(upbeat music) >> Hey everyone. Welcome to theCUBE's coverage of PagerDuty Summit '22. I'm Lisa Martin. I'm here with one of our alumni. Jonathan Rendy joins me, the SVP of products at PagerDuty. Jonathan, great to have you on the program. >> It's wonderful to be here. Thank you, Lisa. >> Lisa: It's great to be back at PagerDuty Summit. So much news this morning. So much buzz and excitement. Talk to me about some of the things that you're most excited about as we are in such a massively different work environment these days. >> Yeah, so much has been going on and we've been innovating in so many areas. I think you heard in the keynote this morning, automation is such a foundational part of PagerDuty now, and that comes to us via the Rundeck acquisition from a couple of years ago. And we've also extended PagerDuty to new audiences. So we've been a big part of the back office for a long time with SREs and developers and ITOps, and we've really come to realize that the front office is so important, and one of the leading departments there that we can make an impact and extend into with our solution is customer service. >> Lisa: Customer service is absolutely critical these days as we all know. One of the things that was in very short supply the last couple of years is patience. Patience when you're a consumer, patience when you're a business person. And so the voice of the customer, being able to get things escalated quickly and resolved quickly, to those customer service folks is critical for any organization. Without that, people easily go to Twitter or Reddit and escalate problems publicly, and suddenly that becomes a brand reputation problem for the organization. >> Yeah, you're spot on. I mean expectations are at an all time high. People's tolerance is at an all time low. And that gets translated, I always think, to the front door of the organization when there is something that doesn't go right, and that's typically the poor customer service agents who have to deal with that kind of feedback and open up cases and deal with it. And, you know, unfortunately they're not armed a lot of times with the information that could help them not only be better reactive but be better proactive and have information to actually turn what could be a bad experience into a really good one. >> Lisa: You mentioned something really interesting. Jonathan had a great fireside chat this morning that I was able to watch. And you said it takes, for every negative experience that a customer or consumer has, it takes seven additional positive experiences to turn them back around. And I thought, wow, do we even have the patience or the tolerance to your point, to give a business seven more options to turn our experience around? >> Yeah, it's tough. And it's very, very hard for a lot of organizations and nobody's exempt from it. The connection between the front office and the back office, there is no real gold standard for that. And so, is there a path forward? Is there a way forward? We believe there is and we believe there's a way to help, but teams really need to focus on getting information to those folks so that these very negative kind of situations can become a customer satisfaction, can become something where a customer feels like, "Wow, I didn't expect that." There was another statistic that we heard about the other day, which is, you know, greater than 50% of issues are often identified from customers, not from the monitoring products. So, you know, whether it's 50, or 40, or 30, it doesn't really matter. The customer is a signal and it's so important to be attentive to that signal. >> Lisa: What are some, well... you'd rather have that found out before the customer even notices. Talk to me about some of the things that PagerDuty just announced that are going to help not just the front office, back office kind of blurred lines there, but also to ensure that the incident response is smarter, it's faster, and it's being able to detect things before the customer even notices. >> Yeah, so the trick, the $64,000 question, however you want to phrase it or characterize it, is all about getting teams ahead of problems. And while I think it's unrealistic to ever, like every single customer, get ahead of any issue that any customer could see, it's so important that the first customer that comes in with an issue becomes near to the last customer that comes in with an issue, meaning that one, everybody knows about that and they know how it's related to existing issues. That's important so that other customers can be preemptively explained, but then given what PagerDuty's always done, sometimes we know about issues on the back end that may be impacting customers that they don't know about yet. So a shopping cart may not be working correctly, but before somebody hits it, if the customer service team knows about that right away, they can proactively get ready for communication to their customers to let them know, "Hey, there might be an issue here. We know about it, we're working on it. Please stay tuned", or direct them to something else that can help them. >> I can imagine that goes a long way to CSAT scores NPS scores, brand reputation, reducing churn. >> Jonathan: Oh, big time, big time, whether it's CSAT or NPS, you know, everybody is familiar on that big shopping day of the year, of getting that big sale, going to, wanting to order that, and then either not being able to complete the order or having to wait too long for it to be delivered. And then you end up having to go to a brick and mortar outlet to buy it there anyway. So there's so many opportunities and those situations will happen, outages will occur, it's just a matter of when. Those can be avoided in those bad situations via the use of other discounts, coupons, other customer satisfaction areas. You can turn those bad experiences into really good ones. >> Definitely. And I think we all have that expectation that that's going to happen, when outages do happen, 'cause to your point, those are the things that it's not, "Is it going to happen?" It's when, and how quickly can we recover from that so we minimize the impact on everybody else? Couple of the things that you announced this morning, Incident Objects and Service Cloud, talk to me about what that is. It looks like a deeper partnership integration with Salesforce. What are some of the benefits that your customers can expect? >> Jonathan: Yeah, so we have several partners in the front office, and one of the biggest known to the world is Salesforce. And so we've been working with the Service Cloud team there for going on a couple of years now, better integrating our platform into what they're doing. And we've actually built an app that runs inside of Service Cloud. So a customer service agent doesn't need to swivel chair around and look at other products in order to understand what's going on in the back office, it's all built into their experience. That's one, number one. Number two, we've upped that relationship and invested more where Service Cloud, Salesforce has come out with a new incident capability. And so we're integrating directly to that so we can sync up with that system of record from PagerDuty. So wherever the issues are found, whether it's in distributed DevOps teams, or whether it's in a central team, or whether it's a case agent working on the front end, everything will be kept in sync. So we're really excited about that bidirectional integration >> That bidirectional sync is critical. We have, you know, one of the biggest challenges, we've been talking about it since we were back at HP days back in the day, Jonathan, silos, right? That's one of the biggest challenges, is there's still silos between teams and systems, which impacts, you know, time to identify an incident, time to repair that incident, and then of course let alone repair the relationship with the customer on the other end. >> Jonathan: Yeah, yeah, and there's some great examples, working with our own customers, that we run into where when we can make that golden connection between the front office and the back office and sync up customer cases with incidents, magic starts to happen. So we've seen situations where the back office team working on an incident doesn't realize that the issue is customer impacting. They don't realize that there were three, and then four, and then five case tickets opened up, that it's really impacting customers. And when they see that rise in customer impact, they change the priority. They get other people involved. The urgency changes on that issue. Imagine working in a world where that visibility doesn't exist, people continue to work at their own pace and who suffers? The customer, the customer experience. >> Lisa: Without that visibility, so much can suffer. And quickly, we also have this expectation, I mentioned one of the things that was in short supply in the pandemic as patience and tolerance, but another thing is we expect things in real time, realtime access to data, realtime access to the customer, to a product or service, is no longer a nice to have, it is business critical for organizations in every industry. >> Yeah. Yep. And you know, customer service is such a obviously service-centered activity, that it can be, you know, death by a thousand paper cuts to a customer experience. And to the point that you're raising, nobody likes to contact finally someone as an agent, and then get passed to another agent, who gets passed to another agent, and have to repeat the problem that you're having so many times. What if we could capture all that context together. What if we could empower that agent to be able to manage that case from beginning to end more effectively? Like what would the reflection be on the customers who are calling in? They would feel taken care of. They would feel like they were heard. They wouldn't feel ignored, so to speak. So all of that is a part of our solution that we're partnering not only with Salesforce, but also with Zendesk and others to deliver. >> Talk about the automation in CS Ops and some of the main benefits. Obviously, you mentioned this a minute ago, but the ability to empower those agents to have that context is night and day compared to, you know, the solutions from back in the day. >> Jonathan: Yeah. Automation is so fundamental and foundational to everything we do at PagerDuty and if you look at all the audiences that make use of PagerDuty today, whether it's developers, whether it's IT operations and now customer service agents, it's no surprise that, you know, everyone has to do more with less, everyone's working in a more siloed, disconnected manner. So the amount of potential toil, potential manual steps, having to open up a system to get the status of something and then pivot over to my other system, or do research, or ask a customer multiple times when it could automatically be captured what their problem is, what the environment is, and all that information from an agent could be automatically inserted into the case. How valuable is that? Not only for the case, but then the teams on the back end, that helps them diagnose and fix those problems. So the amount of automation that we've built and now just announced and made available as a part of Customer Service Ops just like in DevOps with our automation actions, really important to automating some of those manual toil steps for those agents where, again, 50, 60% of their time is spent doing manual activities. We can get rid of that. We can empower them to do more, to do more with less. >> To do more with less and do more faster and it makes such a huge difference there. Talk a little bit about the DevOps-CS Ops relationship. You know, one of the things that's kind of ironic is here we are in 2022, we have so many tools to collaborate and connect, yet there's still so many silos, and that can either break trust between a customer and a vendor or a solution provider, or it can really facilitate trust. And that was a big theme of the keynote this morning is that trust. But talk about the trust that is you, PagerDuty, really thinks essential between the DevOps folks and the CS Ops folks. >> Yeah. It's