>> Welcome back to theCube's coverage of PagerDuty Summit 22. Lisa Martin with you here on the ground. I've got one of our alumni back with me. Sean Scott joins me, the Chief Product Officer at PagerDuty. It's great to have you here in person. >> Super great to be here in person. >> Isn't it nice? >> Quite a change, quite a change. >> It is a change. We were talking before we went live about it. That's that readjustment to actually being with another human, but it's a good readjustment to have >> Awesome readjustment. I've been traveling more and more in the past few weeks and just speaking the offices, seeing the people the energy we get is the smiles, it's amazing. So it's so much better than just sitting at your home and. >> Oh, I couldn't agree more. For me it's the energy and the CEO of DocuSign talked about that with Jennifer during her fireside chat this morning, but yes, finally, someone like me who doesn't like working from home but as one of the things that you talked about in your keynote this morning was the ways traditionally that we've been working are no longer working. Talk to me about the future of work. What does it look like from PagerDuty's lens? >> Sure. So there's a few things. If we just take a step back and think about, what your day looks like from all the different slacks, chats, emails, you have your dashboards, you have more slacks coming in, you have more emails coming in, more chat and so just when you start the day off, you think you know what you're doing and then it kind of blows up out of the gate and so what we're all about is really trying to revolutionize operations so how do you help make sense of all the chaos that's happening and how do you make it simpler so you can get back to doing the more meaningful work and leave the tedium to the machines and just automate. >> That would be critical. One of the things that such an interesting dynamic two years that we've had obviously here we are in San Francisco with virtual event this year but there's so many problems out there that customer landscape's dealing with the great resignation. The data deluge, there's just data coming in everywhere and we have this expectation when we're on the consumer side, that we're going to be that a business will know us and have enough context to make us that the next best offer that actually makes sense but now what we're seeing is like the great resignation and the data overload is really creating for many organizations, this operational complexity that's now a problem really amorphously across the organization. It's no longer something that the back office has to deal with or just the front office, it's really across. >> Yeah, that's right. So you think about just the customer's experience, their expectations are higher than ever. I think there's been a lot of great consumer products that have taught the world, what good looks like, and I came from a consumer background and we measured the customer experience in milliseconds and so customers talking about minutes or hours of outages, customers are thinking in milliseconds so that's the disconnect and so, you have to be focused at that level and have everybody in your organization focused, thinking about milliseconds of customer experience, not seconds, minutes, hours, if that's where you're at, then you're losing customers. And then you think about, you mentioned the great resignation. Well, what does that mean for a given team or organization? That means lost institutional knowledge. So if you have the experts and they leave now, who's the experts? And do you have the processes and the tools and the runbooks to make sure that nothing falls on the ground? Probably not. Most of the people that we talk to, they're trying to figure it out as they go and they're getting better but there's a lot of institutional knowledge that goes out the door when people leave. And so part of our solution is also around our runbook automation and our process automation and some of our announcements today really help address that problem to keep the business running, keep the operations running, keep everything kind of moving and the customers happy ultimately and keep your business going where it needs to go. >> That customer experience is critical for organizations in every industry these days because we don't to your point. We'll tolerate milliseconds, but that's about it. Talk to me about you did this great keynote this morning that I had a chance to watch and you talked about how PagerDuty is revolutionizing operations and I thought, I want you to be able to break that down for this audience who may not have heard that. What are those four tenants or revolutionizing operations that PagerDuty is delivering to ORGS? >> Sure, so it starts with the data. So you mentioned the data deluge that's happening to everybody, right? And so we actually do, we integrate with over 650 systems to bring all that data in, so if you have an API or webhook, you can actually integrate with PagerDuty and push this data into PagerDuty and so that's where it starts, all these integrations and it's everything from a develop perspective, your CI/CD pipelines, your code repositories, from IT we have those systems are instrumented as well, even marketing, more tech stacks we can actually instrument and pull data in. The next step is now we have all this data, how do we make sense of it? So, we think we have machine learning algorithms that really help you focus your attention and kind of point you to the really relevant work, part of that is also noise suppression. So, our algorithms can suppress noise about 98% of the noise can just be eliminated and that helps you really focus where you need to spend your time 'cause if you think about human time and attention, it's pretty expensive and it's probably one of your company's most precious resources is that human time and so you want the humans doing the really meaningful