>> Live from Washington DC. It's the Cube. Covering AWS Public Sector Summit. Brought to you by Amazon Web Services. >> Welcome to the Cube's live coverage of AWS Public Sector, here in our nation's capital. I'm your host Rebecca Knight, along with my co-host, John Furrier. We are joined by Sanjay Sardar, he is the VP Modernization and Digital Transformation at SAIC. Thank you so much for coming on the Cube. >> Thank you for having me. >> So, you are a twenty-five year veteran of data management. Why don't I start by asking you to... Sort of break down the principles of good data management. This is what we're here to talk about. >> Yeah. So... When you say it that way it makes me feel very old. I've done data management for a long time. The key to data management... Some of the principles are understanding, kind of what data you have. Where it is. What's the value of the data. That's the key that everyone's trying to bring. You know in the last twenty years, we've seen an explosion in the amount of data that we were handling. So, really, how do you get through all that data? How do you understand how to manage it? Where do you put it? And then really understand how to use it. What is that value of all of it coming through? Some of if is just machine data and noise. That you're looking at. That's important for certain aspects, but doesn't really add much value to the overall working of the agency or organization that you're with. And others are very valuable data, that you cannot really do anything with, unless you manipulate it in some way, or some fashion. So, data management takes a lot of different practices. And different ways to look at it. So, we've been doing master data management, meta data management for a long time, which helps understand what that data is. But then, what's the provenance of the data? What's the governance of data? What policies surround it? Where's the security of the data? All those factors play into, when you're looking at data as an enterprise. >> Sanjay, talk about SAIC specifically. I mean in long history working with the government and many, many contracts with broad range of services. But now at the modernization focus. The conversation is about agility, speed, modernizing government private, public sponsorships... Partnerships. Responsibility and accountability. All these things are in a melting pot. What is SAIC like today? What's your specific role here in Washington DC for Public Sector? >> Fair enough. So the SAIC is almost a fifty year old company. We've been around the government sector for about that long. We've done everything. We do everything from, data management, to software development, to infrastructure and hardware. Pretty much the whole gamut of IT services. And we've worked with almost every federal agency in the area, in the country. From a modernization perspective, what we're looking at is, the federal government is at this tipping point. We have a lot of legacy systems. We have a lot old aging infrastructure that... That needs to be replaced. That needs to be upgraded and modernized. This is a national security issue. We're getting into a point where things... If they start failing, it would be catastrophic for the US as a whole. So, where we are right now, as we're trying to work with the government, to bring in new technologies. As you said it's a melting pot of things that are happening. Not only has data exploded, but the technologies that are being used, have also exploded. You're seeing a massive consumerization happening. Biggest example is the apple iPhone. When the iPhone came out, that consumer... That model of the Apple iStore... Or, being able to do everything from your phone, is something the government has to get to. That's where you're looking at the UIUX models. That's where you're looking at different workflows being moved to the cloud. How do you handle all that? >> They used to be a government. They used to be a consumer of technology. Now they are a regulator of technology. That's what the discussions are. They're looking at using data and technology for their workload. So, it's not so much a supplier consumption relationship. They're much more active participants in the technology scene. The question is, do they really understand, what's going on? Cause, if you don't understand it, you can't control it, you can't regulate it, you can't utilize it properly. This is the number one conversation around modernization. What are the key factors in your opinion? The discovered needs to do better. Is it the procurement? Is it just awareness? (Sanjay laughing) What's your thoughts? >> That's a lot of questions. A lot of things going on there. And you're right. The government has become a consumer of technology. I mean it used to be back in the days when we were launching... Missions into space and putting men on the moon. The government was a leader in technology. Now with the commercialization, government has actually become a consumer of all these types of technologies, and a creator of tons of data. So, managing that data. Managing and understanding that data is very critical. How do you use it to add value to what the government is doing? And then further down the