simple infrastructure, you know, s three and e c. Two. And now they're building basically a lot of what Andy said you actually deconstructed crm? Ah, lot of stuff they're doing around the call centers, almost going after Salesforce with kind of a deconstructed CRM services, which is super interesting. But the day you know, Amazon announces all those technologies, not to mention the AI stuff, the seminar stuff you have slack and inquired by Salesforce for $27.7 billion. So ah, lot of stuff going on in the cloud world these days, and it's funny part of it, >>you know, it really is interesting. You look up the slack acquisition by, um, by Salesforce. It's interesting, you know, That kind of takes slack out of the play here. I mean, they were doing really well again. Message board service turns into, um, or collaboration software. They hit the mainstream. They have great revenue. Is that going to really change the landscape of the industry for Salesforce? They've got to acquire it. It opens the door up from, or innovation. And it's funny you mention the contact Center because I was pressing Jassy on my exclusive one on one with him. Like they said, Andy, my my daughter and my sons, they don't use the phone. They're not gonna call. What's this? Is it a call center deal? And he goes, No, it's the It's about the contact. So think about that notion of the contact. It's not about the call center. It's the point of contact. Okay, Linked in is with Microsoft. You got slack and Salesforce Contact driven collaboration. Interesting kind of play for Microsoft to use voice and their data. What's your take on that? >>I think it's, um you know, I have this framework. As you know, I talked my friend systems of engagement over systems intelligence and systems record. Right? And so you could argue voice email slack because we're all different systems of engagement, and they sit on top of system of record like CRM customer support ticketing HR. Something like that. Now what sells first did by buying slack is they now own a system engagement, right? Not on Lee is slack. A system engagement for CRM, but also system engagement for E. R. P Service. Now is how you interact with a bunch of applications. And so if you think about sales for strategy in the space, compete against Marcus Soft or serves now or other large AARP's now they own slack of system engagement, that super powerful way to actually compete against rival SAS companies. Because if you own the layer engagement layer, you can now just intermediate what's in the background. Likewise, the context center its own voice. Email, chat messaging, right? You can just inter mediate this stuff in the back, and so they're trying to own the system engagement. And then, likewise, Facebook just bought that company customer a week ago for a billion dollars, which also Omni Channel support because it is chat messaging voice. It's again the system engagement between End User, which could be a customer or could be employees. >>You know, this really gonna make Cit's enterprise has been so much fun over the past 10 years, I gotta say, in the past five, you know, it's been even more fun, has become or the new fun area, you know, And the impact to enterprise has been interesting because and we're talking about just engaging system of record. This is now the new challenge for the enterprise. So I wanna get your thoughts, Jerry, because how you see the Sea, X O's and CSOs and the architects out there trying to reinvent the enterprise. Jassy saying Look and find the truth. Be on the right side of history here. Certainly he's got himself service interest there, but there is a true band eight with Cove it and with digital acceleration for the enterprise to change. Um, given all these new opportunities Thio, revolutionize or disrupt or radically improve, what's the C. C X's do? What's your take on? How do you see that? >>It's increasingly messy for the CXS, and I don't I don't envy them, right? Because back in the day they kind of controlled all the I t spend and kind of they had a standard of what technologies they use in the company. And then along came Amazon in cloud all of sudden, like your developers and Dio Hey, let me swipe my credit card and I'm gonna access to a bunch of a P I s around computing stories. Likewise. Now they could swipe the credit card and you strike for billing, right? There's a whole bunch of services now, so it becomes incumbent upon CSOs. They need Thio new set of management tools, right? So not only just like, um, security tools they need, they need also observe ability, tools, understanding what services are being used by the customers, when and how. And I would say the following John like CSOs is both a challenge for them. But I think if I was a C X, so I'll be pretty excited because now I have a bunch of other weapons and other bunch of services I could offer. My end users, my developers, my employees, my customers and, you know it's exciting for them is not only could they do different things, but they also changed how their business being done. And so I think both interact with their end users. Be a chat like slack or be a phone like a contact center or instagram for your for your for your kids. It's actually a new challenge if I were sick. So it's it's time to build again, you know, I think Cove it has said it is time to build again. You can build >>to kind of take that phrase from the movie Shawshank Redemption. Get busy building or get busy dying. Kinda rephrase it there. And that's kind of the theme I'm seeing here because covert kind of forced people saying, Look, this things like work at home. Who would have thought 100% people would be working at home? Who would have thought that now the workloads gonna change differently? So it's an opportunity to deconstruct or distant intermediate these services. And I think, you know, in all the trends that I've seen over my career, it's been those inflection points where breaking the monolith or breaking the proprietary piece of it has always been an opportunity for for entrepreneur. So you know, and and for companies, whether you're CEO or startup by decomposing and you can come in and create value E I think to me, snowflake going public on the back of Amazon. Basically, this is interesting. I mean, so you don't have to be. You could kill one feature and nail it and go big. >>I think we talked to the past like it's Amazon or Google or Microsoft Gonna win. Everything is winner take all winner take most, and you could argue that it's hard to find oxygen as a start up in a broad platform play. But we think Snowflake and other companies have done and comes like mongo DB, for example, elastic have shown that if you can pick a service or a problem space and either developed like I p. That's super deep or own developer audience. You can actually fight the big guys. The Big Three cloud vendors be Amazon, Google or or market soft in different markets. And I think if you're a startup founder, you should not be afraid of competing with the big cloud vendors because there there are success patterns and how you can win and you know and create a lot of value. So I have found Investor. I'm super excited by that because, you know, I don't think you're gonna find a company takedown Amazon completely because they're just the scale and the network effects is too large. But you can create a lot of value and build Valuable comes like snowflake in and around the Amazon. Google Microsoft Ecosystem. >>Yeah, I want to get your thoughts. You have one portfolio we've covered rock rock set, which does a lot of sequel. Um, one of your investments. Interesting part of the Kino yesterday was Andy Jassy kind of going after Microsoft saying Windows sequel server um, they're targeting that with this new, uh, tool, but, you know, sucks in the database of it is called the Babel Fish for Aurora for post Chris sequel. Um, well, how was your take on that? I mean, obviously Microsoft big. Their enterprise sales tactics are looking like more like Oracle, which he was kind of hinting at and commenting on. But sequel is Lingua Franca for data >>correct. I think we went to, like, kind of a no sequel phase, which was kind of a trendy thing for a while and that no sequel still around, not only sequel like mongo DB Document TV. Kind of that interface still holds true, but your point. The world speaks sequel. All your applications be sequel, right? So if you want backwards, compatibility to your applications speaks equal. If you want your tire installed base of employees that no sequel, we gotta speak sequel. So, Rock said, when the first public conversations about what they're building was on on the key with you and Me and vent hat, the founder. And what Rock said is doing their building real time. Snowflake Thio, Lack of better term. It's a real time sequel database in the cloud that's super elastic, just like Snowflake is. But unlike snowflake, which is a data warehouse mostly for dashboards and analytics. Rock set is like millisecond queries for real time applications, and so think of them is the evolution of where cloud databases air going is not only elastic like snowflake in the cloud like Snowflake. We're talking 10 15 millisecond queries versus one or two second queries, and I think what any Jassy did and Amazon with bowel officials say, Hey, Sequels, Legal frank of the cloud. There's a large installed base of sequel server developers out there and applications, and we're gonna use Babel fish to kind of move those applications from on premise the cloud or from old workload to the new workloads. And, I think, the name of the game. For for cloud vendors across the board, big and small startups thio Google markets, often Amazon is how do you reduce friction like, How do you reduce friction to try a new service to get your data in the cloud to move your data from one place to the next? And so you know, Amazon is trying to reduce friction by using Babel fish, and I think it is a great move by them. >>Yeah, by the way. Not only is it for Aurora Post Chris equal, they're also open sourcing it. So that's gonna be something that is gonna be interesting to play out. Because once they open source it essentially, that's an escape valve for locking. I mean, if you're a Microsoft customer, I mean, it ultimately is. Could be that Gateway drug. It's like it is ultimately like, Hey, if you don't like the licensing, come here. Now there's gonna be some questions on the translations. Um, Vince, um, scuttlebutt about that. But we'll see it's open source. We'll see what goes on. Um great stuff on on rocks that great. Great. Start up next. Next, uh, talk track I wanna get with you is You know, over the years, you know, we've talked about your history. We're gonna vm Where, uh, now being a venture capitalist. Successful, wanted Greylock. You've seen the waves, and I would call it the two ways pre cloud Early days of cloud. And now, with co vid, we're kind of in the, you know, not just born in the cloud Total cloud scale cloud operations. This is kind of what jazz he was going after. E think I tweeted Cloud is eating the world and on premise and the edges. What it's hungry for. It kind of goof on mark injuries since quote a software eating the world. This is where it's going. So it's a whole another chapter coming. You saw the pre cloud you saw Cloud. Now we've got basically global I t everything else >>It's cloud only I would say, You know, we saw pre cloud right the VM ware days and before that he called like, you know, data centers. I would say Amazon lawns of what, 6 4007, the Web services. So the past 14 15 years have been what I've been calling cloud transition, right? And so you had cos technologies that were either doing on migration from on premise and cloud or hybrid on premise off premise. And now you're seeing a generation of technologies and companies. Their cloud only John to your point. And so you could argue that this 15 year transitions were like, you know, Thio use a bad metaphor like amphibians. You're half in the water, half on land, you know, And like, you know, you're not You're not purely cloud. You're not purely on premise, but you can do both ways, and that's great. That's great, because that's a that's a dominant architecture today. But come just like rock set and snowflake, your cloud only right? They're born in the cloud, they're built on the cloud And now we're seeing a generation Startups and technology companies that are cloud only. And so, you know, unlike you have this transitionary evolution of like amphibians, land and sea. Now we have ah, no mammals, whatever that are Onley in the cloud Onley on land. And because of that, you can take advantage of a whole different set of constraints that are their cloud. Only that could build different services that you can't have going backwards. And so I think for 2021 forward, we're going to see a bunch of companies or cloud only, and they're gonna look very, very different than the previous set of companies the past 15 years. And as an investor, as you covering as analysts, is gonna be super interesting to see the difference. And if anything, the cloud only companies will accelerate the move of I t spending the move of mawr developers to the cloud because the cloud only technologies are gonna be so much more compelling than than the amphibians, if you will. >>Yeah, insisting to see your point. And you saw the news announcement had a ton of news, a ton of stage making right calls, kind of the democratization layer. We'll look at some of the insights that Amazon's getting just as the monster that they are in terms of size. The scope of what? Their observation spaces. They're seeing all these workloads. They have the Dev Ops guru. They launched that Dev Ops Guru thing I found interesting. They got data acquisition, right? So when you think about these new the new data paradigm with cloud on Lee, it opens up new things. Um, new patterns. Um, S o. I think I think to me. I think that's to me. I see where this notion of agility moves to a whole nother level, where it's it's not just moving fast, it's new capabilities. So how do you How do you see that happening? Because this is where I think the new generation is gonna come in and be like servers. Lambs. I like you guys actually provisioned E c. Two instances before I was servers on data centers. Now you got ec2. What? Lambda. So you're starting to see smaller compute? Um, new learnings, All these historical data insights feeding into the development process and to the application. >>I think it's interesting. So I think if you really want to take the next evolution, how do you make the cloud programmable for everybody? Right. And I think you mentioned stage maker machine learning data scientists, the sage maker user. The data scientists, for example, does not on provisioned containers and, you know, kodama files and understand communities, right? Like just like the developed today. Don't wanna rack servers like Oh, my God, Jerry, you had Iraq servers and data center and install VM ware. The generation beyond us doesn't want to think about the underlying infrastructure. You wanna think about it? How do you just program my app and program? The cloud writ large. And so I think where you can see going forward is two things. One people who call themselves developers. That definition has expanded the past 10, 15 years. It's on Lee growing, so everyone is gonna be developed right now from your white collar knowledge worker to your hard core infrastructure developer. But the populist developers expanding especially around machine learning and kind of the sage maker audience, for sure. And then what's gonna happen is, ah, law. This audience doesn't want to care about the stuff you just mentioned, John in terms of the online plumbing. So what Amazon Google on Azure will do is make that stuff easy, right? Or a starved could make it easy. And I think that the move towards land and services that moved specifically that don't think about the underlying plumbing. We're gonna make it easy for you. Just program your app and then either a startup, well, abstract away, all the all the underlying, um, infrastructure bits or the big three cloud vendors to say, you know, all this stuff would do in a serverless fashion. So I think serverless as, ah paradigm and have, quite frankly, a battlefront for the Big Three clouds and for startups is probably one in the front lines of the next generation. Whoever owns this kind of program will cloud model programming the Internet program. The cloud will be maybe the next platform the next 10 or 15 years. I still have two up for grabs. >>Yeah, I think that is so insightful. I think that's worth calling out. I think that's gonna be a multi year, um, effort. I mean, look at just how containers now, with ks anywhere and you've got the container Service of control plane built in, you got, you know, real time analytics coming in from rock set. And Amazon. You have pinned Pandora Panorama appliance that does machine learning and computer vision with sensors. I mean, this is just a whole new level of purpose built stuff software powered software operated. So you have this notion of Dev ops going to hand in the glove software and operations? Kind of. How do you operate this stuff? So I think the whole new next question was Okay, this is all great. But Amazon's always had this problem. It's just so hard. Like there's so much good stuff. Like, who do you hired operate it? It is not yet programmable. This has been a big problem for them. Your thoughts on that, >>um e think that the data illusion around Dev ops etcetera is the solution. So also that you're gonna have information from Amazon from startups. They're gonna automate a bunch of the operations. And so, you know, I'm involved to come to Kronos Fear that we talked about the past team kind of uber the Bilson called m three. That's basically next generation data dog. Next generation of visibility platform. They're gonna collect all the data from the applications. And once they have their your data, they're gonna know how to operate and automate scaling up, scaling down and the basic remediation for you. So you're going to see a bunch of tools, take the information from running your application infrastructure and automate exactly how to scale and manager your app. And so AI and machine learning where large John is gonna be, say, make a lot of plumbing go away or maybe not completely, but lets you scale better. So you, as a single system admin are used. A single SRE site reliability engineer can scale and manage a bigger application, and it's all gonna be around automation and and to your point, you said earlier, if you have the data, that's a powerful situations. Once have the data can build models on it and can start building solutions on the data. And so I think What happens is when Bill this program of cloud for for your, you know, broad development population automating all this stuff becomes important. So that's why I say service or this, You know, automation of infrastructure is the next battleground for the cloud because whoever does that for you is gonna be your virtualized back and virtualized data center virtualized SRE. And if whoever owns that, it's gonna be a very, very strategic position. >>Yeah, it's great stuff. This is back to the theme of this notion of virtualization is now gone beyond server virtualization. It's, you know, media virtualization with the Cube. My big joke here with the Q virtual. But it's to your point. It's everything can now be replicated in software and scale the cloud scale. So it's super big opportunity for entrepreneurs and companies. Thio, pivot and differentiate. Uh, the question I have for you next is on that thread