work. Next step is automation, which is okay. We want the humans doing the special work, so what's the TDM? What's the toil that we can get rid of and push that to the machines 'cause machines are really good at doing very easy, repetitive task and there's a lot of them that we do day in, day out. The next step is just orchestrating the work and putting, getting everybody in the organization on the same page and that's where this morning I talked about our customer service operations product into the customer service is on the front lines and they're often getting signals from actual customers that nobody else in the organization may not even be aware of it yet So, I was running a system before and all our metrics are good and you get a customer feedback saying, "This isn't working for me," and you go look at the metrics and your dashboards and all looks good and then you go back and talk to the customer some more and they're like, "No, it's still not working," and you go back to your data, you're back to your dashboards, back to your metrics and sure enough, we had an instrumentation issue but the customer was giving us that feedback and so customer service is really on the front lines and they're often the kind of the unsung heroes for your customers but they're actually really helping and make sure that everything, the right signals are coming to the dev team, to the owners that own it and even in the case when you think you have everything instrumented, you may be missing something and that's where they can really help but our customer service operations product really helps bring everybody on the same page and then as the development teams and the IT teams and the SRA has pushed information back to customer service, then they're equipped, empowered to go tell the customer, "Okay, we know about the issue. Thank you." We should have it up in the next 30 minutes or whatever it is, five minutes, hopefully it's faster than longer, but they can inform the customer so to help that customer experience as opposed to the customer saying, "Oh, I'm just going to go shop somewhere else," or "I'm going to go buy somewhere else or do something else." And the last part is really around, how do we really enable our customers with the best practices? So those million users, the 21,000 companies in organizations we're working with, we've learned a lot around what good looks like. And so we've really embedded that back into our product in terms of our service standards which is really helps SRES and developers set quality standards for how services should be implemented at their company and then they can actually monitor and track across all their teams, what's the quality of the services and this team against different teams in their organization and really raise the quality of the overall system. >> So for businesses and like I mentioned, DocuSign was on this morning, I know some great brand customers that you guys have. I've seen on the website, Peloton Slack, a couple that popped out to me. When you're able to work with a customer to help them revolutionize operations, what are some of the business impacts? 'Cause some of the things that jump out to me would be like reduction in churn, retention rate or some of those things that are really overall impactful to the revenue of a business. >> Absolutely. And so there's a couple different parts of it. One is, all the work what PagerDuty is known for is orchestrating the work for a service outage or a website outage and so that's actually easy to measure 'cause you can measure your revenue that's coming in or missed revenue and how much we've shortened that. So that's the, I guess that's our kind of the history and our legacy but now we've moved into a lot of the cost side as well. So, helping customers really understand from an outage perspective where to focus our time as opposed to just orchestrating the work. Well now, we can say, we think we have a new feature we launched last year called Probable Origin. So when you have an outage, we can actually narrow in where we think the outage and just give you a few clues of this looks anomalous, for example. So let's start here. So that still focus on the top line and then from an automation perspective, there's lots and lots of just toil and noise that people are dealing with on a day in, day out basis and then some of it's easy work, some of it's harder work. One of the ones I really like is our automated diagnostics. So, if you have an incident, one of the first things you have to do is you have to go gather telemetry of what's actually happening on the servers, to say, is the CPU look good? Does the memory look good? Does the disc look good? Does the network look good? And that's all perfect work for automation. And so we can run our automated diagnostics and have all that data pumped directly into the incident so when the responder engages, it's all right there waiting for them and they don't have to go do all that basic task of getting data, cutting and pasting into the incident or if you're using one of those old ticketing systems, cutting and pacing into a a tickety system, it's all right there waiting for you. And that's on average 15 minutes during an outage of time that's saved. And the nice thing about that is that can all be kicked off at time zero so you can actually call from our event orchestration product, you can call directly into automation actions right there when that event first comes in. So you think about, there's a warning for a CPU and instantly it kicks off this diagnostics and then within seconds or even minutes, it's in the incident waiting for you to take action. >> One of the things that you also shared this morning that I loved was one of the stats around customer sale point that they had 60 different alerts coming in and PagerDuty was able to reduce that to one alert. So, 60 X reduction in alerts, getting rid of a lot of noise allowing