>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020. Special coverage sponsored by AWS Global Partner Network Welcome to the Cubes. Live coverage of AWS reinvent 2020. I'm Lisa Martin. I've got two guests joining me. Next. Chris Gru's director of Business development, AWS Marketplace Service catalog and Control Tower at AWS. Chris, welcome. >>Thank you. Welcome. Good to see you. >>Likewise. And Matthew Polly is an alumni of the Cube. He is back VP of worldwide business development alliances and channels at Crowdstrike Matthew, Welcome toe. Welcome back. >>Great to be here. Lisa, Thanks for having me. >>And I see you're in your garage, your f one car in the background. Very jealous. So we're gonna be talking a little bit about not f one today, but about what's going on. Some of the the news that's coming from the partner Keynote. So, Chris, let's start with you. What's going on? The AWS marketplace news and also give our audience a real good understanding of what the marketplace is. >>Yeah, sure. So So AWS marketplace is actually an eight year old service within the AWS family, and and our charter is really providing a fine by deploy and manage experience for third party software. And so what our organization does. We work with my issues like Crowdstrike, and we really try to get them to package up their software in that same consumption format that other customers are buying AWS services. It's already the best service already. Those customers are used to buying services like Red Shift, and that's three and a consumption format, and they want to be able to buy third party software in that same manner. And so that's really been our charter since we were launched eight years ago. We've had a lot of great mo mentum since our launch. We now have over 8000 listings available in the catalog, and we have over 1.5 million subscriptions going through the catalog. One of things that we announced earlier today is that we are up to 300,000 active customers. That's actually up from 260,000, which is our previous numbers. So we continue to see really good momentum in terms of adoption, from both our eyes, community publishing listings and then from our customers that are actually buying out of the catalog. We work on all types of formats of software, so we provide machine images in an Amazon machine image format. But we also published and make available SAS products, container products and algorithms and models to run in things like our sage maker environment. And then, as of this morning in the Global Partner Summit, we announced the ability to sell professional services through eight of this marketplace as well. >>So lots of expansion, lots of growth. I'd love to get Chris your take on this expansion into offering professional services. What does that mean? And how have your 300,000 plus customers been influential in that? >>Yeah. And so what we've seen is marketplaces evolved is the transaction sizes have actually gone up dramatically. A couple years ago we launched a feature called Private Offers, which allows eyes views to do a negotiated subscription, submit that to an AWS customer and that they accept that goes right on their bill. We've seen very good adoption that we've got thousands of private offers now going through the system and what we found when the transaction sizes started to grow. Both our eyes V s that we're using the platform, as well as the consulting partners that are partners with US through Amazon Partner Network. They typically attached services to those transactions So pure and eyes V you might wanna package on something like an installation service training services. Or it could just be a bespoke statement of work that goes along with your technology and then on the consulting partner side. Resellers want to attach those same type of services to the software that they re sell, and up until this morning we weren't able to do that. And so it provided a lot of friction to our customers or buyers because what they had to do is they actually had to bottom line those transactions, or they had to do those transactions outside of marketplace. And And that wasn't a good experience for either RSV community or restore community or customers. So now, with this launch, we could actually allow customers to buy those services from those Eyes v partners and those resellers. By virtue of doing that to marketplace and basically how it works. It's similar to our private offer experience. They just submit a private offer to that customer. They could upload a statement of work. And if that customer accept, it goes directly on their AWS bill and they did. This marketplace takes care of all the collection, and the building that goes goes along with that transaction. And so we're really excited about this. We had over 100 launch partners that we're ready to go as of this morning, and we think this is gonna be a great feature, is gonna get a lot of adoption. Crowdstrike, which is a company that Matthews with is one of our launch partners for that feature. And so we just think this is gonna be a game changer for us on a number of levels. It's really gonna open up the type of transactions that we can now do to market place. >>Well, you mentioned Ah, good f word frictionless. That's something that every business really aims to do to make that experience just as seamless as possible. So Matthew talk to us about crowdstrike being part of its professional services, launched the opportunities that that opens up for the marketplace, customers and your customers? >>Sure. So just a quick background on crowdstrike were an endpoint protection cybersecurity company that has historically been protecting laptops desktops on premise, uh, devices from from breaches, basically identifying indications of attack or indications of compromise that that may surface on those end points. We do that by having agents run on those devices and point back to our massive body of data that runs in the cloud A W s. In fact, and so collecting tons and tons of data petabytes upon petabytes of data, literally trillions of events per week were able to easily identify and apply machine learning and artificial intelligence, Um, to that corpus of data to be able to identify when there is adversary activity on those devices. Now we've gone through a bit of a digital transformation ourselves, and we're looking at now. Not only, or we have launched products here recently, that not only protect those on premise devices like the desktops, laptops and on premise servers, but also protect workloads that are running in the cloud E C. Two instances, or RDS instances. What have you in in AWS? Or we've also launched what crowdstrike calls are Falcon Horizon product, which is a cloud security posture management product to be able to give people visibility into configurations that may create risk for their cloud environments. And we've been leveraging marketplace for about two years now. Um, it's been a fantastic opportunity for us to really leverage that frictionless sales motion that Chris talked about reducing sale cycles for us and for our channel partners. We have a number of our channel partners that leverage the CPP Oh capability within within the AWS marketplace toe actually transact business with their customers. It's been a It's been a fantastic, um you know, mechanism for for crowdstrike, for our partners and for our customers. Um, you know, we've been part of the enterprise contract scenarios where we don't have to go through that process of negotiating an end user license contract. We've signed up for the enterprise contract. Many of our customers have signed up for that enterprise contracts with reduces the legal iterations to get a transaction done. So that's been fantastic. And what we're doing now with the you know, the professional services offering is we're standing up a few of our professional services, Um, you know, offerings on the AWS marketplace so that our customers and our channel partners can actually transact business through the AWS marketplace toe, acquire those particular professional services offerings. And the one that I think is most interesting is a kind of cloud security assessment where our professional services team will go in and actually evaluate our their configurations. Are there unmanaged, um, you know, accounts running in AWS or what have you that could represent a security risk and make recommendations about how to improve the overall security posture of that cloud environment, leveraging something like crowd strikes Falcon Horizon, as I mentioned earlier, or our cloud workload protection offering. So it >>really >>is about streamlining the procurement, offering them. You know, the ability to thio, offering customers the ability to acquire through the AWS marketplace, whether that's the crowdstrike product or the Crowdstrike service offerings. >>So, Matthew, I imagine given this year that we're all not sitting together face to face in Las Vegas. The events of this year have also brought a lot of challenges from a security perspective. We've seen Ransomware going up dramatically, but also in this massive pitot to work working remotely. I can imagine your customers big opportunity for Crowdstrike to help them when endpoints just scattered. So in terms of that, as well as the impact with what you're doing with AWS marketplace seems like a great opportunity to provide your customers with faster access to ensuring that they can guarantee the security off their all of their data, which is business critical. >>Yeah, 100%. So the kind of global pandemic and work from anywhere has driven demand for crowd strikes capabilities in two ways. Number one people leaving the office and going home. There's a proliferation of physical devices, laptops for people to actually work from home, which obviously need to be protected. And a lot of times these were people that were working from home for the first time. You know, no longer within the protection of the, you know, the corporate network. Maybe they're using a VPN or what have you? But they needed the added protection of an endpoint protection capability like crowd strikes. And the second is a lot of this digital transformation has been accelerated. We've had a few customers tell us they had a three year plan for for their their digital transformation, and a lot of that is moving on. Premise service involves moving on premise servers to the cloud, and they've had to accelerate that two months or even even weeks in cases. And that's driving. You know, huge demand for understanding how to ensure there maintaining the proper security posture for those cloud environments. So speed is key right now, making sure that you're protected and transacting those those you know, those those sale cycles quickly leveraging native US marketplace all is accelerating. >>Yes, speaking of that acceleration and we've talked about that a lot. Matthew. This acceleration of digital transformation years now crammed into months. Chris, let's wrap with you in light of that acceleration, how has that affected positively? The AWS marketplace Bringing in professional services, allowing your customers to have much more available to them, to transact directly and and in a frictionless way, when speed is so critical? >>Yeah, I mean what it really leads to. It just gives us more selection, right? So if you take a step back and you think about the you know, the infamous Amazon fire, well, one of the key components of what makes a fine we'll go a selection. And there was a lot of solutions that we had. We just couldn't sell through marketplace without having some kind of services attach. While there's a lot of products that you could just point, click and go. There are a lot of technology. Do you need to? Some have some kind of hand holding And so, you know, by virtue launching services, this actually opens up the amateur in terms of selection that we could bring into the catalog. One of things that we've been focused on as a late is bringing in business applications as an example. And a lot of times a business application might need services to go on, actually wrap around that solution cell and, you know, be part of that implementation. And so that's the other great thing about this is it's going to give us more selection, and that's just gonna let our customers buy more and more products out of this market place. But do that in this very easy format, where it literally just lets them put these transactions directly on the AWS bill. So we think it's gonna be a great you know, not only for movie deals faster but also providing more solutions to our customers and just giving a better selection experience of AWS customer >>and being able to do that all remotely, which is these days is table stakes. Chris. Matthew, Thank you so much for joining me today. Talking about what's new with the Amazon marketplace. What you guys are doing with professional services and crowdstrike. We appreciate your time. >>Yep. Thank you. Thanks. Lisa. Yep. >>From my guests. I'm Lisa Martin. You're watching the cubes. Live coverage of aws reinvent 2020.

