>> Narrator: From around the globe. It's theCUBE with digital coverage of PagerDuty summit 2020, brought to you by PagerDuty. >> Welcome to theCUBES coverage of PagerDuty summit 20, I'm Lisa Martin. Very pleased to welcome back to theCUBE, one of our alumna, distinguished alumna, the CEO of PagerDuty, Jennifer Jehada. Jennifer it's great to be talking with you today. >> Thanks Lisa, it's great to be here with theCUBE again and great to see you. >> Yeah, so lots happened in the last six months alone with that whiplash from all that, but you've been fifth year of the PagerDuty summit. The first year virtual, lot of things have changed. Talk to us about the evolution of PagerDuty over the last few years in particularly the last six months. >> Well, let's start with the last six months. I mean, I think we have all seen a society go through a big transformation with a global pandemic, kind of underpinning a volatile economic environment, a very difficult jobs environment. But in many cases, we've also seen tremendous acceleration. We've seen companies pull forward 10 years of transformation into a matter of months. And we saw that recently in some Kinsey research. And this is really been driven by the compulsory need for brands to meet their consumers online, for companies to enable and empower their employees online and for children to be able to learn online. And so, as we've moved, made this shift to doing everything in the digital world, it means that all of our customers, the biggest brands in the fortune 500, the most innovative tech companies that you're aware of. They've all had to really transform quickly to deliver an entire, nearly perfect customer experience online. And the stakes are higher, because they can't depend on their bricks and mortar revenue for business success. And that's meant that IT teams and developer teams have become the frontline of the digital default era because digital really truly is, the new operating system. That kind of fits squarely into how PagerDuty is evolve. Because we started out as a platform that served developers and helping them manage on-call notifications and alerting. So, engineers who wanted to be alerted when something went wrong and make sure they could address an issue in a service they were responsible for, before it had customer impact. Over the last five years, we've really evolved the platform, leveraging over a decade of proprietary data, about events, about incidents, about people, responder behavior, with machine learning, to really help our customers and engineering and IT, and IT ops and security and in customer support, truly manage what is an increasingly complex digital tech ecosystem. And this means that we're using software and automation to detect issues. We're then intelligently routing those issues in that work, that unplanned spontaneous work to the right people in the right moments. So that a customer and employee doesn't even feel any pain. There is no issue with availability. They can continue to engage with a brand or a service the way they want to. And that's become increasingly important because that's where all the revenue is today. >> It's essential, it's like, we've been talking for months about essential frontline workers and we think right away of healthcare, fire police, things like that. But, the digital default that you talked about, there's new digital frontline. I know PagerDuty has over 13,000 customers and some of the new sort of digital frontline that are enabling people to do everything from work, shop, learn, zoom, Netflix for example, Peloton helping us, keep fit in this time of such isolation, are now considered essential and depending on PagerDuty to help them be able to do that. To meet those increasing customer demands. >> Sure, all of these are PagerDuty customers. And the thing about the digital frontline is they can be invisible. You don't necessarily see them because they're behind the scenes trying to manage all the complex technology that makes that on demand Peloton class efficient and amazing for you. And when that class doesn't work, you're unhappy with Peloton. It really directly impacts the brand. Luckily Peloton is very reliable. I'm a big Peloton fun myself. And I really like to acknowledge and just let the frontline know that we do see them. We know that digital workers have been putting in on average, an extra 10 to 15 hours a week. During this environment, many of them are also either living in isolation on their own because of shelter in place rules, or they're trying to manage their own children's schooling. And, we all ask ourselves this question, are we working from home or are we living at work? It's sometimes those lines are blurred. So, anything that we can do as a platform to automate more and more of this work for the digital frontline, is really our focus. And this year at summit, we're going to be talking in particular about freeing our users from complexity about helping them orchestrate and automate work more effectively. And about leveraging machine learning and analytics to improve the cost efficiency, the productivity and the team, the health of their digital teams and their digital operations. >> So, in your keynote, you're going to be talking about digital ops. That's kind of dig into that. Cause we've shifted from this very structured way of working to sort of this chaotic approach, the last six months. Digital ops, what does it mean from PagerDuty's perspective and how is it going to impact every business? >> Well, I think when we look forward in a couple of years, we won't even use the word digital. It'll just be the operations of a company of a modern organization. How do you bring together all the application technology, the infrastructure technology, the networking, the Wi-Fi connectivity, the customer engagement data. How do you bring all of that together, to deliver these wonderful experiences that we've become reliant? You use the word essential, right? Well, PagerDuty essentially become the critical