critical, as I kind of mentioned before, there really isn't a golden path, a golden connection, a standard that's been set between CS, the customer service organizations and the back office. And how I like to characterize it and what I've seen over the years working with customers is frequently it's almost like when I was a little kid I lived nearby a semi-pro baseball team and I could never get tickets and I would ride my bike to the back of the fence and I would look at the game through a little knot hole in the fence and I'd be like, "Man that would be so great to be in there" Well, that's essentially customer service, sitting there looking at the game happening, constantly trying to interrupt the teams and saying, "Hey, what about us?" And so, by making that a seamless connection, by making customer service a part of the solution, a part of the team in a non impactful, intrusive way, everybody gets what they need, no one's interrupted, and now those customer service agents, they're sitting in the stands. They're not looking through the little knot hole at the back of the center field. >> Lisa: Well you got to tell us, did you ever get tickets? Can you go to pro games now? >> No. No. >> Aww >> Still waiting. >> Oh man. Talk to me, last question here, I asked you before we started filming if you had a crystal ball or a Magic 8-Ball, so next time at least bring me a Magic 8-Ball. What are some of the predictions that you have as you see where we are in... now half of calendar '22 almost gone, the announcements coming from PagerDuty today, this synergy is between PagerDuty, its, what, 21,000 plus customers, your partners, What are some of the things that you're excited about that are coming? >> Jonathan: So a couple things. One is I really think the first example, we talk about the Operations Cloud, what PagerDuty is. And to me, what it really is, is it's not just the DevOps audiences and the ITOps and the SRE teams in the back offices that have to deal with interrupted realtime work, but it's other parts of the organization as well that have to get proactive versus reactive. And the first of those, the first step that kind of personifies the Operations Cloud outside of that back office is customer service. But there will be more, there will be more, whether it's security or other teams. So it's the audiences that can participate and engage in realtime work, that's one. And then I think in the area of customer service and Customer Service Operations, where we are, what we've been doing and what we've been so focused on is making sure that those agents can start to get proactive and start to get to the next step. But wouldn't it be amazing if we could help them, proactively, in a targeted way, talk to their customers and provide that as an automated part of the process. Today that's very manual, so we can empower them with information, but a lot of their communication with their customers is manual. What if we could automate that? And that's our plans, and that's what I'm really excited about doing. >> Can you imagine the trust built between an empowered, proactive CS agent and a customer on the other end. The sky is the limit on that one. >> If I'm a platinum customer or I'm a silver customer, I'm paying for a certain level of customer service. How great would it be if based on the extra that I'm paying, I'm actually getting that service proactively and I'm hearing about issues long before I see them. That to me is building trust. >> Lisa: Absolutely. Jonathan, thank you so much for joining me on theCUBE today. Great to see you back in person. Great to hear some of the things coming down the road for PagerDuty, and we're excited to see your predictions come true. Thanks for your time. >> Likewise, Lisa. Thank you very much. >> My pleasure. For Jonathan Rendy. I'm Lisa Martin covering theCUBE on the ground at PagerDuty summit '22. Stick around, I'll be right back with my next guest. (upbeat music)

(upbeat music) >> Hey everyone. Welcome to theCUBE's coverage of PagerDuty Summit '22. I'm Lisa Martin. I'm here with one of our alumni. Jonathan Rendy joins me, the SVP of products at PagerDuty. Jonathan, great to have you on the program. >> It's wonderful to be here. Thank you, Lisa. >> Lisa: It's great to be back at PagerDuty Summit. So much news this morning. So much buzz and excitement. Talk to me about some of the things that you're most excited about as we are in such a massively different work environment these days. >> Yeah, so much has been going on and we've been innovating in so many areas. I think you heard in the keynote this morning, automation is such a foundational part of PagerDuty now, and that comes to us via the Rundeck acquisition from a couple of years ago. And we've also extended PagerDuty to new audiences. So we've been a big part of the back office for a long time with SREs and developers and ITOps, and we've really come to realize that the front office is so important, and one of the leading departments there that we can make an impact and extend into with our solution is customer service. >> Lisa: Customer service is absolutely critical these days as we all know. One of the things that was in very short supply the last couple of years is patience. Patience when you're a consumer, patience when you're a business person. And so the voice of the customer, being able to get things escalated quickly and resolved quickly, to those customer service folks is critical for any organization. Without that, people easily go to Twitter or Reddit and escalate problems publicly, and suddenly that becomes a brand reputation problem for the organization. >> Yeah, you're spot on. I mean expectations are at an all time high. People's tolerance is at an all time low. And that gets translated, I always think, to the front door of the organization when there is something that doesn't go right, and that's typically the poor customer service agents who have to deal with that kind of feedback and open up cases and deal with it. And, you know, unfortunately they're not armed a lot of times with the information that could help them not only be better reactive but be better proactive and have information to actually turn what could be a bad experience into a really good one. >> Lisa: You mentioned something really interesting. Jonathan had a great fireside chat this morning that I was able to watch. And you said it takes, for every negative experience that a customer or consumer has, it takes seven additional positive experiences to turn them back around. And I thought, wow, do we even have the patience or the tolerance to your point, to give a business seven more options to turn our experience around? >> Yeah, it's tough. And it's very, very hard for a lot of organizations and nobody's exempt from it. The connection between the front office and the back office, there is no real gold standard for that. And so, is there a path forward? Is there a way forward? We believe there is and we believe there's a way to help, but teams really need to focus on getting information to those folks so that these very negative kind of situations can become a customer satisfaction, can become something where a customer feels like, "Wow, I didn't expect that." There was another statistic that we heard about the other day, which is, you know, greater than 50% of issues are often identified from customers, not from the monitoring products. So, you know, whether it's 50, or 40, or 30, it doesn't really matter. The customer is a signal and it's so important to be attentive to that signal. >> Lisa: What are some, well... you'd rather have that found out before the customer even notices. Talk to me about some of the things that PagerDuty just announced that are going to help not just the front office, back office kind of blurred lines there, but also to ensure that the incident response is smarter, it's faster, and it's being able to detect things before the customer even notices. >> Yeah, so the trick, the $64,000 question, however you want to phrase it or characterize it, is all about getting teams ahead of problems. And while I think it's unrealistic to ever, like every single customer, get ahead of any issue that any customer could see, it's so important that the first customer that comes in with an issue becomes near to the last customer that comes in with an issue, meaning that one, everybody knows about that and they know how it's related to existing issues. That's important so that other customers can be preemptively explained, but then given what PagerDuty's always done, sometimes we know about issues on the back end that may be impacting customers that they don't know about yet. So a shopping cart may not be working correctly, but before somebody hits it, if the customer service team knows about that right away, they can proactively get ready for communication to their customers to let them know, "Hey, there might be an issue here. We know about it, we're working on it. Please stay tuned", or direct them to something else that can help them. >> I can imagine that goes a long way to CSAT scores NPS scores, brand reputation, reducing churn. >> Jonathan: Oh, big time, big time, whether it's CSAT or NPS, you know, everybody is familiar on that big shopping day of the year, of getting that big sale, going to, wanting to order that, and then either not being able to complete the order or having to wait too long for it to be delivered. And then you end up having to go to a brick and mortar outlet to buy it there anyway. So there's so many opportunities and those situations will happen, outages will occur, it's just a matter of when. Those can be avoided in those bad situations via the use of other discounts, coupons, other customer satisfaction areas. You can turn those bad experiences into really good ones. >> Definitely. And I think we all have that expectation that that's going to happen, when outages do happen, 'cause to your point, those are the things that it's not, "Is it going to happen?" It's when, and how quickly can we recover from that so we minimize the impact on everybody else? Couple of the things that you announced this morning, Incident Objects and Service Cloud, talk to me about what that is. It looks like a deeper partnership integration with Salesforce. What are some of the benefits that your customers can expect? >> Jonathan: Yeah, so we have several partners in the front office, and one of the biggest known to the world is Salesforce. And so we've been working with the Service Cloud team there for going on a couple of years now, better integrating our platform into what they're doing. And we've actually built an app that runs inside of Service Cloud. So a customer service agent doesn't need to swivel chair around and look at other products in order to understand what's going on in the back office, it's all built into their experience. That's one, number one. Number two, we've upped that relationship and invested more where Service Cloud, Salesforce has come out with a new incident capability. And so we're integrating directly to that so we can sync up with that system of record from PagerDuty. So wherever the issues are found, whether it's in distributed DevOps teams, or whether it's in a central team, or whether it's a case agent working on the front end, everything will be kept in sync. So we're really excited about that bidirectional integration >> That bidirectional sync is critical. We have, you know, one of the biggest challenges, we've been talking about it since we were back at HP days back in the day, Jonathan, silos, right? That's one of the biggest challenges, is there's still silos between teams and systems, which impacts, you know, time to identify an incident, time to repair that incident, and then of course let alone repair the relationship with the customer on the other end. >> Jonathan: Yeah, yeah, and there's some great examples, working with our own customers, that we run into where when we can make that golden connection between the front office and the back office and sync up customer cases with incidents, magic starts to happen. So we've seen situations where the