them to focus on really those probably key high escalations that are going to make the biggest impact to their customers and to their business. >> That's right. You think about, you have a high severity incident like they actually had a database failure and so, when you're in the heat of the moment and you start getting these alerts, you're trying to figure out, is that one incident? Is it 10 incidents? Is it a hundred incidents that I'm having to deal with? And you probably have a good feeling like there's, I know it's probably this thing but you're not quite sure and so, with our machine learning we're able to eliminate a lot of the noise and in this case it was, going from 60 alerts down to one, just to let you know, this is the actual incident, but then also to focus your attention on where we think may be the cause and you think about all the different teams that historically have been had to pull in for a large scale incident. We can quickly narrow into the root cause and just get the right people involved. So we don't have these conference bridges of a hundred people on which you hear about. When these large cottages happen that everyone's on a call across the entire company and it's not just the dev teams and IT teams, you have PR, you have legal, you have everybody's involved in these. And so the more that we can workshop their work and get smarter about using machine learning, some of these other technologies then the more efficient it is for our customers and ultimately the better it is for their customers. >> Right and hopefully, PR, HR, legal doesn't have to be some of those incident response leaders that right now we're seeing across the organization. >> Exactly. Exactly. >> So when you're talking with customers and some of the things that you announced, you mentioned automated actions, incident workflows, what are you hearing from the voice of the customer as the chief product officer and what influence did that have in terms of this year's vision for the PagerDuty Summit? >> Sure. We listen to our customers all the time. It's one of our leadership principles and really trying to hear their feedback and it was interesting. I got sent some of the chat threads during the keynote afterwards, and there's a lot of excitement about the products we announced. So the first one is incident workflows, and this is really, it's a no code workflow based on or a recent acquisition of a company called Catalytic and what it does is it's, you can think of as kind of our next generation of response plays so you can actually go in and and build a workflow using no code tooling to say, when this incident happens or this type of incident happens, here's what that process looks like and so back to your original comment around the great resignation that loss institutional knowledge, well now, you're building all this into your processes through your incident response. And so, I think the incident workflows, if you want to create a incident specific slack channel or an incident specific zoom bridge, or even just in status updates, all that is right there for you and you can use our out of the box orchestrations or you can define your own 'cause we have back to the, our customer list, we have some of the biggest companies in the world, as customers and we have a very opinionated product and so if you're new to the whole DevOps and full service ownership, we help you through that. But then, a lot of our companies are evolving along that continuum, the operational maturity model continuum. And at the other end, we have customers that say "This is great, but we want to extend it. We want to like call this person or send this or update this system here." And so that's where the incident workflows is really powerful and it lets our customers just tailor it to their processes and really extend it for them. >> And that's GA later this year? >> Later this year, yes, we'll start ING probably the next few months and then GA later this year. >> Got it. Last question, as we're almost out of time here, what are some of the things that as you talk to customers day in and day out, as you see you saw the chats from this morning's live keynote, the excitement, the trust that PagerDuty is building with its customers, its partners, et cetera, What excites you about the future? >> So it's really why I came to PagerDuty. I've been here about a year and a half now, but revolutionizing operations, that's a big statement and I think we need it. I think Jennifer said in her keynote today, work is broken and I think our data, we surveyed our customers earlier this year and 42% of the respondents were working more hours in 2021 compared to 2020. And I don't think anyone goes home and if I could only work more hours, I think there's some and if I could only do more of this like TDM, the TDM, more toils, if I could only do more of that, I think life would be so good. We don't hear that. We don't hear that a lot. We hear about there's a lot of noise. We have a massive attrition that every company does. That's the type of feedback that we get and so we're really, that's what gets me excited about, the tools that we're building that and especially when I think just seeing the chat even this morning about some of the announcements, it shows we've been listening and it shows the excitement in our customers when they're, lots of I'm going to use this tool, that tool, I can just use PagerDuty which is awesome. >> The momentum is clear and it's palpable and I love being a part of that. Thank you so much Sean for joining me on theCube this afternoon, talking about what's new, what's exciting and how you guys are fixing work that's broken that validated me thinking the work was broken so thank you. >> Happy to be here and thanks for having me. >> My pleasure. For Sean Scott. I'm Lisa Martin, you're watching theCube's coverage of PagerDuty Summit 22 on the ground from the San Francisco. (soft music)