foundation or infrastructure that helps companies manage all this technology. And the problem is, with architecture becoming more distributed with powerful tools like the cloud, that's actually proliferated the complexity. It's actually increased the speed of the number of applications and services that an organization has mattered. And so, adopting the cloud can be very powerful for a company. It can be very freeing. It can allow you to innovate much faster. But it also, is not an easy thing to do. There's a lot of change management associated with it. And you have to make sure, that your team is ready for it. PagerDuty really facilitates a cultural shift, leveraging DevOps, which really, in a DevOps culture really in methodology allows companies to empower people closest to the action, to make better decisions. If you think about this digital world, we're living in, a consumer wait a nanosecond, a microsecond, maybe a couple of seconds. If you don't get that experience to be perfect for them. And yet traditional ways of solving technology problems, or ticketing systems and command and control environments that would take hours, maybe days to resolve issues. We don't have that time anymore. And so, digital operations is all about instantly detecting an issue, being able to run correlation and consolidate those issues to start to become more proactive, to predict whether or not, this small issue could become a major incident. And address it, resolve it, leveraging automation, before customers feel any pain before you see any impact to the business, the bottom line or brand reputation. >> All of those, are absolutely critical for every type of company, every size, every industry, because as you talked about, customers are demanding, we're also ready to, if something doesn't happen right away, we're going to go find the next service that's going to be able to deliver it. And the cost of that to a business, is I saw some numbers that you shared that if that costs you a hundred, a second of a minute, rather of downtime. A year ago, costs you a $100,000. That's now 4 to 5X. So, that costs can actually put a company adding up out of business. And we're in this. Let's not just survive, but thrive mode. And, to be able to have that immediate response. And as you say, shift from being reactive to proactive is I think absolutely business critical. >> Lisa, you should come work for us. >> You have this down pat. >> (laughs) And you're exactly right. I mean, I remember back in the day when I used to work in an office and walk out onto the street before I went home, you would see employees standing outside, switching back and forth between their rideshare app, their food delivery app, maybe their dating app, or their movie entertainment app. And if one thing is not serving them fast enough, they just switched to the other one. And, consumers are very fickle. They've got become increasingly more demanding, which means there are more demands on our teams and that digital frontline and our technology. And in fact, to your point, because all of that revenue has shifted online over the last six months. We've seen the cost of a minute and that cost is really calculated based on loss, labor productivity, but also lost revenue. We've seen that cost go up, from if you lost a $100,000 during disruption last year, you're maybe losing half a million dollars a minute when your app is disrupted. And, these apps and websites don't really go down very often anymore, but small disruptions, when you're trying to close out your shopping cart, when you're trying to select something, when you're trying to do some research. It can be very frustrating, when all of those little pieces backed by very complex technology, don't come together beautifully. And, that's where PagerDuty brings the power of automation, the power of data and intelligence and increasingly orchestrates all this work. We don't start our day anymore by coming into an office, having a very structured well laid out calendar and environment. We often are interrupted constantly throughout the day. And PagerDuty was designed and architected to serve unpredictable, spontaneous, but emergent, meaning time critical and mission critical work. And I think that's really important because that digital environment is how companies and brands build trust with their consumers or their employees. PagerDuty essentially operationalizes that trust. The challenge with trust, is it can take years to build trust up and you can destroy it in a matter of seconds. And so, that's become really important for our customers. >> Absolutely, another thing that obviously has gone on, in the last six months is, you talked about those digital frontline workers working an extra 10 to 15 hours a week, living at work basically, but also the number of incidents has gone up. But how has PagerDuty helping those folks respond to and reduce the incidents faster? >> Well, this is something that I'm very proud of, and PagerDuty's entire product and engineering team should be extremely proud of. I mean, we were held to a very high standard. Because we're the platform that is expected to be up, when everything else is having a bad day. And in this particular environment, we've seen a number of our customers experience unprecedented demand and scale, like zoom and Netflix, who you mentioned earlier. And when that happens, that puts a lot of pressure, events transiting across our platform on PagerDuty. PagerDuty has not only held up extremely well. Seeing some customers experiencing 50 times the number of incidents and other customers experiencing maybe 12 times the number of incidents they used to. Those customers are actually seeing an improvement in their time to resolve an incident by about 20%. So, I love the fact that, not only have we scaled almost seamlessly in this environment with the customers of ours that are seeing the most demand and the most change. And at the same time, we've helped all of our customers improve their time to resolve these