road, to what the citizens are doing. How do you add value to the citizens' life? In doing that, there's a lot of different things that have to come into play. One. As I said, technology is a big part of it. Understanding what technology to apply. It's not just about replacing technology. That's not what modernization is. Modernization, is how do you change and digitally transform your workloads. Your workflow. How you do business. That's really where the value add comes in. To get there, yeah you have to look at the technology. You have to look at the procurement practices. You have to look at different pricing and consumption models that the government hasn't been used to in a long time. When you look at these, traditional contracting models, they may not apply to some of the new ways of consuming technology. >> The world has changed for the government. >> The world has absolutely changed. >> What will it take though, for the government to become a more savvy buyer? I mean what are some of the things that... >> I think the government is already starting to become a more savvy buyer. Again. Remember the far, as when they talk about it, the federal acquisitions regulations. It's a massive volume that's probably, you know, a thousand pages long. So, there's a lot of opportunity to interpret that correctly. Where we're changing now, is how do you interpret it, so that there's fair practices for all competitors in the government market. And you're starting to see that. You're starting to see procurement officers looking at things differently. You're starting to see CIO's demand different services. They almost cannot do it. The compete in storage powers necessary? It's way too hard to go the old traditional route. >> You know what's interesting Rebecca, we talk about data all the time. We just read Infomatica World, they're kind of a supplier. They do the catalog and stuff for here at Amazon. Multi clouds of big countries, so Amazon is one of the biggest cloud. Andy Jackson who was just on stage last night in Arizona at a conference. Talking about response on recognition. All these hot AI data issues. Everything is a data problem. Right? But, yet we talk about government, but it's not just government. It's public sector. It's federal. But it's also international nation states. Competitiveness. So, there's a lot going on in such a short period in time, where analytics and data are key part, around the future value. So, it's almost the whole world is twisted upside down, from just ten years ago. >> Oh. Easily! >> Your thoughts on what's going on, and what the public sector community... Because a lot of these environments, don't have huge IT budgets. But now we're seeing things like Ground Station. Satellite. New stuff happening. >> So you're right. The explosion of data has really caused government... And in fact, every industry to change. More industries are becoming digital industries than when they were manufacturing ones You know, things like Uber, and all those industries that popped up because of the data. That's where government is also turning into. They are starting to understand that all the decisions that government makes, has to be done through a data driven model. They have to have this evidence based decision making process. And you're seeing that, because of the federal data practices. The data management act. The creation of CDOs in every agency. This is really pushing. The government is really recognizing, data is an asset. It's a value added asset, that they have to use better, to add value to the citizens life. To what they're providing. >> And it wasn't necessarily front and center on the... Quote, "data balance sheet". If you will.. Or the evaluation of data wasn't always looked at that way. >> No. >> Cause that changed the perspective. Understanding and... >> It's a huge shift. Like I said. When you look at the rise of the CDO. The Chief Data Officer in the federal government. That's a really big indication that data is now become and looked at as an asset. The CIO was responsible for all the technology and... They're governing all the technology. And they're the... Owner of that. The Chief Data Officer's now doing the same thing from the data side. The governance. The policy. The usage. The cooperation across multiple agencies. Multiple countries, as you said. >> Are agencies deploying CDOs across all agencies now? >> I think you're seeing more and more of the CDO being put out there. In fact almost all the agencies that I work with, have a CDO already in place, or are hiring one in the next three months. >> Why is modernization such a contentious topic? Is it because everyone has a different definition of what modernization is? It seems to be contentious when I talk about it with folks. It's like, what does it mean? >> I don't know if modernization is a contentious topic in the sense of... I think everybody recognizes that they have to modernize. It's how do you do it? You know, we are in a world where we have so much legacy infrastructure, legacy applications, that are tied so closely to mission. There's a risk of how do you modernize. You don't modernize correctly, you might in fact mission. And when you're talking