Huge edge discussion going on, right. So, you know, I think I said it two years ago or three years ago. The data center is just a edges just a big fat edge. Jassy kind of said that in his keynote Hey, looks at that is just a Nedum point with his from his standpoint. But you have data center. You have re alleges you've got five G with wavelength. This local zone concept, which is, you know, Amazon in these metro areas reminds me the old wireless point of presence kind of vibe. And then you've got just purpose built devices like cameras and factory. So huge industrial innovation, robotics, meet software. I mean, whole huge edge development exploding, Which what's your view of this? And how do you look at that from? Is an investor in industry, >>I think edges both the opportunity for start ups and companies as well as a threat to Amazon, right to the reason why they have outposts and all the stuff the edges if you think about, you know, decentralizing your application and moving into the eggs from my wearable to my home to my car to my my city block edges access Super interesting. And so a couple things. One companies like Cloudflare Fastly company I'm involved with called Kato Networks that does. SAS is secure access service edge write their names and the edges In the category definition sassy is about How do you like get compute to the edge securely for your developers, for your customers, for your workers, for end users and what you know comes like Cloudflare and Kate have done is they built out a network of pops across the world, their their own infrastructure So they're not dependent upon. You know, the big cloud providers, the telco providers, you know, they're partnering with Big Cloud, their parting with the telcos. But they have their own kind of system, our own kind of platform to get to the edge. And so companies like Kato Networks in Cloud Player that have, ah, presence on the edge and their own infrastructure more or less, I think, are gonna be in a strategic position. And so Kate was seen benefits in the past year of Of of Cove it and locked down because more remote access more developers, Um, I think edge is gonna be a super great area development going forward. I think if you're Amazon, you're pushing to the edge aggressively without post. I think you're a developer startup. You know, creating your own infrastructure and riding this edge wave could be a great way to build a moat against a big cloud guy. So I'm super excited. You think edge in this whole idea of your own infrastructure. Like what Kato has done, it is gonna be super useful going forward. And you're going to see more and more companies. Um, spend the money to try to copy kind of, ah, Cloudflare Kato presence around the world. Because once you own your own kind of, um, infrastructure instead of pops and you're less depend upon them a cloud provider, you're you're in a good position because there's the Amazon outage last week and I think like twilio and a bunch of services went down for for a few hours. If you own your own set of pops, your independent that it is actually really, really secure >>if you and if they go down to the it's on you. But that was the kinesis outage that they had, uh, they before Thanksgiving. Um, yeah, that that's a problem. So on this on. So I guess the question for you on that is that Is it better to partner with Amazon or try to get a position on the edge? Have them either by you or computer, create value or coexist? How do you see that that strategy move. Do you coexist? Do you play with them? >>E think you have to co exist? I think that the partner coexist, right? I think like all things you compete with Amazon. Amazon is so broad that will be part of Amazon and you're gonna compete with and that's that's fair game, you know, like so Snowflake competes against red shift, but they also part of Amazon's. They're running Amazon. So I think if you're a startup trying to find the edge, you have to coexist in Amazon because they're so big. Big cloud, right, The Big three cloud Amazon, Google, Azure. They're not going anywhere. So if you're a startup founder, you definitely coexist. Leverage the good things of cloud. But then you gotta invest in your own edge. Both both figure early what? Your edge and literally the edge. Right. And I think you know you complement your edge presence be it the home, the car, the city block, the zip code with, you know, using Amazon strategically because Amazon is gonna help you get two different countries, different regions. You know you can't build a company without touching Amazon in some form of fashion these days. But if you're a star found or doing strategically, how use Amazon and picking how you differentiate is gonna be key. And if the differentiation might be small, John. But it could be super valuable, right? So maybe only 10 or 15%. But that could be ah Holton of value that you're building on top of it. >>Yeah, and there's a little bit of growth hack to with Amazon if you you know how it works. If you compete directly against the core building blocks like a C two has three, you're gonna get killed, right? They're gonna kill you if the the white space is interest. In the old days in Microsoft, you had a white space. They give it to you or they would roll you over and level you out. Amazon. If you're a customer and you're in a white space and do better than them, they're cool with that. They're like, basically like, Hey, if you could innovate on behalf of the customer, they let you do that as long as you have a big bill. Yeah. Snowflakes paying a lot of money to Amazon. Sure, but they also are doing a good job. So again, Amazon has been very clear on that. If you do a better job than us for, the customer will do it. But if they want Amazon Red Shift, they want Amazon Onley. They can choose that eso kind of the playbook. >>I think it is absolutely right, John is it sets from any jassy and that the Amazon culture of the customer comes first, right? And so whatever is best for the customer that's like their their mission statement. So whatever they do, they do for the customer. And if you build value for the customer and you're on top of Amazon, they'll be happy. You might compete with some Amazon services, which, no, the GM of that business may not be happy, but overall. Net Net. Amazon's getting a share of those dollars that you're that you're charging the customer getting a share of the value you're creating. They're happy, right? Because you know what? The line rising tide floats all the boats. So the Mork cloud usage is gonna only benefit the Big Three cloud providers Amazon, particularly because they're the biggest of the three. But more and more dollars go the cloud. If you're helping move more. Absolute cloud helping build more solutions in the cloud. Amazon is gonna be happy because they know that regardless of what you're doing, you will get a fraction of those dollars. Now, the key for a startup founder and what I'm looking for is how do we get mawr than you know? A sliver of the dollars. How to get a bigger slice of the pie, if you will. So I think edge and surveillance or two areas I'm thinking about because I think there are two areas where you can actually invest, own some I p owned some surface area and capture more of the value, um, to use a startup founder and, you know, are built last t to Amazon. >>Yeah. Great. Great thesis. Jerry has always been great. You've been with the Cube since the beginning on our first reinvented 2013. Um, and so we're now on our eighth year. Great to see your success. Great investment. You make your world class investor to great firm Greylock. Um great to have you on from your perspective. Final take on this year. What's your view of Jackie's keynote? Just in general, What's the vibe. What's the quick, um, soundbite >>from you? First, I'm so impressed and you can do you feel like a three Archy? No more or less by himself. Right then, that is, that is, um, that's a one man show, and I'm All of that is I don't think I could pull that off. Number one. Number two It's, um, the ability to for for Amazon to execute at so many different levels of stack from semiconductors. Right there, there there ai chips to high level services around healthcare solutions and legit solutions. It's amazing. So I would say both. I'm impressed by Amazon's ability. Thio go so broad up and down the stack. But also, I think the theme from From From Andy Jassy is like It's just acceleration. It's, you know now that we will have things unique to the cloud, and that could be just a I chips unique to the cloud or the services that are cloud only you're going to see a tipping point. We saw acceleration in the past 15 years, John. He called like this cloud transition. But you know, I think you know, we're talking about 2021 beyond you'll see a tipping point where now you can only get certain things in the cloud. Right? And that could be the underlying inference. Instances are training instances, the Amazons giving. So all of a sudden you as a founder or developer, says, Look, I guess so much more in the cloud there's there's no reason for me to do this hybrid thing. You know, Khyber is not gonna go away on Prem is not going away. But for sure. We're going to see, uh, increasing celebration off cloud only services. Um, our edge only services or things. They're only on functions that serve like serverless. That'll be defined the next 10 years of compute. And so that for you and I was gonna be a space and watch >>Jerry Chen always pleasure. Great insight. Great to have you on the Cube again. Great to see you. Thanks for coming on. >>Congrats to you guys in the Cube. Seven years growing. It's amazing to see all the content put on. So you think it isn't? Just Last point is you see the growth of the curve growth curves of the cloud. I'd be curious Johnson, The growth curve of the cube content You know, I would say you guys are also going exponential as well. So super impressed with what you guys have dealt. Congratulations. >>Thank you so much. Cute. Virtual. We've been virtualized. Virtualization is coming here, or Cubans were not in person this year because of the pandemic. But we'll be hybrid soon as events come back. I'm John for a year. Host for AWS reinvent coverage with the Cube. Thanks for watching. Stay tuned for more coverage all day. Next three weeks. Stay with us from around the globe. It's the Cube with digital coverage of aws reinvent 2020 sponsored by Intel >>and AWS. Welcome back here to our coverage here on the Cube of AWS.

>> Announcer: Live from Las Vegas, it's theCUBE covering Magento Imagine 2019, brought to you by Adobe. >> Welcome to the theCUBE, I'm Lisa Martin at The Wynn, in Las Vegas for Magento Imagine 2019. This is a three day event. You can hear a lot of exciting folks networking behind me, talking tech, talking e-commerce innovation and we're pleased to welcome fresh off the keynote stage a couple of guests from HP. We've got Gillian Campbell, the Head of Omni-channel Strategy and Operations. Gillian, thank you for joining us. >> Thank you for asking us. >> Our pleasure and Herriot Stobo, Director of Omni-channel Innovation and Solutions, also from HP. Welcome. >> Thank you very much. >> So Gillian fresh off the keynote stage, enjoyed your presentation this morning. >> Gillian: Thank you. >> Everybody I think in the world knows HP. Those of us consumers going, you know what actually, that reminds me, I need a new printer. >> We can help you. >> Thank you, excellent. Whether I'm shopping online or in a store. So you gave this really interesting keynote this morning talking about what HP is doing, starting at Apache. You really transform this shopping experience. Talk to us a little bit about HP, as I think you've mentioned it as a $50 billion start up and from a digital experience perspective, what you needed to enable. >> Yeah, so as I said, HP have been around for 80 years and in 2015, we became our own entity, HP Inc., and really started looking at how do we enable digital to be pervasive through everything that we do. Our internal processes are reached to customers and identified a great opportunity to really take leading edge and our digital commerce capabilities and we already had some early proof points and APG so we launched a global initiative and we're now on that journey to enable that best in class experience through the digital platforms. >> So Herriot talk to us about, you're based in Singapore. >> Yes. >> What were some of the market dynamics that really made it obvious that this is where we want to start building out this omni-channel strategy starting in Apache? Is it, you know whether, Gillian you mentioned it before. We started retail spaces, some being expensive. Is it more mobile experience and expectations on consumer's part? >> I think we've got a mix of different starting points across Asia. We've got some mega cities like Hong Kong and Singapore rising, Tokyo. And then we've got you know emerging markets across South-East Asia. We don't necessarily have any single market place that controls the entire market as we might see in other regions and so we've had a lot of runway to go and experiment and try new things. We also have an ecosystem of branded retail in Asia. Not in all markets, predominantly in India but also in some markets in South-East Asia that allow us to really blend the experience across both offline and online and to give customers choice at the end of the day. Let them decide how they want to shop and interact with our brand. So we have been running Magento 1 since we first launched our online store businesses in Indonesia and Thailand about six years ago and then we moved into China, replatformed, lexi-platform onto Magento 1 and then that was really the foundation of what we decided to go and build upon to become a global program. so we already had some proof points under our belt with Magento so. >> And what were some of those early wins that really started to make this really obvious that this omni-channel experience, the ability to give customers choice? Whether they want to start the process online, finish it in store, vice verse, or at least have the opportunity to have a choice? What were some of those early wins and business outcomes that you started to see? >> I think even just from because we're all, customers are people. Whether you're a corporate customer, a small business, or a consumer, we're all people and we all know that we shop that way. So essentially the storyline on that back to HP was we have to enable experiences that we would want to experience as well and it was quite a shift for a tech company who were really all about the products to be thinking about, well, how do we really enable that end to end experience? And as Herriot said, the runway was open. We already had some proof points. I was new in the job so I was like all listening to, you know, what the team were telling me. We have a great opportunity here and took that formered as a new concept for the company. We got funding approval and you know the rest is the history and the journey that we're on. So I think it was just taking a different perspective and a different approach and working with a team who already had the, built some of that credibility and others proof points with the earlier deployments and I think we kind of took a risk at the time when we started the engagement with Magento. They weren't in that leadership quadrant and we took a risk to say, let's partner with an energizing company and do something a little bit different and we're still here working towards it so I think that for me was the breakthrough, was just having the tenacity to say, we're gonna drive this path forward. It may not be how we would have done things in the past, but we're a different company now. and we had much more thinner air cover to be able to do that. >> Little bit more agility and flexibility. >> Yeah, absolutely. So you guys, you talked about, Gillian about all the buyers. We are the consumers and we have this expectation, growing expectation that I want to be able to get any and transact anything that I want to buy, whether I'm a procuring person for a company and I'm traveling but I need to approve expenses or I'm a salesperson maybe sitting next to a medium-small business customer. I need to have the option at least to have this store front. What are the things that you guys launched in Apache, leverage be the power of Magento Commerce was click to collect. So tell me a little bit about from maybe an e-commerce cultural perspective, what is it that makes people want to have the ability to start online and actually complete the transaction in a physical location? >> Essentially I was in the Advisory Board yesterday and one of the other customers of Magento said, "Until we can invent a way to touch and feel online, "there's always gonna be a need to have, "outlets where you can go touch and feel." and I think with the click and collect, some of our products are, you know, high-end PCs and gaming devices and printers that is hard to get a good appreciation of what it looks and feels like online. So if you're gonna be spending you know, a significant money you may want to go in and be able to see the colors, feel the finish. You know some of our newer products with the leather portfolios is not something you can truly appreciate without touching it. So I think we have to enable again those customers who do want to experience, feel the weight, you know feel the finish, see the color scheme 'cause its usually important, again not for all customers. Some customers are quite happy to spend thousands of dollars on an online purchase without seeing it and then making sure they have a good facility to be able to, well if they wanted to, to return if they got the normal the product. >> As we look though at like we talked about, this consumerization of everything where we have this expectation and the numbers, I think you even mentioned it maybe in your keynote, Gillian, the numbers of, or somebody did this morning, like upwards of half of all transactions are starting on mobile so we got to start there. What are some of the things that you guys have seen in region in terms of mobile conversions? >> So there's still a massive gap between desktop and mobile conversions, first of all. I mean we're not anywhere near parity between the two. But obviously we're seeing a huge volume of traffic coming in as well and it's shifting that way, so you would expect it to drop as result. I think with Magento what we've seen over the, you know, past few deployments that we've been running and that were over 8% improven. But the desktop conversions are far higher. I mean in terms of improvement and actual conversion so we've still got a long way to go. There and that's a naturative process, that's a journey that probably never ends in terms of ongoing optimization and experimentation. So yeah a lot happening there. I think just on the click and collect topic as well that you were asking about people wanting to start their journey online and then come into bricks and mortar. We're seeing a huge uptake on it just by experimenting, by piloting. Over 26% of our consumer notebooks in India that we've put onto this program were being collected in store and this is in environments which are inherently chaotic on the streets. You don't want to go out there but actually I'm passing that way anyway so it's just easier for me to pick it up on the way home and probably quicker 'cause I can collect in two hours. So it's just giving people customer choice, no additional incentive and it seems to take. So now we're expanding out regionally. >> So you said there's, this morning, Gillian, in your keynote eight