incidents, to improve their overall business outcomes. >> One of the things I saw Jennifer recently, I think it was from McKinsey, was that 92% of this, is the survey before the pandemics. That, yeah, we've got to shift to a digital business. So, I'm curious customers that were on that cussing. We're not there yet, but we need to go. When this happened six months ago, when they came to PagerDuty, how did you advise them to be able to do this when time was of the essence? >> Well, first of all, one of our first company value, is champion the customer. So, I think our initial response to what we saw happen as COVID started to impact many industries was to listen. Was to lean in with empathy and try and understand the position our customers were in. Because just like our employees, every person is affected differently by this environment. And every customer has had a different experience. Some industries have done very well, and we hear a lot about that on the news, but many industries are really having a very difficult time and have had to massively transform their business model just to survive, much less to thrive. And so, PagerDuty has really worked with those customers to help them manage the challenge of trying to transform and accelerate their digital offerings and at the same time, reduce their overall costs. And we do that very effectively. We did a study with IDC about a year ago, and found that, most of our enterprise customers experience a 730% return on investment in four months. And that's because we automate what has traditionally been a lot of manual work, instead of just alerting someone there's a problem. We orchestrate that problem across cross-functional teams, who otherwise might not be able to find each other and are now distributed. So, there's even more complicated. You can't just sit in a room and solve these problems together anymore. We actually capture all of the data that is created in the process of resolving an incident. And now, we're using machine learning and AI to make recommendations, to suggest ways to resolve an incident, to leverage past incident experiences and experts within the platform to do that. And that means that we're continually consolidating the time that it takes to resolve an incident from detection all the way through to being back to recovery, but also reducing the amount of manual work that people have to do, which also reduces their stress when they're under fire and under time constraints. Because they know these types of incidents can have a public and a financial impact on their companies. We also help them learn from every incident that runs on the platform. And we're really bringing a more power to the table on that front, with some of the new releases. I'll be talking about later on this morning with analytics and our analytics lab. >> As we look at the future, the future of life is online, right? The future of work is online, but also distributed teams. Cause we know that things are going to come back to normal, but a lot isn't. So, being able to empower organizations to make that pivot so quickly, you brought up a great point about it's not just the end-user customer who can churn and then go blast about it to social media and cause even more churn. But it's also the digital frontline worker who totally needs to be cared for, because of burnout happens. That's a big issue that every company has to deal with. How is PagerDuty kind of really focused on, you mentioned culture on helping that digital frontline worker not feel burnout or those teams collaborate better? >> Well, we look at operations through the lens of sort of humanity. And we think about what's the impact of the operational environment today on what we call team health. And in our analytics solution, we can heat map your team for you and help you understand who in your team is experiencing the most incident response stress. they're having to take on work during dinner time, after hours on weekends, in the middle of the night. Cause these big incidents, for some reason, don't seem to happen at one on a Tuesday. They tend to happen at 4:00 AM on a Saturday. And oftentimes what happens is what I call the hero syndrome. You have a particularly great developer who becomes the subject matter expert, who gets pulled into every major difficult puzzle or incident to solve. And the next thing, that person's spending 50% of their time on unplanned, unpredictable high stress work. And we can see that, before it becomes that challenging and alert leaders that they potentially have a problem. We also, in our analytics products can help managers benchmark their teams in terms of their overall productivity, how much their services are costing them to run and manage. And also looking after the health of those folks. And, we've often said PagerDuty is for people. We really build everything from design to architecture, in service of helping our users be more efficient, helping our users get to the work that matters the most to them. And helping our users to learn. Like I said, with every incident or problem or challenge that runs on the platform. And likewise, I believe culture is a business imperative. Likewise is diversity and equality and PagerDuty as a platform from a technology perspective that doesn't discriminate. And we're also a company that is really focused on unbalanced, on belonging, on inclusion, diversity and equality in everything that we do. And I'm really excited that at summit, we have Derek Johnson who is the president of the NAACP, speaking with us to talk about how we get out the vote, how we support individuals in having a say in leveraging their voices at a time when I think it's more important than ever. >> And that was one of the things that really struck me Jennifer, when I was looking at, Hey, what's going on with PagerDuty summit 20. And just even scanning the website with the photographs of the speakers from keynotes and general session to break out influencers, the amount of representation of women and