>> Live from Las Vegas. It's the queue covering Adobe Summit twenty nineteen brought to you by Adobe. >> Hello and welcome back to the keeps. Live coverage in Las Vegas for Adobe Summit. Twenty nineteen. I'm John for Jeffrey from the Cube. Our next guest, Bradley Jenkins, was the marketing CEO and vice president. Met Life, part of the global technology and operations group. Innovative title. But thank you, >> Yeah, thank you. Thanks for having me. >> So we're here to do the summit. A lot of things are happening. It's really interesting because you have a convergence of two worlds and it looks like a cloud world. It's it's it's the creative cloud. It's the experience Cloud now called The whole World shares a lot of devil's mindset in there. Got a platform? The whole world's changed. Now marketing has a full blown class, not just marketing class, so it's a whole system. So as a marketing seo, what does that mean? Is now a new role emerging in organizations? Is this where we're team? >> I think it's a It's an emerging role. I think it's one of those things where in the in the market and technology space, the lines are blurring, and part of the role of people like me are the ones you could be the bridge makers between the two functions and bring in products like we see all around us here today. Cloud based Solutions How do we activate marketing tactics faster, quicker on. Then combine things like experiences with tools and technologies in different ways. I think it's a specialty skill, and it's coming out now and emerging >> well. One of the patterns is that marketing departments that have a technical and also a relationship seems to be more agile, transformed faster. This seems to be the same thing you guys are looking at right? >> Exactly. It's all about speed to market. So agility is this one co looking and combining everything from creative to the developers, all in one Teo product resource person all the wine and we get in and try to solve business problems. Fastest possible. But you're almost kind of a personification of the story we hear all the time, which is? CEOs get a seat at the table right now. They're no longer just keeping the lights on in the system's lit. But it's a fundamental way the company goes the business of fundamental way the company interact with their customers. So to actually put a marketing CEO title. That's a pretty unique thing I don't think we've ever had one on. So you come at it, no doubt about it. I'm here about customer engagement, customer experience, not keeping the light on. That's right. That's right. First, one side, like a unicorn. >> How's it been? So tell us some of the things you do. I love how you're part of a global technology and operations group. Noticed the word operations and tech together again, back to this cloud theme of Dev ops, which changed the game on the world >> it has. >> So we're seeing that same thing happening playing out in the creative market, whether it's content for here, same thing. Explain some of the things you're doing. >> It's the same thing, and it is Everything's very cloud based today, obviously. So everything from building out content, platforms and services and kind of services framework switch, which is which is key to what what we want to do but also campaign and analytics and, uh, you know, social and what the emerging capabilities are in social. How do we tie all those together but do in a way, we're capturing data and insights across all of our channels in a more creative, quicker way, then activating that across new new experiences. >> You know, Bradley, one thing I wanted to ask you, And I'm glad you came on because I've been really kind of riffing on this idea and trying to get a date in actual year kind of a before cloud after cloud demarcation line because, you know, we're in Silicon Valley. We cover a lot of startups and literally ones go big or go home is kind of the mantra. But if you were born before Amazon, you're pretty much either aren't around or got acquired. If you're born after Amazon, where clouds scale and all this stuff happened, you tend to thrive in a whole new kind of shift. So in Martek, which is heavily funded, sector on the ecosystem map of pure play applications was pretty dense. >> Is very dense. Yeah. >> Did that live up to its name? Did it shift and shape? What's your thoughts on that mark Tech landscape could? Certainly, it's relevant when you're marking CEO. You want to put technology in place. Has the platform shifted? What's that? What's going on? Tell us. >> Yeah. So you know, I think has it lived up to his name? Uh, yes, and it's created challenges that the same thing at the same time. So what is still in the Martek landscape is seventeen thousand or whatever tens of thousands of products. Now Mr Wescott fingers latest one shows every year it doubles or quadruples in there. And I think one of the biggest challenges we have now is just navigating, never getting the landscape, but then be able to pick out and say, Here are the five things and you focus on Here is how I'm going to tie them together and in great demand. And there's a lot of noise and you have to break through a lot of that to build a craft. These solutions together. So in a lot of ways, I think it's lived up, Uh, a lot of ways. I think it's create a lot of new challenges that things like markets he has you to think about. Be aware of the bread, the people that are out there. But that's just the capabilities. How do you stitch them together and you become more of a weaver? Then thin a specific domain >> class early adopter proves the model. And now reality as operational izing things becomes clear. The wheat from the chaff, as they say, kind of get figured out >> exactly friendly. I want to get your kind of thoughts on a CZ. The relationship between the company and the customer has shifted from sitting down with an agent or maybe talking to it. Agent on the phone to really Elektronik means how you've been able to kind of continue a certain type of brand experience. And I'm also just curious your feedback on the theme here where it's not really the transaction. It's the experience of which the transaction is a piece of How are you seeing that play out in the way that you