>>from Las Vegas. It's the cues covering quality security Conference 2019. Bike. Wallace. >>Hey, welcome back it. Ready? Geoffrey here with the Q worth the Bellagio Hotel in Las Vegas for the quality security conference. This thing's been going on for 19 years. I had no idea. It's our first time here, but it's pretty interesting out. Felipe and the team have evolved this security company over a lot of huge technological changes and security changes, and they're still clipping along, doing a lot of cool things in cloud and open source. We're excited of our next guest. She's Laurie McCarthy, the EVP of worldwide field >>operations. Lori, great to see you. >>Thanks. Glad to be here. >>Absolutely. So first off, congratulations in doing some homework for this. I was going through the earnings call. The last turning call, which A was a nice earnings call. You're making money buying back stock. Also, you were promoted or the announcement of your promotion on that call and really some nice, complimentary words from Philippe and the team about the work that you've done actually >>very grateful. Thank you. And >>one of the things we >>talked about, which is unique in your background as you came from a customer. Not It's always a day ago. These shows we have people that I came from customers that went to the vendor, and then we have people that rest of Endor and they went over to the customers. There's a lot of that kind of movement, but he really complimented your execution at CVS as a big reason why you got the promotion that you did. So again. Congrats. But let's talk about, you know, kind of the CVS experience from when you were running it. Not when you're on the quality side. Yeah, that the threats. And CBS is in class nationwide, all kinds of stuff. >>Yeah, well, I mean, you know, just like any other company that's in that health care vertical, you've got so many different things to think about. Additionally, we were also in the retail vertical, so we had a lot of compliance. E's to worry about p c p c i p. I s O. A lot of the programs had been very much, uh, checkbox driven prior to the team that moved in there, including myself, and kind of changed that. So I helped to rebuild the vulnerability program there. And we started to do it in such a way that it was for the sake of security, not just checking a box. And we were really innovated how they do things. A lot of my friends are still there, and they have their own stock now, and we kind of brought everything in house. So a lot of that was outsourced. >>So what was the catalyst to make the change To move from beyond simple compliance and check in the box, Actually making a strategic part of the execution? >>Yeah, at the time and a new sea so had been put into place. And it was someone with that vision, and I think that's what really drove it. I came in just after that and was brought in on the premise that this is what we're going to change and move toward. So I was part of that process from that >>point, right? It clearly, qualities was part of the solution. So what? What did you use calls for their and how is the solution changed? You know, kind of >>so back then when >>you want to call it, >>we're talking. In 9 4010 2011 Right around there. If you opened up the quality platform, you had three things to choose from. Versus today, when you log in, you've got 18 or more, depending. And S O CVS used a little bit of all of that with the mainstay having been the vulnerability management. So I ran to full vulnerability management programs there because we had to keep our pharmacy benefit company and our retail companies separate. So I sort of did double duty, >>Right? So what you doing now on field operations? >>So is the E V p of worldwide for Wallace. I'm running all of the technical account managers for our company way have a unique sales model here, so it's a little different. So everyone in the field to service is our clients rolls up to me, and then that also includes some additional teams, like our federal team, our strategic alliances team and also our subject matter experts >>today. So you said a couple >>times you guys have your account management structure is different than maybe traditional. Kind of >>walk through. Yeah, absolutely. So versus a traditional sales model. We have a salesperson. You have client service person. You have a technical, you know, social architect kind of person. We service our clients all with one person. We have a technical account manager. We break them up into two flavors. We have a presales who are very technical folks that go out and help us get our business. And then those accounts get handed over to our post sales, who are basically the farmers in our business, maintaining and growing our existing clients. What that allows for, which is really special, is we can go in and really build a relationship built on trust and understanding and strategy, because we bring people into our company like myself who have done this, who have sat on that side of the table. So you know, someone comes in and says What? You know, how would you like to buy one of my gizmos? It's a lot different conversation when it's like, Look at what I do with this gizmo like it's amazing. So it's It's kind of a similar feeling that you guys >>have your kind of platform with application strategy enables you to kind of do a land and expand, and in fact you even a something that people can try for free. >>Yeah, absolutely. So we review our model as, like, try and buy. So for both our non clients are freemium service is that we offer our, you know, out of this world for people being able to just log in without even being a client and start to evaluate their environment. And then when they see the value that we bring, it's very easy to translate that into a buy and then likewise, for our clients who sign up for a service or two enabling additional trials and having them work within our new service is as they're being rolled out, is very, very simple, the way our platform is built. So