people of color and diversity, really struck me. Because we just don't see that enough. And I just wanted to say, congratulations as a woman who's been in tech for 15 years. That is so important, but it's not easy to achieve. >> Well, thank you for saying that. I mean, honestly, I think that when you look on that summit website and at those speakers, it really is a great picture or snapshot of the richly diverse community that PagerDuty serves and engages in partners in. Sometimes you just have to be more intentional about identifying some of those phenomenal speakers, who are maybe not like the obvious person to have on a topic because we become accustomed used to having the same types of speakers over and over again. So, this started with intent, but to be honest, like these people are out there and I think we have to give them a stage. We have to give them a spotlight. And it's not about whether you're a man or a woman at our stage. It's making sure that the entire summit environment really brings a diverse and I think rich collection of expertise of experience to the table, so that we all benefit. And I'm really excited. There are just so many fantastic folks joining us from Brett Taylor, who is the president and CEO of Salesforce and was the founding CTO of Facebook to Andy Jassy, who is leading Amazon web services right now. There's Ebony Beckwith who's going to speak about some of the great things that we're doing with pagerduty.org and the list goes on and on. I could spend, all morning talking about the people I'm excited to hear from and learn from. But I would encourage everybody who's putting an event together, to have a strategy and be intentional and be insistent about making sure that your content and the people providing that content, the experts that you're bringing to bear really do reflect the community that we're all trying to serve. >> That is outstanding and congratulations on PagerDuty summit by the first virtual, but you're going to have the opportunity to influence and educate so many more people. Jennifer, it's been such a pleasure talking to you and having you back on theCUBE. I look forward to seeing you again soon. >> Thank you so much, Lisa. It's been great to be with you. >> All right, for Jennifer Tejada. I'm Lisa Martin. You're watching theCUBE conversation. (upbeat music)

>> Narrator: From around the globe. It's theCUBE with digital coverage of PagerDuty summit 2020, brought to you by PagerDuty >> Welcome to theCUBE's coverage of PagerDuty summit 20, I'm Lisa Martin, and I'm pleased to welcome back, one of the PagerDuty alumni of theCUBE, Rachel Obstler the VP of product for PagerDuty. Rachel, it's great to talk to you today. >> Oh, it's great to talk to you too, Lisa. Thank you for having me. >> So one benefit of this, you know, massive pivot in the last six months is companies like PagerDuty get to reach even more folks that would come in person. So, I know the summit is expecting a lot more people to attend because there's no travel limits, but since this massive pivot happened in the last a few months, I want to to understand what some of the things are that you've observed as the VP of product. What have you seen that really is revolutionary? >> You know, one thing that we saw, and this is back a couple of months when COVID first happened, we thought, you know, it seems like there's an unprecedented shift to people using online services and so we wanted to check and see if that load was represented in our platform. And of course, you know, we help companies manage digital operations, respond to incidents. And so we actually looked at the incident load and we saw that some industries or some verticals had seen an unprecedented growth in incidents. So, this load was really impacting their platforms and in some cases like with online learning or e-learning, we saw they had over 10 times the number of incidents and the period immediately following the start of the pandemic and everyone shifting to work from home, from what they had seen just before. >> So, was this, some of the things that you looked at at your platform, and then it was that what prompted the survey that you guys just released last week? >> Yeah, that's exactly right. So, we saw that in our platform, we've also seen since then it is calmed down a bit. So, if we look at the six months after the pandemic really started and everyone moved to work from home versus the six months before, we saw about a 38% increase. So it's still an increase even now and so then this did prompt us to do a survey because we wanted to see not just what was reflected in our platform, but we wanted to talk to maybe companies that may not be PagerDuty customers as well as customers, and also understand how their attitudes you know were changing and what they were seeing. So, it's not just about the data, but it's also about the beliefs and what sort of stress people are feeling. >> And that stress is so real and it's something that if it's not addressed, we're talking about customer support, folks who are on the digital front lines and can affect a customer churning, for example, the brand reputation is on the line. So, what are some of the interesting things that you've found talking to these, IT practitioners, these Devops folks about what they've experienced in terms of incidents and their time in the last six months? >> Yeah, that is a great question. So I'll share some of the data that we found. I mean, one is that responders said that pressure on their digital services has increased about 80%. So that's, a pretty significant number, 62% of IT and Devops practitioners are working in additional or spending an additional 10 hours per week, on responding to incidents and so if you think about, you know, the average work week, maybe it's 40 hours, I know most of us don't actually work 40 hours, maybe they're working 50 hours, even in that case, like that's a 1/5 of their time. So, this is pretty significant amount of their time that they're spending on responding