guys interact with your customers? Yeah, and I think for us we're in evolving state to we have agencies and brokers that we worked through, and so it's a bit of the model in some cases, in some cases it turns, and we're about to see targeting >> B to B >> group customers as an example, and so the experience is very a bit so for us, it's experience of the customer, and how do we service some? How do we treat them. What's the purchasing servicing capabilities look like? What's our customer service look like? But also the experience of agents and brokers. And are we providing the right service and products to them to build equipped them to go help in resell product? So we look at it from a couple different angles and depends a lot on context and where we're operating in product and servicing products at Is it easy to maintain kind of the voice of the brand, if you will, through these alternate channels or, you know, how do you kind of stay true to the brand? Yet go to market through these. He's a myriad of channels. Yeah, it's no Isaac, a question that we're really working through the same kind of things now of what can we What can we help provide agents and brokers with, and that helps with our brand? Our friend promised up. Some sell better. That it's it's a work in progress, but technical challenge? Yeah, I don't >> really have >> all the answers. >> Take a minute to explain the MetLife transformation. What you guys have done. Where are you now? In the jury? Your journey will be customer. You're here at their event. Where are you on that Progress bar? How far along are you? It seems to be a theme of transforming. Continue to transform is what successful company doing. Our iterating are raising the bar. Whatever term used where you guys at, Can you take us through? >> Yeah. So a few years ago, we we refreshed our enterprise strategy. We placed a customer in digital on data at the center of our enterprise strategy. And we have pillars around different transformation aspects that we're working on everything from customer service too. Right? Products simplifying our product messaging the way we talked about product specially in insurance can be complicated. And so we're trying to get a little a little more concise and clear and package things differently. But But at the core, our strategy now is placing digital placing diddle data at the center of it. Uh and then how do we enact data and new and different ways Everything from not only knowing customers, but how do we use data to great better and smarter products or even the risk different products that we have waken me price competitive in certain market areas. >> So Data's lifeblood of your transformation. It is. What's the strategy? How you guys enabling that internally? What some of the results will take us through experiences, zealously numbers. But I'm sure it's helping. If you do it right. It's challenging, though it's not easy. >> It is. Yeah, it's challenging, and it will take a while to sort it out. So we'LL say we've solved everything. Uh, but But I think we look at a few different things. What one is knowing the customer? And so you know, we're investing heavily and try and doing things like customer profile and a customer. Three sixty. Whatever you want to call it different in different, different areas. Uh, but how do we know them? And then how do we then act? There's the data's insights into different channels. So we've had a lot of a lot of good successes in there, in particular markets on creating more engaging experiences and lifting customer retention and loyalty. So we have good, good insights there. We're planets in different areas, so things like we go to bid for new products and or new new customers around a new product area. What can we do it for our pricing models on. How do we love its data around Where is geographic or whatever it might be? Or demographics and fly it to be more price competitive? And we're starting to see a lot of fruition there and how it gets applied. Tto win New business >> One of the things that we've been talking about on the Q through got a lot of events, and the theme that comes up all the time when you have these new shifts is new. Things are emerging. New capabilities, different economic points, scales different. So all good. Now the hard part is making it work. Operationalize ing Something new is a huge challenge. It is. Did you share your view on that? And reaction to that because this is seems to be not about the tech about either skills, gaps or culture gap. There's a lot of things in the way of operational izing, something new. What's what people do to operationalize something? >> Yeah, no, it's a good question. I'm glad you brought it up because that's actually one of the things that I have a caper. A lot is a lot of times we lead with the tech and then we place it And then we say, Well, now what? And then everything you know is what it comes to a standstill. And, yeah, you have to leave with people. Process so again in for a transformation, understand exactly what it is you're trying to solve. How are you going to solve it afterwards? Do you have the skill sets and place to do it and then follow up with the tech? And then I think a lot of a lot of companies do a little bit reverse where they go in acquiring, like we're going to solve this and bring the cheque in and in your little literally left standing at the end of day of How do you have the operational ises? So something we focus on a lot is it is the people process piece of enablement training, the skills that are required. How do you turn it into a machine after you bring the tech in to really start pumping up? Whether it's a growth objective or call status, I've never where the object it might be. But you have to you have to almost produce this into ah life machine of its own that cannon live and breathe after you bring the second. >> What should more marketing CEOs as it becomes a price? I think it will be. In my opinion, I think it will be a roll because it's really critical because of the opportunity. What should they be doing? That's this New persona evolves. You're pioneering it. What is the job function? What does it do in your opinion? Has this take shape? >> Yeah, I think