>>from around the globe. It's the Cube covering HP Discover. Virtual experience Brought to you by HP >>Everybody welcome back to the Cube's continuous coverage of Discover 2020. That virtual experience. The Cube has been been virtualized really excited to have Marissa Freeman here. She's the chief brand officer, Hewlett Packard Enterprise. And, of course, he joined by Jim Jackson. Who's the CMO of HP? Guys, Great to see you Wish we were face to face. But thanks so much for coming on the Cube. >>Great to be here. Hope that you and your family and your friends are safe and well, >>and we're back at you both. Jim, let me start with you. So, uh, this kind of got dumped on you with this pandemic. Different mindset. You have to do a bit flip to goto virtual you talk about some of the things that you focused in on some of the things you want to keep. And some of the things you knew you couldn't. And you had to do things differently. >>Yeah, You know, we pretty much had to rethink everything about this event platforms, how we thought about messaging, how we thought about content. Um audience acquisition demos, really everything. And for us, it really all boiled down to having a vision. And our vision was to bring the Discover experience, all that energy, the excitement that you get the in person event. We wanted to bring that to all of our customers and our partners and our team members around the world. So for us, it wasn't about virtualized discover. It was about bringing the Discover experience to a 12 inch screen. In many cases for our customers and our partners and our team members, I think another thing that was really eye opening for us. Waas thinking of opening up the aperture and thinking, Hey, we can now take this and drive. This is the true global events and we can reach people all over the world, reach customers and partners that can't come to discover because they can't physically come to the event. That was a couple of things that really we had to put a lot of thought into, and it was really exciting for us. I think one other thing is now customers, and how we think about their experience at the event became very, very important for us because you know, at an in person event, it's three days, and we can you know, there's a lot of things people can do, but you have three days of content, and then people move on for us. Now. Our customers might go through three weeks or three months, and we really needed to think about that experience in a very simple, seamless, easy way for them so that they could to consume the content digitally in a way that made the most sense for them. So a lot of new thinking for us. But we're really excited about the opportunities that virtual brings in that digital brings >>now immerse. So I gotta ask you so No, no meter boards at least know for a physical meter boards, you know, How did you think about continuing that branding in a virtual event? >>Well, it's, uh, it's really a beautiful experience when you look at the the intro of the platform that we're on. It's beautifully branded all the way throughout. The branding is really coming through, though, in the content, um, and in the people, So we always say, Jim and I always say every year, Gosh, if we could just have every estimate on every prospect come to discover they would see our brand come to life they would feel are our purpose. They would understand, just with a new and different energized and fully charged a company, we are they would get to meet Antonio and Security. And Liz and Jennifer Income are honored and Jim and feel for themselves, uh, the power of the company. And now everyone can So the brand really is coming to life through the people. I appreciate that you love the the beautiful graphics, and we work really hard. Um, I'm all of that stuff, Sure, but the real branding is in the content itself. So >>now, Jim asses. Well, you were kind of lucky in the sense that, you know, this show wasn't in March or April. You had some time. So to see what others were doing. And you saw early on when this thing first hit, there were some the missteps there, There's there, still are even. But So what do you What do you tell people that is really unique about the Discover virtual experience? >>Yeah, I think a couple things and you're right. We did have a little more runway, and that was to our advantage. But we feel like we've taken full advantage of it. I think the first is coming back to that global experience that I talked about. So we're delivering this on 10 different with translating into 10 different languages, and that makes it easy for people to consume our key content around the world. We're truly delivering our content on time zones that are very appropriate, or our customers and our partners again, all around the world, in different Geos, we're bringing in our geo MVS where they are now having geo lounges, um, specific addresses and other things locally that really enables us to have that local experience. But derive it is making it part of a global event. I think another thing, Dave and you've been Teoh Discover. But you've seen that amazing Discover Expo Hall that we have out there with, you know, literally thousands of people and lots of demos. We had to figure out How do we bring that to a a ah, digital or a virtual experience? And I think the teams have done just an amazing job here. So what we did is we have 61 demos, and this is part of really 150 sessions. But if you just think of demos, we're going to deliver these live over 1717 100 times the first week. That's really, really powerful. This is >>live, meaning >>somebody from HP, a subject matter expert, talking to our customers, answering questions in real time. So that's unique. I think another thing that we're doing is we're not stopping after the first week. The first week is going to be extremely powerful and we can't wait for it. And but, you know, we're gonna extend, if you will, the value we're gonna double click and follow on Wave focused on SMB. Focus on software and containers for more of a developer, audience, Cloud services and other things like that, as well as data and storage. And then finally, I'll say, You know, we're really excited about the great speakers that we have Marissa >>talks >>about. You know, Antonio Qwerty, Irv etcetera. But we've got some great outside speakers as well. Lewis Hamilton from Mercedes Formula 16 time Formula One champion Simone Biles, uh, who's Olympian and world champion, 25 medals. We've got Steve Kerr and they're going to be part of a panel talking about performing under pressure, and we're all doing that. But it's gonna be again a great story we've got, um, John Chambers is going to be joining Antonio and talking about what great companies do during a crisis and how they prepare to come out of this kind of a situation to deliver better solutions to their customers. Soledad O Brien, who is moderating, are women leaders in I t session, and this is one of our most powerful sessions. In fact, Marissa is part of that as well. So we're really excited about this, the amount of things that we were able to bring together. And of course, we also have our CEO Summit and our Global Partner Summit happening at the same time. So we've got a lot of things that we've been able to coordinate all of this and really think about the experience from a digital in a virtual expect perspective to make it great for our customers and our partners and our attendees. A >>lot of rich content layers. Yeah. So what if you could talk about that here here to help Sort of the cultural aspects of that. What it means to your customers, your clients, your employees and your just broader community. >>Well, you know, Dave one when covert first hit the United States, we We had a lot of social media out there, a lot of digital media out there. And even before it came to the United States, when Italy and China were really suffering, we gathered as a team and audited every piece of content that we had pulled all back in. I met daily Jim and I and Jennifer temples. Teams met daily to talk about what is our tone of voice? What are we saying? How are we helping our customers get through? This time we knew how difficult it was for us with business continuity, remote workforce, we needed to help our customers and let them know that we were at the ready right now to help. So we chose to speak through the voices of our leaders. Antonio did several blocks and videos, and we rallied and redid the website completely to be all about over response and how we had many solutions for our cost. Most implement immediately from $2 billion financing Teoh setting up remote workforces, too, doing WiFi in parking lots and turning ships into hospitals. It ran the gamut, Um, and so it was really important to us that we conveyed a message of here to help. Ultimately, we ended up doing a television commercial. Antonio's voice. It was a personal letter from Antonio to his fellows, business leaders and engineers and said, Look, we know what you're going through. We're going through it ourselves. We're here to help. Here's how and it's been really motivating and successful and joy and driving people to find out more about what HP could do to help. So >>I would just add >>to what >>Murtha said. She outlined it really well. But we have some great customer examples and great customer stories as well. They're very emotional talking about how customers really needed our help and our combination of technology. People really came together to enable them to get their businesses up and running, or to address a pain point or problem for their audiences. The first point you know, there's the concept of here to help with the recovery and then here to help with the transformation as well as they look to the future. >>So how are you guys thinking about just sort of growth marketing strategies, branding strategies not only for HP but in the spirit of helping customers in this post isolation economy. Merson. Maybe you could start start us off. >>Well, we we've been talking about how this crisis has brought the future forward, nor our doorsteps. So where our customers may have been on a digital transformation path and they were accelerating it. Now there's there's an impetus to do it right now. So whether you're in recovery, um, or whether you're one of the customers for whom this crisis created a surge of demand and you needed to scale way up, these are the moments of transformation that our company is. Is there to help you with Jim? Do you want to build on that? >>Now? I think you hit the highlights there, Marissa, you know, again for us, I think we wanted to just be authentic and true to who we are as a company. And, you know, our purpose is to advance the way people live and work. And I think we live that during this time and will continue to live that as we go forward. It it's really core to who we are. And what we saw is that many of our customers really valued the fact that when they needed us the most, we were there for them and we were there for them all around the world. And, um, you know, and our goal is to continue to do that and continue to delight them and to be the best transformation partner for the future. >>I mean, culturally, we obviously re observe all this stuff, but culturally, you kind of be kind of had a heads down approach to all of this. I mean, there was there was not a hint of ambulance chasing in what you got. How you guys approach this. So I mean, I think I think culturally that here to help message it seemed like a very strong roots in citizenship. Um, you know, And then, of course, with social uprising, respect for individuals that seemed to shine through. I don't know. I know versus deliberate or that's just again cultural. Maybe >>it's it's all of the above. You can't change who you are and we need at Hewlett Packard Enterprise are people who care about other people our purpose. As Jim said, Our purpose is to advance the way people live in or every one of us every day gets up and goes to work or goes to work at home at HP to do just that. That is who we are. And so it would be an authentic for I think, true to this crisis in any other way. >>I think I wanna make an observation and see if you guys to respond. So we always talk about technology disruptions. Mercy you mentioned about, you know, the future was put forward. I'm sure you've seen the wrecking ball. You know, the folks in the building, the executives very complacent. A digital transformation not in my day. And in the 19 wrecking bald covert 19 survey, you probably saw that Who's who's leading your digital transformation CEO CTO or Covert 19. But it's really now. I mean, if you're not digital, you're not doing business. So but my observation is that it seems like despite all this technology that global disruptions are going to probably have a bigger impact in this coming decade, whether it's pandemics of social upheaval, of natural disasters, etcetera. But technology can play a huge role in supporting us through those things. Jim, I wonder if you have any thoughts on that comment. >>I mean, I think it's it's a great question, you know, if you think about it, What what happened with the macro economy Cove? It It's been a catalyst for, I think, everybody to understand that they needed to really accelerate their digital transformation. And, more importantly, they need a partner who can help them on that journey as well. I mean, if you just look at what we're talking about here >>with >>this event, right, most of h p e. And, um, you know, our >>competitors to >>cancel their virtual events >>are canceled their physical >>events rather, and they're moving now to a digital event in any way. This is going to be the new normal for us, right? So I think as we go >>forward, we're gonna >>see this only continue to accelerate. And for us, you know, our edge to cloud platform as a service strategy plays really well to helping customers accelerate that digital transformation. And, you know, it just kind of comes back to what Marissa said. You know, here to help is very very HP in terms of it's authentic and it's here. We want to be here to help our customers in their biggest hour of need. And we're doing everything we can and will continue to do that for the future as well. >>Versus, you know, having done many, many discovers we've noticed over the last several years you guys made a much bigger emphasis on the sort of post discover which a lot of organizations don't have a big physical event, and it's sort of on to the next thing. And how do you see the post from a branding standpoint? Messaging, etcetera. How do you see taking advantage of that from a virtual standpoint? And what have you learned? >>Well, we've been on our own digital transformation journey, and, you know, through Jim's leadership, we have built a pretty serious digital engine, which allows us to have a personal relationship with the customer, meet them where they are on their terms. For example, with this platform, it's even using your now because we we actually will know what content would see what sessions, what demos someone interested in. Maybe they put it, you know, on their schedule, and then didn't get to do it. So we'll go back to them later and say, Hey, we saw that you wanted to do this. It's still here. Why don't you come and have a look and then watch to that We do sort of the Netflix engine, the been newsworthy playlist of If you like that, you like this. And if you like this, you like that and we bring them through the breadcrumbs all the way through. And it's a self directed journey, but we're there to help. And that is really the true power of digital is to have that interaction, that conversation with the customer and where they want to be and with what they want to learn and read about. We'll see. >>Yeah, And everything, of course, is instrumented gym. We'll give you the last word and you were involved, as was Marissa in sort of the new HP. The new branding and the whole purpose of that was really to get Hewlett Packard enterprise focus and really back to sort of the roots of innovation. And I wonder if you could comment on from a strategy standpoint, innovation and from a competitive standpoint, you know where you're at over the last several years, we've obviously transformed as a company and where you see your competitive posture going forward. >>Yeah, you know, for us, um, we're so excited about this event because this is a great opportunity for us to showcase progress against our edge to cloud platform as a service strategy, and we roll this out last year. It's differentiated. It's unique in the marketplace. It demonstrates the transformation happening across as a service and software at Hewlett Packard Enterprise. So we are a company in transition, aligned to what we feel, our companies, our customers, biggest pain points. And when you look at some of the acquisitions that we've made some of the organic investments that we've done, we're just very well positioned to deliver against, you know, some very unique pain points that our customers have. Plus, I think another thing is, at the end of the day, really, what our customers are saying is, help me take all this data and translate that data into insight and that insight into action. You're going to hear us talk about the age of insight and how we're really again unifying across edge the cloud to deliver that for our customers. Stone. We're excited for this event because you're going to hear a significant industry revealed, focused around cloud services around software and really a lot of the things that we've been talking about. And we're going to show a lot of progress as we continue on that journey. And then, you know, Murtha mentioned digital. I'm really excited about digital because that enables us to understand and learn and help our customers and deliver a better experience for them. And then finally, you know, huge opportunity for us. Two. Take this message out globally, you know? Ah, great opportunity for people all around the world who maybe haven't heard from HP for a while to see our message, to feel the new energy to see who we are to see. Uh, you know that we're doing some very interesting things that we can help them. So we're excited. There's a lot of energy right now inside the company, and, uh, we're ready to kick it off and get rolling here. >>Well, it's quite amazing. I mean, we started off 2020 with the gut punch, but the reality is, is that 20 twenties? A lot different than 20 pens. If it weren't for technology and companies like HP here to help center, you know, we would not be in such such good shape and good in quotes. But think about it. The technology is really helping his power through this. So Jim Morrison, Thanks so much for coming on the Cube. Thank you, HB. Everything you're doing for customers in the community. Really? Thank >>you for having us. Thank you for having me. Good to see you. >>Great to see you guys to and keep it right there. Everybody, this is Dave Volante for the Cube. Our continuous coverage of hpe discover virtual experience in 2020. We're right back right after this short break. >>Yeah, yeah, yeah, yeah.

