[Narrator] Live from Las Vegas! It's theCUBE covering Informatica World 2019. Brought to you by Informatica. >> Welcome back, everyone to theCUBE's live coverage of Informatica World, here in Las Vegas. I'm your host, Rebecca Knight, along with my co-host, John Furrier. We're joined by Sally Jenkins. She is the executive vice president and CMO here at Informatica. Thank you so much for coming on theCUBE, Sally. >> Oh you're welcome, thank you for having me. Its nice to see you all again. >> So congrats on a great show, we're going to get to the stats of the show, but the framework of Informatica World is built around these four customer journeys. Next Gen analytics, Cloud Hybrid, 360 engagement, Data Governance and Privacy. Can you tell our viewers a little bit about how this framework reflects what you're hearing from customers and their priorities >> Yes absolutely, Rebecca and yes, you got the right and in the right order, thank you. So, we started this journey with our customers and trying to understand how do they want to be spoken to. What business problems are they solving? And how do they categorize them, if you will. And so, we've been validating these are the right journeys with our customers over the past few years. So everything that you see here at Informatica World is centered around those journeys. The breakouts, our keynotes, all the signage here in our solutions expo. So, its all in validation of how our customers think, and those business problems they're solving. >> So the show, 2600 attendees from 44 countries, 1200 sessions. What's new, what's new and exciting. >> Oh, gosh, there's so many things that are new this year. And one other stat you forgot, 92 customers presenting in our Breakouts. So our customers love to hear from other customers. As to what journeys they're on, what problems their solving. Those are record numbers for us. Record number of partners sponsoring. We've got AWS, we've got Google, we've got Microsoft, we've got the up and comers, that we're calling in the Cloud and AI Innovation zone. So people like DataBricks and Snowflake. We wanted to highlight these up and comer partners, what we call our ecosystem partners. Along with the big guys. You know, we're the Switzerland of data. We play with everybody. We play nicely with everybody. A lot of new things there. A few other things that are new, direct feedback from our customers last year. They said we want you to tell us which breakouts we should go to. Or what work shops should we attend. So we rolled out two things this year. One's called the Intelligent Scheduler. That's where we ask customers what journey are they on. What do they want to learn about. And then we make a smart recommendation to them about what their agenda should look like while they're here. >> You're using the data. >> Yes, AI, we're involving AI, and making the recommendations out to our customers. In addition, our customers said we want to connect with other customers that are like us, on their journeys, so we can learn from them. So we launched we called the Intelligent Connect and again this is part of our app. Which, our app's not new, but what we've done with our app this year is new. We've added gamification, in fact as part of the AI and Cloud Innovation zone, we are asking our customers and all of our attendees to vote on who they think is the one with the best innovation. They're using our app to use voting. They can win things, so there's lots of gaming. There's social that's involved in that, so the app's new. We're taking adavantage of day four. We usually end around lunchtime on day four, this year we're going all in, all day workshops, so that our practitioners can actually roll up their sleeves and get started working with our software. And our ecosystem partners are also leading a lot of those workshops. So a lot that's new this year. And as I mentioned, the Cloud and AI Innovation zone, that's new it's like a booth within a booth here on the solutions expo floor. So this is the year of new, for sure. >> You know one of the things that's been impressive, I was talking with Anil and also Bruce Chizen, who is a board member, The bets you guys have made is impressive. You look back, and this our tenth year in theCUBE, so we go to a lot of events, 100s events in a year, over 100 events over 10 years. We've seen this story with you guys, this is now our fourth year doing theCUBE here. And the story has not changed, its been early moves, big bets. Cloud, early. Going private to see this next big wave. AI, early before everyone else. This is really kind of showing, and I think the ecosystem part is on stage with Databricks, with Snowflake. Really kind of point to a new cast of characters in the ecosystem. >> That's right. >> You're seeing not just the classic enterprise, 'cause you guys have great big, large enterprises that you do business with. That want to be SAS like, they want the agility, they want all those great things but now you have Cloud. The markets seems to have changed. This is an