back office team working on an incident doesn't realize that the issue is customer impacting. They don't realize that there were three, and then four, and then five case tickets opened up, that it's really impacting customers. And when they see that rise in customer impact, they change the priority. They get other people involved. The urgency changes on that issue. Imagine working in a world where that visibility doesn't exist, people continue to work at their own pace and who suffers? The customer, the customer experience. >> Lisa: Without that visibility, so much can suffer. And quickly, we also have this expectation, I mentioned one of the things that was in short supply in the pandemic as patience and tolerance, but another thing is we expect things in real time, realtime access to data, realtime access to the customer, to a product or service, is no longer a nice to have, it is business critical for organizations in every industry. >> Yeah. Yep. And you know, customer service is such a obviously service-centered activity, that it can be, you know, death by a thousand paper cuts to a customer experience. And to the point that you're raising, nobody likes to contact finally someone as an agent, and then get passed to another agent, who gets passed to another agent, and have to repeat the problem that you're having so many times. What if we could capture all that context together. What if we could empower that agent to be able to manage that case from beginning to end more effectively? Like what would the reflection be on the customers who are calling in? They would feel taken care of. They would feel like they were heard. They wouldn't feel ignored, so to speak. So all of that is a part of our solution that we're partnering not only with Salesforce, but also with Zendesk and others to deliver. >> Talk about the automation in CS Ops and some of the main benefits. Obviously, you mentioned this a minute ago, but the ability to empower those agents to have that context is night and day compared to, you know, the solutions from back in the day. >> Jonathan: Yeah. Automation is so fundamental and foundational to everything we do at PagerDuty and if you look at all the audiences that make use of PagerDuty today, whether it's developers, whether it's IT operations and now customer service agents, it's no surprise that, you know, everyone has to do more with less, everyone's working in a more siloed, disconnected manner. So the amount of potential toil, potential manual steps, having to open up a system to get the status of something and then pivot over to my other system, or do research, or ask a customer multiple times when it could automatically be captured what their problem is, what the environment is, and all that information from an agent could be automatically inserted into the case. How valuable is that? Not only for the case, but then the teams on the back end, that helps them diagnose and fix those problems. So the amount of automation that we've built and now just announced and made available as a part of Customer Service Ops just like in DevOps with our automation actions, really important to automating some of those manual toil steps for those agents where, again, 50, 60% of their time is spent doing manual activities. We can get rid of that. We can empower them to do more, to do more with less. >> To do more with less and do more faster and it makes such a huge difference there. Talk a little bit about the DevOps-CS Ops relationship. You know, one of the things that's kind of ironic is here we are in 2022, we have so many tools to collaborate and connect, yet there's still so many silos, and that can either break trust between a customer and a vendor or a solution provider, or it can really facilitate trust. And that was a big theme of the keynote this morning is that trust. But talk about the trust that is you, PagerDuty, really thinks essential between the DevOps folks and the CS Ops folks. >> Yeah. It's critical, as I kind of mentioned before, there really isn't a golden path, a golden connection, a standard that's been set between CS, the customer service organizations and the back office. And how I like to characterize it and what I've seen over the years working with customers is frequently it's almost like when I was a little kid I lived nearby a semi-pro baseball team and I could never get tickets and I would ride my bike to the back of the fence and I would look at the game through a little knot hole in the fence and I'd be like, "Man that would be so great to be in there" Well, that's essentially customer service, sitting there looking at the game happening, constantly trying to interrupt the teams and saying, "Hey, what about us?" And so, by making that a seamless connection, by making customer service a part of the solution, a part of the team in a non impactful, intrusive way, everybody gets what they need, no one's interrupted, and now those customer service agents, they're sitting in the stands. They're not looking through the little knot hole at the back of the center field. >> Lisa: Well you got to tell us, did you ever get tickets? Can you go to pro games now? >> No. No. >> Aww >> Still waiting. >> Oh man. Talk to me, last question here, I asked you before we started filming if you had a crystal ball or a Magic 8-Ball, so next time at least bring me a Magic 8-Ball. What are some of the predictions that you have as you see where we are in... now half of calendar '22 almost gone, the announcements coming from PagerDuty today, this synergy is between PagerDuty, its, what, 21,000 plus customers, your partners, What are some of the things that you're excited about that are coming? >> Jonathan: So a couple things. One is I really think the first example, we talk about the Operations Cloud, what PagerDuty is. And to me, what it really is, is it's not just the DevOps audiences and the ITOps and the SRE teams in the back offices that have to deal with interrupted realtime work, but it's other parts of the organization as well that have to get proactive versus reactive. And the first of those, the first step that kind of personifies the Operations Cloud outside of that back office is customer service. But there will be more, there will be more, whether it's security or other teams. So it's the audiences that can participate and engage in realtime work, that's one. And then I think in the area of customer service and Customer Service Operations, where we are, what we've been doing and what we've been so focused on is making sure that those agents can start to get proactive and start to get to the next step. But wouldn't it be amazing if we could help them, proactively, in a targeted way, talk to their customers and provide that as an automated part of the process. Today that's very manual, so we can empower them with information, but a lot of their communication with their customers is manual. What if we could automate that? And that's our plans, and that's what I'm really excited about doing. >> Can you imagine the trust built between an empowered, proactive CS agent and a customer on the other end. The sky is the limit on that one. >> If I'm a platinum customer or I'm a silver customer, I'm paying for a certain level of customer service. How great would it be if based on the extra that I'm paying, I'm actually getting that service proactively and I'm hearing about issues long before I see them. That to me is building trust. >> Lisa: Absolutely. Jonathan, thank you so much for joining me on theCUBE today. Great to see you back in person. Great to hear some of the things coming down the road for PagerDuty, and we're excited to see your predictions come true. Thanks for your time. >> Likewise, Lisa. Thank you very much. >> My pleasure. For Jonathan Rendy. I'm Lisa Martin covering theCUBE on the ground at PagerDuty summit '22. Stick around, I'll be right back with my next guest. (upbeat music)

(upbeat music) >> Welcome to theCUBE's coverage of PagerDuty Summit. I'm your host, Natalie Erlich for theCUBE. We're now joined by our guest Jonathan Rende. He is the SVP and General Manager of Products at PagerDuty. Thank you very much for joining the program today. >> That's a pleasure to be here. Thanks for having me, Natalie. Well, Summit 2021, an exciting time for PagerDuty. What are you looking forward to most? >> Well, finally, I'm looking forward to at some point, hopefully, not having to wear my mask in public anymore. I know that's the right thing to do still, and I am doing that, but it seems like things are starting to get back to normal. And because of that, what we're finding is a lot of our customers and clients business practices, especially in certain industries like the hospitality and entertainment, they're coming back as well, and to pre-COVID levels and their same level of usage and everything obviously, that got a little bit dampened during the pandemic. So I'm just looking forward to businesses normal and probably the biggest is talking to my colleagues in three dimensions in person versus two dimensions on a zoom. >> Right. Right. And yeah, I mean, it seems like, unfortunately, not this time we get to see each other in person. But looks like customer service is a big focus at the Summit. Why is it so important right now for companies to provide a seamless customer and digital experience? >> Well, we've learned a lot in the last 12 to 15 months. And one of those is that our historical audiences, developers, ITOps folks who have been on the front lines. And for the, a big part they've been distributed already. Customer service teams have always been on the front lines whenever there's a customer experience problem. And they're no longer working in the office across cubes being able to communicate they're remote now as well. And so with a couple of really interesting things have happened. One with the rise of digital services, the use, the demand on them, heck my own parents are now ordering groceries online, which they never did before. And with the increase with many of our clients and customers, the customer success organizations have to deliver a whole new level of customer experience for that digital experience versus just the brick and mortar in on-premise type of experience. And it's created a whole new set of needs around collaboration, communication. And we've seen that customer service teams are a critical component working with development and IT part of kind of like a three-legged stool that has to work together really well for great customer experience now in the digital age. >> Well, you mentioned this big push for digital and especially in light of the pandemic and what other ways did the pandemic impact customer service? >> So first, like maybe building on what I was just saying, just the collaboration aspect. Most customer service teams have historically that I get an opportunity to work with, they have to work for better, for worse in reactive mode. Cases get opened up, something isn't working, a customer is unhappy, there's a customer satisfaction issue, and so they're pulled in. And those individuals, they're lacking all the contexts that they need, and oftentimes, they're in a world where they have to pull in other individuals. And I think gone are the days where they can pass that customer case off to just another individual and then another individual and another individual, that's incredibly frustrating from a customer business experience. And so this notion of eliminating hand-offs and empowering that individual to be able to reach out to the people that they need and handle that case kind of from beginning to end and communicate directly bidirectionally with engineering teams when they're fixing an issue with electronic shopping cart, digital shopping cart, that's critical. They need to have that flow of information because they're a member of the team so that they can proactively communicate with their clients and give them updates of what's happening. >> Well, last year you announced a customer service solution. What are you announcing this week? >> So a couple of big things, we've recently just made available kind of like a complete in