about thing like in the DOD, where that leads to potential, you know, in theater situations and problems. That's a big problem from the DOD side. In the civilian side of the house, same thing. If your taxes go up by forty five percent because someone messed up on the modernization side, that's a problem. So, we have to be careful. Every agency has a personal journey. SAIC, when we look at this working with our partner systems, we look at an agency's personal journey. Everybody's going to do it differently. So, I think the contention comes in is, how do you do it? When do you do it? What do you attack first? Where do you look at the challenges and value adds are? Because everybody has to do it. Budgets are shrinking, and security is important. >> And workload has kicked around a lot. Applications used to be the old worry. Now an application sits on a server. It runs kind of monolithic. But, the applications are what... And the workloads are what really is the goal. Agency's got their own unique solution. That taxes is for taxes. Make that go better. So. Data and cloud, is different per workload. Per environment. Per mission. >> It very well could be. I think it's ubiquitous that there is a compute and storage factor, that everybody has to use. But the workloads that really transform the digital mission, are very different from agency to agency. So, you have to look at, what are they valuing, and where they are going with it. So, agencies like PTO, they're looking at, how do I more effectively our examiner's time? Versus, agencies like NASA, which are looking at, how do I do higher level compute, and HPC type work? So. >> One of the things you talked about when we first began our conversation. Is not only the explosion in data, but the explosion around the technologies and tools that are used to store and manipulate, and execute decisions on the data. Can you talk a little about what you're seeing. For example AI. I mean this is all the buzz, and all the big technology shows that we go to around the country. And it's maturing... But there's not a lot of adoption in the government. >> So, you're right. Along with this data explosion, we've seen a technology explosion. And with the different types of tools, handling the different sectors of managing data. Storage is one we talk about all the time. Because you have so much data, you can't actually access all that data at once. So, there's segmentation in the data that you have to look at. Companies at Cohesity are doing a good job of handling and managing that segmentation, in their hyper converged storage architectures. But we're also looking at in the AI world. Yes. AI is artificial intelligence. Deep learning. Machine learning. These are all techniques that are working very well for certain types of data usage and data problems. But the adoption is not as wide spread. Because, they're new technologies. I mean AI is where data was, like I said, twenty years ago. So, they're starting to understand, how do I use it. What do I use it for? You know that natural... That learning process that AI goes through. To say, "Okay, I'm going to make something more efficient." How do I do posturing of that data? Where do I actually use that? When you have large volumes of data. Security for example, is a great example. When you look at security logs, lots of volume of data coming out of that. But to use AI to learn which vectors the next security threat's going to to come through? That's a pretty daunting challenge, and not an easy one. And you have to find used cases like that. So, artificial intelligence I think has a large promise in the world. There's image recognition that's working very very well. Image recognition and classification. Natural language processing to look at different core sets of data in the research community. Or, in the pattern community. Those are very good examples of how AI is being used today. But there's a long way to go. And there's a lot to be learnt still. >> There's a lot of technology behind storing, and one of our sponsors that sponsors the Cube, Rebecca's cohesity. They sponsor us and invest in events. I think, always thank the sponsors. They're in the business of scaling up storage. So, it's not that easy to store it. So, you have to not only figure out the business model behind how to use the data. There's also the technology around storing it cleanly without hiring away. Talk about the dynamics around tech, in terms of managing the data. >> Well, so as you said it. There's a storage aspect of it. There's a retrieval aspect of it. There's a time aspect of it. All of that leads to... Yes, data is so valuable and so large and so limitless now. Doing all of those things matter. I mean if you're waiting, even nowadays... If you're waiting even three seconds for any response to come back? You're going to look at it and be like, I got to change my computer out cause it's too slow. That's the kind of area where we're in. When you look at the segmentation of data, nearline storage versus online storage. Well, the nearline has to be almost as fast as the online, cause now we're looking at things where, as you put it. The AI models are looking across vast amounts of data. They're