it's just it's a really effortless, very natural progression of business that we that we built. And it's one of the reasons that I work here because as a client, I really enjoyed my relationship with this company because it never felt like I was being sold anything. It always felt like I was being handed solutions to my challenges, and that's what we tried to do. And that's how I lead everyone today is Let's get out, Let's listen, let's strategize and let's see where we fit in with folks, right strategies for, you know, the coming >>future. So must be a team >>approach, though, right? Because one person you know to say, trying to manage the CVS account, that would be, >>Oh, so we have a little bit of a break out in our post side. We have what a new role that I helped get implemented here at the company, which is a major account solution architect they handle are bigger, more complex accounts. So as our platform has matured, so have our clients are bigger. Clients are using more of our platform. They're using it in a more expert way. So we had to answer that with the right kind of people who could speak to that expert level of usage and be able to finance that. So that's a little bit part of it. And on our bigger clients, we do have more of a team approach. We have a product management, a project management organization. The S M E team are subject matter. Experts roll up under me. They're experts in each of our solutions. So it's a sizeable team and they are liaise between product management, engineering our fields and our clients. And that's another support mechanism. And then our support at Wallace is also something that augments our technical account managers jobs on a daily basis. >>So new opportunity with a sure that was recently announced a bundle. Yeah, you're bundled in kind of under the covers, not not really under the covers. So a little bit about how that's gonna work from kind of an account management and and from your kind of point of view, >>So it's It's actually not gonna change much of anything on the way that we are. Mom are our model is a hybrid, right? So we have direct sales that we have indirect sales, even honor in direct sales through partners through relationships like we've just built with azure MSs peas and reach whatever. We still treat every end customer and every partner like a direct customer. So we work very hard to educate her partners, to work with them, to make sure they're successful with our clients. And we're also treating our clients who are through that avenue the same way. So it's it's just gonna blend right in with what we >>d'oh Yeah, that's great, but hopefully it's a sales channel and they get more than they just bought it under the covers and start implementing. >>It's easy for them to jump in with us. And then from there we can build those relationships with perhaps, you know, prospects and folks that aren't our clients now and be able to show them more things that we do. Besides just, you know, the one thing that they might be signing up for at that time, >>right? Right. Okay, great. I want to shift gears a little bit. >>We had windy by front earlier from from Nutanix. When he's a fantastic lady, yes, and she is super super involved in in girls Who Code and women in Tech and trying to drive that kind of forward along a number of parameters everything from the board to getting people jobs, training little girls to staying at staying in the industry. I know that's a big, passionate area of yours. I wonder if you could share some of the activities you guys were doing around women. I could think more specifically, and security is a subset of all tech, but share the some of the activities you have going on. >>So personally, I try to be very involved locally. Four Children. One of them is a daughter. She's too little, quite yet for getting into tact. I have two older sons and s so I try to be really involved in middle school high school. Hey, put me in, Coach, I'll come in and talk to the kids. Generating interest in getting into this field at a young age is what we need to do. They're still aren't enough gals and, honestly, guys heading into our business in college. So I I really take it upon myself as a security professional to try to promote that specifically around women. I'm really pleased that our company supports an organization which I've been a part of for a while, and that's the Executive Woman's Forum, and we sponsor their conference every year, and we sponsor events with them. I personally am part of their mentor program, so that allows me a channel. Thio have ah, unassigned person to work with, and I really enjoy that, and our company itself is just very excellent at promoting and enabling women within our organization. And it's another reason that I really loved working here for the past eight years, >>right? Well, from the top. Because the board, I think, is either for more than half. Yemen, which is certainly half >>women CEO, is very supportive. Our presidents, two men way have a great environment. Thio grow women professionally here in my company, >>right? That's great. So, ah, year from now, when we come back, what are we gonna be talking about? What's kind of on a road map? For the next year, >>we're going to be talking about our data leak efforts, or Sim. We're gonna be talking about our improved Edie, our capabilities that are really gonna put us in the position to be a major player in that market. Um, and who knows? We have such a quick turnaround of innovation here and what we do by the way we do our business. So starting with the technical account manager's boots on the ground with our clients, when we're there listening to all of their challenges, we're also taking that back, and that drives our innovation that the company so we hear what they need, and that's what we provide. So as things changed, we're going to continue to do that digital transformation, of course, is is making that something that we have to be even quicker about. And I think we're doing a good job >>keeping up well. 19 years and counting, making money. Find back, buying back shares to help everyone else's stock delusion. So not that, but nothing but good success. It's all right. Well, Laurie, thanks for taking a few minutes of your day. And again, congratulations on your promotion as well as a terrific event. >>Thank you very much. >>All right. She's Laurie. I'm Jeff. You're watching the Cube with the quality security conference at the Bellagio and lovely >>Las Vegas. Thanks for watching. We'll see you next time.