markets covered, mostly Apache, but also in Latin America. >> We just started in Latin America, again, the development process is not just as simple as we're switching on. So we've been doing a lot of work for this past six months with Latin America. The team there, they're super excited to get launched. There's some differences there, we've talked about the regional variation around fulfillment models that we have to adapt towards but the intent is to get Latin America deployed, leveraging some of the layer lengths from what we've done in Asia specific and then starting to move around into more the near region and then ultimately back into the US and Canada. >> So as you look forward and of course you've mentioned we're on this journey right, what are some of the key learnings that you're going to apply? You mentioned this morning, something that was very intriguing and that was, respect the integrity of the Magento platform. Talk about that in context of some of the other learnings that you'd recommend for colleagues and similar or other industries to be able to achieve what you have on a global scale. >> I think from the outset, there was this kind of like baggage of deployments of capabilities not just in commerce but deployment of capabilities across HP that we had not respected the integrity of the platform. We had adjusted the code and developed on the code to make it HP specific and with the new HP Inc. company one of the guided principles was no, when we buy the leverage software applications respect it for what it is and adjust business processes and adjust integration rather than adjust the core so that we can get the advantage of the longer term opportunity without creating such like. So it was really just a foundational, you know, let's not go in here with a mindset that we know better than the core. The core is there for a reason and then build around that and ensure the integration and I think you know with Herriot's leadership, we've been able to you know, just keep that firm is why we can be successful and be successful longer term as well. So that all the, and one of the things we talked about yesterday also is the excellent capabilities that are coming with Adobe and the integration that we talked about the recommendation of Adobe Sensei and integrate that with Magento Core. If you don't keep to the respect the integrity, those upgrades and capabilities become really hard to take benefit of so we're really excited about, you know, again, sticking with the core and enabling and growing with the core with Magento and Adobe. >> I would just build on it, I mean I think its never gonna be easy running a global commerce platform. Single instance, multiple countries, you know, 27 markets to get started with. Who knows where we're gonna end. Its always gonna be a challenge so we have to keep it as simple as possible. These upgrades are fast and furious and that's great and we all gets lots of benefit but if we start going down our own path, we've lost it. We've lost the benefit. >> And that's one of the things too that Jason Wolfsteen said this morning was that the word Magento was gonna be enabling businesses to achieve without getting in their way and it kind of sounds Herriot, like you're saying the same thing. That we've gotta be able to respect the technologies that we're building so we don't get in our own way and we keep it simple as we wanna expand globally. Ultimately at the end of the day, you're creating these personalized experiences with consumers and that personalization is so important because it's more and more not only are we transacting or wanting to on mobile but we want our brands like HP to know us. We want you to know our brand value, you know our average order value so that we can become part of the experience but also ideally get rewarded for being loyal. >> Yeah. >> Yeah, I mean, I mean just coming to mobile again but you know, 2.3 delivers the native PWA capabilities which we're super excited to get started with. You know we've got so many used cases for this straight away, right out the box but you know we've got to do it gradually, do it the right way. I think we're also aware that we're not gonna be able to run with PWA in all markets straight away 'cause not all markets are ready for it quite frankly. User behavior- >> Is that a cultural thing? >> It's purely cultural. Maybe technical and just technical ecosystems as well. Places like China in particular, where, you know, customers use app stores but they use app stores from every single phone manufacturer right there. That's where the customer is. We can't just move away from that so we need to keep some of those legacy approaches for a little while and then yeah test in other regions and then take the learnings when we're ready to adopt it. >> Exciting so here we are at, this is the first Magento Imagine since the Adobe acquisition. Gillian, let's wrap things up with you. What are your, you mentioned you were part of the Customer Advisory Board yesterday, just some of your perspectives on this years' event now that Magento is powering the Adobe commerce cloud. >> I actually attended the Adobe Summit a few weeks ago here also in Vegas and started to see the thread of commerce coming into that conference and then seeing the Adobe, the experience, coming into Magento and I just think it's a perfect combination of opportunities especially for a company like HP where we were linked in to connect, you know, marketing and sales and support across the customer journey and the capabilities with Adobe and some of the marketing stack, and then the commerce stack, and there was support bringing that together is a super exciting opportunity for us. You know the partnership that we have with both Adobe and Magento again as one as I really, they were just starting what the next journey was gonna look like. >> We feel that about so many things, we're just starting, but Gillian, Herriot, it's been a pleasure to have you on theCUBE for Magento Imagine 2019. Thank you both for your time. >> Thank you, thank you. >> Our pleasure. I'm Lisa Martin and you're watching theCUBE live from The Wynn Las Vegas at Magento Imagine 2019. Thanks for watching. (light music)

>> Live from Orlando, Florida It's the que Covering Enterprise Connect twenty nineteen. Brought to you by five nine. >> Hello from Orlando, Florida Lisa Martin with the cubes to amendments here with me as well. We are at Enterprise Connect twenty nineteen, and we've been graciously hosted this week by five nine. We're pleased to welcome to the Cube for the first time the V p of product marketing from five nine. Scott Coleman Scott Thank you so much for joining me today >> to be here. >> So Day three of this event. Biggest enterprise Connect. If they've had sixty five hundred attendees expected, we're in the Expo Hall, which you could hear all the buzz behind US one hundred forty or so exhibitors announcing new products, new services, etcetera, all talking about putting the customer at the heart of the contact center. Why is that so important >> now? It's a great question, and to your point about the show itself in the floor. Really, The Context center is very much at the center of actual floor itself, in terms of who's hear what they're talking about. It's not an after thought. It's really I think it's an acknowledgement that companies are realising that they have to take the customer experience seriously. And the context center is that point where you either reinforce the brand or you rode it right. So this is now the opportunity for companies to think a little differently about what role in place and how they're going to use it to really build a better relationship. >> Scott. It's been interesting. Lease and I came in tow this show being the first time that we've been at the show. But, you know, we're both consumers. We've looked through it, you know? I think back to the last decade or so there was outsourcing. There was technology, which is I'm just going to say, you know, some of the big technology companies I want to call them. Are you kidding? You can't write hide that. I can't even email them if I wanted to it. You know that the customer relation stupid, very different. But today it feels like the pendulum is swinging back the other way, right, that that customer relations we know when I need to talk to somebody. It's important that I do get to talk to a person and technologies an enabler of that, >> Yeah, absolutely, you know, And the question is, why? What changed? Right? And there's a couple things that really changed to make that happened. Probably the primary thing is customers had more choice. And then the voice right there more choice. Never before. It's no longer the issue, depending on whatever industry you're in, that you're only stuck with a certain cable provider or a retailer down the street I can buy from anywhere in the world, you know. And so I have choice there. There's disrupters in every industry as we've seen over the last decade, and so that that's one element. And just as importantly, they have a voice used to be. I could go home and complained to my my wife I could claim by family members my friends. Now I can actually amplify that through social media and other elements. So not only do I have a ability to move, but also in terms of the voice. I actually have a bigger impact on the brand, right, and those there is really big elements there. >> So along those lines, if you look at the consumer behavior is being so influential companies are they looking at it as more of an opportunity. Go. All right. Maybe we have a few channels. Maybe we're voice only. What? How does finding help a customer that might be voice only, Or maybe multi channel get to Omni Channel so that they can, as I loved what you study. No thiss contact senator. Moment in time is an opportunity to improve the brand or eroded. So how are they working with you guys to enable a customer to be able to have their issues identified, resolved quickly through various channels? >> What's the first thing is when you look at Omni Channel is why, what? Ultimately you want to make sure that you're o engaging with your customer over them channel on the method that they prefer. Right? That's the most important element there. So it's not about having ten, fifteen different ways to communicate. It's letting them do it when, where and how they choose to. That's the most important thing, and it's also then understanding. What else do they expect? Well, first in the expect is they want you. They want you to know them. You know, our research that we've done through our customer service index and a light consistently shows that people first and they want to know is Nomi understand my relationship. So when we work with our customers, we really focus on that as they engage over a phone call and email a chat, another channel. Always make sure that you, at the heart of it, you understand who they are. And one of the ways to do that is draw that information and make it available to the agent. So integration with serum systems with workforce optimization, others is critical so that when they're at the point of engagement, that moment of truth, they're able. Teo acknowledge the customer and probably have a really good understanding of not only their history, but why they're why they're engaging with you. Why they're calling are contacting >> Scott. Wait. We had a great conversation with Darrell, who's part part of your team, about how cloud not only enables the speed and agility, but, you know, I could start using new features much faster and easier. Then, in a non cloud environment. Wonder if you might have some customer stories to help illustrate some of these journeys as to you know, maybe just what they've gotten from Day one, but also, you know, subsequent to your customers that have been with you for a while. The rights that they keep innovating and adopting new things along the road. You >> know, it's funny. I I think of a couple examples. One. We had a customer who, newer, a newer company, a bit of a destructor in their industry, and they actually started out with digital channels on Lee. They had no voice. So they were offering email and Chad and other methods. And then, to their surprise, they found that they needed to introduce voice. They were deal with more millennials folks that they assumed were going to communicate over the right. Well, what happened was there were certain times when they wanted to actually communicate over Voice Channel. Maybe it was a financial issue. Maybe it was emotionally charged or something like that. So they brought. That is, we were able to help them by integrating in first. So they're there Syria to be able to digital channels and then open up voice. Now the other side of it is, we have customers who will start me with Voice Channel, and then they again understanding your customer, your end customers what do they want? Introducing a chat and making sure that those agents have all the relevant information they need to be able to do that. Realizing that email is still around after all these years, there's sometimes you want to communicate that way because you can send a lot of information. So it's really about building out a plan with the customer understanding. What is that customer journey of their customers? And how do they best a treated and helped him along the way >> on that customer journey front, I'm wondering, are the majority of customers that you're meeting with not aware of their customer journey and their customer preferences for different channels? Is that something that you're finding that you're actually from a consul? Tate of Perspective saying. Actually, what's idea here is to really not make assumptions on DH to actually do some investigations, and some studies tto learn. Is that a part of the process with you guys? It's a little >> bit a little bit of that. It's also sometimes that there's a journey purchase journey, a service journey in account management journey. You know the change. Change certain things about your service profile, but it's been developed over time, just through kind of osmosis, right? And so sometimes it's stepping back and understanding. What is that? Defining that journey and saying Where Artless critical path, where it may break down where problems occur So really drawn from that and understanding where those two points where we can Actually, and I say we being with customer helped them to be able to make that better overcome frustrations and delays and so on. So that's a really important element there in terms of channels. It's really just listening, listening to customers. Listen to agents listening to people that are on the front line talking to customers day in, day out and in realizing also, what's the profile of your customer? Your buyer? You know, not everybody is the same, and it doesn't always fit based on age or other demographics. You know, I have my father's eighty nine years old and weighs text messages all the time, you know, And once he embraced that, it's a wonderful method of communication. So, you know, there's a lot of things you have to look at along the way. >> Scott one of one of the biggest challenges in technologies we need to balance simplicity with the custom, ization and all of the choice in the world. I wonder if you might be able to comment. We know you know, from a customer standpoint, from agent standpoint. We wantto get them. The information they want when they need it is simple. It's possible. But on the back end, you know, we look at how many partners five nines has in all the different technologies you work with. You know, my business needs, you know, thes seven letters in the alphabet, not these other things. So how do you balance that from a messaging? And from a product standpoint, well, >> one of the >> things I realized is that one size doesn't fit. All right, companies have are different sizes. They're different complexity preferences along the way. So we really focus on how do you adapt the context center to the needs of that business? And that could be. Sometimes they have preferred vendors. So I'm a sales force, or Oracle or Mike saw for service now or whom you name it shop. I want to continue to use that it may be on work first optimization that I want. I have a certain set of capabilities I required that fits a particular vendor. Not so we really try to. And this is the beauty of the cloud is we can host. You know, elements in there in the case of, like, workforce optimization or in a grate in the case of serum to make that seamless. When you look at it from an agent perspective, it's all about giving them a common look and feel, you know, one term that's been really used. A lot of the show is the single pane of glass, the one agent desktop where they can really navigate because we've all experienced when you call into a context center and the agent is frustrated and these are complaining about the system, I'm sorry I'm trying to figure this out O this darn system. Oh, it's gotta wait or I have to find your information. I don't care. I'm the consumer. I just want my problem solved and frankly, the agents frustrated. But by integrating it within a with the serum, we could have all that information on the desktop on ly the relevant information that the agencies at that moment, you know, if I'm dealing with the purchase. Then I need that information on agent that's going to help me along the way. I don't need to worry about other factors, and I want to be able to customize that a little bit, too. My the way I behaved as an agent. So it is about convenience, intuitiveness, you know, and just ease of use. Long way. >> I'm curious. So here we are. Day three, Almost time with Enterprise Connect. Nineteen. You've been at the event the whole time. What are some of the things that you're hearing say from the analyst community? That is exciting. You about one. The direction that the contact center market is going into, what five nine is going to be able to deliver the rest of the year and beyond. >> You know, it's interesting. A couple of years ago, the buzz and the talk wass voices dead. It's all about everybody's going digital. And that was because of the increase in the number of transaction interacts that occurred over email chat social life. Now I was just talking to an analyst a little bit ago today, said You know, it's really interesting. Voice is hot again. Voice is cool because people are realizing voice has a very distinct role. And so it's not your only digital channels. It's not. You're it's really part of that mix back to comment we had before. So that's one thing you're seeing that you're seeing that with other vendors. You're seeing that with the conversations with customers, that it's really it's part of the mix and it's appropriate. Um, the other thing is, contexts enters hot again. It's kind of, you know, cool. And it's because of that change that we talked about earlier that, uh, it's no longer about cost center. It's no longer about Oh, I have tto answer that customer question. But now I play an integral role in that relationship my company has with the customer and how I can really reinforce the brand. So those are the things I think we're also seeing and talking to the analyst as well. They're saying that excitement and and also conversations that are occurring at the event are very engaging. People are really thinking about how they could change their business, >> and you could feel that and you could hear that here. So, Scott, as you say, the contact center is hot again stew. And I thank you for joining us on the program this afternoon. >> My pleasure. Thank you >> for student a man. I'm Lisa Martin. You're watching the Cube.