looking at everything. How do you do that well? So that... All of that technology factor plays into it. >> One final thing. And this is just about the mindset of the government right now. Because what you're talking about, is a lot of exploration, and a lot of experimentation that's needed. How would you describe, sort of the federal approach to this? I mean, in fail fast is the motto of Silicone Valley. (Sanjay laughing) But that's a lot harder to do in the government. When lives are at stake. >> Well yeah. And it's cautious to be fair. It's not only lives at stake, but it's tax per dollars. Everybody is putting in there. And we want to make sure that we're doing right. To be fair. The government is looking at a fail fast prototype type models. That do work with, like you know, hackathons, and competitions. That really bring together public sector and private companies, like SAIC and others. To do different things that help kind of with this technology explosion. So for example, We work with USDA. We did multiple hackathons for precision agriculture. That kind of work is... It helps understand, what do we need to do with precision agriculture? What tools make sense? So, we have something we called our innovation factory. Where we have contracted out with multiple Silicone Valley. So we bring that to us, and then we bring that to government. That way the government does not, you know, not precluded by some of the rules that they have. But those type of things really help, that public, private partnership... It has to happen. >> I just want to... On that point real quick. Then we got to break. >> One of the things that you mentioned there is that this new generation kind of mindset. Talk about that dynamic, because there seems to be a new generation, digital natives, emerging into the work force. >> Absolutely. >> Enforcing the change, within the government. Can you validate that? Can you see... Can you share your opinion on how that's impacting everyone? >> Absolutely. Since I joined government over, God, now it's over twelve or thirteen years ago. And I left four years ago. We've been talking about this cliff that's coming up in the human resources side of the house. Where thirty-five percent of the top tier leadership is retiring. That's all getting replaced by new folks entering the market. And all these folks grew up in the iPhone era. None of these guys do anything that is... They are all mobile. They'll work anytime, anywhere. >> Very impatient too. >> Very different mindset. >> Cut the red tape. >> Right. Very different mindset and how to make government work. And that's a good thing. That kind of shake up is actually necessary. As these folks grow into leadership positions. They're going to change how government works. So we got to be ready for it. >> Great. Well Sanjay, thank you so much for coming on the Cube. >> Absolutely. Thank you for having me. >> We'll have more from AWS public sector. I'm Rebecca Knight, for John Furrier. Stay tuned. (theme music)

(upbeat music) >> Live from Washington D.C., it's TheCUBE. Covering InForum, D.C. 2018. Brought to you by Infor. >> Well, good morning and welcome to day two here on theCUBE at Inforum 2018. We are in the nation's capital, the Walter Washington Convention Center, and thank goodness the sun's come out today. Everybody's got big smile and cheery faces, it's good to see. Dave Vellante, John Walls here. We're just on top of the show floor. You'll see a lot of activity a little bit later on in the day. And it's a pleasure to welcome our first guest of the day, Billy Southerland who's the CEO of IronRoad. Billy, good morning to you. >> Good morning, thank you guys for having me on. >> Great to see you. >> Yeah, great to see you. >> How's the show been for you so far? >> It's been great. Yeah, it's been great. Outside of the fact that we got bumped from our hotel when we first showed up so (chuckles) No, but show's been fantastic, always great to network, learn what other folks have going on and yeah, been phenomenal. >> Tell us about IronRoad. What you do and why you're here. >> Yeah, so we're an HR and outsourcing company. And we've been doing HR and payroll since 1997. Company started really just with an idea. So as we have grown through the years, working with mostly small to medium size businesses, we had an opportunity with Infor just a couple years ago to partner with them on the payroll side of things. And so it's been a new opportunity for us, one that our team is incredibly excited about. Just great opportunity to partner with some phenomenal software and so yeah, that's-- >> So, services that you guys provide, so HR, payroll, you've got a portal, onboarding. Take us through that. Is that full suite of-- full complement of services? >> It is, yeah. So our typical client is a smaller to medium sized employer and we'll go in and so many of the things that they've got to do internally that have nothing to do with why they got into business, they can outsource to us. So, anything from the beginning to the end of an employee's life cycle is what we manage. You name it and we do it for them so that they can go and focus on what they do. >> So let me probe that a little bit. So