Number one. Learn the business. And I think you have to speak the same language. And that's one of the biggest challenges translating so different languages across different groups. In the first thing, any market so you could do is go learn the business, speak the same language, then what company you know. We're in insurance company and a risk management companies. So understanding, finance, understanding, mark objectives. Your customer detectives is key and then figure out how to start mapping the solutions in. But, yeah, I think it's it's It's a fridge, a role. We have to be able to be a navigator in away across solution options, but always in context of understand the business and how you confessed, apply, and in a specific way, >> Data wrangler of course, because you're wrangling a lot >> of data. If I don't have a lot of intersection with, you know, kind of actuarial side of the house, which is, you know, kind of always been data driven, right since the early earliest days. But I mean, are you seeing you know, kind of that side of the house? Kayla, you know, can we get we get some of these new tools? Could we get some of these kind of new ways to approach the data problem than we historically did? I think now, now? Yes. I think it has been an evolution. I think in the early days of data, it was a bit more of a scary thing. And so I feel like we're, you know, as advocates in the sea of space that we were pushing a little more than, you know, being pulled in. And I think I think lately in the last couple of years. But I know at least until we've seen a shift of demand side of requests coming in, saying we need to partner way ideas of how to accelerate and be competitive, which is great. Now it's almost become a supply demand trick. Where you just can't keep up. Because the level of segmentation on kind of classy the insurance, you know, kind of breakdown is really high, right? Sex age, you know, a couple other factors. But you know, now that the amount of data that's available, that amount of real time data, it's available on changing, they've got to be going bananas over on that side. >> You know, one of the things that we've been seeing on the side again. I want to bring a question in the marking CEO piece is on. We've had many CEOs talk about this on the Cuba and direct interviews is they've outsourced everything, and they really had no core competency, had all the big size running stuff you had global outsourcing development. And as cloud became important, they had the build applications internally, didn't have the skills, so they had to quickly reset and rebuild and in house capability. And the result of that is ongoing and seen. The ones who've done that well with cloud are doing great. They still use outsourced off. Now, on the marketing side, you saw that same thing happen where agencies run everything. The agency does this, you got the creative agency, you got a PR firm, you all these things going on and some say that marketing has been outsource a lot. And so the question is, what mix of in house skill, an agency relationships? Because now you're gonna see that application developer. No problem. But core competency becomes a super important question. Yeah, And how are you funding it And what should be in house on what should be outsourced. >> Yeah. Yeah, and we have We're going to the same evolution. We had a position than a few years ago where it was almost entirely outsourced, and we in sourced a bunch of it. And now we're right sizing what's unsourced and not in sources. So I think one is Think about, uh, what your differentiation is. And how do you want to be competitively different competitively and having create advantage and then in source those things. And then you had to find a way. That's one thing. I think every year you talk to Rick Wright size and reassess. And so for us, we insourced a lot of things around. Um, first around, build side, so platforms being cloud. But then how do you enact and activate them? So we've brought some of those inside internally on we started marrying those up with creativity. This is just the last words of the great, But we were married them up and get these, uh, you know, more agile lean teams cross blended skill sets and go on, go to market quicker with new experiences. I think over time we'LL see a start and sourcing more of the agency side, maybe shedding some of the you know, the left side as we started becoming more pattern base and whatnot. So I think it's one of those things that you evolve every year as the right size. But the key is trying to tie it back to you. How do you wantto create differentiation? What, you're competitive advantage and then make sure that you have that internal first and foremost. And don't outsource here, your smarts to >> another. I think the key point is by re factoring or Ria's re sizing. That's the interest generation that you get with cloud and scale. If you don't do that, scale can also hurt. You >> can yeah, yeah, >> comes come back and impression. It's right, really. Thanks for coming on. Appreciate the insights from great to hear from Practitioner Love the new child. I think it's a game changer. I think it's going to be a standard final question to end the segment learnings over the over the past couple of years. What some key learnings that you take away from the process that you're going to carry forward. >> Yeah, I think one one is as a company being being a blend roll between marketing the technology. One is, uh, be willing to change and adapt and be willing to bring the rest of the company with you could You can't do everything yourself. So I think you have to be a change agent for the company. I figure out that that everybody is in the journey with you and then how do you create that scale to get the get the mass moving? Because it takes it takes a village thing. Get things done. >> Bradley. Jake is making history on the Cuba's, the first marketing CIA we've interviewed super excited, great insights. This is going to be a position we think's going around for a while, of course. The Cube coverage here on Adobe Summit. Jeffery, Jeffery Thanks for watching Stay with us from or Day one of two day coverage here in Las Vegas. After this short break