>>live from Washington, D. C. It's the Cube covering Bumi World >>19 Do you buy movie? >>Welcome to the Cube of Leader in live tech coverage on Lisa Martin John for years with me were a Bumi World in d. C this year Excited to have there could be four really chatty people in this segment warning you now we've got Mandy Dollar while the cmo abou me Anibal Corker s V p of sales guys welcome thistles been in Austin. This is day one of the main event partner event started yesterday Partner Summit One of the things that is always very resonant with Bhumi events as you get this sense of collaboration with your partners with your customers and it's very symbiotic. So some of the numbers that came out today I wanted to kind of geek out on numbers because last boom, the world was on the 11 months ago, and I think the numbers we were talking about where 7500 customers adding five new a day. Now it's over 9000 in over 80 countries. Your partner program is blowing up 580 partners, incredible growth. And Chris McNab told Jonah me earlier today. This event? Actually, no, he said in the keynote five x What? It was the first event. Wow. You guys all look very refreshed for being this busy facade. Mandy, talk to us about what's going on. Abou me from your perspective. The new branding is really cool to have that represent what booby is delivering. We're at a >>growth trajectory and we had to refresh our brand to put a new face on this business so we could accelerate our growth. This is a whole new boo me to the world. When I stood up, it sails kick off earlier this year. In February, we reposition the company and focused ourselves on selling solutions. And as a part of that strategy, to start to amplify this brand to really become more of a known entity in the market, it was time for us to polish the brand up. You know, we had tremendous product market fit for many years. We just forgot to tell the world. So when I came on board, I can't keep a secret. Here I am Brandy. Look and feel. Lots of new customer stories. We're accelerating outcomes. >>Very clean. Logo queen branding. What's the brand promise. Where do you want to take the brand? What's next? Where's this going? Take us through the vision. >>Great question. The vision for the business Is that why we exist? We went through and, you know, we deliver a connected business experience that the real reason why we exist is to accelerate business outcomes for our customers. That is our vision, all right. We're connecting and unifying everything in a ditch. Digital ecosystem. The world has gone digital. No longer is software eating the world digital. Is the new game in town gloomy as well. Poised to go do that? That is the vision. And it's all about the customer and sharing their stories and the winds that they have worthy, enabling technology that drives that outcome faster and better than anybody else >>we had on earlier the founder of Bumi sharing early successes, Lisa asked him the background behind all started, and he said, we made a big bet and self aware Founder said We got lucky and he got lucky. Made a big bet on cloud. Now you guys have 9000 customers. Last year, your number one number one priority was customer success equation then the keynote again this year. You guys are crazy about customer outcomes. What >>is >>that mean? You hear customer success equation? What is the equation? Because the math equation isn't like, is it? What? What is the formula? >>Well, I think it entails a couple of key things. It starts with the product right, and it doing exactly what people are looking for it to do. And the reality is most people come in and they have an idea that they want to do X, and they really end up doing X plus y Times E. And and that becomes that's a big part of it. So getting to understand the platform and then showing them, you know that we really care about their success, that in fact it's either win, win relationship or lose lose, we have to make them successful. We have a tremendous muscle when it comes to customer success and our support efforts and those types of things. So just making sure that they're on the right journey, that they're leveraging the platform that's doing what they wanted to do. And again, we're seeing so many customers come back in now because of that and thinking that they can solve so many more problems than what they originally anticipate >>talking on our opening around. Um, you're successful business model like you talk more about that. But in contrast to what we've been reporting on our sites and silken angle in the Cube is Wall Street sees we work pulled their I p o uber, all these big companies, they buy market share, get a position, and then they try to crank the monetization. They're not being looked upon favorably right now, because that entails extracts from the customer. You guys are more on the other side, the Cloud SAS model, which is provide value if you need more, buy more, lower price fits increased. That's an Amazon like flywheel. Yeah, So you guys are on the positive side of the SAS formula as you have that first you guys agree with that's happening. But what do you say to customers who is booming? Because now you're you have leverage software business. Yeah, we have the professional service is what does this mean for customers? >>We'll get I would say that what it means is that they can come in and solve a problem so much faster than they ever thought they could solve it before. They're thinking they want to go on a journey. Everyone talks about the journey right, and it all. It comes in about 1000 different shapes and sizes. And with Bumi having a layer like this to be able to connect, what you need to connect when you need to connect it, how you need to connect it, that's and doing that in such in a fashion that no one ever really thought. And again. You said you had Rick Nucci and in the Founder where they thought I just talked to a minute ago. And I always say he was talking about how he was listening to some of the customers success stories. And I looked at him. I said You didn't think they were ever going to do all this stuff, that they could do all these things And he said, You know what? We didn't anticipate. It really didn't and so getting them to do that. But the key, to be honest, a big part of our growth, although we're acquiring lots of new logo. Certainly, as you mentioned, let's new customers a huge part of our growth is that again people are going, man. OK, I I brought in a new SAS application service now, or something like that. Okay, that's good. But I've got all these FTP problems and I've got this database issue and I need to be able to leverage this existing on Premiere P. And now I'm going to work Day and I have to be able to, and it's just it's just we see them just starting to get very creative about how they're leveraging the fact >>it's opening up. You say, you know, from a marketing perspective, unlocking potential. But it's really true. I I saw yesterday first and the manifestation of the Bumi fandom. That's rial. I was talking to one of your customers who integrated use integration for a particular opportunity. I thought there might be some, you know? Wow, there's gonna be a lot of data coming out. What can we do with this? And all of the, um, kind of side benefits that came from that they couldn't have predicted. Neither could have Rick Nucci, but how they're able to become even, you know, as a transportation logistics provider, trusted advisors to the carriers and the shippers that work with them. And then they're realizing, Oh, actually what we're doing, you know, under the hood with Bhumi is making a carrier more productive because the workload is less less clicks, etcetera. So it's really it shows the transformation doesn't just stay within your customer, their customers as well. The sort of this snowball effect. It really got that resoundingly yesterday from summer combo, >>where we see the people, the customers figure out if this becomes a common data layer for their monetization journey, right. So now they have control of all this data, no matter where it is and how it's going out in public cloud private clouds, public's ask, whatever it is, and then they now they've got control. They can become creative with the data. Now they can provide new service is to customers and suppliers and partners and internal stakeholders, whatever it might be. And I think that's that's it. Haven't clicked for us a couple years ago, and Mandy has been great about making that really how we send the message and it's really seen takeoff. >>We really speak about transformation, right? That's business processes. That's customer experience. How do you take that data and build upon it using our flow capabilities and take thes wrote processes and start to have them automated in a way that you're driving new customer experiences. Right? Employees on boarding is one that we use internally. We talked about it before our MPs went from a negative. I don't know, two incredibly positive, right? That's what this technology can do. Once you have that data layer in, we become that enabling technology to to go drive these additional >>out. And he has net promoter score for the folks at the jargon that this piece of a good point with the new branding we saw, it resonates. Well, it's gonna create a lot of brand impressions. I know you've done a great job of getting it out there. It's only gonna get better. But you get the brain of pressure. Then I want to know who is booming. If they know Bhumi, who what's the new room? We're gonna be like, What's the plan? How we're going to scale up the messaging? How you gonna take it? The market with the brand, There >>s O. Our core strategic initiatives are really what's on top of mind for Cee Io's right connection is important. That the stuff that will talked about in terms of on Prem and multi hybrid cloud scenarios right modernization, right? Getting stuff off of legacy Fed has a massive opportunity in terms of modernization. We're seeing that already. You know, we were Fed RAM certified in August. We've already got her for stealing the door. Congratulations. A fantastic opportunity on modernization, transformation. The stuff I spoke about customer experience, the one I'm particularly excited about. This is the marketing strategy coming through the innovation layer. We have a quick serve retailer that is now taking facial recognition. When I go through a drive thru triangulating my data with Maya vehicle license plate, making me on the spot loyalty offers and also saying, Oh, Mandy, would you like your regular breath breakfast sandwich Order That is the artist >>or not, you're in a good mood or Rolls Express. Oh, >>yes, >>minutes late today she's going to storm through here, right? Like that level of sentiment analysis based on my voice. The other stuff we heard this morning, right? We're triangulating all of that to go Dr whole new ways of doing business. So that's what I find hard. Your >>ecosystem is a key part of any growth strategy. I have to get the customer equation I loved. Loved the business model. You know, a big fan Disclose that everyone knows that. But be successful. You guys have a challenge. You have to grow the brand. You had to build the ecosystem, build the community with education pieces again. They're these >>air >>real blocking and tackling things. What? You guys, what's your opinion? What do you guys gonna do with that? Give us the playbook. >>We've brought it all together under one brand now, right Community saw this morning the boom Evers. The >>asked 1000 people in that community manager. >>Absolutely. And now we are ready for exponential growth, right? We have a way to game. If I We have a way to certify and train more people are partners. Demand it. There's a skills gap in the market in technology. That's a known fact for many years. So how do we quickly enable intelligence around the Bumi platform and mind trust and share? So that's something that's gonna happen. So we're creating this in waves were creating a viral ality component to our community right, all under the Bumi brand. So it all becomes additive. And that was important for us, as far as a growing up as a business is. Well, we're We're on this fast growth trajectory and everybody's off doing their thing. So I came in and said, All right, guys, let's let's build some cohesion here and that is going to help us as we scale this business >>will. On the sales side, you're gonna get a lot of pull now from the marketing Digital's. A lot of organic stuff goes on digital. We know we do a lot of cubes that we see the data. You guys still get the lead. You got too close sale cycles. This is kind