context experience or PagerDuty for customer service app for Zendesk and upcoming with Salesforce. It's really all about an agent, not having to switch out of their help desk, their contact center environment. They can get all the information they need in their world without having to move to other applications. They can instantly know if there's a really important issue in the back office with the systems, with the digital services that they need to be aware of. So we have a whole new set of PagerDuty for customer service products that we've made available. And then also a couple of different options for our customers and how they can consume that. We have a professional version and a business version. And really the difference between the two is if you want your customer service agents to really have full case ownership, to be able to be empowered to do everything, pull in the folks that they want to, they can do that in the business version of our package. >> How and why should DevOps and customer service work together in your opinion? >> So historically, I've always felt that in many times engineering teams will identify because of monitoring and many other technologies that they're using that they'll understand, that there is something that could be customer impacting and they'll work that diligently. Unfortunately, it's been more of a, kind of a stakeholder relationship only with customer service. Yes, they need to know about it. But what we've really worked towards is making sure that customer service is not just the stakeholder, they're an active participant because issues can be identified from customers on the front end or proactively by items issues that are identified in the back office. So being able to be right in the center of the customer world is super, super critical. >> And when you look at the next year and even the next five years, what are you most excited about? >> I think it's really empowering helping our customers, our community, customer service agents on the frontline do more, have more power at their fingertips. I know over and over again, I think, greater value is delivered to customers through those individuals that are contacted not always in the best of times. And there's some amazing statistics out there sets that it takes 10 good experiences to make up for a bad experience if you're a customer. So there's a big impact to this or if there's a particular pricing or product issue that a customer service issue is way more important, way more impactful, will lead somebody to use an alternative service versus the product itself or the pricing of it. It's the service element that's most important. Given all of that, when somebody does in their time of need have a customer service issue, when they do have a positive experience, three quarters of the time, they're super open to sharing that with others. And so if I look at some of that, again, what I'm excited about looking forward is how can we empower those agents to be able from cradle to grave. Take a case that comes in proactively communicate with their customers to provide a great experience to address some of those statistics. And we're really focused on automating that process. It's another truism is that, well, every business wants their customers to exponentially grow. You can't grow your customer service organization exponentially. You can't hire an infinite number of bodies. And so technology plays a really important role in that. And having PagerDuty for customer service as an integrated part of your Salesforce or your Zendesk or your fresh desk implementation will help those teams scale a little quality of life for those agents is important. And we believe that we can really help in that area. Minimize stress disruptions and help them provide better service to their customers. >> Yeah. Well, we touched on a lot of areas in terms of customer service, but another key feature of your role at PagerDuty is in product. So if you could outline some of the key products at PagerDuty and perhaps some insight on what you have in the pipeline. >> Yeah. So outside of just customer service, one of the huge parts of our community are those in ITOps and DevOps. And one of the areas of responsibility I have working with the team that I'm super proud of is what we're doing with what was recently announced last September, our Rundeck acquisitions. So we're announcing something called Runbook actions as a part of the PagerDuty platform. Think of it as a very simple, safe level of automation that every DevOps team can use to better address issues and kind of eliminate a lot of the toil and manual activities when they get pulled into a major event. And so we're releasing this new add on product, very excited about it. It's the first introduction of our Rundeck technology, new as a part of the integrated within the PagerDuty platform. So the reception we've gotten so far in early days has been tremendous and people are really excited, again, to eliminate toil, eliminate a lot of manual activities, allow them to fix items faster when seconds really matter. >> Terrific. Well, really, really appreciate your insights, Jonathan Rende, SVP and General Manager of Products at PagerDuty. Thanks very much for your insights. >> Thank you, Natalie. >> Terrific. And that's all for this session of the PagerDuty Summit. I'm your host Natalie Erlich. Thank you for watching.

>> Illustrator: From around the globe, it's the cube with digital coverage of PagerDuty summit 2020. Brought to you by pagerduty. >> Welcome to the cubes coverage of PagerDuty Summit 2020, the virtual edition. I'm Lisa Martin, and I'm pleased to welcome the Senior Vice President of Product for PagerDuty. Jonathan Rendy. Jonathan, welcome back to the cube. Thank you, Lisa. It's great to be here. So this is our virtual cube, virtual summit 2020. But one of the things that I know from talking with Jennifer yesterday 6is that this is the opportunity to reach way more people because there's, you know, no travel restrictions and budget and things like that. But one of the things that is quite impressive is that you're going to be in your keynote talking about a lot of changes and enhancements to the products the biggest release in pagerduty's History During COVID-19 really impressive. Talk to us about why this is such an exciting time. >> Well, it's it's exciting for a lot of reasons. And great to be here, although I'm getting so tired of working from home these days. But be that as it may, yeah, we we do have the biggest set of releases and investments and innovation that we're unleashing in the history of the company, which in these times is is no small feat. I want to thank all the teams have done a wonderful job. But we're using our summit event, as you know, to to talk about that to bring that out to discuss and we have some very high profile speakers coming. Joining us at the event. We have Andy Jassy, we have Eric Diwan, Stewart Butterfield and more. So it'll be a fantastic event, for executives and for practitioners alike. So sharing what we're doing new with all of this, these leaders joining us is going to be a great thing. >> One of the things that's become so critical in the last six months is digital services. And I think so many of us don't realize or don't think about the folks under, I don't want to say under the hood, but behind the scenes really, that are critical for you mentioned, the CEOs of AWS and zoom, and Slack, which are all essential. I mean, zoom is a household name, right? My mom even uses zoom, she's 75 that's pretty cool. But all of the criticality under the hood to ensure that these services continue because we're all now even more dependent on them than we ever have been before. >> Yeah, it's really interesting, I was thinking about this the other day, there were so many casual services that we all relied on, you know, pre March pre February, that now have become just mission critical and, and to everything that we do professionally and personally. And to your point, whether you're working out at home with, you know, your peloton, or whether you're in the two dimensional world with zoom all the time, we just expect all these services to be up and running and be available for us. And behind all those services that we expect to be there is a an amazing amount of complexity and dependencies. And behind all those complexity and dependencies our people and and that's a big part of what PagerDuty focuses on which is engaging people on the right issues at the right time. And of course, allowing them not just to be engaged but complete the work work, major issues, unexpected work, unplanned work, and complete all that in when moments and seconds and microseconds matters. So Pedro duty has a unique place in that whole ecosystem of what's considered crucial and critical now. >> We'll we've been hearing the term essential workers for since March right and thinking of them in a traditional sense of doctors and nurses and firemen and obviously grocery workers and, and deliver companies. But looking at it from pages through your lens, it's this the whole like digital frontline, the DevOps folks, the IT folks, the customer support folks who are really on the front lines of helping that brand be protected. Now it's, you know, the fact that everything is real time that now is now more important than ever is never been more important. So talk to us about sort of this switch to this digital default and what that means for operations. >> Yeah, as we were just saying, to your point, it's never been the services have never been more important and more essential to everything that we do. So it just makes perfect sense that all of the individuals who are responsible for building and delivering and supporting those services are essential. Now also and as a part of that we talk a lot about going from what everybody knows as DevOps to digital ops. And while it may sound like a marketing phrase, words matter, and it really means going from being responsive to being proactive and predictive. And that's so important for these individuals. To get ahead of this, we've seen super interesting data, when we look at our platform where there 13,000 customers of how life has changed for all of those customers and those half a million users of our platform today, pre COVID. And now that we're in the middle of this with, again, reflecting how important services are the increased use of those, and then the rise in issues. And what's the great news is that individuals and companies using the platform are actually getting better at addressing them than they were pre COVID. So with the bad news, there's, there's good news, too. >> I agree, there are always silver linings, I was looking at my notes here. And one of the things when PagerDuty evaluated your platform, and as we mentioned over 13,000 customers, during COVID, seeing an increase in traffic and demand for digital services, more than a 38% increase in incidence compared to the prior period. But you also talked about how the big impact that pager duty is helping your customers make and resolving those incidents faster. And I guess maybe sorting through the noise, and a better more automated way. >> Exactly. And a lot of it has to do with what we've been doing. And then another piece is our new releases. And so again, we've looked at our data to your point. And we've seen this over a third rise, in the number of issues, that organizations are running into across the board. And with our new releases, we're able to reduce interruptions by over 65%. So it's great news that again, with with the rising use and the rise in interruptions and people having to context switch from what they're doing to you know, firefight and jump in the middle one and collaborate across organizations that there's light on the horizon, the light at the end of the tunnel, I should say, and then things are going to get better. And our new releases are going to help in a big way. >> Okay, I'm assuming you have a crystal ball, which is great. So I'm going to be looking for some more predictions, but talking to your customers. And you know, I can imagine