>> Live from Orlando, Florida It's the Cube covering Enterprise Connect twenty nineteen. Brought to you by five nine. >> Hello from Orlando, Florida At least Martin was soon met a man, and the Cube was here for day. Teo of Enterprise Connect twenty nineteen. We're excited to welcome to the Cube for the first time. John Hernandez, the CEO of Intelligent John. It's great to have you on the program >> for having me, >> So give our viewers a little bit of an overview. I love the name sell agent as a market average. Fantastic. I get the contacts. Tell us a little bit about intelligent. You guys have been around for a long time. What is it that you do and your relation to enterprise communication? >> Absolutely so at the heart of it. The company started as a CR M company, and then in two thousand five, when sales force was just dominated, the C R M space, the company decided to pivot to marketing. And so the data has been the core of the platform since the beginning of the company that allows us to have so much intelligence of not only what we're marketing to the individuals, because at the end of the day. It's a marketing cloud. Application is we also have all the transactions, every hotel that's been booked, every grocery that's been purchased in the database. So we have so much insight on that consumer weaken, then serve up important ai ai capabilities like, What's the right offer? What's the right time? What's the right day and what's the right channel? My daughters on Instagram. I'ma text guy. You're an email guy that makes it all come to a life of trying to drive products and services to consumers. >> Yeah, I love that. Because you're right. It's a different people. You need to communicate different ways. You know, we've been talking at this show with contact center people. It's like Omni Channel well, voices still super important in the contact center. You know, you have any general trends you can share without, says Oh, you know what's the best way that you know what's working? What, totally failing a za >> middle aged contact center guy myself. I've been in call centre since ninety five and development of um so no, the space. Really well, So some people have been asking, what's a marketing cloud company doing it. Enterprise connect right? The reality is marketing, sales and service are starting to converge in all companies, right? The marketing department can't be in a silo anymore of driving offers to consumers without the inside sales people or the service people knowing what's going on. So we're here working with folks like Five Nines Joint customers success where we're driving campaigns and offers to consumers. And when they come to the Web sage or they call the call center or they send an email to the company. Five nines is catching that that that stuff coming in. But now we give them context. I'LL give an example. Bill dot com is a joint customer of five nines and ourselves. Five nines Does the call center we do. So they do the service and sales departments. We do the marketing, so we're pushing out offers that air personalized ifit's a contractor. They get a different few. If it's a consumer doing a bathroom remodel, they get a different view. And so it's all personalized him Now when they come to build dot com, five nines catches it and guess what? We can apply a eye on top of it to help the humans because we look at it and say, Hey, is it a contractor looking at a bathtub? That's probably a bathroom remodel. Let's get that to our highest and sales person. Like if it's a consumer looking for a faucet replacement, just satisfy that on e commerce, right? So break beautiful handshake between five nines and us, >> and that relevance is absolutely essential, as we are all consumers every day, so easy to buy things from wherever we are, right. But we also want to make sure that what we're getting because retargeting is so popular, were getting ads all the time, and it has to be relevant. So one of the things about relevance that kind of piqued my interest that you said, is a is a scene that stew and I heard yesterday, and that is that the contact center and marketing are often not communicating, and you think of how is the contact center? How did they have the content to be able to deliver it to your daughter on instagram you through text to through phone what you're seeing from a trends perspective about marketing and really as an enabler of the contact Center >> Yeah, yeah, you know, sales and service has always been closely connected, but marketing's always been off on the side, And why we're seeing a growing trend is this whole convergence of consumer experience. All CX experience, right? Everybody's talking about it, but the reality is tough to do. And so what we see happening is the CMO, or the marketing department is typically leading the charge on the strategy. But it's the sales service and departments that are buying the tech, so making sure those things are coming together to drive that relevancy is so important. Other example between us here is a is a company called Cool Blue Cool Blue is an online electronics reseller to consumers, and they saw a massive problem with returns. So we looked at the data with him, said, You know, the source of the prompt seems to be that consumer doesn't know to what to do with that product. You just sold them. So we put into an email campaign in a text campaign, an embedded video that allows them to just when that product arrives to the home they get an email with. That video dropped thirty percent on reduction of of returns Massive r a y for that customer. Well, now you got a call center agents sitting idle, right, waiting to take calls. But they're not coming now for returns. So I guess what they did. We worked again with the call center guys on the inside sales team. Put a campaign on the web site identifying things that you would be interested in and created up sells the biggest one. That was a success. Mobile plans. So we have the ability to say, Put in your phone number and your name, and we guarantee we'LL call you in thirty seconds. Put it into their outbound dialer and five nines. Boom. They called twenty eight percent conversion of >> mobile plans. Yeah, love that. When you talk about, you know, how do we reduce the load on the workload? But they know. What do I do with the work force? Do I have to retrain them? Do I have to move them? One of the big themes that the show here is like OK, aye, aye is coming, you know. Okay, Cloud is here, but a I is coming. Doesn't mean that we're getting rid of people, but it might change some of those environment. Believe there's some aye aye in your platform. Tell us a little bit about how that fits into. >> Absolutely, It's called cell agent Cortex, and it does four things extremely well. So instead of going wide and broad like a Watson type thing where you have a lot of serves, its tune it it is purpose built out of the box to do for keep things. What's the right offer to present what's the right time, day and channel of choice so that you're getting that relevance in there Now when the customer calls the calls that are sends an email or our calls the sales department, making sure that that offer comes up on the agent desktop so they know. Hey, this is what John was just offered, and that's what he's calling about. Don't talk about anything else. Close the deal right? That's the beauty of it. And to the consumer, it's relevant in the timing that matters that's so critical. >> Time is real time communications is key, and we expect that as consumers are more and more and more in power, we have everything and we're demanding, but I want to be able to transact this or find out information on whatever channel that I want, and I want the conversation to be continued. I don't want to have to start over from scratch, >> Isn't that the worst >> is you and I were talking yesterday about one of my recent calls, and it was like ground hog day. Um, and the first thing I think I'm gonna go to Twitter and escalate or miniature. So I want to get your opinion. And I love when you talk about customers with actual business outcomes and metrics that you guys, and especially with your partnership with five nine are delivering. Talk to us about the importance of bringing in customers in terms of development of technology, the A and the partnership with five. Where are those customers at your decision making table? >> Absolutely. So we get the wisdom of the crowds right when we're trying to know where the market's going, what's what's the next digital channel that we haven't even thought of yet? Right? And it comes from the marketers and inside sales, VPs and the service folks. And so we have a board of advisers of clients. We also have partners like five nines. We have marketing agencies, and all of that wisdom comes in to help us in our road map. So we have a backlog of things we want to do. They help us prior ties to make sure we're staying on top of the market trends. And the CX topic of the integration here is one of those things that emerged from our customer. So John, one of >> things we've been poking at is I want to learn from the crowd, but I'm worried about that. I don't want my competitors getting advantage based on, you know, I did something a little better. How do you manage that dynamic of you know? There's privacy. There's competitive advantages >> in most cases, usually rings true all the time. First of all, they're everybody's under India, but you know, that's only as good as the signature on it in some cases. But you make sure and have different organizations that are in different verticals, so there isn't really a lot of commonality, so you get differences of opinion, which is a good thing. But then you're not getting a telecom provider telling a retail shop that's not going to have a summer thanks so that you don't get that overlap. But typically the customers we see are very open and forthcoming because they want to advance their platform to be reflective of their customer base. >> And they have to to stay competitive. Italy One of the themes that came up today a little bit in the keynote panel was talking about internal adoption of tools that's obviously essential for a company to be able to be successful in tow. Have a stellar contact center. What are some of the as you have been around with cell agent for a long time? Teligent has for a long time. What are some of the trends that you're seeing in terms of customers embracing? We have to move quickly. Way have tio figure out what digital transformation means to us, because we've got to make sure that our internal teams who are gonna have the data to make the right decision on the offer's understand and embrace this technology. >> Yes, totally. And so you think about the call center right inside. Sensors, voices, the foundation technology, and it's never going away. I don't care what anybody says, but it doesn't mean you can ignore the email in the chat and all the other things. Same in the marketing world, Email has been the foundation of marketing for a long time, but the digital channels are exploding. And again, my daughters on Instagram, she she's not reading email, so you've got to be relevant in that moment. So internally, we have a diverse workforce that come from the call centre world from the Martek world, different generations. So that way we have the different wisdom of how to use our own tools. Our own platform communicates with all our partners and our customers to make sure we're keeping them up to date with newsletters and >> information. Judge on one of things have been really interesting to watch the maturation last few years is the changing role the CMO, yeah, and especially how digital is impacting them. So I've talked to some C M O's that are like Well, you know, I'm choosing which APS all my field using and how they're involved. The role between the CMO and the CEO goes through back and forth there. You know, a couple of years ago, one of the big analyst from like all the CEOs out of a job, you know, lines of business. They're going to run everything. Well, I think CEOs, they're still gonna have a job for a while, but I'd love to get your viewpoint on CMO digital engagement with tea. And it >> s so what we're seeing more and more of a trend now is the C. M. O. And the marketing department is kind of starting the CX strategy, right? They look at the whole customer life cycle and how we're going to take that on. But they're quickly realizing they can't pull it off without sales service and it. And in most cases, the buy is actually coming from it for the tech stack, the business consulting going to the market tears. And you've got to create that ecosystem of making sure that everybody has relevance in the by decision and all of their objectives, or being met against their key metrics. >> Yeah, Thie. Other thing. Just the role of data. I mean, we've been to Chief Data's officer events, you know? How does how does this play in kind of broader data initiatives inside a customer's >> dolly? It is all about relevance at the time and moment of need, right? You only have that one moment, and what we see is consumers. But your consumer had on. If you have a great experience with your bank and then you go to you, go to your insurance company, have a battle. You're expecting that same experience. Otherwise you're going to defect and go somewhere else. That happens everywhere all the time. So the date is critical to understand how things were going. So we have an integration where in the call center, we can get the NPS score. The Net promoter score. So was it an angry customer where they upset? Did they not like it and return something that's a low score? Takes them out of the marketing campaigns. The worst thing you could do is try and sell him something when they're angry. In the past, you had to hunt for that data to try and manually pull him out. Now it's a fully automated the aye aye, on top of that, and the integration with it's so simple you can pull him out, and when the MPs score goes back up, put him back in. But don't sell him something. Sentiment Knowledge article engaged with them before you try Start selling them again, right? >> Because Turness so easy to do as you mentioned where we have so many choices for whatever. But of course, don't market to me if I'm not happy about this in the NPS score is low. So imagine Net negative Turn and P s. You talked about some of the key metrics that talk about changing role of this GMO marketing is now such a science. Talk to us about how intelligent and five men can help really dramatically reduce that turn and really drive out the dialogue customer lifetime value. >> It all comes down to the data at our disposal and using it in the appropriate time. Right? So, for instance, if we're marketing something to them like a grocery chain marketing people, delivery services, things like that all the things in the grocery store, if they call the call center instead of doing e commerce to try and buy, they need to know what this customer normally buys. So in the databases, every transaction they've ever made in that grocery store put it up on the screen for the agents of the agent can help him through that, or if they had a wrong delivery to the wrong address. Give them the right address at their disposal, don't have them search for things, bring it to their forefront of making sure it happens. And even more important, is a real time engagement. So keeping on that read that retail grocery store as you're walking through the aisles there. It's very easy to see where you're in. The girls start through mobile triangulation through sensors in the store and make real time offers high margin product. Sell that product to that consumer. Send them a coupon in a text or in mountain mobile app. Push. Those types of things are very simple tools that between their technology, five nines and us, we create that CX experience, which is phenomenal. >> Awesome, John. Well, phenomenal job joining Stuart be on the Cube. We thank you so much for your time and talking to us about intelligent in what you're doing this five minute how you're really enabling that phenomenal cx >> Beautiful. I love it. Thanks for the invite >> or Suman a man. I'm Lisa Martin. You're watching the cue

>> Live from Orlando, Florida It's the Cube covering Enterprise Connect. Twenty nineteen. Brought to you by five nine. >> Yeah, good afternoon. Welcome to Orlando, Florida The Cube is here at Enterprise Connect. Twenty ninety nine. Lisa Martin with my co host to Minuteman Stew and I have been Here's starting on Day two stew. Good afternoon, >> Lisa. Great to see Yeah. Day two of three. Enterprise Connect. >> It's not that sunny >> here in the Sunshine State, but the nice thing about the Gaylord is it's a nice controlled environment. Walk by. I saw the alligator for bid. They've got nice planning. They've got I love in the atrium there. There's great branding of thie E c. Nineteen. Everybody's taken photos of it. I saw some drone footage in the keynote this morning showing some of the setting here. So >> it's a It's a nice >> event way said sixty five hundred intended, which is nice. It's not one of these, you know, twenty thirty thousand. You're just buried by people toe big Expo Hall. But, you know, you could really get to talk to some people and enjoy the size of the show. >> Yeah, I agree. The size is great. It does no pun intended. Facilitate that collaboration and communication. You mentioned a number of attendees about one hundred forty vendors, and you can hear the noise behind soon. MIAs were in the ex ball in the booth of five nine and lots of conversations going on. This is an event that I find very interesting state because we talk about the contact center were all consumers every day. And we talked about this with a lot of our guests yesterday that the customer experience is absolutely table stakes for an organization, that it's essential to deliver an Omni Channel customer experience meeting with the consumer wherever they want to be and also facilitating a connected conversation so that if a shot is initiated and then the consumer goes to social or makes a phone call, that problem resolution is actually moving forward before we get into. Today's key knows a couple of really interesting things that you and I learned yesterday with some of the guests that we had on when we were talking with Blair Pleasant. One of the things that she and five nine uncovered with some research is that an employee's satisfaction was lower on the ratings for a lot of corporate decision makers, which was surprising from a collab and communications perspective that if employees, especially those agents on the front line, are having some challenges, it's going to be directly relating Tio customer Lifetime Value. >> Yeah, it was a little bit surprising, you know, if you think about just in general, you know, often the admin is not the key focus there. It's I need to get business outcomes. I need to get R. A Y. You know what I care about is, you know, how is my customer doing? But at the end of the day, you talk about the contact centers. If I don't have an agent that's engaged, really, how is that conversation going to go with the customer? So they need to think about that, You know? How will the technology help them do their job? Better help them game mastery faster? There were some things that I saw really parallel toe conversation we're having about cloud in general, which is, you know, there's lots of technologies out there, but it's often it's not the technology issue it is, you know, the organization and the people issue in the keynote this morning there was a big customer panel and that was definitely something we heard. I love one of the customers actually said We're going to make all these changes And they had the Don't panic towels, which, of course, harkens back to The Hitchhiker's Guide to the Galaxy S O. You know, we know things are going to change. There might be some things you need to work through. But don't worry, we're there to help on. We will get through this and at the end, it should be better. >> No, I like that. You brought that up. I love that Tabal. Don't panic because, you know, we were talking yesterday a lot about the customer experience, the expectations of this rising, empowered consumer also the agent experience. But then, of course, there's the internal collaboration that's essential to all of this. And as I think, the gentleman that you're referring to was from Continental G talking about Hey, we don't have all the answers. But adoption of these tools internally is critical, but it's also a cultural sort of stepwise process. I thought that was very cool, that they actually were very transparent with their people. We identify this is not going to be smooth sailing, but it's an essential part of our business growth. >> Yeah, I tell you, it was really interesting. Listen, the panel there was one of the companies up there. They're pretty large and they said, Look, we're going to standardize on a single tool and everybody's going to get on board. And I actually bristled a little bit when I heard that because, you know, the engineering group versus the marketing group versus you know, the Contact Centre. There's certain things that they need to be able to collaborate. But thing like, you know, one tool to rule them all. You know, it sounds a little bit tough out there. Yes, there needs to be some standardization, but, you know, we see that in the cloud world. You know, it turns out customers are using multiple clouds out there because there should be a main one that we focus on. But if I need a best of breed piece for here, or if there's ah, feature functionality, they can't get elsewhere. I need tohave that, and we see that at this show there's just such a diverse ecosystem meant, and there's one hundred forty there's people that make device. There's all these software pieces, there's some big hubs. And then there are all the ancillary things that help plug and enhance and do this because there is some great innovation going on here. Some cool software, things that we're hoping toe, you know, take everything from, you know, White Board and voice two speech and globalization to the next phase. >> Yeah, that was very interesting. Especially the Microsoft teams demo. That Lori writing team this morning, The panel Now that you talked about, there were seven, uh, customers from a variety of industries. Kurtz was their continental. We mentioned, I think, paychecks. I'm curious to get your thoughts on when they were talking about their plans to migrate to cloud, all in some percentage, considering the numbers that we heard yesterday stew in terms of the cloud penetration for the contact center market, what were your thoughts? They're about those things. All in Depends on what makes sense. >> Yeah, It reminds me of what we were talking about in the public loud discussion two years ago. Way No cloud is growing at a very fast pace. Look at our friend here at five. Nine they were growing at a much faster pace, then the contact center. Overall, I believe they're growing somewhere twenty five percent as opposed The industry as a whole is growing at about nine percent. So we understand that cloud is growing faster than the market overall. And it was one of moderated. The panel said that today is about a third, a third, a third on premises hybrid in public and where that kind of steady state will be. I think it's still too early to tell in this industry, just as it is in cloud overall. But absolutely I burst