of the business side of it. How's that going? What's that? What's an engagement looked like? How fast do Customs committees that word of mouth they talk to each other? What if some of the dynamics in the field? >>Well, we're seeing some of those times shrink. It's weird. I've been here seven years, so it's, you know, my team then was like 10. Now it's 470 or something, and so we've grown very fast, but it's on. We came in before. It was kind of like a connection deal. Last minute I thought, you know Oh gosh, I got an immigration problem. But now, a couple years later, it started really extending because it became a little more strategic. But now we're starting to see it shrink because people realize they're bringing it in, and they know that it's something that's key to what they have to do. What we're seeing is, is it's it's It's something that all of our partners are partners air so critical to helping us with the journey because we're really still just talking about one little piece of that larger pie. And so they come in and become with Come in with us every single time and we're globalizing as you mentioned all the countries that we're doing this in. But you know, France and Germany, or big efforts for Japan, the Fed those were like four areas. If I could pick that partners and how we're going to those markets >>are credible. Follow up on that. Just as you guys are getting these deals. Whats When does a customer know they have a Bumi opportunity? What is their problems? or a moment Is that a certain use cases? It like, Wow, I got integration problem. Is it integration? Problem called Boo me. What's that? What's the success pattern that you're seeing for the winds? >>You know, I'm gonna go back to the four that we talked about because, you know, part of part of my challenges, the sales leader for seven years was I've said this is the most organic technology I've ever I've ever dealt with. Representative. Because when we walked in, it could go anywhere. People wanted to do Data Analytics. They wanted to solve that TP problem. They wanted to do front. And you heard Olive from Sky. And she's thinking front end customer support stuff. So it really could go anywhere now is always always about managing data and collecting it. But, I mean, it really was. It comes from so many places, and the sale cycle has been, you know, has changed because of it. >>So as the marketing and the brand have evolved since Mandy spent on board, how much are you time? Are you still spending describing? Okay. So Bumi is how much more brand awareness and recognition do you have now? And how is that making the job easier? Because the attention the renewal rate is really high. 97%. >>Yeah, what's actually almost 99% from our field customers, and then we get over AM customers as well, about 97%. So how do we How do we keep the customers >>in terms of brand awareness, all the recognition? How much if you compared to seven years ago, when you were having to say, Well, buoy is now with Chris, McNall said, Hey, there's gonna be 100 different mentions of customer stories at this event alone. How much easier is your job? Enough sense? Because people are now much more aware of Bloomie's capability. >>I think people realize they need. This is what I say to all of our partners and even we're talking Deltek people. Every single customer will invest in this type of technology over the next several years. It might be a very tactical thing to do, but but call it a night pass. Call it a simpler way to connect and manage and access your data. So, yes, we're proud we're over that bridge to say OK, this is what was legitimate I think we're still having conversations about how strategic it is. But again, that's typically an interpretive process. We weigh very rarely come in and say Someone says, Oh, I'm going to replace all of this So it is. It's I'm going to solve this problem And then they go, Oh, all right now And its architects and leaders are going, Oh, well, we could solve all of these other problems that we've had >>Well, and if I may, they say, normally it would have taken me months to do this and you did it in days. Yes, we're interested. So that's that's the value. Proper >>the equation. Accelerate, right? >>Well, they were. The thing that we're observing is that the projects are increasing, not decreasing, and the number of project because they could be little things. That's right. That time to value is the proof points versus the long monolith proposal. It's up and running, and the jet states for months and months. >>Well, you talk about the integrators that we have so many integrators that we work with. We were worried at first years ago. Are we taking their business from them a little bit right? Because they have a lot of folks who are focused on that. But what they found is they're solving problems faster. But they're just doing the time. More problems, right? There's that there's this. Projects are growing. >>What I love about your business model is that the trend that we're covering is it's not I t setting the pace of projects. It's the projects themselves that then dictate to the cloud scale. And so I think you guys are tipping on this new we call Cloud to point out, which is it's completely flipped around anyone. If it's a mission based organization or for profit, there's a project to do something valid. You That's right. I t is just has to support it, not dictate terms. So this is a whole different level of thinking. Having the SAS business model >>well and layer in the usability of the product, right? The interface We go after citizen integrators lines of business. I can go build something for my marketing text back that's powerful, >>and the veterans examples of great one of the key No. Two people have to get done and they make a difference. They create value, >>absolutely speaking of value, this event is five x bigger then it was two years ago. Mandy, congratulations on everything that you guys have done. The voices of your customers are couldn't be stronger. That's the best friend validation that you can get. We're excited to be here. We've had a great day. One can't wait for day two tomorrow. >>Yeah. What are you doing? The product. >>Yes, I do. And more customers as well. We could all live on from sky, for example. Jillian is on. I think candy dot com hopefully is gonna bring in some candy. >>Yes, they well, two ton can. Absolutely. There's candy right back >>here. Awesome, guys. Thank you, Will and Mandy. So much for having the cube here and joining with us today. >>Thank you for your support. It's always great to chat with you about >>our pleasure. See, I told you it's gonna be chatty. John Ferrier. I'm Lisa Martin. You're watching the Cube from Bhumi World 2019. Thanks for watching

>> Narrator: Live from Washington D.C., it's theCUBE, covering Boomi World '19 brought to you by Boomi. >> Welcome back to theCUBE's coverage of Boomi World 2019 from D.C. I'm Lisa Martin. John Furrier is my co-host for the next couple of days. And we're very pleased to welcome back to theCUBE the Boomi CEO, Chris McNabb. Chris, welcome back! >> Lisa, it's great to be here. It's always fun. >> The energy that you guys kicked off everything with this morning, the keynote, it was awesome, it was electric. I love the numbers that you started with. Boomi World '18 was about 11 months ago and we were talking, I was watching those videos back the other day, you had about 7500 customers then. You now have over 9000 customers in 80 plus countries, over 1500 endpoints integrated, 580 partners, I could go on and on, 97% renewal rate. (laughs) >> Keep selling! >> It's amazing, though, the momentum that you guys have carried into D.C. in just a short time period. Tell us about that. >> Lisa, it's really been the result of not only hard work by our team, we continue to innovate for our product and bring new things to market. But it's our customers that drive adoption and we use customer references to gain new customers and it's their stories that resonate with the new prospects that come onboard. It's our 580 partners making sure that when our customers and prospects buy into the Boomi platform that they get implemented and they shorten the timeframe and they bring intelligence and smarts and it's our community. It's the 65,000 people that are already there solving problems, that are helping our newer customers get onboarded and get success early. So it's those four legs of the stool. It's the entire ecosystem that continues to go, all of us are going along for the ride. >> Last year we asked you what you were investing in, your team as well. And the theme was pretty consistent across the board. Product first and foremost. 'Cause the product is continuing to grow and enabling platform, some great stuff there go to market, and then the customer success equation, not customer success organization, although you have a lot there, the equation... Where are you guys this year on those three points? >> Yeah, so tremendous investment in the product. You're going to hear tons of announcements. My announcements are the tip of the iceberg. We've got huge announcements in API management and the things that we're doing there. There's event-driven architecture announcements, there's the conversational AI; we're adding voice to integration platform service, with the help of Accenture. So you can now talk to your platform and interact with your enterprise applications. That's just the tip of the iceberg on the product side. We've got data hub things and so on. When we look at the other parts, John, particularly around customer success, we're doing really well there. Our customer success rate, our retention rate is now 95-96%. Our customer satisfaction was around 97%. And it's our customer success organization that helps make sure our services are being implemented, our partners are doing the right thing, success and outcomes are being delivered, and we engage to make sure that happens. If you need a little bit of Boomi help, Boomi help comes. And we partner over the success of that, and I think when you look at the key KPIs around churn and retention, as well as customer SaaS, I think we're doing a really nice job there. >> On the follow-up on that, one of the things we've been observing and reporting on SiliconANGLE and theCUBE is the successful companies are the ones that have, that was a great product, but in the cloud era, data's a big part of it. You guys have unified data platform. We talked about this last year, how you have anonymous data, you mentioned on your keynote that you get insights. So this is again, Coupa software does this, a lot of the successful profitable companies have a nice business model, by leveraging the data. How does that fit into the equation for customer success? I want you to explain the equation specifically. I mean, you guys have great format for customer focus, I get that, but what is the equation now that you have this unique modern value proposition? >> Yeah I think the equation for us is quite simple. So we do leverage all the metadata. Every single process that's ever been run, we know how long it took, did it have an error? We know how people build connections, we have that meta, we leverage that for our customers. When we look at our customers, we have a life cycle that we walk them through. When you're talking about the equation, we have a framework, a life cycle. How do we engage in sales to make sure sales is not overselling it? How do we get them to close so they look at us as a partner? How do we make sure the implementation goes well? Will they view it alone, with a partner, or with us? Get them to success. Get them through a renewal, and then how can we help them land and expand and do more things in their enterprise to continue the winning success that they established initially. >> You talked this morning revealing Boomi's competitive, unfair competitive advantage in customers, one of the things that we talk about, Chris, at every show and you probably talk about this all the time, too, is data. It's the new oil. It's gold. It's the lifeblood of a business. Yes! If an organization, whether it is an incumbent established business that might have brittle technology and disparate systems, if that type of company can't actually see all the data, have the visibility, and ensure that all of the endpoints are sharing from a single source of truth, that data value is capped, right? You guys leveraging that. I think it's over 30 Terabytes of anonymized metadata? >> Chris: It is. >> Is a great example of unlocking the power of the data that you have to make your customers better, to make them more successful and keep them, which you've obviously done. >> Yeah, it's a part of the ecosystem play that I continuously talk about. As customers use our platform, they instill it with their knowledge, experience, and their expertise. What we do, as a pure cloud provider, because I store how they map this field to that field, how long this process took, and all of these kind of things to make up that repository, I can now, as a cloud platform lever that up. And I can increase the productivity for everybody in the ecosystem. So as customers put a little bit in themselves, they get a 10x return or a massive return out, in terms of productivity and leverage that our platform's able to provide, but it takes both of us together to do that. >> Chris, I want to talk about the hard news this morning. You guys announced with Accenture, a big partnership around conversational AI. Accenture was on stage, their brand, their expertise, coming together with you guys, in a joint partnership. Could you explain, for a minute, what that is about? Just take a minute to explain the partnership and the solution specifically. >> Yeah, so when you look at conversational AI, it's the use of natural language, right? To work with technology, and you can't preprogram it, you have to understand the variations of things, you have to understand voice as identity, so when I say my pipeline report, it knows it's me, it's my authorization, it gets my data. Accenture brings the conversational AI experience, technology, and solutions to the table. And we're now linking and partnering that into our integration capabilities and connective capabilities. So as a net result, people can talk to their phone and interact with their workflows, and interact with their datastores to get data, approve workflows, etc, in a very natural way, >> What is Boomi do and what does Accenture do? 