now there's more noise. You mentioned this switch from DevOps to digital ops and this now this digital default that I know, Jennifer has talked about, and it's this probably going to be one of the things that that shapes the winners and the losers of tomorrow in every industry. But tell me a little bit about how you're helping how you're using, you know, the traditional buzzwords, AI, machine learning, and putting them really effectively to work so that it's now not just a buzzword that companies in any industry should be thinking about, but it's actually machine learning is going to be critical to sorting through this increased volume of data and helping resolve incidents faster to not just, you know, prevent customer churn, but also to make sure that your folks on the digital front lines aren't burned out. >> Well, with the transition that we were talking about before, you know, everybody realizes that they have to be all in now, there's no, we're migrating to the cloud. And there's reasons for that, moving from on prem systems to to the public cloud, in many ways, we've seen that massively accelerate. And with that comes and how the systems are, have to be built and managed and delivered there, you see this increasing complexity. And going back to what we were talking before, individuals are behind all of that complexity. And so it's so important that in our new releases, we really up the bar, we've really raised the game, so to speak on what we're doing to take advantage of our data that we capture. And also this increase in information that's coming in, we refer to it a lot of times as telemetry when you, you know, start to refactor and rebuild your systems in the public cloud, and you have all those dependencies and you have more information, more data flowing to you, which can translate to more interruptions. And very easy, It's very easy for organizations and teams to get overwhelmed by that. And so our new releases, focus on making sense of that we talked about the reduction in interruptions and the reduction in noise. But we've also focused equally, on helping folks with context with information when something goes south, when something is different than what a team expected. How do you fix that once you engage the right people, they're so big part of our releases also been about applying machine learning to add context to speed up fixing and resolving and finding the root cause of these issues in a big way. And we do that through a number of different ways in our in our products, in our PagerDuty platform, event intelligence, and also our analytics, again, to draw these relationships around service dependencies and our analytics, we've included a recommendation engine. So now we can show organizations and teams predict. If you make these changes, you will see these improvements. And this will be your returns and using our data combined with the data that's coming in, That's a big part of what the PagerDuty platform is all about. >> well that analytics piece is, critical as as the machine learning because the volumes of data are getting bigger and bigger and bigger such that it can't be can't depend on just humans. There's something that I'm curious about, too, is with the rise in incidents, how can PagerDuty help customers kind of sort through the noise and maybe Park things that might be able to be resolved on their own without having to escalate? >> It's a great question. And we do it through a couple of ways. One, we've applied machine learning so many times when, when interruptions when issues alerts come in, and they can look different, but they're all related to the same thing. So we're applying machine learning to better group and intelligently organize and group all of those informations into the singular incidents that really matter that you really need to pull teams together on which is important. The next thing we're doing is we're using machine learning to say, Hmm, okay, it looks like these, these issues, these incidents are happening on different services that teams own. And what we're also using the machine learning to do now is to show the dependencies between those services. So we often see situations where you can have a couple of teams in your organization, working on issues that are delivered to them, not knowing that they're related. And in some ways they can be working against each other. So having information to know that one issue is upstream. And the other issue is downstream allows one team to step forward and the other team to step back. And we're using our machine learning for that, to give that additional context and help pinpoint where the issues are. So it's the most effective use of these teams when they come in, Nothing's more frustrating by the way than being interrupted, whether it's the middle of the day or the middle of the night, only to find out that either you're being unproductive or you didn't need to be there in the first place. >> Oh, absolutely, yes. And I'm seeing some stats that people are the folks on the digital front lines are working an average of 10 hours more a week. And so many more of those interruptions are happening and when you'd like to be off on the weekends and the middle of the night. But one of the things that that you took context, absolutely critical, but also collaboration, different teams that need to be to your point, are we working on the same thing, and we don't know, the collaboration now that work is distributed is even more critical than ever? What are some of the things that you're hearing from customers about what PagerDuty is doing to facilitate that collaboration so that things just run much more smoothly, and the demanding consumer on the other end is satisfied? >> Well, to your point, one of the most critical things, since we're talking about not just a technology issue, we're talking about a people issue is communication, and collaborating. And that is so important, not only in general, but in these moments that matter. And so one of the things we've done in the new platform is we're introducing industry firsts, video war rooms, with our partners and customers zoom, as well as Microsoft Teams. And so we're also updating our slack integrations as well. But as we live in this two dimensional world, those responders, those teams that have to come together to fix issues with the single click of a button, now they can participate in those issues, in a video sense, in a video war room, but not just engage in that way. We've also added the ability to manage the issue through zoom through Microsoft Teams as a part of PagerDuty. So individual don't need to context switch from one product to another, they can do everything they need to do from from that world. So a big part of that collaboration and communication is all about the in the moment, you know, teams working together in those forums. But there's another side of communication collaboration in these major events. That's critical as well. And that has to do with what I always think of as the ripple effect. There's there are the teams working the issues. And then there are all the teams adjacent to that, whether they're business stakeholders, whether they're customer service teams, that also need to take action. They may not be fixing the issue, but they have to engage and they have worked to do they have actions they need to take equally, that are different. And so for those other organizations, it's we've increased the scalability of our stakeholder notification into the 10s of thousands. So those folks can keep in touch in tight alignment to what's happening to an issue being fixed, which, again, in today's world, this effect, affects everyone in an organization, not just the teams tasked with addressing the problems. >> Right. And of course, the demanding consumer on the other end isn't considering the fact that the customer support person that they're talking to might not have access to everything they need. And it's critical. It's business critical for any type of organization to understand that, even their customer support folks, and I shouldn't say even those guys and girls are on the digital front lines. And brand reputation hangs on the data that they have the context that they have, and their ability to resolve a customer issue because we were more demanding as consumers before COVID. And now I think even more than other because we're dependent on it. We're dependent on zoom, or dependent on Slack, we're dependent on Amazon and AWS, and so many other digital services. And we don't get what we want as consumers, right, we're going to go I'm going to go find someone else who's going to be able to respond to this in in one second, because I'm only going to give it a half a second. So last question, Jonathan for you so much announced this PagerDuty Summit 2020, unique in that way unique in the virtual asset. But what are some of the things that you see on the horizon, say, the next six months, because I'm pretty sure you have a crystal ball, let's open that up. >> Well, I see a couple of things. And while I never said that I'm Nostradamus, I see a couple of things. And one is that there is a material, seismic shift towards full service ownership. and so teams, and this was happening before as a part of DevOps. But when I was talking previously about moving to digital Ops, we're seeing large organizations have major initiatives around this notion of the frontline teams have to be empowered to work directly on these issues. And we always call that this phrase, full service ownership, which means you build it, you ship it, you own it. And that's both for development and IT organizations. And I think you brought up a really interesting point before, in this trend that I see happening and only accelerating, it's happening because people want to innovate faster. And those individuals, those teams, whether you're, again, in Dev, it Ops, or even in customer service, it's important that you're empowered to do this to help in that innovation. So I see that as the first seismic shift. And actually, as a part of that. The other big part of our announcements is where we're at summit, announcing PagerDuty for customer service. It's a curated product, just for customer service teams, because they're part of that big triangle with Dev and IT teams that they need to be in the loop, they need to be empowered with the same types of tools, they need to be able to act as a, essentially an incident commander, they have cases that come in, and they need to be able to engage the right individuals to provide that customer service to what you were saying before. And they need to have a direct link to everything that's happening in Dev and it so they can be proactive and get ahead of customer cases also. So again, to your question of, like, what do I see? I think that shift is brought on by people being all in, you know, with with their, their cloud migrations and refactoring. And then full service ownership being something that empowering individuals on the front lines, democratizing, you know, decision making and empowering those teams. I see that as the biggest shift happening overall. >> Excellent, Jonathan, thanks for sharing what you are unpacking at summit 20 and the opportunities that had a lot of silver linings. We appreciate your time. >> Thank you, Lisa. It's been a pleasure being here. >> For Jonathan Randy. I'm Lisa Martin. You're watching the cube (upbeat music)