>>live from Boston, Massachusetts. It's the Q covering I. F s World Conference 2019. Brought to you by I. F. S. >>Welcome back to Boston, everybody. You're watching The Cube. The leader in live tech coverage is Day one coverage of the I. F s World Conference. Darren Russo's here is the CEO of F S Darren. Thanks for coming back in the Cube. Great TV again. So last year was your first year. He was kind of laid out your vision at the World Conference. How's progress? >>Yeah, Look, it's going incredibly well. We were really focused on how we go from being a pretty fragment of global business to being, you know, an integrated business where we were able to operate. You know, its scale globally in a very homogenous way, where the customer experience was the same, irrespective where they engaged with us. And, you know, we've made a tremendous amount of progress with it, So you know, the business is growing really strongly. Net revenues up 22% year on year. I lost its revenues up 40% year on year are clouds up in the triple digits, so you know it's tough to be critical of how it's going so far. >>That's great, Great. You're growing faster than your peers. I think the stat was you gave us three Ex factory except in the industry would be awesome. Is that means that your primary benchmark do you want? You want to gain share? You want to go faster than the big whales, I presume. I >>think two things One is customer satisfaction, we believe, is the key indicator of long term success. S O. You know, we're the number one ranked European efforts. Salmon gotten appearance sites. That's that is and always will be my number. One metric. Can we be way the number one from a customer satisfaction perspective? And then I believe the revenue stats will follow and you know that's where we are. So certainly, if you look at our our core peers, the big G R P vendors, all of them are flat on. Dhe were growing 20 ships since >>one of the things you mentioned in your Cube interview last year was one of the things that you wanted to focus on was I'll call regional alignment. Paul and I used to work for I D. G. I worked for I. D. C. You were editor in chief of Computer World. We work for a company, had more offices overseas and IBM, and it was really hard to herd the cats. And that was one of the things that you cited. Have you been able to get people generally poor or at the same time? And how has that affected your business? Yeah. Look, I >>think the big challenge before I arrived was that there wasn't really a strategy of global strategy for the business. My face had a way of working and there was a strong culture, but there wasn't really a strategy. And obviously it's difficult to be critical of people when they not following the strategy when there isn't one s o. You know, Step one was really making sure that we had a strategy on DDE that was really about being focused on the five industries that we focused on, focused on three solutions on dhe focused on the six segments of customer, which is half a 1,000,000,000 to 5 billion. So now, globally, you know, irrespective the office that you go to, um anywhere in the world, they're focused on those five industries they focused on those three solutions and they're focused on their customer segments. So it helps me. P. M >>I said during our preview video video this morning that I've been around this industry as long as I f s has, until last year had never even heard of it. Is that just me being clueless? There's something there >>that we were just saying before we started that we're the definitely the biggest software business you've never heard of. Um, and and and that's common, I think, you know, we were There are a couple of factors. One is that the business was very European centric. Andi didn't really engaged in a tremendous amount of marketing and media prison. So, you know, those are elements that, you know, I think we're doing a better job off now, But we have a long way to go. The challenge that we have is that where we compete, we win when we get in and were able to tell our story, and we're able to show the value we win. We just don't get into as many deals as we need to. And that's the challenge we have. >>Yeah, there was a lot of talk this morning about the importance of those five pillars of those five industries. If you're going to become the next S A P, you're gonna have to branch out beyond that. What is your thinking about diversify >>becoming the next? They say he is definitely not my ambition, You know, I think way remain focused on customer satisfaction. And, you know, I think that there's a there's a difference. Whatever it is leading them, it's not customer satisfaction. You worked >>there for four years. >>I worked there for four years. I know. I think the big thing for me is is that we've got to stay focused on their customer voice. They focused on what delivers value for our customers beyond just the rhetoric and hyperbole. You know, I think when you when you listen to a lot of the complexity that our customers are facing today, any customers are facing. Companies are facing increasingly disruptive times, and the tech industry is making life more difficult for them. The more best of breed solutions get both. The more fragments that potential the landscape is, the more complex it becomes for customers if they have to try and figure out. How do we integrate these things and derive value from this highly fragmented landscape? So you know, we're trying to solve that problem. How