'Cause they're involved with you. You guys have a team, you're teamed up. What's the relationship? Take a minute to explain the relationship. Who's doing what? >> So, Accenture brings much of the voice capabilities. So when we mentioned this morning that language isn't a barrier, I'd like to offer up this service in Spanish and French and English, etc. Accenture does all of that work. So they're the natural language processing there, the language independent part of that, and we're all the connectivity part. We are the workflows, we are the integration. Accenture feeds us something, whether it comes, it can come in multiple languages over WhatsApp, chat, voice, it doesn't matter, comes to me, and then we do the natural unlocking of the data. >> That's their converse piece, that converse and Boomi, working together? >> Yeah, so B in the Boomiverse, you mean? >> John: Yeah. >> So, Boomiverse and B, the introduction of our astronaut B, who going to lead you on a mission through our community and be your bot. It's a working bot and we're going to leverage that kind of capability through that as well. >> One of the interesting things about the conversational AI is that we all as consumers have interacted probably pretty recently with a call center for something. And I love how Leticia, who's going to be on from Accenture later today with John and me, was talking about, we've all been there going, "Agent, agent, agent." And a few months ago, while working for theCUBE, I realized, oh actually, as frustrating as it is sometimes, we have the opportunity to help train the models. But I'd love to get your perspective on what Boomi and Accenture are seeing in organizations, executive suites about the perception of conversational AI and the impact. They see the impact possibilities that Accenture and Boomi can bring, and are they ready for that? >> I think there's going to be a bit of an educational process with leaders in the business, but if you look at Leticia's, I think, second slide, where she says, "Seven million dollars being spent "on password resets with humans." When voice is your identity, you don't need that anymore. You don't have to remember passwords. You don't have to reset things. The immense benefit for organizations is huge. 25% reduction in Op-Ecs. That's going to get people's attention. They're going to have to work our way through it, and we're going to work through the process with them. Okay, let's do a small thing, let's try it out, let's get it working, let's scale it, and let's get it to enterprise. >> It speaks to integration opportunity. I mean, voice, video, other mediums, it's an integration game. That's what you guys are doing. And that's the whole benefit of Boomi. I'd love to get your thoughts on your success formula and how you guys are going to ride this wave going forward, 'cause you have a modern infrastructure, modern solution, you get projects off the ground quickly for customers, you get the value quickly. This is a mega trend. People, they don't want projects back at them, they want to get them done quick. You guys are solving that big problem. What's next? Where are you investing? What's your thoughts on the business? What do you do? >> Well in terms of what's next, so we really did go after the entire transformation problem. Integration's not just data to us. It's people. It's devices, it's your processes, right? So we look at it holistically, we've done that. We brought intelligence in so now we're providing insights, data privacy insights that we talked about in the keynotes, conversational AI and that's the start. But we've got to do a better job of dashboards, other insights, what is the return on investment of a Boomi purchase and how much is it helping? To what degree is transform making a bottom line impact in your business? Having the analytics to support that is going to be big. >> Lisa and I were talking on the intro round, you can't hide success anymore. You can't hide the ball. 'Cause your instrument, the outcomes, and the outcomes are either you're getting paid for value, or you're achieving a mission, whether it's the veterans or the American Cancer Institute, usage of an app, you can't hide the ball anymore! It's either success or not. You guys are very customer centric. Hundreds of use cases, best practices. This is your focus. The people part of success has been a missing link in the digital transmission: process, technology, people, culture. You guys are breaking through. Is that because the winds people are getting? Is that the energy? Is that the people? What's the people equation on your end? You've been so successful with, you guys are having success there. >> The Boomi culture, when we talk internally, who are we and what do we value? One of the first things we talk about is, we are customer-first. What that means to us is outcomes matter. It's not about buying our technology. It's not about getting data; it's about an outcome. And we talked a lot about outcomes today. In fact, at this show, throughout all the presentations, there will be roughly 100 different customer outcome stories that are shared globally. So when we talk about breaking through, because we want to partner with them and join them in their goal, and whatever it takes to do that, that starts to resonate. It's taken a while to resonate, but now it really is, and when you feel the energy on the floor, I hope you guys feel the same thing, it's just enormous and it's really starting to grow and we couldn't be happier. >> One of the cool things that I heard yesterday, Chris, I have had the opportunity to talk to a number of your customers in the last week who said, I always say, "Tell me about the differentiators, "the technical differentiators." The cloud native always comes up, the low-code. We talked yesterday about CFOs becoming citizen developers, and I thought, Wow, really? Do they know that? But on the business side, resoundingly, customers are saying cultural alignment. "Boomi understands our business." And so what you guys are enabling on the transformation of people side, as John mentioned, you're delivering that because it was one of the things that customers have said that was one of the deciding factors in going with Boomi, and they'll say, "We evaluated A, B, and C." And this cultural alignment. Yeah, I mean, Boomi has fans and it sounds kind of cliche to say, it's true! >> I appreciate that, and that is really great to hear! I stood up on stage last year and this year, and repeated the phrase, "I don't want to be their software vendor." I don't think of it that way. Nobody on my team thinks about it that way. We're building. I want to be your transformation partner. I want to be a part of, a piece of, how you're moving your business forward. Whatever it takes to do that: workflows, mobile applications, data integration, warehouse problems, insights. We can get engaged in all of that. We can go end to end in your enterprise, to open it up for you, and then provide access for your customers in ways you never dreamed of. And being a part of that is just an awesome thing for us. >> Chris, I want to get your reaction to some comment Michael Dell made, two comments Michael Dell made to me on theCUBE. 2014, I asked him, besides VMWare, the crown jewel of Dell technologies, what are you excited about? He said "Pivitol." He was fixated on Pivitol at that time. Okay, Pivitol goes public. They get bought back into the fold, it's all going on. Last year at this event, I asked him, What are you focused on this year? Now what's getting your focus? He goes, "Boomi." What's your reaction to that? Because you know Michael, when he gets fixated on something, things happen. What's your reaction to that? >> My reaction is "Thank you, Michael, "for the brand awareness." I certainly appreciate that. Certainly when he focuses on 'em, it gets attention. We have, the Boomi business as it gets capitalized by Dell has had 100% executive support everything we've ever asked for as a leadership team, we've gotten and then some. Could not be a better situation for this business, the Boomi business, and then what Michael does for it, and as we push that forward, I believe and he believes that data is the fuel of AI in the future. It's going to be all about data, and Boomi sits right in the middle of that. >> And he likes to look under the hood, too. He's not just a business guy; he's a techie. So he's looking under the hood, he likes what he sees (laughs). Of course! >> When he talks to me about it, he's been pleased with the results to date, I'll say that. >> Excellent. Well, we have this, great, as we wrap things up, a story that is near and dear to, not just my heart, but many hearts. Talk to us about what this is. What Boomi is doing with the American Cancer Society, which I think is just phenomenal. >> Lisa, I really appreciate it. So, this morning, and I'll just kind of hold this up for a moment, but, this morning we had the American Cancer Society as one of our reference customers, how they completed nine projects in 14 months, one of which impacted 30,000 patients achieving 500,000, half a million rides, and integrated together 150 partners to make sure people could get to their life saving treatments and back, and it's a volunteer network. We're happy to be a part of that. So we undertook a cause. We're going to have a pass the baton for the American Cancer Society here at Boomi World. And every time we pass the baton, $2, $1 from us, being matched by Dell Technologies makes it $2, and we're going to pass the baton here, hoping to crush it and get to a $20,000 donation. So if I could pass the baton to each of you-- >> Lisa: Absolutely! >> That's $2, >> That's four. >> John, if you'd keep doing it, I want to ring the bell, I want to crush this for the American Cancer Society. >> That's awesome! >> Pass it to the team. >> Exactly, throw it over there! >> Chris: Pass it around to everybody, let's keep this thing hopping. >> Don't throw it! >> Well Chris, that is-- >> We'll pass it around. >> Such an outstanding story. There are so many, as you said. There's going to be a 100 different customers talked about here over the next probably, started yesterday with Partner Summit today and tomorrow. That's a lot! We are happy to have a whole bunch of them on the program today and hear how many different use cases Boomi is facilitating. You guys have taken I-Pass way beyond connecting cloud to on-prem. It's edge, it's any data, any device, low-code. I know I'm speaking your language. >> I love it! >> But we're hearing that, we're feeling that, we're excited to be able to share that through theCUBE this week. >> Lisa, well listen, thank you for being here at Boomi World, it's always great to have you. It's great to talk to you. >> Lisa: Likewise. >> And I'm looking forward to a great show! >> John: Thank you for coming on. >> Well, thank you. >> Lisa: All right, our pleasure. >> Appreciate it. >> For Chris McNabb, and John Furrier, I'm Lisa Martin. You're watching theCUBE from Boomi World 2019. Thanks for watching. (upbeat music)