>> Announcer: From San Francisco, it's the Cube, covering PagerDuty Summit 2019. Brought to you by PagerDuty. >> Hey, welcome back everybody, Jeff Frick here with the Cube. We're at PagerDuty Summit in downtown San Francisco. It's about a thousand people, fourth year of the show, third year of the Cube this year, happy to be back. Ironically, (laughs) a couple weeks ago we were at Sumo Logic Illuminate down the road by the airport, and we're excited to have somebody from Sumo here to talk about how do these platforms work together. So, returning again is Jonathan Rende SVP products at PagerDuty and joining us is Bruno Kurtic. He is the founding VP of product strategy for Sumo Logic. Bruno great to see you, Jonathan welcome back. >> Thanks, for having us. >> All right so Bruno we were just at your show, now you got to take a little bit easier, probably quite not as many responsibilities. We'll talk a little bit about your relationship between the two companies cause from the outside looking in, looks like there's some redundancies, it looks like two platforms, it looks like where's my single pane of glass but in fact there's a real synergistic opportunity to work together. >> Good question, so they are two platforms but it's entirely synergistic. You know between the two technologies, PagerDuty and Sumo Logics, we sort of helped our customers who run mission critical products and services that serve their customers in fact, number one, get information from their systems and applications to understand what's happening in them and then leverage our two platforms to resolve those issues, make sure those applications are running, that their customers are happy, that they're delivering the services that they are there to deliver to them. >> And I know Jon you got a long list of great companies that you guys work for and you said it's a really key part of the company strategy. >> Yeah the ecosystem that we work with with one of our favorite partners, Sumo Logic, we use Sumo, we're a big customer of Sumo Logic as well and it's really important all of the telemetry, all the machine information that's coming in. Again the part that we play as in that is how do we orchestrate people to get work done when things go south? And how do we get the right people on and give them some information about what they're doing to help triage what they're doing. >> Right. >> So the two work together really, really well. >> So what are the themes at both keynotes? Ramin's keynote as well as Jennifer's is data. And the fact that you guys both have a giant proprietary data set about machine activity and people activity from running these businesses. I was teasing on Twitter an overnight sensation ten years in the making that you can leverage to deliver more value. So, as we look forward, data's been important but, right, now all the hot topic is machine learning and artificial intelligence. How are you now taking this next gen technology and applying it to these giant datasets to offer kind of proprietary insight to your customers. I'll start with you, Bruno. >> Sure, so there's a massive amount of data, right? It's growing at a rate of Moore's Law so there's more data than any human could cope with. And so our task at Sumo's is figuring out what is that data trying to communicate to you? So we spend a lot of effort on machine learning, pattern detection, advanced analytics, to help our customers sort through that massive amount of data to understand whether their services are available, whether they're performing, whether they're secure, whether they are compliant, and we boil that up into a set of insights that we then feed downstream or upstream in this case to PagerDuty to help those people who are responsible for those services do the work to make sure they're restored and working well. >> And I guess to compliment what Bruno is saying, one of the things that we're doing is we're also ingesting a lot data, a lot of machine data from monitoring products and from service desk products, other kind of sources of data because that also informs who needs to get engaged when a system goes down? And then what do they need to do in order to fix it? And so it's all context it's all data and how we can help narrow that down. We had a really interesting statistic this was earlier this year where we were looking at per responder how is this growth of interruptions and alerts, how is that trending? And now compared to just a couple of years ago it's about three times the amount of noise that's coming at them now per responder than three years ago. So, clearly the people on the end of this are getting overwhelmed if we don't do something intelligently (laughs) to make sense of it for them. >> Right. That's interesting cause it's really a lot false positives, (stammers) I don't know if that's the right characterization but certainly too much to prioritize and an overwhelming amount of data for a person to try to filter, so you're really trying to add that intelligence on the front end so hopefully the right problems are getting surfaced and not just this broad (laughs) base of false positives, or minor positives maybe. >> Yeah, it's funny you say false positives because one of the concepts that we have is there are you know, alerts and incidents that need to be managed, but then there are un-actionable alerts and incidents. Things that really shouldn't be bothering you. So you have to walk that fine line between what do you act on that you should take action on and what are the things you shouldn't take action on and kind of ignore? And so we use machine learning to do a lot of that work and filter out the bad noise and bring the important information in. >> Yeah, I wonder if you have any thoughts, Bruno, on how much of that filtration needs to happen (laughs) to kind of quiet down this tsunami that's coming over the transom. >> Well on our terms it's, you know, every one of our customers send us billions of records per day, literally billions. >> Jeff: Billions of records per day? >> Billions of records and so figuring out what matters amongst those billions of records is a hard job. There's a lot of false positives, false negatives that need to be sorted through, before it even gets handed up to the upstream technologies like PagerDuty, right? So, we spend a lot of time doing outlier detection, doing predictive analytics, doing sort of pattern detection, machine learning type of techniques to make sure that the stuff that gets bubbled up has as few false positives and as few false negatives as possible so that the insights that intelligent actions that need to be taken are most appropriate and can be prioritized and handled by a small team of people who own those actions. >> Right, it's funny you say billions and billions. I have a digitalization challenge, I keep throwing out to people and there's yet to be, I've yet to get a great response which has shown me a billion, a billion piece dataset in a visualization that I as a person can look at and comprehend what the heck is going on. Beyond something as simple as you know, half of them on this side and half of them on this side. I mean we're not wired for that way. We're not wired to be able to take in billions of data points. It's just not, it's just not going to happen. >> Just for that context we actually, we analyze a quadrillion records a day. So talk about billions and then you know many more orders of magnitude than that, it's, those are numbers that are hard to comprehend, right? We don't think in those numbers, right? It's really hard to humans to grasp. >> So, so how do we keep up? I mean, how do we keep up? I mean it's kind of a bigger problem, but you know as much as anybody kind of exponential growth of this data. We're barely getting into IOT and industrial IOT and sensors on everything at the house and on our clothes and our shoes. You scared about keeping up? Can we keep up? What do you, you know, kind of, how do you see this crazy trajectory on the data? We have to kind of gate it somehow? >> So from my perspective there is no sense in being scared of it, right? A digital business generates data, we all got data that can't run. So the task is to capture it, analyze it, to understand it and serve up intelligence from it, right? So our task is to keep pace with that growth and build resilient scalable systems with the analytics that are required to understand it, right and so you know we can't shy away from it, so whether we like it or not. >> Here it comes (laughs). >> It's not an easy task but we can't walk away. >> Right right, and then the other just crazy increasing complexity. No, thank you. (laughing) Is on your guy's side, really is the variety. I mean we used to talk about the old big data big three you know variety, and veracity and velocity. You know the interconnectivity of all these systems is also the thing that's growing so exponentially and so when something does break the ability to find what broke amongst this huge potential is really a hard and growing problem. >> Yeah, it is and that's why it's sitting in the middle of an ecosystem of a lot of different products that will give and send off to telemetry that we have to look at. It is really important. You know, it's almost as if the information that we're always looking for on the PagerDuty platform, it has to be items that really are actionable by a person which, you know, if you look at the information that is flowing into Sumo Logic, it's even in some ways very broad. And so it's a wider funnel, we have a narrower funnel of kind of information but they're both very complimentary at each other cause one is that humans need to act on in the moments and the other one is how do I analyze in a broader sense? >> Right. >> Even a bigger range of information so both are so critical as a part of that whole ecosystem. As I was saying, we personally use Sumo Logic as a big part of how do we actually triage actual incidents? We built tons of libraries in the Sumo Logic product so we can make sense of even a broader set of information flowing in from all of our logs in some of those critical moments. So yeah, it's great synergy. >> Good, good, well I'm glad you guys are working on this big data problem cause it's a big hairy one. >> Jon: And it just keeps getting bigger. >> And the customers only benefit right? >> Yeah. >> Well Bruno, Jonathan, thanks again for taking a few minutes. Congratulation on the collaboration. It looks like it's working pretty well. (mumbling in agreement) He's Bruno, he's Jonathan, I'm Jeff and you're watching the Cube. We're at PagerDuty Summit downtown San Francisco. Thanks for watching, we'll see you next time. (rhythmic synth music)

>>from San Francisco. It's the Q covering pager duty. Summit 2019. Brought to you by pager Duty. >>Hey, welcome back. You're ready, Jeff? Rick here with the Cube. We're downtown San Francisco at the historic Western St Francis. A pager. Duty summit. It's the fourth year pager duty Summit, 30 year for the Q. Being here, I think they've about outgrown the venue. So he looked forward to seeing where we go next year. But we're excited to have somebody is at a very busy day. A lot of product announcements leading a lot of this effort. He's Jonathan. Randy, this s V P. Of product for pager duty. Jonathan, great to see you. Thanks for having me. So, congratulations. A lot of Ah lot of product announcements today. >>This is our biggest unveiling of the year. >>What s so I don't want you to pick your favorite baby, but what are some of the highlights? That goddess here today? >>Yes, a couple of big things today and tomorrow, not just today. >>Uh, >>first, we're really focused on applying. It is the buzzword of the sense of the new Millennium machine learning, but we're applying it across our entire portfolio, and we're doing it in a good way, not in a creepy way. We're doing in a good way to help organizations make sense of all the data they're getting. Tell him what's happening and, more importantly, what they could do to get better. And so that's something that we call our intelligence Dashboards is part of our analytics products. That's one big one, right? Right. And as you probably know, being here, pager duty is all about helping teams to be more effective in the moments that matter. And one of the other big announcements we have is intelligent triage. And so what is it way See with There's a lot of great companies here, partners that we're working with and whenever they're working, major issues within their companies were seconds, matter or even microseconds. They could lose millions of dollars that work in real time. They'll find out that there's multiple teams working on the same problems on Lee for one team to find out that somebody's undoing some of things that they're doing. So we focused in a huge way on building context, the visibility