to issues as opposed to innovating, which is really what they want to be doing is building new goods and services and, you know, capabilities for their customers. >> So spending some, you know, 10 hours extra a week reacting, and I imagine that a good amount of those 10 hours are in the middle of the night or kind of random hours, whereas before the volume they didn't see. So, what are some of the things that PagerDuty is can do to help with that, What are some of the things that these practitioners talk to you guys about? This will help us tremendously because we know that this crazy time it's going to be TBD for a little while longer. >> Yeah, that's a really good question and just some stats on that, because we also have stats on that from the survey, we saw that more than half of the respondents of the survey are being asked to respond to incidents five plus times, more than five times on personal time during the week. And so that could be, it doesn't have to be in the middle of the night. It could be in the middle of the night, it could be after hours, dinner time, breakfast time, but that's still a lot of interruptions for you know, your life. And so there are a number of things that PagerDuty can do. One of a couple of the things that we really focus on are around intelligence and automation and so examples of intelligence are, if you have a lot of issues that are coming at you, you may not know which ones are important, which ones you should work on, which ones you can ignore, which ones are part of a larger problem. And so we have a lot of capabilities in the system that group things together, help you understand which ones are critical, which ones are not critical, get them to the right person and also provide important context for fixing them. So, you may want to know things like, this is impacting my service right now, our other services impacted, which teams are working on that. Who should I collaborate with? Or you may want to know, Hey, I've never seen this before myself. Has it ever happened before? I'd like to see past that are similar. So, those are just some examples of the things that we can provide. It's intelligence when someone is, you know, interrupted and has to immediately figure out, what do I do with this issue? When it comes to automation, you know, we can help customers in a number of different ways. One is we can automate menial tasks, like let's imagine that you find out there's an issue, you think this is a very serious issue, you need to pull in more people, well, pulling them into a bridge a chat channel, making sure they have the right information. We make it super easy for customers to do things like that. But we also make it easy for them to automate maybe diagnostics. Like maybe they want to call out to assist them and pull in more information. Maybe they want to actually be start a server. So there's all sorts of ways that you can automate. We also help you automate communication to the broader environment or the broader set of people. So, you mentioned earlier customer service teams. Well, if you're a development team and you know, there's an issue and you know, that customer service teams are soon going to be getting a whole bunch of tickets. They need to know what's going on, so that they can answer those tickets and maybe get ahead of them, maybe even post something on a status page, telling customers, yes, we know we have an issue so they know it's being worked on and they know that it's being taken care of. >> You know, one of the things I didn't think about when in the beginning of this pandemic, because there was such chaos, there still is chaos, is the demand for digital services dramatically increased and it wasn't just ordering groceries online or okay, I can't go to a store so, I'm going to depend even more on Amazon than I have before. And we have this culture where we expect, we can get anything we want and some cities overnight, or rather in a couple of hours, the demand is there. The customer expectation is there and the patient system enabling if I think of like a Netflix, which is a customer of PagerDuty's and all of the competing streaming services, if I'm not going to get what I want, within a second, I'm going to go find somebody else, who's going to be able to deliver the service that I'm expecting. To the demand on the digital services is greater and greater and one of the things I saw in that survey that you guys just published is that 40% of the respondents think it's actually going to get worse from here. So they got to be able to implement a AIOps tools and automation. Now, if the volume isn't going to decrease, right? >> Yeah, you've really nailed it Lisa. That's exactly what's happening out there and I think it's not going to decrease. We've basically not just had a, a blip in time, people have shifted how they're operating to being online and now they're used to it. And this is probably not going to change in the foreseeable future. And so absolutely when you're seeing these types of increases in demand for your services, which leads to more incidents that leads to more noise, it leads to a lot more operational work, basically you have to find a way to manage it if you want to keep innovating and to your point, customers or end users expect more innovation, right? They're not going to expect that a company is going to stop innovating just because they have a got a lot more users now. So, absolutely the main way or one of the big ways that customers really need to address this is to be able to work smarter and, you know, tools that help you automate things and help you gather data faster and provide intelligence to things and help you find the signal from the noise like the PageDuty are really important to serving that bigger need that is not going away as you said. Yeah, that's theCuBEs tagline extracting signal from the noise and the thing that's important about that is right now, as you talked about there's blurred lines, right? We either work from home or we live at