>> Live from Las Vegas it's theCUBE, covering Dell Technologies World 2019. Brought to you by Dell Technologies and its ecosystem partners. >> Welcome back to theCUBE. Lisa Martin with John Furrier covering Dell Technologies World 2019. This is our first day of coverage, two sides or, as John likes to say, it's theCUBE cannon, a cannon of CUBE content. We're very pleased to welcome back one of our alumni, Joyce Mullen, the President, Global Channel, OEM and IoT from Dell Technologies. Joyce, welcome to theCUBE cannon. >> Thank you so much. Happy to be in the cannon, it's a great place to be! >> The cannon is off the a great start! So, before we get started into all of the nitty gritty, I just want to acknowledge, you are one of CRN's Women of the Channel on Power 100 last year. Congratulations on that. >> Thank you. Thank you, thank you. >> It's always great to have strong females on theCUBE. >> Thank you, thank you. >> Talk to us a little bit about the Global Channel. There's about 4,000 partners here? >> 5,000 actually, over 5,000. >> 5,000? You've got a channel of over 150,000. Global Partner Summit kicking off today, what are some of the exciting things, news? >> Well, I'm sure you've talked about the news from this morning. I mean that obviously was dominating a lot of the discussions in terms of the solutions that we're offering and things like that. Really exciting stuff and very cool to see the collaboration between VMware and Microsoft and Dell, I mean, that's pretty powerful stuff. But also, our partners are really excited because they've been asking us for more and more highly integrated solutions. We heard about two new ones today that really span the Dell Technologies family of brands and they... You know, we have a bunch of things that we've talked about with the partners today. But we set it up last year with three strategic imperatives, and one of them is about making it easier to do more business with us. That's really, operationally, how do we improve the partner experience? The second one is around helping them enable and transform customer's environments across Dell Technologies families of brands and that one, you know, is tough to do. And so, we made some progress on that this morning, which was really exciting to hear about and then we also announced a change in our branding to our program. So we were the Dell EMC Partner Program, now we're the Dell Technologies Partner Program, which obviously carries broader significance. And then the third imperative is all around helping our partners embrace and monetize these new, emerging technologies, like IoT and AI. You heard a lot about that from Michael today, too. So we are working very hard to figure out how to help our partners do just that. >> Talk about the economics on the channel, because the channel's great leverage sales, indirect, great business models, proven over the years to be great. As new technology comes in, if it's complicated, it's hard to sell. If it's complicated, you need training. And if it doesn't throw off more profit for the partner, it tends to not work out well. You guys have really been working on this. Talk about the partner reaction to their opportunity to serve their customers, who are your customers. You're essentially going to be doing that. This has been an opportunity, because we're seeing that, with some of the services teams out there, there's more technology required in their... Skills gaps to architects. That's an opportunity for the channel partners to actually add value. >> Absolutely. >> Talk about that value piece that the partners now can add on top of it, because if it's an easy, consistent end-to-end environment that's turn-key from Dell, the partners take that and they can wrap value around that. >> Absolutely. >> Talk about that dynamic specifically. >> Well, so, when we think about these new technologies, and we think about the environments our customers are facing, or if you think about IoT, which is generally quite vertically specific, it requires new sets of skills, no doubt about it. But this complexity that we're basically facing right now in IT around more servers, more processors, more accelerators. I mean, we've gotten pretty used to a world where x86 is kind of king. But five years from now, it's going to be much different. Artificial intelligence will drive a whole bunch of specialized servers, for example. Anyway, that's an illustration of the complexity that our customers are facing, which is great news for our partners, to your point, John. So, when we spend time with our partners, we're talking about the importance of, of course you need to know the technology. Of course you need to know what AI means. You need to understand augmented reality. You need to understand IoT. But probably even more importantly, you got to get a deeper understanding of the businesses that your customer's in. The verticals, the industries. Because it's not a uniform, horizontal environment that we're deploying this stuff into now. It's a much, much more highly varied, highly complex environment, which is great news because customers need our help. That does mean that the partners have to have the certifications. We're trying to make that easier so that if they have gotten certified with VMware on VCF, they can apply that to Dell Technologies. Vice versa. >> Joyce, that's a great point. That kind of connects what Michael Dell said on stage, because the vertical specialism is where the data adds value. So where you actually bring data into the equation, which is the lifeblood of, or the heartbeat of digital transformation, to quote Michael Dell on that one. That's where the specialism is important. In the verticals. >> Yes. >> So knowing how to make data work is a partner opportunity. >> Absolutely. And that means you got to understand the business, the outcomes that your customers are looking for, and what that data looks like in those environments. So it's way different if you're in a plant or a hospital. I mean, those are pretty different environments. You got to know what you're talking about. I think it's a great opportunity for partners, but it does mean, maybe a reorientation, or a consideration of vertical expertise. >> I want to get your thoughts on IoT. So two verticals that are smoking hot right now are health care and manufacturing, machine, you know... >> Industrial Automation. >> Industrial Automation, yeah, thank you. I know RPA is high. I see people using RPA, it's really hot. In those areas, okay, OT, operational technologies, and IT have been kind of at war. Not at war, but they're different cultures. IT is about connecting internet protocol devices that have data to it. OT's, some cases, HVAC system or something else. All are getting computers on them now. So for say, for security... So the realization that it's an IT mindset, coming together with operational technology folks, are two culturally different markets but the products are blending, it's kind of becoming blurred. What is your view on this? How do you guys see that? How do you posture to that marketplace? What's the value proposition? >> Yeah, so I think it's fascinating, because we've been in cases where we're talking to customers on the operating technology side, and on the IT side, of course, given our heritage. But through our OEM group, we have a lot of experience with industrial automation, for example. And we've actually introduced people at the same company to each other. On the OT side and the IT side. >> Wow. >> Because they just you're... I don't know if I would say that they were at war, John, but they were definitely... It was parallel play going on. You know what I mean? They were not necessarily helping one another. And I would say, still, when we are in these environments, I would say roughly a third of the time, the operating technology guys say, I got this. I don't need the IT guys to tell me what to do. I'm running my plant. They do not understand. I am all about throughput, I'm all about yields, I'm all about output, I'm all about safety, I'm all about quality, whatever. The IT guy is saying, Um, well, yeah but you got to be all about security. If you're going to put this stuff on my network it's got to meet these criteria, right? So the Operating Technology guys a third of the time will say, Don't talk to the IT guys, I got this. On the IT side, a third of the time they'll say, Those OT guys really don't understand what I'm up against here. I've got to make sure this is a completely secure environment and I've got to think about all sorts of terrible data issues and things like that, privacy, all that sorts of stuff. Let me... I got this. And then, about a third of the time, we have a very productive relationship where they're working together. I expect that those... That third will become half, will become 75 percent, because it has to. >> Which half becomes 75 percent? >> I think we're going to >> The collaboration. >> see a collaboration and we will not have people taking sides because you just can't. You can't afford it. You can't afford these parallel universes. From a security point of view, or an economic point of view. >> You can't be warring, that's what you're saying. >> Yeah, exactly. >> You've got to come together and get a solution. >> Exactly, exactly. >> How can you facilitate your partners becoming that enabler of that collaboration? In terms of educating them on, a third does this, a third does that, this is my sandbox, that's yours, and then there's the third that's like, Oh, we kind of get it. How do you see yourselves as enabling your channel to be that mediator, that facilitator? >> So there's a couple of different ways. One is through Competency Development, and we have things like an IoT Competency. We have a Dell Technology Cloud Competency, as of this morning. And we will see more and more solutions-based competencies, versus product-based competencies. So, clearly, that's a trend. And that means we're helping our partners develop a level of expertise around deployment of those solutions. So that's step one. The other thing is, we're trying to figure out how to facilitate that with product offerings. So Integrated Product Offerings. You heard a couple of those today. We also have things like our award-winning, actually, IoT Connected Bundles, which are trying to facilitate that. And then the third way we're trying to do that is, we're trying to encourage our partners to take advantage of the power of this massive ecosystem we have. If you think about all of the OEMs who are building their solutions on Dell Technology, and you think about all of the partners who are trying to figure out how to offer a broader solution set to their customers on the OT side. Video Surveillance is a great example. Digital City Solutions is another one. That combination could be really, really powerful. So we have, I would say it's a very rudimentary capability right now, we call it Partner Finder. We also have something called Cloud Partner Connect, in case a partner needs service provider capability. We're going to build that out this year and include our OEM, so our partners can actually find like-minded partners who have the same kind of focus on Dell Technologies as a core component of the solutions. That means it's just going to be easier to integrate these things. >> Channels love bundles, they love turn-key because, again, that reduces their, cuts cost. >> Yeah, of course. >> They can wrap margin around that with services. >> Of course. >> Always a great playbook. >> Exactly. >> Simplicity wins. On the business side, I want to get your thoughts on the integration stuff. I love the simplicity, bundling, love that, but when you start dealing with channels within channels within channels, you get the embedded relationships. I got VMware on Azure, I got Dell Technologies with VxRail, going through this Microsoft guy. The joint sales, I mean, my mind kind of explodes. It must be really hard. How do you guys handle that complexity? Is that something you're used to? Is it not a problem? Computation programs and things of that nature? >> I mean, for sure, we got to figure out how to weed through all that, and then simplify it to a point that a partner understands what they get. If you do X, this is what you get. If you do Y, this is what, I mean, cause they have to make their own economic decisions about that. And so, yes, we have to weed through that. I think that one of the things, though, that we're very, very clear on now is, through our track system in our partner program, we've tried to ask partners to designate themselves. I am a service provider. I am a systems integrator. I am an OEM partner. The truth is, those lines are blurring, and are increasingly meaningless, and we have to meet partners where they are. So, we're working very hard this year on trying to get rid of a bunch of those tracks, simplifying the program. It doesn't really depend on what you call yourself, you want to deliver the solution how the customer wants to buy it, and we need to facilitate that. >> And be profitable, make some money. >> Of course. >> There's always that. Well Joyce, thank you so much for stopping by theCUBE cannon! >> Hey, theCUBE cannon! I love it! >> ...this afternoon, we appreciate your time. >> Thank you. >> Great. Thank you guys very much. Appreciate it. Thanks so much. >> For John Furrier, I'm Lisa Martin, you're watching theCUBE live, from Dell Technologies World 2019. Thanks for watching. (electronic music)