so that the teams in see what other issues air related That's what we call intelligent triage. So nobody needs to do double work, >>right? It's funny on the on the A I right in machine learning because they are the hot, hot, hot buzzword. But what I don't think are the hot buzzards, which is where all the excitement is happening, is it's the applied A I it's not Aye aye, for a eyes sake. Or were great. Aye aye company with an aye aye widget that we want to sell you. It's really leveraging a I within your core application space, your core domain expertise to make your abs do better things. And that's really what you guys have embraced. >>Absolutely. It's way have to be so empathetic to our users. Are users carry an unbelievable burden. They are on the front lines when things go down. They have, you know, minutes, seconds to make right decisions, and there's a lot of responsibility with that. So we're using a I in applied way to help them make sense of being overloaded with information, focus them in on the things that can make the biggest positive impact right, So it is applied a I in its purest form and >>the other part I found interesting is really anak knowledge mint that it's not just the people that have to fix the problem that needs to know about the problem, but there's a much larger kind of ecosystem that ecosystem around. That problem, whether it's sales reps executive for certain, is a whole bunch of people that should know, need to know, have value, to know beyond just the really smart person that I've now put on fixing the >>problem. You're bringing up a great point, which is a lot of people know page of duty because of how we help technical teams, developers and office people fix these incidents. When they happen right when a site goes down or when something search isn't working correctly but getting work done. We're taking that in its broadest context. It's beyond technical responders. First we have to service them. They're our core audience. They're why we're here today. But that unit of work getting work done goes beyond them as you're saying. It goes to what we call business responders who I could be working in a customer service team and while that incident is happening, I need that information so that I can ready my communication in case somebody calls up the sports desk and opens up a ticket. I need to know what to tell him right when it's gonna be fixed and how we're addressing their problems. Or I could be the CFO, a stakeholder and just want to know what's the real revenue impact of this outage of this time? So whether I'm taking action or I just need to know these air people outside of the sphere of the technical team and their business responders and stakeholders and we're automating the flow of information all of them so that they don't interrupt the poor responders team so they can focus on their work, >>right? Yeah. Another concept that kind of clarified today is all of your guys partnerships. You know, you've listened on your integration page on the Web site. It's clear. Well, data dog sales for Zenda Sumo AWS service now last CNN, IBM Blue mix. I mean, it's they can't go through the whole list. It's a huge list, but I think confusion in the market or maybe clarification is helpful is, you know, kind of where to those systems play versus your system when that Everyone wants to be a system of record, right? Everybody wants to be the database that has all the all the information. And yet you figured out a way to take your capabilities and augment all these other platforms and really puts you in a nice play across a really wide range of a problem. Sets. >>Yeah, it's it's so core to who we are way like to think of our pager duty platform. I always refer to it as it's a central nervous system, and what does that really mean? We always say it's a central nervous system and pager duty is about people. So all of those vendors, all of those companies, they're all valued partners. Many of them are customers of pager duty as well. They use us to keep their service is up on the monitoring world. But what pager duty is always focused on is ensuring that people two people collaboration to get real work done based on the information coming from those folks. So a lot of those vendors out there they play such an invaluable part of the ecosystem. They let us know they provide all the telemetry in the information in the data way, make sense of it and then engage people Finish that work. So in a way, you know that central nervous system is taking all these impulses just like a really central nervous system. And we're engaging the right people to help them effectively get the right right, and we couldn't do it without them. So the famous 350 plus way couldn't do what we do without them, and they're all here today. You >>didn't think I was going to read the whole hunt 350 >>Hope. That would be a long way >>Hades in desk on. And I know that was part of the new customer service and has been getting, you know, kind of your value kind of closer to the actual customer transaction. It's always in support of the customer transactions. The website's down transaction close, but this actually has taken it to the next level toe. Have a direct contact to the person who's actually engaged with the client to give them or inside is what's going on as being resolved in these type thing with a two way communication pattern. >>Yeah, it's something I'm personally really excited about. Where customer of zendesk as well. So we use end us and they use pager duty. So we get a lot of feedback on what's working, what's not working, which informed us and what we were doing. But there's two big problems in the industry that I've seen over, you know, two plus decades, which is customer service and support teams. They're dealing also on the front lines. Having them communicate and get information from development teams isn't always easy. And so both of us are really interested in kind of breaking down the walls between those organizations. But doing so in a way that's not interrupting those teams when they're doing their work that they have, right, so one, that's what we wanted to accomplish. How can we share information seamlessly automatically? So both teams are in sync, but they're not pestering each other and then to that work that's being done on the development side, when something does go wrong in a devil apps world, now, the customer support agents, the service agents they can get ahead of those cases that are being opened up, so they're not in the dark. They're not being flooded by tons of cases being opened up and they don't know what to say. They ready their communications and push it out because they're insane. >>It's really you think pager duty and notifications were surrounded by all these dashboards and computer stuff, but you made a really instant comment. It's all about the people you guys commissioned. A study called I'm gonna read an unplanned work, the human impact of an always on world and really going after unplanned work. Now it's funny, because everyone always talks about unplanned maintenance and on scheduled maintenance and the impacts on aircraft and the impacts on power generation and aircraft. This is the first time I've ever heard anyone couch it as as unplanned, which is completely disruptive fours on people and their lives, not to mention their service workers. And, according to the study, 2/3 of her pissed off and not too happy the way things are going at work anyway, with what kind of was zenith of that. And that's a really great way to reframe this problem into something much more human. >>The genesis of this all came from the concept that a CZ you'll read a lot we say we're always on. Let's keep it that way. Let's help help everyone. Keep it that way. It's a mantra with pager duty, and it comes from again when I say Genesis, it comes from even within our platform way. Don't have me Windows. We are on 24 7 360 days a year way have to be up when other service's aren't because of that. Whenever we work with organizations or vendors that that we pay for. And they say we have a maintenance window like a maintenance window my partner in crime runs engineering team are meant for. He always says maintenance Windows air for cars, not SAS software like there are no maintenance windows. And what that means as a first step is, if that's the case, there's no maintenance windows you're always on. Then you have to answer this question of how much time are you really spending unplanned work interruptions, right? So we really started taking not the heart. We really started trying to figure out what is the percentage everybody's trying to innovate more. That's planned war, right? Is it? 10% is a 20%. Is it 50%? The best organizations we see our 20 to 25% is unplanned work. We'll >>need 25% for the best organization. >>Yeah, so means not. So best organizations are very different, right? And so way feel that we uniquely can help organizations get way better at cutting down that time so that they can innovate more, Right? They're not firefighting. They're actually innovating and growing their business right. That's a big part of how we help people in these organizations do their job better. >>God, that's before you get in contact. Switching and pressure and disruption and >>way found some amazing statistics in my prior life. Iran Engineering. And it was at a sauce company. And what I found was whenever customers, whenever my top engineers would be put on Call Way, didn't have pager duty at the time, and they would be on call and interrupted on consecutive nights in the middle of the night. First, I would typically hear about when somebody was burned out is when I would see a resignation letter on my desk or somebody way no, after two or three or four successive interruptions in someone's personal life that goes on where they feel they're not being productive. One, they aren't productive at work either, to they're a huge retention risk. So way have that kind of data. We can look at it, and we can help management and organizations help them. And their teams take better care of their teams so that, you know, they're they're being more humane, humane knots, not human off pain, All right. And how you deal with those most expensive precious resource is in your company, which are your people is really important >>when they walk out the door every night, you know? So you gotta take care of him. So they come back the next day. It is? Yes. All right, Jonathan, last question is you as we wait, we're not quite done with some yet, but as we come to the closest on her arm really busy year. The AIPO. You guys have done amazing things, but you kind of flipped the calendar. Look forward. What are some of your kind of priorities as we as >>we move forward? Yeah. So it's been a crazy year. A lot of change and a couple things going forward. One were big partners with Amazon in a W S S O were attending reinvent. That's a big event for the company, but also at this event. As I mentioned before, it's probably our biggest unveiling of new innovations and products for our entire 12,000 plus customers. So for us, it may seem like it's an end. It's really just the beginning, because all of these products and intelligent triage business response, intelligent dashboards, these products that are apart, his capabilities that are part of our analytics and events intelligence on the pager duty, platform way have to keep evolving This we have to keep kind of moving forward because the world is always on and we've got to keep it that way. >>What? Andre just had a great line in his keynote about being scared is the generator of wisdom. But here it is, right here. Fear is the beginning of wisdom. Not necessarily fear, but fear getting caught. Keep moving that we have ahead of the pack. All right, Jonathan, Thanks for taking a few minutes and congratulations. I'm sure tough getting all those new babies out this week, but what a great what a great job. Thank you so much. All right. Pleasure. He's Jonathan. I'm Jeff. You're watching the cube. Where? Pager duty Summit in San Francisco. Thanks for watching. We'll see you next time.