do we make it easier for customers to challenge in their industry? And that's where this whole for the challenges has check comes from. How do we help him to be disruptive in their industry? Have competitive advantage? >>That seems to be a sort of a fundamentally different thing about your approach, though. Is this focus on those vertical industry's most e r P companies did not do that. Is that something that is core to your values? >>Look, I >>think what we recognize is that as you move to the cloud, you have to drive to standard. That's just the reality of going to the cloud on what's happening for the horizontal E. R B vendors. So the locks of ASAP and Oracle is that they have one e r P solution that fits every industry. So if it's good for health insurance and it's good for a bank, then it's difficult to really get your head around the fact that it could be good for a defense manufacturer, but the functional requirements is simply vastly different on that means that you have to customize them. If you have to customize that, they can go to the cloud. So what we believe is that you have to have this vertical specialization, the five industries that we serve us all. A lot of commonality in the process is that they use. And that's why that vertical strategy is so key to our success. So you won't see us going into financial service is, or health care or retail worth that core application. We may in time in many years to come branch out. That will be a different solutions. >>So your tailor, that app for that module for that industry, Yes, just go deep, deep functionality. You're known for that, but at the same time you're also messaging. You want your customers to be able to tailor this for their environment. So square that circle for me. >>So I think when we talk about a choice and and I think tailoring is the wrong word, we talk about choice. We're talking about choice of deployments on Prem or in the cloud choice of customer choice of partner, rather who they're going to deploy with on Dhe, then The solution is really an industry solution that comes with that functional death. And we don't we don't advocate their customers customized that all. We really don't want them to customize it. What we explain to them in some detail is that the real value comes from adopting the solution for two standard and staying on a vanilla application. Because that vanilla application, you're going to be able to withstand future upgrades, the total cost of ownership gets lower. The processes that are embedded in that application or best of breed at the box. That's what they're intended to do, and that works when you have a vertical application. When you have a horizontal application and you're trying to have a do things that it shouldn't naturally be doing, that becomes company. >>Well, correct me if I'm wrong, but wasn't that essentially the message ASAP had when it went through? It's hyper growth in the late nineties. I mean, there was a Y two k thing there, too, but ah, lot of the message was around. Do it our way and and then you don't have to get stuck in a rut, >>So I think that when it came out with that generation of application. That certainly was what they had hoped would happen. But what happened in practice is that the system integrators came in and the whole business process reengineering explosion happened on Dhe. That's not how it how it manifested itself. So what you see is, you see, he's very large, monolithic ASAP applications that were customized over in some cases decades, not not. You know, if a customer is deploying for two standard, then they should be able to deploy in a period mission. In weeks, we spoke about our deployment with Racing Point. If one team and going live in 12 weeks, you know, we're a 700 million global business. We deployed a knife s in 24 weeks. You know, if a customer's deploying for two standard, it's measured in weeks. As soon as they start to talk about two years or three years or five years or seven years there, customizing the solution significantly. Yeah, I >>mean, it became just sort of a perpetual upgrade, maintenance and up for the time it had a business impact. But boy, you think a cloud today agility, you know, getting rid of waterfall approaches, Missus. Antithetical to today's Look >>what I don't point fingers here. I think that this just maturity come with experience. The line of business applications you'll see our EMS and your HR solutions have taught people that you can, if you think about this is look at sea. Are Emma's an example? You had Siebel before people would implement stable. They would customize Siebel that would take long implementations. They were highly bespoke applications and then sells. Force came along and just destroyed them, and they destroyed them. Because what people learned very quickly was that there was a really easy to consume, really easy to use application that functionally might be inferior. But the compromises that you'd make from a functionality perspective will weigh, outweighed by their time to value in ease of use. And and the learnings from CR mnh are in procurement. Those line of business applications have now being backed into in the e. R. P >>world. So in terms of capital allocation, you're owned by private equity, which is actually a public company. I'm interested in how you're allocating capital R and D, where you're where your emphasis is. You don't have to you have to do stock buy back, but, you know, describe the P relationship. >>So look, one of my learning's to see survive this is that not all private equity firms or equal they have different strategies are very fortunate to be with Ekiti, who are a growth investor. They're known as a growth investor on dhe, and they buy companies that are strong growth tech firms on dhe. They've been hugely supportive of us investing because they understand that the investment in technology is important. So, you know, just looking at some detail today we invest twice as much in R and D as we did three years