a little bit when it's like, Well, you will never do this one this way. Well, you know, never is not something that we like to say in it because you never know when when that will be possible. You know, my background I worked on virtual ization, started out in test Devon. It reached a point where really there was no technical reasons that it couldn't do it when he rolled. The really large companies will never use cloud for it. Really. Who is better it scaling and updating and making sure you can manage an environment then those hyper scale players. You know, Microsoft got a big present here. You don't ask him. Like her soft customer. Uh oh. You're running off his three sixty five. You're living on Azure. What version of that are you running? And do you have the latest security patch as opposed to? If I have a Windows desktop and I'm not doing up a weight, have I done my patron? If I Donald this stuff and you amplify that by thousands of you know of agents and Contact Center, we know that Cloud has certain speed, agility and being up to get new features and updates in there that I just can't do nearly as well if it is something that I am installing and having to maintain myself or with a service organization, >> right? And so we talked yesterday with the number of guests about what are some of the imperatives to move to cloud in the end, the sum of the non obvious ones cost obviously, is one that we talk about all the time rights to it. Any show that we're at, but also the opportunity for businesses to leverage the burgeoning power of a I. Of course, every show we go Teo Isa Buzzword Machine learning. And of course, the cloud provides the opportunity for there to be more data to train the machines to be better at context and her overall. And, of course, internal communications. >> Right. And something that I like to hear at this show is start talking about a PC compatibility. You talk about the partnerships that are going on, It is not one software stack we're talking about platforms. We're talking about how integrations can happen so that if somebody has the cool new thing that does, you know, a real time engagement better than what I had before. Well, I could probably plug that in, and it's going to work on my platform. You know, everybody here talks about Well, whether you're, you know, a web, acts of Microsoft teams a zoom shop O r. You know any of those various environment, other? Everybody's working across those environments. We've had some standardisation here s O so that whichever one I've chosen, I'm not locked into one environment. And you know, I can help modernized the pieces as a need and take advantage of those new innovations when they come >> Absolutely all right. So, stew, you're a man on the street last night. Tell us some of the interesting things that you heard in some of the folks that you met Way. >> It's interesting. We think we talked about it in our open yesterday. There are a number of companies that have been around for a while And what are they doing today? What is their focus? And couple of companies have done rebranding. So the big party there was a line and I managed to get myself in. Is Polly So Polly has rebranded? Of course it was Polycom and Plantronics coming together. How many times we hear it on the keynote stage that they mentioned that everywhere you go, they're branding is there, So look kudos to their branding and messaging team. We're going to have their CEO on the programme tomorrow, but, you know, you know, the CEO talked about, you know, their new logo. It's like the meaning behind it. Of course, Polly means many, but there's three piece, and if you look at it, it looks like the iconic conference phone. So, you know the room was in there. Everybody is enjoying the appetizers and the open bar. But, you know, there was people, people, no polycom. I'm back in our conference room. We've got one of those speaker phones in there in the nineties. I usedto, you know, sell their conference phones in their video conferencing When I worked for was now a via but was lucid at the time. So there's a lot of intersections. Thie. Other thing I've really found is it feels like everybody here, you know, at one point in their career either work for Cisco or worked for, you know, the Lucent family. You know, of course, T back in the day had the whole telecom space, but it is like many other shows. We go to a rather interconnected community here on DH. You know, we'd guess on It's like, Oh, yeah, Cisco, Skype. And now at five nines. Yeah, it is friendly. You don't see some of the, you know, some of the places we go There's bitter rivalries between, you know, key competitors, and yeah, while you know, all the contact centers don't love, you know that they're there. Brothers and sisters, a two competitors there. Chances are they've worked with half the people there on, you know, Sometimes the future will be working with again. So it's it's a it's a good atmosphere. The people I've talked to really enjoy coming to the show, a Zoe said at the top. >> And this show has evolved over the last night. We were talking about yesterday twenty eight, twenty nine years, starting out as being called PBX and then re branding to Voice Con and then in about twenty eleven to Enterprise Connect. And it was interesting that because the word innovation comes up all the time, as does evolution of communications and collaborations. But when the king it was his kicked off this morning they talked about This is the biggest ever enterprise connect that they've had. So you can feel and you can hear it behind us the momentum, the excitement he talked about. There's a lot of cover artery here. There's a lot of two degrees of separation and tech, but the opportunities for every business, whether yours selling a small particles service on the Amazon marketplace or you're a big a global enterprise, the opportunity to connect and deliver a superior a competitive advantage to your customer experience. This table stakes these days if you don't have that opportunity. Those capabilities. There's going to be something that's going to come and replace you in a heartbeat. >> Yeah, absolutely. At least I have a background in space. But there were places where our walk Drano said, Wow, there's applicability for our business. I mean, we use a number of the collaboration Sweets, You know, I mentioned, I've got I've got maps for, you know, not just the Google sweet, but all the collaboration tools on there's technology that I'm like Gucci. I want to understand that a lot of them are downloaded an app. You can start using them for free. And then there's a Freeman model and and others arm or enterprise licenses on. It's been interesting to watch some of that dynamic as to, you know, it is the pricing. Is Mohr built for the mobile and cloud world than the traditional? You know, I'm going to buy boxes and have a huge capital expense up front. So >> what do you think if you look back to your early days in the call center when you were just a young pup, how much easier your job have been? If you had had some of the capabilities that we're talking about >> now least I wish, you know, back in the nineties, you know, if I just had linked in alone, I could have supercharged s o much of what I did. But all these other tools, right? Putting at my fingertips information. It was like, you know, Lisa tell you date myself in the nineties and taking a call where everybody that works in the call center You knew the area code of every single environment that it didn't tell you where it wass you would be like, Oh, yeah, I, too want to hide in New York. How you doing? You could be whether you're saying good morning or good afternoon based on what part it was like. Oh, wait, I'm talking Arizona. They don't follow daylight savings time. We'd remember all that stuff today. There's too many exchanges. Everybody takes their phone numbers wherever they go. S o it was It was a smaller country back then. But in the other hand, the technology is actually going to give us the opportunity to be ableto imbue that allow humans to focus on the empathy and connectedness that today's digital age sometimes tries to tear away from us. >> Exactly. We need that empathy in that connectedness. So, stew, we have a great program today. Stick around. We've got some folks from Selah Jin we've got. It's now on the programme within communications Fuse. Tetra VX five nine, of course. And there in that little and zoom this afternoon. Yes, thank you. Five O'Clock for student a man. I'm Lisa Martin. You're watching the Cube.

>> Live from Orlando, Florida It's the Cube covering Enterprise Connect twenty nineteen brought to you by five nine. >> Welcome back to the cubes. Continuing coverage of Day one of Enterprise Connect twenty nineteen in Orlando. I'm Lisa Martin with my co host student a man. And we're excited to be joined by a first time member visitor to the cue. Bryan can the CMO at five nine. Ryan, welcome to the Q. >> Thank you. Good to be here. Thanks for having me. >> Well, thanks for having the Cuban the five nine booth context. There was a service. Tell us a little bit about first of all this event, this event is as to when they were talking about about twenty eight twenty nine years. Lots of evolution from your perspective. Today, what is enterprised connect twenty nineteen. And what opportunities This is going to provide somebody like yourself in terms of the modern marketing. >> Yeah, it's really interesting. Modern markings obviously evolved cms cr m contacts and are all part of the modern marketer. I think this show really proves out how much that modern marketing idea the spaces expanded this my first time here. It's amazing. See, all the companies, all sorts of different technologies, they're coming to market and some have been here for a while. >> One of the things I find really interesting is that you know, we're all consumers everyday way. Want to transact things on our phones, tablets, video chat, this idea of Omni Channel, where the consumer is so empowered way sort of bring these demands to the surface of whatever my problem is, if I'm trying to transact something or I'm trying to get information on mortgage a pre approval or something, I want to be ableto have a company, be able to follow my conversation regardless of channel, and then have enough data to take action on in a timely manner. Where, in your thoughts, from a modern marketing perspective, where are we in terms of maturation of like integrated Omni Channel? >> Yeah, that's a great question. I think we're finally at a mature, pointed technology where we can start to meet the demands of the consumer that salutations with consumer. Obviously, that's the dream scenario for everyone have follow me on my terms, not on the company's terms, I think five nine, we want to make sure that no matter where your customers or your prospect is that we're there to meet them on there, they're channel whether it would be >> so, Ryan, when I look around, a show like this cloud is something that has really transformed what this was. You know, I've looked at what watch? Really? From the end of the early days of companies like sales force, you've got some background there. A cz too, You know the enterprise. Is it OK? Can I trust it? Today? Cloud is here. It's not going anywhere. Major piece of the landscape when you're talking, you're customers, you know? How does that fit into the environment? You know, have they gotten over some of the, you know, kind of legacy it mindset of, you know, because I'm not sure if I'm safe to go out there, >> that is we're at a critical point right now where the contacts and her started. Out of all, a lot of the companies have built on from contact centers are starting to age out. What we're hearing from our customers is that the cloud is has never been more important. And the reason because of that is the data that they're collecting from all their different touchpoints. How do you collect it? How to use it together? How do you make it coherent and make it into a clear plan. The only way you could get the data out is to have it all in the clouds. >> So, Brian, I'm glad you brought up data because when we look at our research, data is at the center of everything. Obviously majorly important cloud. I can't have a I if it's not for the data. Exactly. I think back to you know, my first job out of college, I worked in a call centre. We talked about data being important way talked about. Oh, we're goingto have a database that's going to help you get your customer's information fast. That was back in the nineties. Yeah, it's very different today. Can you talk about how things are different today when we talk about data? How does that drive your businesses? Five nine. And your role is the CMO today. >> Yeah, well, the first thing about five nine is that we have over five billion minutes of data. Conversational data data has evolved over time. Early on, we had a lot of what we call operational data data that says how many people have flickering website how many people have viewed impressions and things of that nature five nine with really interesting is this. Things that we talked about is contextual data where your customers asking for where they want. They're literally on the phone telling you what's wrong. So that meantime, two resolutions really important. But if you start to look at that data deeper, you can start to predict what your customers are looking for from her services from your products. I think that's what's really gonna be transformational. And as a marketer, I've spent a lifetime looking at that user data and always under trying to ask the question, what our customers saying where they want behind the data. And now we're starting to look at that and marrying those two data sets together. I think that's gonna be the next evolution of data. And that's why I think at five nine, that conversational data, along with operational data as a marker that's really important with Ford. >> So one of the things that I'm interested in is you have a lot of organizations in any industry that are reactive. They want to get too proactive and eventually to predictive what some of the things that an organization, whether it's a telco or a financial services organization. How can they remove some of the barriers in the way between a contact center and those customers so that they can glean those actionable insights in a timely manner? >> Yeah, I mean, it's really about the connection between your earlier question about why the context is so important. You see all the companies here, they're starting to be more and more companies driving into this space, really looking at a I. So the two things that we've touched upon already is the power of the cloud Howard. The data part of a eye to look at all that data and make certain prediction certain conclusions from that data so that you can start to have a clear path to your customer and react faster. It's all about zero distance to your customer. >> Ryan, Can you bring us in the customer experience? I think you know, we've all had, and it put times as a consumer where you're frustrated. I can't buy stuff on the Web site. I've called, you know, interactive voice response or not my favorite thing to deal with. So, you know, if companies aren't using solutions like yours, you know what are they in danger of, >> well, your customers? Their prospects are really the heart of every business right, and part of that is, your brand is really important in those moments when they need you the most. And when they're reaching out, contact me through email as a mask were on the phone. Your brand is that could be at express, but also at its most vulnerable. And that's where the contact center your agents. That experience is crucial to the overall customer experience. You have one bad phone conversation. You have one bad SMS. Your brand is really at risk and your brand if it's at risk. So is your business, because consumers have more choice than they've ever had before. >> One of the things owned stories do you, when you're talking with customers that you say, You know, you have to look at every customer interaction as possibly your last, but also as an opportunity to delight that customer and drive an increase in customer lifetime value. Do you talk to me? Talk to customers, but you gotta look at it through both lenses. >> Yes, I mean, if you don't look at the that's the contextual data, that's the context in which you serve your customers Now five nine. Nothing's more important than the customer, and we always try to make sure the human part interaction never leaves. As technology keeps on expanding, we have to imagine we have to imagine ourselves in our customer seat. Was it like to be on that phone call? Was it like to be on that interaction? And how do you provide companies a platform to be better and better and better have the same Better, Better never best, which is this idea of always evolving. Never feel like you achieve something. Always try to get better. >> Ryan, your your your businesses Cloud based. One of the things about the cloud is usually talking about rather than just something that I install and might have maintenance on. It is something that paying for every month and every year, and therefore I need to maintain a relationship with the customer because otherwise, you know, they could just say, Well, why am I paying for this? Can you talk about the relationship you have with your customers? You know how you make sure that you're giving them, you know, not just a day one experience, but an ongoing experience that grows? >> Yeah, I think. Four five nine customer experience. We're in the customer experience business, and so it's really important. We know that our technology is only a successful is the people who adopted and use it. That's where the technology comes to life. So we want. Make sure that we only sell our product way, help you install it. We help you go through the change management, which is critical. If you don't have your agents involved and they're having a hard time adopting your technology, that means that they're focused on that and not the consumer, not your customer base. So five now we want make sure from beginning to end you are held to our high standard of customer service, which is like this five Blue Star customer service. >> Soon I talked about that and our intro. It's not just ensuring that on organization can facilitate on me ten or ensuring that the customer experience it's table stakes these days. It has to be delivered as a effectively as possible, but it's also the agents who are on the front lines were dealing with. Let's face it, oftentimes if we're calling in or we've used multiple channels. There's maybe an escalation that we're not getting the resolution that we want. So where do you guys have those conversations with? It's not just about implementing cloud technology and Tech Center as service, but it's also about the training and the enablement, an empowerment of the agents to have the data to make those decisions because they're on the front lines. >> Absolutely correct. And that's why we've renamed our platform the genius platform, because we feel that every agent should be a genius at what they're being asked to do. Way won't make them feel confident about the information at the fingertips so that they can focus on the empathy. Five Nine believes that the technology is just a part of it, as I've said before, but really, it's the combination between the change management agent, the customer, the answers and the questions. It's all those things combined. Way won't make that easy for the agent to deliver Amazing touch points for your company, >> right where that that's a great point, because when you talk about, I have automation. I have intelligent, even robotics helping in there. I need that person where I'm not gonna have that empathy. So weigh. >> See that our MPs scores. The Asian experience is critical, right? So we really focus our platform and delivering that for the agent. But the other side to is making sure you can gain the insights from these conversations and delivering it back to the business, because we feel that that's a ZAY said earlier. That's the next evolution of data. Is pulling out that contextual data and marrying it with all your different data sets >> you brought up NPS. I'm curious. Do you have any way of measuring, You know, customers that used your solution versus customers that might have been doing things the old way? Is there a bump in NPS? Is there a bump in retention of agents? How do you measure success? >> Yeah, we take both MPs for our customers, and I know our customers take MPs for their agents and their customers. And when you use five nine, those numbers obviously go up. When you start measuring something, people really, if you analyze it, it will happen. So what we see is a huge adoption of making sure that the customer empathy the customers at the focus >> so last couple questions here, Ryan. You guys had a good amount of enterprise growth and f y eighteen. In fact, they stay large growth in customers with a million in a our annual recurring revenue when your fastest growing Saigon's enterprise. You know, small, medium size businesses often have the same challenges. But I'm wondering if you're seeing any sort of early adopters from an industry perspective, financial services, health care, anything or do you see that it's fairly horizontal and organizations that have to reach that consumer? >> It's fairly horizontal. I think the definition will contact center is obviously expanding. People are really focusing on customer experience, and they're certain to realize that Contact Center is a competitive advantage. If you deliver great customary experience, you do deliver great brand loyalty, and that just means your customers will continue to come to you, trust your brand and ask for more services. And that's obviously way. All know it's easier to retain a customer, then is to find anyone. So we think that is a huge advantage, and we're seeing that across the enterprise they're sending, realized this is a huge difference when everything else is the same. Deliver great customer experience, >> right? So, Brian, let me ask the brand question. You know, CMO When people come to enterprise connector, they're reaching out to five nine. What? What is the brand promise? What do you hope people are walking away and understanding about where you fit in the landscape? >> Yeah, I think that when the key things that I want people to understand about five nine is that where about a platform about delivering relationships? It's about It's about the technology we want. Make sure you have ploughed the latest and greatest. We won't make sure features are today. But really, what's important is that service all the way through from implementation to your agents. Happiness here, customer happiness, context. There's a conflict blend technology, people and this interaction with your customers. We will make sure that each part of those are being service, not just a technology, just not a person with the whole life cycle from beginning to end. >> Well, Ryan, thanks so much for joining stew and me on the cue this afternoon and inviting us into the five nine booth and also kind of sending the contacts for the Enterprise Connect twenty nineteen event that we really appreciate your time. >> Thank you for having me. It's been great. >> Hirsute men. A man. I'm Lisa Martin, your Washington Cube lying from day one of our coverage of enterprise Connect twenty nineteen.