>> Narrator: From around the globe, it's The Cube, with digital coverage of PagerDuty summit 2020. Brought to you by PagerDuty. >> Welcome to the Cube's coverage of PagerDuty Summit 2020, the virtual edition. I'm Lisa Martin and I'm pleased to welcome back to the program Cube alumni, Jonathan Randy, the Senior Vice President of Product at PagerDuty. Jonathan, welcome back. >> Good to be here. Great to be here again, Lisa, thank you. >> Quite the week for you guys, just wrapping up the three day virtual event this year reaching thousands of folks. Lots of news coming out, as we even kind of talked about the other day announcements, you said this was the biggest product release in the company's history, which is amazing to achieve during a pandemic, but AIOps, integration with Microsoft Teams, customer service solution. And we've heard a lot about automation in the keynotes and of course, with respect to the acquisition of Rundeck. Give us a quick little 60 second kind of overview of some of the things that you announced this week at the summit. >> Oh, it's been busy, as you said, and it has been really the biggest set of investments that we've brought all together at one time in the history of the company and so kind of leading the list was everything we're doing around, the category of AIOps. And so there's been a focus on automation, there's been a focus on what we're doing around event intelligence, and many new enhancements and updates to that product that's a part of the PagerDuty platform. We've also applied machine learning to our analytics, which is great with a recommendation engine to help organizations mature and really understand where they are and then, as you mentioned, big announcements around communication and collaboration with zoom, and Microsoft Teams, and even a new product from PagerDuty built on our core platform called PagerDuty for customer service. So it's been incredibly busy. >> And I'm sure lots of great feedback from customers and partners across the globe. You know, one of the things that you and I have already talked about is in the last six months, this explosion and a number of incidents that your customers are having to deal with and how PagerDuty is helping them to respond to those a lot faster. We talked about automation a lot last week, but as we think about the folks on the digital front line, have to be empowered with the information should be able to respond immediately to a customer inquiry, or risk the customer churning, talk to me a little bit about how automation, is this really kind of the next essential for combating that digital stress that the frontline workers are facing? >> Yeah, so automation has always been important to PagerDuty, and there really a couple kinds of automation that are so important. The first of which, and this is what many people know PagerDuty for is what we always refer to as people orchestration, it is automation, but it's automating is really the identification of issues and then engaging responders, these frontline workers on the right issues at the right time to make the right decisions with the right information. And so that's been the type of automation PagerDuty has really been focused on and more recently, we've taken some baby steps in the area of machine automation. We've done some things with custom actions in our web hook technology that we've delivered, but really to address some of the issues that you're referring to for workers on the front lines. We've had integrations with Rundeck, runbook automation vendors before and we have several partners in this area that do what's referred to many times as machine learning, not people orchestration and automation but machine learning. And we really felt it was important to have a world class capability as a part of PagerDuty, because it's one thing to engage individuals. But then if they still have to undergo manual toil, manual work and resolving issues, and much of that can be automated with machine automation. It's just a perfect match and it should be something that I would expect if I was a customer of PagerDuty ultimately to have. >> So PagerDuty has been working with Rundeck for about a year now, so to talk to us about some of the things that you saw from the capabilities, compatibilities rather, perspective, that you guys thought this is going to be a phenomenal addition to what PagerDuty delivers and exceeding our customer expectations. >> Well, this acquisition and the coming together of Rundeck with PagerDuty, we're super excited about, it's the first really major acquisition that PagerDuty has done and it's an extension to PagerDuty in multiple ways and it's an extension to PagerDuty in the use cases. And that customers can use us, you know, with Rundeck and PagerDuty. It's an extension to, as I just mentioned, people orchestration automation with machine automation. It's an extension of value. There's no overlap anyway, anywhere. But it's also, there's a lot of synergies and the coming together of these two organizations in particular as you know working more closely with Rundeck now, is really about their culture. Their culture is very similar to PagerDuty. And more importantly, like, as I've gotten to know, many of their customers, many of their users and there are, we have some of the same customers in the enterprise and mid market, which is really exciting, is that, although many of them are in the ITOps area, and while we have customers in ITOps, as well as in development, they all refer to themselves, those customers have Rundeck today as DevOps. And so they're very much along the same philosophy, as, you know, empowering self service, being able to take action as somebody on the on the front lines, and being able to take that action, not just be notified of it, but complete that work. And so, that notion of, you know, ubiquitous use, self service, empowerment, that's very consistent in Rundeck's culture, and their customers as it is with PagerDuty and our customers and our culture. >> I know both companies are steeped in DevOps and digital transformation, but it's nice to hear about the cultural alignment, because it's a big thing. It's not just a big thing for the two companies coming together, but also for your customers to ensure not just a seamless transition, but they really get to unlock the value of what Rundeck is going to add to PagerDuty's technologies, right? >> Very much so, very much so. In talking to some of their customers, who are our customers as well, it's just been so clear that it's a very similar use in many ways, although it's a different product, meaning a small group will start to use Rundeck and then other teams in the organization see the value of that and it grows virally. PagerDuty works in much the same way. And their product can be used for a lot of different automation uses in an organization from automating a data processing ETL process to provisioning systems for internal development teams. But one use case that really brings us both together is the focus on the incident response process, the incident response lifecycle and that's where we really got excited. And I'm seeing this week that our customers, our mutual customers are excited. Also, this notion of being able to not only identify, but also engage the right teams, prevent issues from happening in the first place, and then automate the diagnosing and the resolving of these issues before then you learn from that. So it's better the next time. So those automation steps in there, the diagnosing, and the the resolution, it's such an important part of the incident process that our customers just need in these times when digital services are more important than ever. >> Right digital services are the new norm. So is Rundeck, sort of a piece that allows PagerDuty to automate 100% of the incident response lifecycle? >> Much more than ever before, yes. So again, I look at it as take people orchestration and automation, add machine automation, the ability to bring down and bring back up a service as a part of a Rundeck set of steps or jobs, like having that together in one solution really does automate all of the incident response and gives the ability to incident to automate more and more of that incident response process. You know, the other key thing too, I was thinking through the other, obviously, throughout this process, in the other day was the synergy between, not only our customers, but our communities. And I always think of communities as a little different than just customers and PagerDuty has a thriving, growing community around it, in addition to our paying customers. One of the things that's in common with Rundeck is they have the same thing. They are an open source product with an enterprise product on top and it's a open source community of 60,000 DevOps professionals that we're bringing together with the PagerDuty community. So very excited about that synergy as well. >> Tell me a little bit about some of the feedback that you've heard from that community as these announcements including Rundeck have been made and this real obvious pivot towards automation. What are some of the things that you've heard that pleased you? >> Yeah, a couple things. From the community, from the customers, from internal teams, both on the Rundeck side of the house and on the PagerDuty side of the house. Sometimes it's just when things are, it's a good match, you don't have to explain it that much. People just see the natural synergy in it, you don't have to spend a lot of time explaining why machine automation and runbook automation is such a natural hand-in glove fit with PagerDuty and what we do today. And I think that's a huge validation. And, that message has been very consistent in what I've heard back. Some other specifics that were exciting to hear is some of our existing customers today who attended summit, who obviously had no background as to the announcement we were going to make with with Rundeck, contacted the Rundeck leadership, who then forwarded that information to me saying how excited they were, as they were attending summit, sitting in the virtual audience during our keynote addresses, as they heard the coming together of Rundeck as a part of PagerDuty, and immediately sent notes to the leadership on Rundeck saying how excited they were about that and how they wanted to expand the use, which then got forwarded to myself which nothing can be better validation. Nothing's more exciting than to see the community really understand what we're doing and see the benefits of it. >> You're right. That's the most public objective validation that the brand, any brand could get. So what would be the next steps, for example, you know, we talked last week about a whole bunch of PagerDuty customers, 13,000 plus great brands, many types of brands, Zoom, Slack, AWS, they were on main stage with you and Jennifer and the team. But if we think about some of those existing customers, what would be the next step for them to start leveraging the value that Rundeck can deliver to their environment? >> So a couple things. First, there's so much that can be automated today, if you think of just like the two big departments that use Rundeck, and PagerDUty, and there are more frontline teams than just these two. But if you think of just Dev and development, and then ITOps as two organizations that are working more closely together than ever before. You know, the real opportunity is for them to really start to shorten the time it takes for them to do so many things in their world on via Rundeck, you know, Rundeck automation and going back to some of the comments, you know, questions you asked me earlier about where some of the synergies they've made it so easy, they being Rundeck, to automate to create what they call jobs, and then make those jobs, you know, everybody be able to run those in a standard way. And then from a compliance standpoint, get the reporting on that, that the use, I think will really not only grow within IT, but for the most part, a lot of the development community, the core DevOps teams out there that use PagerDuty on the dev side, I think that you know, run books have been largely a manual activity for them, manual steps that they do. If I had to guess, the majority of our, you know, partners, community, customers today, who use PagerDuty when they actually get pulled into a real event and they're walking through the steps that they need, whether it's pulling together all the diagnostics information, and then going out in action to solve a major incident, a major event, the majority of that is manual today. And so the fact that we're allowing the equivalent of a big red easy button for those individuals for those teams on the development side, who really have been doing this unassisted today, to automate more of what they're doing, to cut down on the time, to cut down on the toil, to reduce the time that digital services are out in their organization. I think that's a huge opportunity for the larger PagerDuty customer base. >> I was looking at the press release, and with respect to the Rundeck acquisition, and about Rundeck saying and customers have experienced up to 50% reduction in incident response time using Rundeck automated run books. So from a team productivity perspective, that's huge. >> Especially when, you know, minutes are millions of dollars. And we were talking about this the other day that so many casual services are now mission critical, they're critical path for all of us, we need them, both in our professional and in our personal lives. So given that, given what's riding on these services, and how PagerDuty has always been about, you know, behind all of those services, our people and those people have to respond in the most effective efficient way in those really critical important moments, that type of savings, you know, reducing the time that it takes by another 50% on top of that, hopefully our customers will see the value in that Just like we do today. >> Big reduction in digital strategy, which I think we could all use today. Let me ask you one last question. Since this was the fifth PagerDuty summit, but the first virtual, you got to interact, or rather had the chance to impact a lot more customers than our traditional in-person event. But what was your take on having this virtual experience? Did you feel that you were able to really engage those customers as much as you would like to in a digital world? >> I'm really glad you asked. So much of us put so much of our time and effort into this, and I know our customers depend on us to do that. That usually, when you meet in person, you know, as you say, this is our fifth PagerDuty summit, and the other four have all been live, but they've all been in person, that nothing does substitute for the interaction, the live interaction you get, whether it's delivering something on main stage, or interacting one on one, with customers and clients, nothing, I think is a substitute for that. We are where we are and I do believe we're making, you know, obviously the best of it. And it has been great, we've generated probably five times as much content in this event than we do for a normal in person event. So while the the interaction isn't quite what you would expect in a three dimensional versus a two dimensional world, and I think the positive is, there is more content, and all of that content is kind of imminently more shareable than ever before, I personally have gone in to look at some of the track sessions, more in, you know, via zoom than I have in the past when they were recorded, but you know, it was a live event because I was so busy with other things. So I think the downside is some of the real personal interaction, we can still have personal interaction, of course, but it's not quite the same, but the content, the material, and then the reuse of that over time. I see that as being positive. >> Absolutely, I couldn't agree more. Well, congratulations on a very successful event. I imagine you must need a good weekend rest after delivering the most product news and announcements in the history of the company, especially in the last six months. Jonathan, it's been great having you on the program. >> It's always a pleasure, Lisa, thank you so much for having us and I hope you get some rest this weekend too. >> Likewise, I'm looking forward to that. For Jonathan Randy, I'm Lisa Martin. You're watching The Cube. (lighthearted music)