ecosystem opportunity. >> That's right. >> Can you share what's new? Because you see Amazon, Google and Azure, at the cloud, you got On-Premise, you now Edge and IoT, everything's happening with data. Hard, complex, what's new, what's the ecosystem benefit? Can you just share some color commentary around how you guys view that as a company. >> Yeah, thanks, John, and that's a good question. I'm glad you're pointing out that our whole go to market motion is evolving. It's not changing it's evolving because we want to work with our customers in whatever environment they want to work in. So if they're working in a cloud environment, we want to make sure we're there with our cloud ecosystem partners. And it doesn't matter who, cause like I said, we work with everybody, we work nicely with everybody. So we are tying in our cloud ecosystem partners as it makes sense based on what our customer needs are. As well as our GSI partners. So we've got Accentra's here. They brought 35 people to Informatica World this year. We play nicely with Accentra, Deloitte, Cognizant, Capgemini so we really are wanting to make sure that we're doing what makes sense with our customer and working with those partners that our customers want to work with. >> Well I think one of the observations we've made on theCUBE and we said in our opening editorial segment this morning, and we're asking the question about the skill gaps, which we'll get into with you in second, but these big partners from the Global System Integraters to even indirect channel partners, whether they're software developers and or channel partners. They all are now enabled and are mandated to create value. >> Yes, that's right. >> And if they can't get to the value, those projects aren't going to get funded and they're not going to get renewed And so we've seen with the Hadoop cycle of just standing up infrastructure for infrastructure sake isn't going to fly. You got to get to the value. And data, the business that you're in, is the heart of it. >> Well, data's at the heart of it. That's why we're sitting at a really nice sweet spot, because data will always be relevant. And the theme of the conference here is data needs AI and AI needs data. So we're always going to be around. But like I said, I feel like we're sitting right in the middle of it. And we're helping our customers solve really complex problems. And again, like I said if we need to pull in a GSI partner for implementation, we'll do that we've got close to 400,000 people around the world, trained on how to use Informatica solutions. So we're poised and we are ready to go. >> We were talking before we came on camera. We were sitting there catching up, Sally. And I always make these weird metaphors and references, but I think you guys are in an enabling business. It reminds me of VMware, when virtualization came in. Because what that did was, it changed the game on what servers were from a physical footprint, but also changed the economics and change the development landscape. This seems to be the same kind of pattern we're seeing in data where you guys are providing an operational model with technical capabilities. Ecosystem lift, different economics. So kind of similar, and VMware had a good run. >> We'll take that analogy, John, thank you. >> What's your reaction? Do you see it that way? >> Yeah I do, and it all comes back to the journeys that we talk about right. Because our customers, they're never on just one journey. Most of them are on multiple journeys, that they are deploying at the same time. And so as they uncover insights around one journey, it could lead them to the next. So it really comes back to that and data is at the center of all that. >> I want to ask about the skills gap. And this is a problem that the technology industry is facing on a lot of different levels I want to hear about Informatica's thoughts on this. And what you're doing to tackle this problem. And also what kinds of initiatives you're starting around this. >> Well, I'm glad you asked because it's actually top of mind for us. So Informatica is taking a stance in managing the future, so that we can get rid of the skills gap in the future. And last year we launched a program we call the Next 25. That's where we are investing in middle school aged students for the next seven years. Its starts in 6th grade and takes them all the way through high school. They are part of a STEM program, in fact we partnered with Akash middle school here in Las Vegas. Cause we wanted to give back to the local communities since we spend so much time here. And so these kids who are part of the STEM program take part in what we call the Next 25. Where we help them understand beyond academics what they need to learn about in order to be ready for college. Whether that's social skills, or teamwork, or just how do we help them build the self confidence, so it goes beyond the academics. But one of the things that we're talking about tomorrow, is what's next as part of STEM. Cause we all know they're very good at