ago, just to give you, you know, one data point. So there's a big focus on technology, and the thing is, is that we we have to invest in technology to drive those attributes that are discussed earlier. How do we How do we enable customers to adopt a solution? It's a standard so they can go alive quicker. How do we enable customers to be able to sit down in the front of the application like we do with the mobile phone and intuitively know how to use it? How do we reduce the total cost of ownership through automation. Those are capabilities that you know that they don't come for free. We have to invest in them. So big investments in technology. And >>I think the private equity guys, at least the modern ones, have realized Why should the V. C's have all the fun they realize? Hey, we can actually put some money in tow and the transforming we can have a bigger exit and actually make much better returns than sucking the company drive. Yeah, well, look, I think the other >>thing is is that you know, in public companies, you have the downside off. You know this this courtly metric Ondas quarterly cadence. Andi, you see very compromising decisions being made because you know, people can't afford to miss 1/4. There's no long term planning that's done on dhe. That's fundamentally not the case and the private equity world, you know, not unusual now for four p firms to hold companies for 5678 years on, and that allows you to take a very long term strategic view. If if if a shift from perpetual to subscription is the right thing to happen, they can do that without worrying that, you know, because of the definite earnings are revenue that you're going to get caned by the market next quarter. Andi. I think that that needs to, I think, better decision making for the long term. >>A lot of companies are struggling. >>If you have the right P for because you get bought by the firm of events, you want to go public. But the the you said something this morning that 50% of your customers each year or net knew, How are you pulling that off >>That 50% of our license revenue? Eso way we went about 300 odd new customers a year. Obviously, that's growing, as I said, you know, 40%. But you know, it's ah, I think, having done this for 25 years, there are companies that are or good at extracting revenue from their installed based. One of the analysts here has as a hashtag wallet Fracking is what do you think It's such a great So you know, they're good at Wallick fracking and and I think the customers that that our customers off those vendors know exactly who they are and you know I think that for us to that the fact that we're able to go out and win 50% of our license revenue from net new name customers, I think is a really strong indicator of the health of the business. It's much harder to do than just extracting revenue out of the install base. You know, we don't have a compliance practice. We've never charged a customer for you in direct access. You know, these are principles that we stand by, and it's easier to say that your customer centric on get 80% of your revenue, have your installed base because you're doing compliance rounds. But, you know, we put our money where our mouth is, and that's not that's not how we do it. >>Are these net new customers? Are they? Are they migrating from QuickBooks or they migrating from a Competitors >>know, because of the segment that we're in this half a 1,000,000,000 to 5 billion? I would say the majority of them are what I would call first generation the Rp solution. So you know you're talking about you know, the original generation of Microsoft's acquisitions, the divisions and the eggs actors and the Solomon's and so on on. And then, you know, it's a P R two and our three customers you're talking about customer sitting on, you know, the solutions that in for hoovered up the matrix B picks type customers, ace 400 customers. So they're you know, they're first generation your P solutions that simply don't have the flexibility to deal with the complexity and demands of modern business world. >>From 2009 about 2017 I f. S was pretty inquisitive and then just actually, I was gonna ask you >>when I started, you stopped >>it, right? But then, you know, today you announced an extra small acquisition, But how should we think about M and a >>look? The first year for me was really about trying to build a functional business. You know, we spoke about how fragmented this really hit to Jenna's business. Andi just occurred to me. You know, if we go out and we start to buy things, how do we integrate them into a business that's completely fragments? And you know, it had no identity or culture. So, you know, the last year has been focused on how do we build their common understanding of what it is that we're doing. We now have a very clear strategy. Five industries, three solutions, one segment. And you know, when you when you have that clarity of vision that it's really easy to guard and do him and I because you know what fits and what doesn't fit, you can understand exactly how you're gonna build value for customers on dhe. That's why the S t a deal is so good for us. Because we're now the undisputed leader in field service management, you know, 8000 our customers globally, which is way more than anybody else. Scott, Andi, you know, you should absolutely expect more from us. But it will be in the five industries, three technology segments and one customers. Isaac. >>Well, in the A p I enablement should obviously facility. >>Absolutely. I mean, I was just with a partner of ours now, and they have this amazing augmented reality solution. You know, it will be a combination of off going out there to build market, share a cz well, as finding you know, really innovative solutions that can help us advance the technology that we provide customers. >>You have a new slogan this year for the challengers, which seems to be aimed at companies that that imagine themselves as challenging the Giants, which is great. But if you're not a company that