>> Live from Orlando, Florida It's the Cube covering Enterprise Connect twenty nineteen brought to you by five nine. >> Hi. Welcome back to the Q. We are live at Enterprise Connect. Twenty nineteen. Can you hear the buzz behind Stew, Minutemen and me? It's party time. It's five o'Clock kicking things off, welcoming a couple of guests to our program this afternoon. We've got Blair Pleasant, president and principal analyst at Confusion and co founder of BC Strategies, and Michael Rose, the director brand and corporate communications from five nine. Welcome to the Q. Thank you. >> Good afternoon. >> Welcome to the party. >> I know. With the beer and the wine for us, >> we think it's momentarily momentary. So you have been coming to Enterprise Connect about the last ten years or so. A little bit of an overview about what you're doing at this year's easy. >> Sure, So I'm going to be doing for different sessions here. Esso. On Wednesday, I'm going to be giving a presentation. Well, one is going to be to the Channel partners who are selling, you see, telling them about why they should be selling Contact Center and all the wonders about contact center and customer experience. And I'Ll also be doing a session on unified communications end user adoption, and I'm gonna have a panel of and users who were going to tell about their talk about their adoption programs on Thursday. I'm doing a session on collaboration about team collaboration and how to migrate and things to do there. And then I'm participating in the last note where a bunch of analysts consultants, they're gonna basically wrap up the show and talk about, you know, key findings and key messages, and it's going to really good discussion. >> You have a very busy week ahead. I'm curious as to when I were chatting earlier today about the evolution of this event over the last twenty eight twenty nine years, but also paralleling the massive evolution of communications and collaborations, the rise of the empowered consumers who wants to be able to have a conversation on any channel at any time and have our issues resolved right away. Give us your perspective cause you have a very full week here about some of the turns that you you've seen in the last year that you're looking forward to helping customers understand. You talked about selling, you see, so contact centers of service. Yes. >> So when it comes to unified communications, as I mentioned one thing that I've been really focused on is user adoption because companies will buy technology and they'LL deploy technology. But they don't necessarily. That doesn't mean that uses air actually going to be using it. So that's one thing that they really have to focus on. And then when we turn to the contact center side, it's all about customer experience. And in fact, Michael and I have been doing a lot of work in this area. And so we've been hearing the term customer experience. You know, c X. But what's also important is employees or agent experience and a X, as we're calling it. So getting the agent involved also and making sure that they've got the tools that they need to help them do a really good job. >> Alright, so Michael, you have brand and you did a very nice job bringing us the five nine mugs. Yes, there's water in them, but this customer service index can you bring us inside what you're working on, what we're Blair's been involved and let's get into that. >> It's basically an annual study that we've been doing now for two years, and we plan to continue in the first part of it looks at what the consumers are saying about why they raid a customer experience the way they do want that, what's important to them and, more importantly, what turns them off. And as we found in when we did the analytics with Blair is a bad customer engagement. They're likely to leave you and not to business anymore. We were talking earlier about consumers now have voice and choice. You know, they they've got voice through social media to complain, and they will leave and find another brand to partner with. And so that's sort of a key finding around. What is it the people want? And it's basically a quick response. Know who I am and engage me the way I want to be engaged. >> But what was interesting is they want a quick response. But they're also willing to spend more time on the phone or whatever in an interaction talking to an agent if it means that they're going to get the response that they need and get the information that they need to get their problem solved. So speed is important when it comes to getting an agent on the phone or getting that agent, but then they're willing to take the time if it means I'm going to get my problems solved. Do >> you think that one of the things we chatted about with Ryan can? The CMO of five nine earlier today is is the fact that five nine has five billion recorded customer conversations and we were chatting, I think, also with Jonathan Rosenberg. It's an expectation, right? We call contact Center for whatever product or service or whatnot that we're having an issue with her were enquiring about. And you hear that? So there's an expectation that is going to be reported. How did cos actually glean insight from that data? Because I'm there, I'LL tell you, I never think when I'm on the phone call, I have a problem to resolve. And I don't think that they're recording my conversation to help me and all the customers that probably have the same problem. So I thought that was an interesting sort of way of of looking at it. But it's also interesting that that you found that people are willing to spend more time if the value to them is greater. >> Yep, absolutely. And we're finding that companies are using that data. You know, we hear about Big Data Analytics. So analytics is really the big thing, you know, looking at the the whole picture, getting that holistic view of what's working, what isn't working. And then turning that also into I talked before about the agent experience using this to improve what the agent is doing and how the agent is interacting with the customer. >> And that's that's probably a good build to the next part of the study, which is a business decision maker. And so we survey them to see other, any parallels and what they're thinking compared to the consumer on one of the probably most disappointing findings issue and we're doing a webinar on this next week is the lowest thing they write is employeessatisfaction. So they look ATT, you know, is that the right product we're selling? Do we have the right tools but actually looking after the agent, all the employees that ranks the least on their list of priorities, which is quite distressing and sad. But >> the good news is that they did great customer satisfaction very highly, So when it came when we were looking at what's really important to your business and to growing your revenues. Customer satisfaction was very important. So we're happy about that. >> Which it has to be directly tied to the agent experience like, for example, making sure that an agent has is empowered to make a decision. But they had to have the information. They have to have the content to be delivered through the right channels. So that's interesting finding that you are you expecting to hear on DH talk Claremore this week with companies to say, This is why Employeessatisfaction has got to move up the rights because it is directly tied to customer satisfaction. >> So I've been talking about that for a long time, and it's so important, and I think cos they're starting to get it. And we're also seeing more tools like a I. You know, that's really going to be used to help provide the information to the agents and help them do that. Better job. >> One of things. It's always interesting when you have these annual studies to see what is actually changing over time. You know, I've got background on telecommunications, you know, we talk about Omni Channel today. We talked about, you know, unified messaging twenty years ago, we talked about a today. We talked about intelligence and data decades ago. So what's changing? What? Staying the same. Any insight that you're getting, As as we've been moving with the survey Overtime >> voices still K as in, people want to make a phone call if they need help and believe it or not, that's across all age groups that even tops out number one for Millennials, which surprised you. And I know Blake. You did a little test group at home with that? >> Yeah, I had my twenty somethings. They had some friends over. And I asked him, You know, when you have a problem and you need to call contact customer service, what do you do? It? And the first thing they do is try to do self service, you know, try to figure it out on their own. You know, Google it go to YouTube or whatever, but then, if they can't find the problem, they will pick up the phone and called a contacts and, you know, call customer service and you would think that twentysomethings wouldn't do that. But they know that if it's something important and they need to get that information right away or solve that problem right away. They pick up the phone, and they also do chat and email. But the study found that chat actually went down this year, which were kind of surprised about so the use of email went up. But these of chat went down >> Any thoughts as to why that might be going down? >> I think it's because companies haven't been providing that good experience. So even though they're offering chat, it's it's not optimized. So sometimes you know when you're doing shots, you know you're on a website. You doing chat, you can tell when the agent is talking to like ten other people at the same time. So it's it's really frustrating. So I think companies have the technology, but they're not doing it the right way. >> I mean, I know I've had Sometimes you get a chat and I'm like, I'm not talking to a person. It's a chat, Bott. Oh, is this some outsourced chat that maybe doesn't have the skill level that I need as opposed to? If I pick up the phone, I know most of the time that agent I'm going to get either can answer my question or can escalate to the person that, >> interestingly to the one that's right down near the bottom is social media and it hasn't moved for two years. So we're not saying now that could be a chicken and the egg. Is it because companies are not offering it? So therefore, I don't know. I can use it or don't people want to use it on? We had a theory cause. Social Media's had a bit of a rocky ride in the last year with data and privacy and everything else. So maybe consumers just don't trust it yet. And there are other channels, like email as you said, that we've seen increasing. >> But if customers are unhappy about something, they're going to go on. Social media >> is the first thing I do. When you were saying that it was surprising it was low, because if I at a recent experience with an S B and wasn't getting five minutes with a robot on the phone, couldn't get all I wanted was a tech to come out to my house to fix something, Then I had to have somebody call me back and verify. Have you do the exact same thing I've been through this, so I went to Twitter to escalate that. So that's how I think about that. I appreciate that, they responded, But it's I guess it's a couple of a number of interesting things that you guys have brought up today that surprised you. The X factor being lower millennials actually wanting to talk to human. That's good. But also this the fact that people aren't using social as much as maybe you would've thought, or they may be. They don't release. I can't. Or maybe it's to customers not have appropriate affected social listening programs to respond to the volume. >> So that's the chicken and egg thing Michael was talking about. A lot of companies don't offer social as a channel because they think that customers don't want to use it. The customers aren't using it because they don't realize that companies are offering it. >> So, Claire, while we have you, you've got a good perspective on this space. What's differentiating the leaders in the space from some of the laggards in this space? >> Oh, that's a good question. I think a lot of it has to do with again the Focus on the customer experience, you know? So if you're talking about the vendors, the vendors that are succeeding are the ones that really do. Look at the customer, not just the technology. So so many companies could do technology. The technology is the easy part, its doing it right. It's really making that difference and making things simple, making things unified, making it not complex for customers. Because right now things are just so complex. You have to go no to so many different places. Teo, to make things work. So the more you can make things seamless and simple. I think that's what's really separating. The winners from the losers >> will make Michael Maybe you can elaborate on, you know, delivering a integrated connected on the channel experience. But I think there's still some of maturation curve that it's on, whereby I might have an expectation as a consumer than I'm goingto go through chat or email or another channel. And then if I go through Twitter or social, I'm hoping that this conversation is connected. Where can five nine help customers across industries to really integrate and deliver Omni Channel? >> I think the first thing is the cloud because moving to the cloud enables you to move quickly is a business. And as we were saying today, the software updates all the time and it's easy. It's like your phone, you just downloading away you go. So it's It's the cloud first to get to the data, and we talked about that before, too, and growing. Our CEO calls it the dark data because no one's using it. And you need to mind that data to get the inside, because then the system will start directing the consumer based on what the intelligence is telling them, irrespective of which channel they come through on. Do you really want an experience where I've done tweeting away with a company? And they said, Well, privately email you now because we want to take it off line and then they'LL say, Well, no, now we need to call, but it's it's fluid. All the data and all the information is passed through that communication, So it's seamless for me, the consumer, and it's more rewarding for the agent because they can actually get to the core issue for the customer and resolve it. >> That's a customer there. Maybe Blair, This is a question for you. How does a customer take what's probably traditional silos of customer experiences and culturally evolved as a business to be able to deliver what Michael was talking about? I mentioned that those Silas and that kind of cultural disparity might be kind of a challenge for an organisation to pivot as quickly as they need to when customer lifetime value was on the line. >> Yeah, and it's definitely been a challenge for a lot of companies, but they know that they have to get there. So I think even though some of them might be resistant, they realised that to get the results that they need, they really do have to do that. But it's a cultural change, and you asked before about what's separating some of the winners from losers. I think that's a big part of it is being able to make that change >> player, you know, as I was getting ready for the show, there's general belief that customers are embracing of the cloud. It's no longer we're no longer in the evangelization phases. I've heard five nine, but we're in adoption. I'm curious player. When it comes to a I, though our users ready. Everybody we talk about these technologies are going to be infused with aot. There's some, you know, fear. Sometimes out there is like the robots, or they're going to take my personal data or anything like that. What do you see out there and what should we be aware of and where do we need to go? As an industry, I want to come stay. I So >> as far as consumers, they do need to be worried. You know, they're definitely issues about privacy, and you know what's going to happen with the information. But I think user shouldn't really know that there's a I involved on, and that's also debate we have, like, if you're interacting with the pot, you know, if you're doing a chat, do you know if it's a body or an agent? So some companies, you know, make it clear, you know? Hi. This is, you know, Joe the Bob, But other companies don't. So then you have to say I and I've had these experiences are youa, but no, I am a real person. Okay, prove to me your real person. So it's so it's really interesting. So some companies feel that customers are more open if they're talking to a bomb. And in certain industries, like if it's healthcare or finance, people are going to be more open if it's about because they don't want to share their personal information with a live person. But if it's a computer is like okay, I can share the information. So it were very much in early days, so we don't really I have the experience to drawn yet. So let's talk about this again next year. >> Well, Blair, Michael, thank you so much for joining student. Be on the Cube this afternoon and sharing spending some time since you have such a busy week where we appreciate your insights on the event on enterprise, collaboration and communication. And we appreciate your time. Thank you for soon. Minutemen. I'm Lisa Martin. You're watching the Cube