>>live from Las Vegas. It's the Cube covering booby World 2018. Brought to you by Del Bumi >>Welcome back to the Cube. We're live at Bumi World 2018 in Las Vegas. I'm Lisa Martin with John Ferrier and we're welcoming to the King for the first time. Brian Stewart, managing director of Deloitte specifically in the h r transformation practice. Brian, thanks so much for joining us on the program today. >>Thanks for having me, >>Deloitte. Long time Global Systems integrator with Del Technologies del Bumi. You were on a customer panel this morning and the Kino that was very interesting. Talk to us about what? Deloitte His helping American Airlines transform with Del Boom. You mentioned This is, you know, this is a big, long duration transformation. American Airlines, well known, a lot of passengers. A lot of customers don't just about where you started three years ago, what that transformation has been like. >>Sure, in 2013 when American and US Airways came together, the first thing they did was focused on their customer world. And once they were able to get the customer rolled under control, they started looking at how they could take their employees world forward and what what we started to do was, as they said, we want to take successfactors and make that our system of record way came in to do the implementation. Okay, so we leverage Successfactors used elbow me to do the integration between all the external and internal systems. So it's some 136 plus integration State star systems and 327 internal systems spread out, you know, across the American Airlines. >>And what were some of the big results that you have helped them achieve to date? >>Well, I think for American the biggest thing was they wanted their employees experience to be the same as their customers never want it. They believe that if the employees experience is the best, it can be that the customers will have the best boss works pains. And so when they were able to do the implementation successfactors and tied together the integration points it allowed there and play experience to come up to the same standards as their customer experience. And for the first time, they had an integrated system that allowed them to get that view, provide consistent experience across the board and give them really give them place confidence. And they knew where to go to get their data, to manage their own data. >>About where you see Del Bumi succeeding where others haven't been successful, the attractions been great. A lot of watching might be looking at Dublin's Hey, okay, what's they're born in the cloud. What's why why were they successful? What's what's what's the key thing in your mind >>from our perspective, when we looked at the possible options way, looked at several possible metal wears and way Bumi stood out was to measure weight, scalability and flexibility going forward. When you're talking American Airlines, over the course of last 20 years, we're talking 325,000 plus employees that have traveled benefits. So in order to scale to that kind of number as we pull across, we had to have a solution that could be speed to build and pull that information on a regular basis. Okay, boom. He really check that box in the hard way where nobody else could. >>Big trend is different, you know, hit the easy, but not so easy when you're dealing with a lot of legacy integration points project timelines tend to get loaded in lengthened. That's the challenge. How to shorten those? Well, it's a big, big challenge. Howto customers get that that success point. >>There were a couple of different ways that we looked at handling that number one by using booming. We had all the pre built, you know, attachments to the FBI's for success factors. That was a big deal for us, because we're going to have speed to build, right? I mean, when you're talking 136 integrations that have now turned into 100 50 as after we've gone life, it's Yeah, it's a lot. It's a lot to manage, and we can't have a situation where every little thing is it's custom built. Then things start to fall apart, right? It becomes a self fulfilling, snowballing top of prophecy. So the consistency provided by Bumi allowed us to get that speed, and then it also gave us the flexibility to make calls where sometimes there are challenges with that kind of volume of data to make the combined like ad hoc report calls with the A P, I calls and do innovative actions that most people haven't seen. I know some of the stuff we were doing. They said we didn't know you could do that way, pulled it off. >>Well, what a surprise. So that's the business. You want to be in success point where you can actually go out, get value of the data and deliver the user experience. Peace, >>right. And as we go forward and we continue to leverage a state AIDS, you know, HR systems are great. And like I said, American believes that with experience must mean customer experience. But it's often hard to determine our why exactly right. Because, you know, HR Systems. You know, it's not always clear, but one of things you can take it forward on is combining it with other data across the organization and looking at how we can tie the employee data using Bumi with data from airports or customer, and tie that out and provide insights going forward. >>You know, that's a big deal. And I think you're in the hr side of it. This personal practice you're in now, but I think you nailed what we hear a lot, which is Oh, we have a staff that's gonna help you. But you know about a horizontally scalable cloud fabric model, whether it's on premises or in cloud. But the data accessibility cross pollinates. That's a key value. >>Yeah, you know, when you look at things that can impact operations Dr Shareholder value I mean, when you can get insights on those type of things back and binding that set of data going across like you're talking about, it really changes what you can get out of the system. >>So it's more than just immigration platform at that point. Yeah, it's a data trust platform >>on booming searches underlying foundation friendly with that date around >>transformation theme of many events. Del Bumi coming out today and say we want to be the transformation transformation is now a sea level conversation. It's a board level conversation. It's an imperative, very challenging for businesses like American Airlines, who grow dramatically by opposition et cetera, but also weren't born in the cloud to undergo such transformation. When you were having conversations with customers, where are you going right to that sea level? The boardroom. This is alright, delight. We have to transform. We need your help to help us identify where we should start. What's that customer like inquiry Start like >>it depends. I mean, sometimes it's a question about what can the road map look like? Kind of what you're talking about from that sea level executive or way. Maybe in the middle of an implementation where we're identifying, you know, like, here's how we can leverage the state and take it forward and bringing that forward. You know, when you talk to one of the things that you see all the time, is people on the ground have wonderful ideas and understand exactly what you know. Changes could help impact the business. And listening to those people and putting together their thoughts and taking it forward is one of the things we do to try to make sure way actually leverage all parts off Clyde experience. So I think you can start the way you're talking about. But it can also start with, you know, I think when the gentleman I work with it at American senior manager and his ideas are something constantly collaborate on to try to come up with how we can improve American Airlines is business. >>So, uh, >>in terms of delights partnership as a global systems integrator with Delta me, you have choice customers have choice. It's It's about much more than integrating applications data people processes. Today, Dell, Gloomy came out and said, We want to be not just the transformation partner, but we're We're gonna redefine the eye and ipads intelligence percent McNab talked about. I pass to Dato from some of the things you heard presumably yesterday. The Partner Summit. What excites you about this new vision that Del Bhumi is bringing the iPads >>well, the opening up in the flexibility of the platform and to add your logic in as the represented from sky, I'll have talked about this morning understanding how you can add that logic and to drive changes to anything from customer experience. You know, adding the intelligence into your workflow being part of the, you know, their flow product that they're talking about, adding that intelligence in really changes the game on what you can do. And that is the most exciting part to me, because if you had that intelligence and you can save both a customer frustration, user user experience and the bottom line and you know you can, you can anticipate things more quickly and be able to help people sell them ourselves. >>Ryan, My final question for you is you seen different evolutions of deployments and consultancy projects over the years. They've gotten shorter in the gravy train of two year projects. Everyone's making money that because planes serviced just different animal Baxter, I t was different. Now cloud speed is critical. You mentioned scale earlier. I need speed. I need scale and I need to have automation. I don't want to be going back and uploading on the 138 6 integration and find out the 3rd 1 has problems. This is chasing your tail kind of philosophy. That's over this new world. What's different about this world we're living in now? If you had to tell a friend Hey, As you start going into digital transformation, watch out for these things. But do more of this. What would that advice be? How would you advise >>I think in? If I were to try to phrase it like that, It's the key that we look for his automation and everything. So one, the big challenges I know most people faces. All right, I contest these interfaces. I've quarterly releases. People talk about release fatigue, right? How can I oughta make my testing Sakhalin away because that doesn't come just out of the box right in, actually leverage moving for some of that. But But how can automate that cycle? Because what you're exactly right. People don't want to have to say tweet one value on my data model. Now I have to test 48 interfaces. I shouldn't have to generate 40 a day sets. It should be automated and ready to go. And I think that kind of speed is what we look at as a big changer for how we how we handle keeping those things compressed and not testing everything in the world every time >>and changes the productivity. Yeah. I mean, those are like, that's grunt work. You gotta go down and get down and dirty. If you don't have the automation, someone's gonna do that. It's a weekend, you know. I mean, we could be ruined basically at that point, >>and and you see that frustration, right? Because you know, if people have to do that nobody you have highly experienced in highly paid people, they don't want to sit there in top in data all day because it's a waste of their time. So it's not evaluate either. >>It's no, it's a waste of time. It's also wasted a lot of money. Well, Brian, thanks so much for stopping by the Cube, joining John and me today and talk to us about what Deloitte is enabling customers with double me to achieve with respected transformation. We appreciate your time. >>Thank you very much. >>Thank you so much for watching the Cube life from Bhumi World 18. I'm Lisa Martin with John Ferrier will be right back with our next >>guest.