if I have-- let's say I have an HR issue with an employee. Maybe they're a little older and I'm concerned that I am going through the right steps giving that employee the right guidance. I don't want to expose my company to any lawsuits or whatever. Can I call you up and say, hey, give me some guidance on how I should handle this from an HR perspective? What do I have to document? You would help me with that? >> David, that's the perfect example, right? And so the whole liability of being an employer is something that they can share with us, right? So, somebody that focuses on HR knows those laws and rules and regs. They can pick up the phone, they call us, they say, hey Billy, got an issue, can you come out? One of our folks will go out, consult with them, make sure that everything's documented, managed properly. And yeah, that's exactly what we would do. >> Okay, so with healthcare compliance, Obamacare, PTO policies. I'm a small company. I want to make sure that I'm not killing my cash flow with balance sheets stuff. I mean all that stuff, you can help with? >> You got it. Yeah, absolutely. You bring up healthcare. I don't know any employee, employer regardless of the size who's not dealing with that, right? So the whole ACA compliance with Obamacare has been a tremendous boom for our business because people are looking left and right, how do we deal with this? What do we do? It's so complex for them, they're looking for experts to manage it. >> I mean that's kind of the tip of the spear. That's why, particularly small, mid-size businesses, it's healthcare first because it's so expensive and it's so important to the employees, right? >> It is, yeah and I would say most folks that we deal with it's number two line item right after payroll, right? I mean they're dealing with healthcare and everybody's looking for answers. It's like, how do we do this? And the employees are asking the same question, right? And they're looking at the employers saying, give me a solution. There is no real solution outside of being able to maybe aggregate with some other smaller employers so we can go to the large healthcare companies that are out there and say, okay I tell you what, we got about 5,000 people here now. What do you think about our buying power at this point? >> You get some scale and then do the works. >> That's it, you just scale it, exactly right. >> Okay, 1997. Well, first of all, you're Cincinnati-based, I'll come back and talk about that. But 1997, just coming into the dot come boom, the state of software was, back then PeopleSoft was the gold standard. There was no cloud, really, you had these software companies doing, forget what they even called it now, but it was like software as a service pre-SAS. Kind of clunky software and now you fast-forward to today, you know, you're all cloud, you're agile but so how'd you get started? Take us through kind of the technology progression. >> Yeah, so the start was an interesting one. I wish we could tell you we had a great idea but it was a complete accident, right? We were trying to, I was trying to help out two different friends who were in two separate businesses. They both had done extremely well in their separate businesses. So they started what is now IronRoad and after about 12 months, both of them had done so well in their other businesses, they looked at each and said, they each thought the other one was going to be pulling the wagon, right? And so neither one of them wanted to do it. So one of the guys came to me and said, hey Billy, you want to buy 50% of this? And I said, well, what is it? And he explained it to me and I said, I love this concept, it's a great idea. And so I said, how much? He said, $8,000. (laughing) >> It's like a lawnmower. >> I bought half a lawnmower, right? >> Such a great idea, you sure you don't want to charge more? >> Yeah, I said, $8,000? But he had no clients, right? They had a little bit of software that they purchased to be able to do the payroll. So that's really where we started. So kind of caveman like you said, David. And so-- >> What's your client base now? What do you have? >> So we're using the Infor Cloud base. The human management capital system. >> As far as the number of organizations that you're serving. How have you grown the business? >> Pardon. Yeah, so you know really, it's just been good old-fashioned hard work for us. We've not made any purchases, no acquisitions. And so we got some amazing people that have a real passion about what we do and we do it really well. The differentiator between us and some of the big guys that are out there really is our people. Your people talk about that but our people are really focused on it. So you know-- and pretty soon, that reputation begins to spread. Like you said, we're in Cincinnati, Ohio and currently we're operating in 38 different states. So little bit at a time, year after year, we've been digging and digging and digging. In regards to the question you asked, David, right? So we start with the lawnmower and here we end up sitting with you guys talking about Infor and this cloud-based suite that we've been able to manage and bring in and so really exciting for somebody like us. >> So talk a