(techno music) >> Hey welcome back everybody, Jeff Frick here with The CUBE. We're having a cube conversation in the Palo Alto studio. It's a different kind of format of CUBE. Not in the context of a big show. Got a great guest here lined up who we just had on at a show recently. He's Nathan Trueblood, he's the vice president of product management for DataTorrent. Nathan great to see you. >> Thanks for having me. >> We just had you on The CUBE at Hadoop, or Data Works now, >> That's right. >> not Hadoop Summit anymore. So just a quick follow up on that, we were just talking before we turned the cameras on. You said that was a pretty good show for you guys. >> Yeah it was a really great show. In fact as a software company one of the things you really want to see at shows is a lot of customer flow and a lot of good customer discussions, and that's definitely what happened at Data Works. It was also really good validation for us that everyone was coming and talking to us about what can you do from a real time analytics perspective? So that was also a good strong signal that we're onto something in this marketplace. >> It's interesting, I heard your quote from somewhere, that really the streaming and the real time streaming in the big data space is really grabbing all the attention. Obviously we do Spark Summit. We did Flink Forward. So we're seeing more and more activity around streaming and it's so logical that now that we have the compute horsepower, the storage horsepower, the networking horsepower, to enable something that we couldn't do very effectively before but now it's opening up a whole different way to look at data. >> Yeah it really is and I think as someone who's been working the tech world for a while, I'm always looking for simplifying ways to explain what this means. 'Cause people say streaming and real time and all of that stuff. For us what it really comes down to is the faster I can make decisions or the closer to when something happens I can make a decision, that gives me competitive advantage. And so if you look at the whole big data evolution. It's always been towards how quickly can we analyze this data so that we can respond to what it's telling us? And in many ways that means being more responsive to my customer. So a lot of this came out of course originally from very large scale systems at some of the big internet companies like Yahoo where Hadoop was born. But really it all comes down to if I'm more responsive to my customer, I'm more competitive and I win. And I think what a lot of customers are saying across many different verticals is real time means more responsiveness and that means competitive advantage. >> Right and even we hear all the time moving into a predictive model, and then even to a prescriptive model where you're offloading a lot of the grunt work of the decision making, letting the machine do a lot more of that, and so really it's the higher value stuff that finally gets to the human at the end of the interaction who's got to make a judgment. >> That's exactly right, that's right. And so to me all the buzz about streaming is really representative of just this is now the next evolution of where big data architecture has been going which is towards moving away from a batch oriented world into something where we're making decisions as close to the time of data creation as possible. >> So you've been involved in not only tech for a long time but Hadoop specifically and Big Data specifically. And one of the knocks, I remember that first time I ever heard about Hadoop, is actually from Bill Schmarzo at EMC the dean of Big Data. And I was talking to a friend of it and he goes yeah but what Bill didn't tell you, there's not enough people. You know Hadoop's got all this great promise, there just aren't enough people for all the enterprises at the individual company level to implement this stuff. Huge part of the problem. And now you're at DataTorrent and as we talked before, interesting kind of shift in strategy and going to really an application focus strategy as opposed to more of a platform focus strategy so that you can help people at companies solve problems faster. >> That's right we've definitely focused, especially recently on more of an application strategy. But to kind of peel that back a little bit, you need a platform with all the capabilities that a platform has to be able to deliver large scale operable streaming analytics. But customers aren't looking for platforms, they're looking for please solve my business problem, give me that competitive advantage. I think it's a long standing problem in technology and particularly in Big Data where you build a tremendous platform but there's only a handful of people who know how to actually construct the applications to deliver that value. And I think increasingly in big data but also across all of tech, customers are looking for outcomes now and the way for us to deliver outcomes is to deliver applications that run on our platform. So we've built a tremendous platform and now we are working with customers and delivering applications for that platform so that it takes a lot of the complexity out of the equation for them. And we kind of think of it like if in the past it required sort of an architect level person in order to construct an application on our platform, now we're gearing towards a much larger segment of developers in the enterprise who are tremendously capable but don't have that deep Big Data experience that they need to build an application from scratch. >> And it's pretty interesting too 'cause another theme we see over and over and over and over, especially around the innovation theme is the democratization of the access to the data, the democratization of the tools to access the data so that anyone in the company or a much greater set of individuals inside the company have the opportunity to have a hypothesis, to explore the hypothesis, to come back with solutions. And so by kind of removing this ivory tower, either the data scientists or the super smart engineer who's the only one that has the capability to play with the data and the tools. That's really how you open up innovation is democratizing access and ability to test and try things. >> That's right, to me I look at it very simply, when you have large scale adoption of a technology, usually it comes down to simplifying abstractions of one kind or another. And the big simplifying abstraction really of Big Data is providing the ability to break up a huge amount of data and make some sense of it, using of course large scale distributed computing. The abstraction we're delivering at DataTorrent now is building on all that stuff, on all those layers, we've obscured all of that and now you can download with our software an application that produces an outcome. So for example one of the applications we're shipping shortly is a Omni-Channel credit card fraud prevention application. Now our customers in the past have already constructed applications like this on our platform. But now what we're doing like you said is democratizing access to those kinds of applications by providing an application that works out of the box. And that's a simplifying abstraction. Now truthfully there's still a lot of complexity in there but we are providing the pattern, the foundational application that then the customer can focus on customizing to their particular situation, their integrations, their fraud rules and so forth. And so that just means getting you closer to that outcome much more quickly. >> Watching your video from Data Works, one of the interesting topics you brought up is really speed and how faster, better, cheaper, which is innovative for a little while, becomes the new norm. And as soon as you reset the bar on speed, then they just want it, well can you go faster. So whether you went from a week to a day, a day to an hour, there's just this relentless pressure to be able to get the data, analyze the data, make a decision faster and faster and faster. And you've seen this just changing by leap years right over time. >> Right and I literally started my career in the days of ETL extracting data from tape that was data produced weeks or months ago, down to now we're analyzing data at volumes that were inconceivable and producing insight in less than a second, which is kind of mind boggling. And I think the interesting thing that's happening when we think about speed, and I've had a few discussions with other folks about this, they say well speed really only matters for some very esoteric applications. It's one of the things that people bring up. But no one has ever said well I wish my data was less fresh or my insight was not as current. And so when you start to look at the kinds of customers that want to bring real time data processing and analytics, it turns out that nearly every vertical that we look at has a whole host of applications where if you could bring real time analytics you could be more responsive to what your customer's doing. >> Right right. >> Right and that can be, certainly that's the case in retail, but we see it in industrial automation and IoT. All I think of is IoT is a way to sense what's going on in the world, bring that data in, get insight and take action from it. And so real time analytics is a huge part of that, which you know again, healthcare, insurance, banking, all these different places have used cases. And so what we're aiming to do at DataTorrent is make it easy for the businesses in those different verticals to really get the outcome they're looking for, not produce a platform and say imagine what you could do, but produce an application that actually delivers on a particular problem they have. >> It's funny too the speed equation, you saw it in Flash, remembering to shift gears a little bit into the hardware space right, is people said well it's only super low latency, super high volume transactions, financial services, is the only benefit we're going to get from Flash. >> Right yeah we've had the same knock for real time analytics. >> Same thing right, but as soon as you put it in, there's all these second order impacts, third order impacts that nobody ever thought of, that speed that delivers, that aren't directly tied to that transactional speed, but now enable you because of that transactional speed, to do so many other things that you couldn't even imagine to do and so that's why I think we see this pervasiveness of Flash, why wouldn't you want Flash? I mean why wouldn't you want to go faster? 'Cause there's so much upside. >> Yeah so again all of these innovations in IT come down to how can I be more flexible and more responsive to changing conditions? More responsive to my customer, more flexible when it comes to changing business conditions and so forth. And so now as we start to instrument the world and have technologies like machine learning and artificial intelligence, that all needs to be fed by data that is delivered as quickly as possible and then it can be analyzed to make decisions in real time. >> So I wanted to shift gears a little bit, kind of back to the application strategies. So you said you had the first app that's going to be, (Jeff drowned out by Nathan) >> Yeah so the first application yes it was fraud prevention. That's an important distinction there because the distinction between detection and prevention is the competitive advantage of real time. Because what we deliver in DataTorrent is the ability to process massive amounts of data in very very low time frame. Sub seconds time frames. And so that's the kind of fundamental capability you need in order to do something like respond to some kind of fraud event. And what we see in the market is that fraud is becoming a greater and greater problem. The market itself is expanding. But I think as we see fraud is also evolving in terms of the ways it can take place across e-commerce and point of sale and so forth. And so merchants and processors and everyone in the whole spectrum of that market is facing a massive problem and an evolving problem. And so that's where we're focused in one of our first I would say vertically oriented business applications is it's really easy to be able to take in new sources of data with our application but also to be able to process all that data and then run it through a decision engine to decide if something is fraudulent or not in a short period of time. So you need to be able to take in all that data to be able to make a good decision. And you need to be able to decide quickly if it's going to matter. And you also need to be able to have a really strong model for making decisions so that you avoid things like false positives which are as big a problem as preventing fraud itself if you deliver bad customer experience. And we've all had that experience as well which is your card gets shut down for what you think is a legitimate activity. >> It's just so ironic that false positives are the biggest problem with credit card fraud. >> Yeah it's one of yeah. >> You would think we would be thankful for a false positive but all you hear over and over and over is that false positive and the customer experience. It shows that we're so good at it is the thing that really irks people. >> Well if you think about that, having an application that allows you to make better decisions more quickly and prevent those false positives and take care of fraud is a huge competitive advantage for all the different players in that industry. And it's not just for the credit card companies of course, it's for the whole spectrum of people from the merchant all the way to the bank that are trying to deal with this problem. And so that's why it's one of the applications that we think of as a key example where we see a lot of opportunity. And certainly people that are looking at credit card fraud have been thinking about this problem for a while. But there's the complexity like we were discussing earlier of finding the talent, on being able to deliver these kinds of applications finding the technology that can actually scale to the processing volume. And so by delivering Omni-Channel fraud prevention as a Big Data application, that just puts our customers so much closer to the outcome that they want. And it makes it a lot easier to adopt. >> So as you sit, shift gears a little bit, as your VP of product hat, and there's a huge wide world of opportunity in front of you, we talked about IoT a little bit, obviously fraud, you've talked about Omni-Channel retail. How are you guys going to figure out where you want to go next? How are you prioritizing the world, and as you build up more of these applications is it going to be vertically focused, horizontally focused, what are you thoughts as you start down the application journey? >> So a few thoughts on that. Certainly one of the key indicators for me as a product manager when I look at where to go next and what applications we should build next, it comes down to what signal are the customers giving us? As we mentioned earlier, we built a platform for real time analytics and decision making, and one of the things that we see is broad adoption across a lot of different verticals. So I mentioned industrial IoT and financial services fraud prevention and advertising technology, and, and, and. We have a company that we're working with in GPS geofencing. So the possibilities are pretty interesting. But when it comes to prioritizing those different applications we have to also look at what are the economics involved for the customer and for us. So certainly one of the reasons we chose fraud prevention is that the economics are pretty obvious for our customers. Some of these other things are going to take a little bit longer for the economics to show up when it comes to the applications. So you'll certainly see us focusing on vertically oriented business applications because again the horizontals tend to be more like a platform and it's not close enough to delivering an outcome for a customer. But it's worth noting one of the things we see is that while we will deliver vertically oriented applications that oftentimes switching from one vertical app to another is really not a lot more than changing the kind of data we're analyzing, and changing the decision engine. But the fundamental idea of processing data in a pipeline at very high volume with fault tolerance and low latency, that remains the same in every case. So we see a lot of opportunity essentially as we solve an application in one vertical, to rescan it into another. >> So you can say you're tweaking the dials and tweaking the UDI. >> Tweaking the data and the rules that you apply to that data. So if you think about Omni-Channel fraud prevention, well it's not that big of a leap to look at healthcare fraud or into look at all the other kinds of fraud in different verticals that you might see. >> Do you ever see that you'll potentially break out the algorithm, I forget which one we're at, people are talking about algorithms as a service. Or is that too much of a bit, does there need to be a little bit more packaging? >> No I mean I think there will be cases where we will have an algorithm out of the box that provides some basics for the decisions support. But as we see a huge market springing up around AI and machine learning and machine scoring and all of that, there's a whole industry that's growing up around essentially, we provide you the best way to deliver that algorithm or that decision engine, that you train on your data and so forth. So that's certainly an area where we're looking from a partnership perspective. Where we already today partner with some of the AI vendors for what I would say is some custom applications that customers have deployed. But you'll see more of that in our applications coming up in the future. But as far as algorithms as a service, I think that's already here in the form of being able to query against some kind of AI with a question, you know essentially a model and then getting an answer back. >> Right well Nathan, exciting times, and your Big Data journey continues. >> It certainly does, thanks a lot Jeff. >> Thanks Nathan Trueblood from DataTorrent. I'm Jeff Frick, you're watching The CUBE, we'll see you next time, thanks for watching. (techno music)

>> wait. >> Okay, We're back. We are in Cambridge, Massachusetts. This is Dave Volante. I'm here with Jeff Kelly. Where with Wicked Bond. This is the Cube Silicon Angles production. We're here at the Mighty Information Quality Symposium in the heart of database design and development. We've had some great guests on Scott Hauser is here. He's the head of marketing at Adapt Company that we've introduced to our community. You know, quite some time ago, Um, really bringing multiple channels into the Duke Duke ecosystem and helping make sense out of all this data bringing insights to this data. Scott, welcome back to the Cube. >> Thanks for having me. It's good to be here. >> So this this notion of data quality, the reason why we asked you to be on here today is because first of all, you're a practitioner. Umm, you've been in the data warehousing world for a long, long time. So you've struggled with this issue? Um, people here today, uh, really from the world of Hey, we've been doing big data for a long time. This whole big data theme is nothing new to us. Sure, but there's a lot knew. Um, and so take us back to your days as a zoo. A data practitioner. Uh, data warehousing, business intelligence. What were some of the data quality issues that you faced and how did you deal with him? So >> I think a couple of points to raise in that area are no. One of things that we like to do is try and triangulate on user to engage them. And every channel we wanted to go and bring into the fold, creating unique dimension of how do we validate that this is the same person, right? Because each channel that you engage with has potentially different requirements of, um, user accreditation or, ah, guarantee of, you know, single user fuel. That's why I think the Holy Grail used to be in a lot of ways, like single sign on our way to triangulate across the spirit systems, one common identity or person to make that world simple. I don't think that's a reality in the in the sense that when you look at, um, a product provider or solution provider and a customer that's external, write those those two worlds Avery spirit and there was a lot of channels and pitch it potentially even third party means that I might want to engage this individual by. And every time I want to bring another one of those channels online, it further complicates. Validating who? That person eighty. >> Okay, so So when you were doing your data warehouse thing again as an I t practitioner, Um, you have you You try to expand the channels, but every time he did that and complex if I hide the data source So how did you deal with that problem? So just create another database and stole five Everything well, >> unfortunately, absolutely creates us this notion of islands of information throughout the enterprise. Because, as you mentioned, you know, we define a schema effectively a new place, Um, data elements into that schema of how you identified how you engage in and how you rate that person's behaviors or engagement, etcetera. And I think what you'd see is, as you'd bring on new sources that timeto actually emerge those things together wasn't in the order of days or weeks. It's on months and years. And so, with every new channel that became interesting, you further complicate the problem and effectively, What you do is, you know, creating these pools of information on you. Take extracts and you try and do something to munch the data and put in a place where you give access to an analyst to say, Okay, here's it. Another, um, Sample said a day to try and figure out of these things. Align and you try and create effectively a new schema that includes all the additional day that we just added. >> So it's interesting because again, one of the themes that we've been hearing a lot of this conference and hear it a lot in many conferences, not the technology. It's the people in process around the technology. That's certainly any person person would agree with that. But at the same time, the technology historically has been problematic, particularly data. Warehouse technology has been challenging you. So you've had toe keep databases relatively small and despair, and you had to build business processes around those that's