work and I think it every day it can change and that's challenging. Not only is there no commute so you can work or the expectation is you going to to be online, you going to to be accessible but also one of the very real challenges that we're all experiencing, no matter what industry you work in is burnout is real. It's been real for a long time, but right now it's critical for organizations to help reduce, address it and help reduce it. What are some of the things that you're hearing when you're talking to customers about, hey guys, PagerDuty, how can you help my practitioners, my DevOps folks become less reactive? How can you help us manage these incidents so that they can go back to innovating, which is what they like to do, because we want to be able going to have productive, happy employees? >> Yeah, that's a great question. So, some of the things that we can do is help you look across all your incidents and understand where are you getting repeat incidents. We can also help you look at things that are showing up as incidents that are notifying people, but aren't real incidents. So, for instance, we've looked at our system and we've seen that a decent percentage of incidents auto resolve within two minutes or three minutes and so those are incidents that are still notifying someone, but then maybe there's auto resolution capabilities in the platform, maybe there's maybe it was just a very delicate monitor that was finding something wasn't really there. But in any case, this is disturbing someone and maybe waking them up for no reason and so there are tools that we can provide that allow you to set rules around things like this. Like, don't tell me about this, unless it's still going for three minutes, don't tell me, unless it happens three times in a row. Like, there's really easy ways to cut down on a lot of noise that distracts people that interrupts them that maybe bothers them off hours, which you really want to avoid. And then beyond that, there's also things that you can do in our system and in general, that help you just understand when someone had a bad on call. So, knowing when there's certain people that are getting, woken up a lot or responding off hours or spending a lot of time, responding to issues or responding to just a lot of issues in general, that's something that we can provide so that, you know, any manager can look across team and just see like, which people really need a little bit of relief. >> And I'm sure that would be welcomed by everybody in every industry. You know, we talk about customer experience all the time, pandemic or no pandemic, but really ultimately something that I've always believed and seen it is that, if the employee experience isn't really good, then that is directly able to negatively impact the customer experience. But one of the things I was looking at too, like with respect to like first Gen AIOps tools, with respect to ROI companies saying, I'm not really getting that yet. So give me an insight into how PagerDuty thinks that second Gen AIops tools are going to help dial up that ROI for companies to really invest in this so, that they are the winners of tomorrow? >> That's a really good question. So, a lot of the earlier AIOps tools require a lot of training. So, you know, people to spend time telling the system, this should be grouped, or that should be grouped and also requires not just that upfront training for them to work, but also ongoing training. So, continually training the system. And so second Gen AI really uses the data and the system to automatically make suggestions about things. And that's very straightforward with a tool like PagerDuty because we have all this information about what happened in the past. What happened when you were responding to incidents, who responded to them, how long they took, how bad they were. And so we can really leverage a lot of that data to help automatically reduce noise and point out the things that are important, without having people needing to spend a lot of time with the system upfront, before anything actually works. And so, in fact, like we can just have you turn it on, it works and it continues to learn and get better. >> And that's critical because in this digital default, as I know you've got PagerDuty is talking about, I spoke with Jennifer Todd about that. There is no more luxury of time about a company determining, well, how should we go on our digital transformation? That time luxury is gone. Last question, Rachel, for you, fifth PD summit, first virtual, but the opportunity to engage and interact with a lot more customers since there are no trouble limits. I'm just curious some of the things that are, that you're excited about at this year's event. >> You know, one of the things I'm excited about is I think we're able to give our attendees a lot more choice of what do they attend because it's virtual, so you don't have to have a room, you know, where you can have a certain number of, you know, sessions and only one session at a time. So, I think there's going to be more choice for our customers. We're also going to have a great lineup of speakers. So, I think this also means that not only can we have more attendees show up because it's more convenient, but we can have more really great speakers and industry luminaries because they don't have to also travel to the site, but they can do things from where they are. So, I think those are two of the really great things about, you know, the remote world that we live in. I, of course am disappointed that I'm not going to be able to see more customers, face to face, or at least in the same room and have that interaction, but we'll still have plenty of meetings even though we'll be doing it online. >> Silver linings, well Rachel, it's been great having you on the program. Can't wait to hear about all the great things that come from the summit 20. Appreciate your time. >> Thank you, Lisa. It's great to be here. I'm Lisa Martin. You've been watching this CUBE conversation. (upbeat music)