little bit more about the CloudSuite, how you use it, how you use it to differentiate from the competition, you know why it's maybe better than some of the other alternatives you see? >> That's a great question. Because most our businesses' professional employer organization. Most of the PEO softwares are fairly limited in what they can offer the employers that they're working with. And so we vetted, we had Anka Kalp... Our CIO was vetting five different systems a couple years ago. And in the midst of vetting those five different systems, we were introduced to Infor, right? As we began to see what this software could do, we started getting really excited. You talk about a differentiator in the workplace, nobody else has it, right? And so we started learning more and more the human capital management system for us, we started thinking, man if we could take this to employees-- employers, that have anywhere between 500 and 5,000 employees, this is a real differentiator for us, right? And so nope, like I said, nobody else in the PEO space has this software and it's been a tremendous opportunity for us to take to the marketplace. >> So that's kind of your sweet spot, 500 to 5,000? So not under 100, right? True SMB is kind of not your sweet spot? >> Well, actually we'll go all the way down to 20 employees. But the 20 employer companies, the resources that they have internally to be able to integrate the systems is a little more challenging. But we get it done. And so anywhere between 20 and probably 5,000 employees are the typical employer that we're working with. >> So what kind of integration items does a customer have to think about, specifically? >> So by integration-- >> You said, small companies don't have the resources to do the integration so what has to be done to do that integration? >> Yeah, so it's a lot of lifting, right? I mean, there's lots of work to be able to establish the systems with the employers that we're taking, you know, the software to. Just a lot of hands on between IronRoad and the companies that we're dealing with so the smaller companies are really focused on, you know, going out and doing whatever it is whether they're contractor, doctor's office. So to be able to have a resource that can dedicate the time, to be able to activate the system and make it do what they want it to do is somewhat challenging for the smaller employers. >> But wouldn't they have to do that with any outsource HR provider? >> They would. They may not be able-- they probably are not taking the software to the depth of its utilization or potential utilization. So they're kind of doing without it. >> So the bigger guy's getting more business value out of your offer. >> There's no doubt about it or the smaller guys, it just takes a little bit longer to get 'em there. That's really the challenge. They both get the same value, just takes a little bit longer. >> 21 years you been doing this. So, you've obviously seen business change. >> Not that old, I don't know how that happened. >> Well, you started very young. (laughing) >> I'm glad you said that. I wondered why they skipped me with the makeup. I thank you guys. >> Don't need it. We do. (laughs) So you been 21 years. >> Yes. >> So you've seen business change, right? >> Yes. >> You've seen technology change, right? >> Oof, night and day. >> So where now? Where are the pain points now? Because it seems like, oh we've solved all these problems, right? Automation, things are much easier. Well, there's always a, yeah, but. So what's the but now for your folks? >> Yeah, I think the biggest thing for us in our industry is getting the message out. When we look at PEOs in Ohio, for example, about 2% of the workforce is working with the PEO. Because they're so few of 'em out there doing it really well, getting that message out to the employer because once we get 'em, once they come in and they see, you know you said they got to do this if they're outsourcing HR anyhow. Once they become aware of what's available to them, they don't leave, right? >> So their pain's still the same. >> Pain's still the same. >> You're just trying to get out, to let them know, you can help. >> That's it, that's it. I think that's probably our biggest pain point is how do you get this message out and different parts of the country, obviously, you've got different attitudes towards or people move at different paces. In Ohio, there's still, I'm looking at David saying, what is PEO? I've never heard of it. I don't know if I trust you. And so overcoming that is probably our biggest obstacle. >> Billy, you talk a little bit about Infor, it's products. If I understand it correctly, you're both a consumer and essentially a reseller of the services, which means you're running on the Amazon Cloud so talk about your relationship there, why Infor, why the product, how does it compare? Because you probably evaluated everything. >> We did, yeah. Yeah, we did. You know, for us, like I said, we vetted five different companies that we were looking at. And when we had a chance to look at the Infor proposal, the differentiator for us not only was the software, from our perspective, far and above better than anything else that we were looking