right a basis. So you've not only got, you know, deficient technology, if you will, no offense, toe data, warehousing friends, but you've got ah, process creep that's actually fair. That's occurred, and >> I think you know what is happening is it's one of the things that's led to sort of the the revolution it's occurring in the market right now about you know, whether it's the new ecosystem or all the tangential technologies around that. Because what what's bound not some technology issues in the past has been the schema right. As important as that is because it gives people a very easy way to interact with the data. It also creates significant challenges when you want to bring on these unique sources of information. Because, you know, as you look at things that have happened over the last decade, the engagement process for either a consumer, a prospect or customer have changed pretty dramatically, and they don't all have the same stringent requirements about providing information to become engaged that way. So I think where the schema has, you know, has value you obviously, in the enterprise, it also has a lot of, um, historical challenges that brings along with >> us. So this jump movement is very disruptive to the traditional market spaces. Many folks say it isn't traditional guy, say, say it isn't but clearly is, particularly as you go Omni Channel. I threw that word out earlier on the channels of discussion that we had a dupe summit myself. John Ferrier, Hobby lobby meta and as your and this is something that you guys are doing that bringing in data to allow your customers to go Omni Channel. As you do that, you start again. Increase the complexity of the corpus of data at the same time. A lot of a lot of times into do you hear about scheme alight ski, but less so how do you reconcile the Omni Channel? The scheme of less It's their scheme alight. And the data quality >> problems, Yes, I think for, you know, particular speaking about adapt one of things that we do is we give customers the ability to take and effectively dump all that data into one common repository that is HD if s and do and leverage some of those open source tools and even their own, you know, inventions, if you will, you know, with m R code pig, whatever, and allow them to effectively normalized data through it orations and to do and then push that into tables effectively that now we can give access to the sequel interface. Right? So I think for us the abilities you're absolutely right. The more channels. You, Khun, give access to write. So this concept of anomie channel where Irrespective of what way we engaged with a customer what way? They touch us in some way. Being able to provide those dimensions of data in one common repository gives the marketeer, if you will, an incredible flexibility and insights that were previous, Who'd be discoverable >> assuming that data qualities this scene >> right of all these So so that that was gonna be my question. So what did the data quality implications of using something like HD FSB. You're essentially scheme unless you're just dumping data and essentially have a raw format and and it's raw format. So now you've gotto reconcile all these different types of data from different sources on build out that kind of single view of a customer of a product, Whatever, whatever is yours. You're right. >> So how do you go >> about doing that in that kind of scenario? So I think the repository in Hindu breach defense himself gives you that one common ground toa workin because you've got, you know, no implications of schema or any other preconceived notions about how you're going toe to toe massage weight if you will, And it's about applying logic and looking for those universal ides. There are a bunch of tools around that are focused on this, but applying those tools and it means that doesn't, um, handy captain from the start by predisposing them to some structure. And you want them to decipher or call out that through whether it's began homegrown type scripts, tools that might be upstairs here and then effectively normalizing the data and moving it into some structure where you can interact with it on in a meaningful way. So that really the kind the old way of trying to bring, you know, snippets of the data from different sources into ah, yet another database where you've got a play structure that takes time, months and years in some cases. And so Duke really allows you to speed up that process significantly by basically eliminating that that part of the equation. Yeah, I think there's and there's a bunch of dimensions we could talk about things like even like pricing exercises, right quality of triangulating on what that pricing should be per product for geography, for engagement, etcetera. I think you see that a lot of those types of work. Let's have transitioned from, you know, mainframe type environments, environments of legacy to the Duke ecosystem. And we've seen cases where people talk about they're going from eight month, you know, exercises to a week. And I think that's where the value of this ecosystem in you know, the commodity scalability really provides you with flexibility. That was just previously you unachievable. >> So could you provide some examples either >> you know, your own from your own career or from some customers you're seeing in terms of the data quality implications of the type of work they're doing. So one of our kind of *** is that you know the data quality measures required for any given, uh, use case various, in some cases, depending on the type of case. You know, in depending on the speed that you need, the analysis done, uh, the type of data quality or the level data qualities going is going to marry. Are you seeing that? And if >> so, can you give some examples of the different >> types of way data quality Gonna manifest itself in a big data were close. Sure. So I think that's absolutely fair. And you know. Obviously there's there's gonna be some trade off between accuracy and performance, right? And so you have to create some sort of confidence coefficient part, if you will, that you know, within some degree of probability this is good enough, right? And there's got to be some sort of balance between that actor Jerseyan time Um, some of the things that you know I've seen a lot of customers being interested in is it is a sort of market emerging around providing tools for authenticity of engagement. So it's an example. You know, I may be a large brand, and I have very, um, open channels that I engage somebody with my B e mail might be some Web portal, etcetera, and there's a lot of fishing that goes on out there, right? And so people fishing for whether it's brands and misrepresenting themselves etcetera. And there's a lot of, you know, desire to try and triangulate on data quality of who is effectively positioned themselves as me, who's really not me and being able to sort of, you know, take a cybersecurity spin and started to block those things down and alleviate those sort of nefarious activities. So We've seen a lot of people using our tool to effectively understand and be able to pinpoint those activities based upon behavior's based upon, um, out liars and looking at examples of where the engagement's coming from that aren't authentic if that >> makes you feel any somewhat nebulous but right. So using >> analytics essentially to determine the authenticity of a person of intensity, of an engagement rather than taking more rather than kind of looking at the data itself using pattern detection to determine. But it also taking, you know, there's a bunch of, um, there's a bunch of raw data that exists out there that needs you when you put it together again. Back to this notion of this sort of, you know, landing zone, if you will, or Data Lake or whatever you wanna call it. You know, putting all of this this data into one repository where now I can start to do you know, analytics against it without any sort of pre determined schema. And start to understand, you know, are these people who are purporting to be, you know, firm X y Z are there really from X y Z? And if they're not, where these things originating and how, when we start to put filters or things in place to alleviate those sort of and that could apply, it sounds like to certainly private industry. But, I mean, >> it sounds like >> something you know, government would be very interested in terms ofthe, you know, in the news about different foreign countries potentially being the source of attacks on U. S. Corporations are part of the, uh, part of our infrastructure and trying to determine where that's coming from and who these people are. And >> of course, people were trying to get >> complicated because they're trying to cover up their tracks, right? Certainly. But I think that the most important thing in this context is it's not necessarily about being able to look at it after the fact, but it's being able to look at a set of conditions that occur before these things happen and identify those conditions and put controls in place to alleviate the action from taking place. I think that's where when you look at what is happening from now an acceleration of these models and from an acceleration of the quality of the data gathering being able to put those things into place and put effective controls in place beforehand is changing. You know the loss prevention side of the business and in this one example. But you're absolutely right. From from what I see and from what our customers were doing, it is, you know, it's multi dimensional in that you know this cyber security. That's one example. There's pricing that could be another example. There's engagements from, ah, final analysis or conversion ratio that could be yet another example. So I think you're right in it and that it is ubiquitous. >> So when you think about the historical role of the well historical we had Stewart on earlier, he was saying, the first known chief data officer we could find was two thousand three. So I guess that gives us a decade of history. But if you look back at the hole, I mean data quality. We've been talking about that for many, many decades. So if you think about the traditional or role of an organization, trying tio achieved data quality, single version of the truth, information, quality, information value and you inject it with this destruction of a dupe that to me anyway, that whole notion of data quality is changing because in certain use, cases inference just fine. Um, in false positives are great. Who cares? That's right. Now analyzing Twitter data from some cases and others like healthcare and financial services. It's it's critical. But so how do you see the notion of data quality evolving and adapting to this >> new world? Well, I think one of these you mentioned about this, you know, this single version of the truth was something that was, you know, when I was on the other side of the table, >> they were beating you over the head waken Do this, We >> can do this, and it's It's something that it sounds great on paper. But when you look at the practical implications of trying to do it in a very finite or stringent controlled way, it's not practical for the business >> because you're saying that the portions of your data that you can give a single version of the truth on our so small because of the elapsed time That's right. I think there's that >> dimension. But there's also this element of time, right and the time that it takes to define something that could be that rigid and the structure months. It's months, and by that time a lot of the innovations that business is trying to >> accomplish. The eyes have changed. The initiatives has changed. Yeah, you lost the sale. Hey, but we got the data. It would look here. Yeah, I think that's your >> right. And I think that's what's evolving. I think there's this idea that you know what Let's fail fast and let's do a lot of it. Orations and the flexibility it's being provided out in that ecosystem today gives people an opportunity. Teo iterated failed fast, and you write that you set some sort of, you know confidence in that for this particular application. We're happy with you in a percent confidence. Go fish. You are something a little >> bit, but it's good enough. So having said that now, what can we learn from the traditional date? A quality, you know, chief data officer, practitioners, those who've been very dogmatic, particularly in certain it is what can we learn from them and take into this >> new war? I think from my point of view on what my experience has always been is that those individuals have an unparalleled command of the business and have an appreciation for the end goal that the business is trying to accomplish. And it's taking that instinct that knowledge and applying that to the emergence of what's happening in the technology world and bringing those two things together. I think it's It's not so much as you know, there's a practical application in that sense of Okay, here's the technology options that we have to do these, you know, these desired you engaged father again. It's the pricing engagement, the cyber security or whatever. It's more. How could we accelerate what the business is trying to accomplish and applying this? You know, this technology that's out there to the business problem. I think in a lot of ways, you know, in the past it's always been here. But this really need technology. How can I make it that somewhere? And now I think those folks bring a lot of relevance to the technology to say Hey, here's a problem. Trying to solve legacy methodologies haven't been effective. Haven't been timely. Haven't been, uh, scaleable. Whatever hock me. Apply what's happening. The market today to these problems. >> Um, you guys adapt in particular to me any way a good signal of the maturity model and with the maturity of a dupe, it's It's starting to grow up pretty rapidly, you know, See, due to two auto. And so where are we had? What do you see is the progression, Um, and where we're going. >> So, you know, I mentioned it it on the cue for the last time it So it and I said, I believe that you know who do busy operating system of big data. And I believe that, you know, there's a huge transition taking place that was there were some interesting response to that on Twitter and all the other channels, but I stand behind that. I think that's really what's happening. Lookit. You know what people are engaging us to do is really start to transition away from the legacy methodologies and they're looking at. He's not just lower cost alternatives, but also more flexibility. And we talked about, you know, its summit. The notion of that revenue curve right and cost takeouts great on one side of the coin, and I are one side of the defense here. But I think equally and even more importantly, is the change in the revenue curve and the insights that people they're finding because of these unique channels of the Omni Challenge you describe being able to. So look at all these dimensions have dated one. Unified place is really changing the way that they could go to market. They could engage consumers on DH that they could provide access to the analyst. Yeah. I mean, ultimately, that's the most >> we had. Stewart Madness con who's maybe got written textbooks on operating systems. We probably use them. I know I did. Maybe they were gone by the time you got there, but young, but the point being, you know, a dupe azan operating system. The notion of a platform is really it's changing dramatically. So, um, I think you're right on that. Okay. So what's what's next for you guys? Uh, we talked about, you know, customer attraction and proof points. You're working. All right on that. I know. Um, you guys got a great tech, amazing team. Um, what's next for >> you? So I think it's it's continuing toe. Look at the market in being flexible with the market around as the Hughes case is developed. So, you know, obviously is a startup We're focused in a couple of key areas where we see a lot of early adoption and a lot of pain around the problem that we can solve. But I think it's really about continuing to develop those use cases, um, and expanded the market to become more of a, you know, a holistic provider of Angelique Solutions on top of a >> house. Uh, how's Cambridge working out for you, right? I mean, the company moved up from the founders, moved up from New Haven and chose shows the East Coast shows cameras were obviously really happy about. That is East Coast people. You don't live there full time, but I might as well. So how's that working out talent pool? You know, the vibrancy of the community, the the you know, the young people that you're able to tap. So >> I see there's a bunch of dimensions around that one. It's hot. It's really, really hot >> in human, Yes, but it's been actually >> fantastic. And if you look it not just a town inside the team, but I think around the team. So if you look at our board right Jet Saxena. Chris Lynch, I've been very successful. The database community over decades of experience, you know, and getting folks like that onto the board fell. The Hardiman has been, you know, in this space as well for a long time. Having folks like that is, you know, advisors and providing guidance to the team. Absolutely incredible. Hack Reduce is a great facility where we do things like hackathons meet ups get the community together. So I think there's been a lot of positive inertia around the company just being here in Cambridge. But, you know, from AA development of resource or recruiting one of you. It's also been great because you've got some really exceptional database companies in this area, and history will show you like there's been a lot of success here, not only an incubating technology, but building real database companies. And, you know, we're on start up on the block that people are very interested in, and I think we show a lot of, you know, dynamics that are changing in the market and the way the markets moving. So the ability for us to recruit talent is exceptional, right? We've got a lot of great people to pick from. We've had a lot of people joined from no other previously very successful database companies. The team's growing, you know, significantly in the engineering space right now. Um, but I just you know, I can't say enough good things about the community. Hack, reduce and all the resource is that we get access to because we're here in Cambridge. >> Is the hacker deuces cool? So you guys are obviously leveraging that you do how to bring people into the Sohag produces essentially this. It's not an incubator. It's really more of a an idea cloud. It's a resource cloud really started by Fred Lan and Chris Lynch on DH. Essentially, people come in, they share ideas. You guys I know have hosted a number of how twos and and it's basically open. You know, we've done some stuff there. It's it's very cool. >> Yeah, you know, I think you know, it's even for us. It's also a great place to recruit, right. We made a lot of talented people there, and you know what? The university participation as well We get a lot of talent coming in, participate in these activities, and we do things that aren't just adapt related, that we've had people teach had obsessions and just sort of evangelize what's happening in the ecosystem around us. And like I said, it's just it's been a great resource pool to engage with. And, uh, I think it's been is beneficial to the community, as it has been to us. So very grateful for that. >> All right. Scott has always awesome. See, I knew you were going to have some good practitioner perspectives on data. Qualities really appreciate you stopping by. My pleasure. Thanks for having to see you. Take care. I keep right to everybody right back with our next guest. This is Dave a lot. They would. Jeff Kelly, this is the Cube. We're live here at the MIT Information Quality Symposium. We'LL be right back.