season sees themselves that way. Are the studies level home with I have s Look, >>I I think I was with a group of CEOs from one of the big analyst rooms, and they had the portfolio companies and their private equity firm and analysts that CEOs of the companies are having a conversation with him about digital transformation. And I I made a rather provocative statement which, you know, got unanimous agreement, which is that all of the CEOs there with either in an industry that was being disrupted and we're trying to figure out how they respond to that disruption or they would soon not every job and they all acknowledge that they absolutely fit into that category. In other words, all of them were being disrupted. All of them were facing a challenge. It was kind of like, you know, if it is happening to all of us at a more rapid pace than we have ever had before. So my view is, is that you know if if you're in the room and you're going, you know, if it's might not be for us because we're not a challenger. Yeah, The lights may not be on >>for Long s o double click on that. What role does I s play in terms of digital transformation? >>If I could just hold on there because the thing is, there are leaders in Mama, there challenges. And there are leaders. The leaders typically are gonna go with seif solution. They're gonna go with one of the legacy our peace. So I'm not suggesting that everybody necessarily is a challenger. There are leaders, you know, Nokia was a leader until they weren't because they were complacent. Andi, I think they you know, they didn't run on I office. So, you know, I think there are two segments. There are leaders and there are challenges, and we're there for the ones that are ready to disrupt. Sorry. >>Please clarify that. No. Good. So So get back to it. Sort of digital transformation and disruption. What do you see? Is the role of AARP generally, but specifically I f s. >>Look, I think we digital information. A lot of discussion about it on the stage this morning. I've just touched on it now. I think that it takes very different forms. What most industries are finding is that they're facing a lot of non traditional competition and they're having to innovate around their business models. They can't going to market in the same way as they did before. They're having to innovate because of this non traditional competition. Andi. Understanding your your customer's understanding, your your staff, understanding your supply chain understanding your financials are all critical parts of being able to respond to whatever their changes, and that's where the RP solution comes into it. I think there's an interesting challenge now, which is that as those applications have become more fragmented and you've got more based debris cloud applications Ah, lot of the value often E. R P was that you had this integrated set of applications that you had this one source of the truth andan. Fortunately for many customers today, they don't have that because they've got import all of these best of breed applications and they don't have one source of the truth that multiple invoices made it multiple versions of their customer in the databases. Andi we still stand for a single integrated the r p. So, you know, I think understanding those elements of your businesses key. I was with a customer of ours in Nebraska a short while ago, and they were talking about our existing office customer. They were talking about the steel import duties that were imposed through the trade war with China. And they were saying, Look, that they had been able to respond to that in a way that they had good visibility of the supply chain, who was improved, imposing the tariffs, how they were going to impact them when they were going to impact them. And because they had this integrated Siara AARP. They were able to pass those pricing changes onto their customers, and they survived this. What could have been a cataclysmic event for their business had they not had an integrated your pee? They not being able to have this visibility into the supply chain and the customer base. They may well have gone out of business just because of that one change >>to meet all day and all comes back to the data, putting their putting data at the core of their business. That integrated data pipeline is essentially what they get out of that last question. So thinking about the next 18 to 24 months, what are the milestones that observers should look for? One of the barometers that we should be watching. >>So look, in the next two years, it's it's really about us building incremental scale. We have, ah, four year plan, which I built when I came in. We're halfway through that plan. We've hit all of the metrics and exceeded most the metrics that we had on their plan. It's really continue to focus on the strategy. As I said, we focus on those five industries, continue to build market share, continue to focus on those three solution types and build market share and market dominance on those three solutions. Andi in that segment that I defined before, so no change from a strategy perspective. I think there's really value in the consistency that we bring on on their talk track and, you know, along the way we passed the $1,000,000,000 mark, which we will do, I think, in 2021 organically if we accelerate, some of the money will pass the 1,000,000,000 before, but you know business. The margins continue to expand. We focus on customer satisfaction and, you know, it's a It's a pretty straight, you know, traditional prey book that we have to execute on now. >>Well, congratulations. It's a great playbook, and you're growing very nicely. So love that. Look, we really an honor to the last couple of years. Learn a little bit about the company in your industry. So appreciate meeting you guys. Thank you. All right. And thank you for watching over right back with our next guest. Ready for this short break day Volonte with Paul Gill in. You're watching the Cube from I f s World Conference from Boston 2019 right back.