at. They provided us with an opportunity since we were purchasing the software to be able to provide an in-tenant solution for current clients that Infor has. So an Infor client that looks at the software and says, hey, I want this, and yet they're still outsourcing their payroll, now has the ability to buy the software and outsource the payroll to IronRoad. And so you're taking the best in class cloud suite services from a human capital management system to the marketplace. And partnering with a company like Infor that really is a dream come true for us. >> So what makes it best in class? I mean, you know, Oracle's got good software. You got SAP out there, Workday's the hot company. Why is Infor, you said, better? Why is it better? >> Yeah, I think for us, just the ease of the employer being able to utilize the system. You can have the best thing in the world and people are people are people are people, right? They got to be able to get on there and use the stuff. And so I think the ease of being able to just the user-friendly side of what Infor does. They certainly have every option you can imagine. The capability, the software is as good, if not better, than any. But the ability for people to pick it up quickly and be able to use and make it real for their small business, to me that's the key, right? >> Was the use of AWS Cloud a factor? >> Um... >> Was that kind of transparent to you? >> Yeah, yeah, yeah. Not really. Yeah, yeah. >> Is there an aha moment when you're out there when you are pitching? And when you look up people and the processes they go through and they been doing it the same way for decades? So when you break through, how do you know you've broken through? What is it that you use to break through? >> Yeah, yeah, yeah and for them, once we're able to articulate what this system actually does, there is an aha moment. And it's almost disbelief. It's because there's so many years of doing it the old way, right? And then they look and see it's kind of like me looking at the software that your company's created that was phenomenal, right? They're looking at it and go, come on, really? It really does that? And it's, yeah, it really does that. (chuckles) And we can do this different and you can go sell more widgets, right? >> Showing Billy our video search software, so I appreciate that. >> Amazing! I mean, it's unbelievable. >> It is. >> Yeah, Star Trek. >> So I want to ask-- >> Baiting myself. >> We're all in the same boat. >> I want to ask you about the resources that are required for you to do integration with Infor. Actually, so outside funding, other than the $8,000 that you put in, have you guys raised outside funding? >> David, that was a lot of money at the time, man. >> Yeah, no doubt. >> (laughs) A lot of money. >> You could do a lot with $8,000, but you can't build a full software suite so have you taken outside capital, or? >> We haven't. >> So, self-funded. >> Yeah, we're self-funded and frankly, fortunately, we've been able to manage through it. This partnership with Infor for us is a big big step for us, right? But at this point, we've been able to manage that without any funding outside and... >> Okay so it's not like an intense engineering effort, right? You're turnkey-ing this stuff largely. So you put more of your effort on onboarding clients from what I understand, right? >> Right and working with other Infor partners. Bails, for example, was our implementation manager and so our folks working with Bails to make sure because we've got hundreds of clients that in lots of different industries that we've got to go out and roll this implementation out into, right? And so it's a little different than the typical Infor arrangement because they're so many different industries represented just through IronRoad. >> And you guys dog food this? They don't like when I say dog food. Do you drink your own champagne? So you're utilizing your-- >> Much better. (chuckles) >> You're utilizing the Infor software in-house, correct? >> We are, we are, yeah, yeah. If, you know, from an implementation standpoint, easy to do that, right? You have somebody like Bails and Cyndian that has helped us, phenomenal at what they do, great partners for Infor. But then we've got to turn around and take that out to hundreds of different employers. So scaling that is a bit of a challenge. And again, depending upon the amount of resources that the different clients have, which all changes depending upon their size. But it's been great, yeah. So far so good, thank you so much Yeah, appreciate it. >> Well, Billy thanks for your time. We do appreciate it and I assume at Cincinnati, that you might be one of those long-suffering Bengals fans. >> Hey, time out! Hey, two in one. >> I know. >> Two in one, Andy Dalton. We're not big Carolina fans right now. >> One in two here in New England. >> You guys are trouble. >> Well, we'll see after this week. >> The 40-something maybe hit the big Tom. >> Alright. That discussion to continue off the air. Billy Southerland, IronRoad CEO. >> Thank you guys so much, yeah, enjoyed it. >> We'll continue. We are live here in Washington D.C. at Inforum 2018. Back with more on theCUBE in just a bit. (electronic music)