>> Narrator: Live from Los Vegas it's theCUBE covering Dell Technologies World 2018 (relaxed music) brought to you by Dell EMC and its ecosystem partners. (relaxed music) >> Welcome to theCUBE. We are live on day two at Dell Technologies World. I'm Lisa Martin with my cohost the one and only @Stu, Stu Miniman. We are here in Vegas with about 14,000 attendees, the biggest event ever. Not just 14,000 people here but about 35,000 also engaging with the video experiences, live streaming, and the on-demand. Also going on here is a big event with partners. We're excited to welcome back to theCUBE Cheryl Cook, Senior Vice President of Global Channel Marketing from Dell EMC. Hi, Cheryl! >> Hi, thanks for havin' me! Welcome back! >> Yeah. So 6,500 partners. >> Absolutely. >> Wow, that's up from last year! >> We have record attendants. We just are really, really excited about the engagement and how we're resonating with our partners, so we just had a fantastic kick-off to our Global Partner Summit yesterday. >> So some big news regarding the Channel. One of the things I'd like to start with is the name of the event this year. The first time it's Dell Technologies World. Last year was Dell EMC World. >> Absolutely. Kind of indicative of the EMC Federation companies being absorbed into Dell, companies with their own channel programs. Talk to us about what you announce regarding the Dell Technologies Advantage framework. What is the framework, and how does it make it easier for channel partners to sell Dell products of- >> Well, thank you. You know, as you said, we've really elevated this event to the Dell Technologies World, and many of our partners today already participate in VMware's program or in Dell EMC's program, and really what we're doing with the Advantage is we're taking a lot of the messaging, the story, a lot of the marketing collateral that we candidly educated our internal employees on so that we can best differentiate and articulate to our customers the value and the power of all these strategically aligned businesses. So for the Partner community, we're bringing IT transformational campaigns to them, we're bringing a lot of the messaging and the story on how to enable and share with their team members and their customers, and we're also working on enablement and really driving more cross-functional, inclusive competencies and trainings to really enable them and their team members to be more effective. >> Yeah. >> Yeah. >> Cheryl, maybe you could explain to us some of those, the training and the cross-competencies and things like that. You know, I'm sure there's people on the Dell Channel side that need to be educated on other products and vice versa, and there's new products all the time, new changing. You know, Jeff Clark walk-through, you know interesting things with like AI and IoT that are coming in the future. So maybe bring us inside some of that training. >> Yeah, absolutely. So we're very mindful of trying to develop either reference architectures or some of our curriculum around training that would include, you know, vSphere from VMware for example along with the Dell EMC infrastructure or even on our client initiatives a Windows 10 refresh effort that includes AirWatch from VMware. So really looking at the outcome-based opportunity that we know we have to engage in those conversations with our customers so that we can stitch together the training and the availability, and we want to on a future state develop these training so our partners wouldn't have to take them multiple times. It would be credited and eligible in both, VMware's program as well as Dell EMC. So we're really striving to give commonality and be efficient with speed, time to market, and really leveraging all the capabilities across the strategic landline businesses. >> What about some of the feedback that you've gotten from, you know, legacy EMC partners, Dell partners, in terms of how to make this complimentary. Was that, being that the partners are on the front lines talking with customers about all their transformation needs, how have the partners really helped to create this new framework? >> Well, you know, we're always listening, and we host a number of advisory boards, and we listen to our partners, and we've heard very, very common: "We love the product marketing, "but we want you to give us solution marketing. "Can you help enable us "in the outcome-based conversation and dialogue?" One of the things we announced this week is an IT transformation marketing campaign which we're going to put in market with Dell EMC. It's available simultaneously for the partners that essentially really does map together all the technologies and componentry across the strategic landline businesses to the business outcomes that they're talkin' to their customers about. We also launched an IoT Competency for the first time this week which again is really driving at some of those emerging technologies you heard Jeff talk about like AI and getting to machine learning and analytics to really help them engage and be more competent and effective in those technologies. >> Yeah. Cheryl, how's the Channel doing? You know, there's been (Cheryl laughs) so much change going on. I remember back when, you know, converged infrastructure first launched. It was like, "Oh, we need to create data center practices "because they were server or storage people." When Cloud rolled out, it was like, "Well, we're workin' with Microsoft. "How do we figure this out?" How is the Channel transforming? How do they look at their business? How do they look at where they add value? >> Absolutely, and I'll tell ya, Stu, I've been in this business a long time, and I don't know a more exciting time when it's moving faster, and that's also true in the partner ecosystem, in the partner community. So we're still going to transact a lot of business the traditional way that we do now, but increasingly I'm hearin' from the partners they're looking at forming new alliances, they're looking at acquisitions, they're buying new skills and capabilities. We really want to help chart that map for them on kind of where the vision is heading and how we can help align with them. So if it's possible, we want to try and help align new alliances and introductions for them with other partners, or as I said continue to bring solutions, reference architectures, to market that can help them enable around it. >> Can you tell us a little bit about what was announced regarding the Dell EMC Ready Stack for Channel Partners and reference architectures? >> So that's a great example of where we're going to always continue to work to bring engineered systems together like a VxRail or a VxBlock. But the Dell EMC Ready Stack is really a certified and tested reference architecture for those partners in those instances where they want to go build it. So we'll tell them, "Here's all the buildin' materials and all the capabilities. "It'll be a completely inclusive Dell Technology stack," but it's a way to give them confidence, mitigate risk, and they can build it and integrate it rather than buying a system that's been pre engineered. >> Cheryl, how has the Dell Technologies World experience different for the Channel partners? You know, one of the feedbacks I always get is, I was like aw, well, I mean everybody from Dell is really busy, and there's certain things you can tell the customers, but the Channel people it's like, "Well, tell us more about the future. "Give us some of that NDA stuff." How do you manage that and, you know, maybe give us a little bit of flavor of what the week is like for them that are attending. >> Well, you've certainly seen the scale of this event, so we call our Global Partner Summit an event inside an event, but we have everything from technical training, where the partners are able to take their exams and certifications. We certainly have Heroes exposition and Heroes going for the Pre-Sales technical community, and we also have an Executive Briefing Center where we're hosting. Right behind me, we have our partner lounge. We're hosting over 800 one-on-one meetings in that partner lounge where the partners get to meet either with customers. They've certainly brought a lot of customers here. They get to meet with Dell EMC executives or the partner executives, and it's really around collaborating, networking. In many ways it accelerates sales opportunities here, so it's a combination of technical training, networking, executive meetings, obviously product launches and announcements that we're bringing to market, the opportunity to really cultivate and work globally in our Global Partner Summit. So it's a pretty active week, but we have everybody rather busy. >> Talk to us about some of the ways that you are incentivizing and rewarding partners for their loyalty. >> Yeah, well thanks for asking. One of the things we announced this week actually is a My Rewards program, and think of this as a way to accelerate incentives to our partners, sales reps and their Pre-Sale SE community. So it's a platform that's going to allow them to redeem points, so you earn these points. You can either get cash cards, gifts, trips, and it really does go directly to their sales reps and their SEs. So we've launched a really comprehensive loyalty program around our storage offerings. This is an excellent sales tool that our partners can leverage with their customers, but it comes with it a host of incentives and rewards for competitive take-out and displacement, growth of new business and new logos. I mean, our partner community in the last year brought 54,000 new customers to Dell EMC, many of those if they're targeting these competitive takeouts, they're eligible for those incentives, and it's a win-win. >> Cheryl, how is the competitive landscape out there? You know, it's always a balance between, "Well, I want to incent you for loyalty, "but it's a diverse market, "and there's a partner you might grow with "that might end up being more competitive "somewhere down the road." How do ya balance that? How do you work through some of those issues in the field? >> Well, you know, we're very focused on tryin' to earn their business and earn the opportunity in the marketplace. We're incredibly fortunate right now that we've been experiencing double-digit growth. Many of our partners would tell us that they're growing faster with us than others, and to be completely honest, when you look at the categories we compete in, we enjoy market leadership positions whether it's in our servers or in storage or all-flash or hyper-converged. So when you really bring that together, it's an opportunity, candidly, for our partners. We're going to have to earn it every day. We recognize and know that they're business people and they work with other companies, but we're just trying to make sure that we bring simple, predictable, and profitable opportunities in both technology and platforms but also in our program and engagement. >> So the transformation theme has been really predominately woven throughout yesterday and today as well, digital transformation, IT transformation, security and workforce transformation. And in fact, Jeff talked about that during his keynote this morning. What are some of the expectations as the partners being on the front lines with customers, and customers are now looking at leaders like Dell Technologies to say, "How do we start utilizing emerging new technologies?" You mentioned IoT, campaign. How are you, what are your expectations for the Channel to be able to help customers build infrastructures that allow them to take advantage of artificial intelligence, machine learning, IoT, to really be able to then transform their businesses to be competitive? >> You know, I am impressed every day when I meet with our partner community. In many ways they're leading the charge. So the natural engagement of some of these leading edge and emerging new technologies, our partners are doing amazingly innovative work on embedding their intellectual property around these. But for our part, what we want to do is certainly make sure that they're aware of use cases. Here's business outcomes, many of which were kind of shown in the keynote, in the big stage earlier this morning, and we'll just drive competencies, we'll give them demo gear, we'll put them in labs in our Executive Briefing Centers. We actively encourage our partners to take advantage of our Solution Centers and our Executive Briefing Centers. It's a fantastic way for them to come into a sandbox and really immerse themselves in the technology and do proof-of-concepts with their customers. So we're going to continue to be focused on doing market research for them. Must of the marketing material that we're bringing out on these transformational campaigns, the partners can benefit and leverage the research that we've done with companies like ESG and IDC and Forbes to really substantiate and build assessments and use cases for business outcomes with their customers. >> Yeah. Cheryl, we've watched since the acquisition, Dell has been very, you know, focused on, "How do we merge these companies? "How do we put this Channel program together?" Would you say are we at kind of a 1.5 version of that now? How when you would talk to the channel, how much more change did they expect kind of throughout the year? And there's always feedback and learning, of course, but (mumbles). >> Well, we're moving fast, but we're also genuinely committed to predictability and consistency with our partners. So one piece of pretty honest feedback we receive is don't change it all the time, right? Don't change it frequently. And we couldn't be more delighted with the success we've had in our inaugural year. I mean, when you just look at the fact that we unified and brought the program together, the success we're both enjoying, it's not completely broken. So we want to make sure that we can make refinements, we can adapt and be responsive to some of these new technologies and new transformations without really being disruptive and have wholesale change. So you'll see us really listen and continue to take feedback from our partners, but frankly, we feel like we're winning right now, and we want to continue to just try and earn it and keep goin' fast. >> The word that comes to mind in summary is symbiosis. >> Yes, yes. >> Thank you, Cheryl, so much for comin' by, >> Absolutely. and congratulations on growing the partner community this year and having over 800 meetings. Wow, that's a lot! >> I know. >> We're busy. Thank you! >> You are busy, thanks so much. We want to thank you for watchin' theCUBE. We are live in Los Vegas, day two of Dell Technologies World. I'm Lisa Martin with Stu Miniman! We'll be right back after a short break. (upbeat music)