STEM. And so we've engaged with one of the professors at UNLV to talk about what does she see as a gap when she sees middle school students and high school students coming to college and so that's where she recognizes that coding is so important. So we've got a big announcement that we're making tomorrow for the Next 25 kids around coding. >> Its interesting, cause we could talk about this all day, cause my daughter just graduated from Cal, so its fresh in my mind, but I was pointed out at the graduation ceremony on Saturday that the first ever class at University of California Berkley, graduated a data science, they graduated their inaugural class. That goes to show you how early it is. The other thing we're hearing also on these interviews as well as others, that the aperture or the surface area for opportunities isn't just technical. >> Right >> You could be pre med and study machine learning and computer science. There's so much more to it. What do you see just anecdotally or from a personal standpoint and professional, key skills that you think people should hone in on? What dials should they turn? More math, more coding, more cognitive, more social emotional, What do you see as skills they can tailor up for their-- >> Well so let's just start with the data scientist. We know LinkedIn has identified that there are 150,000 job openings just for data scientist in the US alone. So what's more interesting than that, is four times that are available for data engineers. And for the first time ever, data engineers' starting salaries are paying more than starting salaries on Wall Street. So, there's a huge opportunity, just in the data engineering area and the data scientist area. Now you can take that any which way you want. I'm in marketing and we use data all day long to make decisions. You don't have to be, you don't have to go down the engineering path. But you definitely have to have a good understanding of data and how data drives your next decisions, no matter what field you're in. >> And its also those others skills that you were talking about, particularly with those middle school kids, it is the collaboration and the team work and all of those too. >> It does, again, it goes beyond academics. These kids are brilliant. Most of them are 7th or 8th grade. But nothing holds them back, and that's exactly what we're trying to inspire within. So we have them solving big global problems. And you'll hear as they talk about how they're approaching this. They work in teams of five. And they realize to solve huge problems they need to start small and local. So some of these big global problems they're working on, like eradicating poverty, they're starting at the local shelters here in Las Vegas to see how they can start small and make a difference. And this is all on their own, I have folks on my team who are junior genius counselors with them, but that is really to foster some of the conversations. All the new ideas are coming directly from the kids. >> My final question is obviously for the folks who couldn't make it here, watching, know you guys, what's the theme of the show because the news right out of the gate is obviously the big cloud players. That's the key. And the new breed of partners, Snowflake, Databricks as an example. Hallway conversations that I'm hearing, can kind of be geeky and customer focused around "where do I store my data?" so you're seeing a range of conversations. What is the theme this year? What's different this year, or what more the same? Where are you doubling down? What's going on here for the show? What's the main content? >> Well so this is our 20th Informatica World if you can believe that. We've been around for 26 years, but this is our 20th Informatica World. And several years ago we started with the disruptive power of data. Then last year we talked about how we help our customers disrupt intelligently. And this year the theme is around ClAIrity Unleashed. You can tell the theme has been that we've been talking about for the past three years is all underpinned with AI. So it is all about how AI needs data and data needs AI. And how we help bring clarity to our customer's problems through data. >> And a play on words, ClAIr, your AI to clarity. >> Exactly, AI is at the center of our Intelligent data platform. So it is a play on AI but that is where ClAIrity Unleashed comes from. >> Terrific, thank you so much for coming on theCube, Sally. Its great having you. >> Great, thanks Rebecca. Thanks, John. >> Thank you. >> Nice to see you all. >> I'm Rebecca Knight for John Furrier. We will have more from Informatica World, stay tuned. (upbeat pop outro)

>> Narrator: Live from Las Vegas, it's theCUBE, covering Informatica World 2018. Brought to you by Informatica. >> Okay, welcome back, everyone. Live here in Las Vegas at the Venetian, this is Informatica World 2018, CUBE's exclusive coverage. It's our fourth year covering Informatica World, and boy, what a transition; it's been fun to watch. I'm John Furrier, the co-host of theCUBE, with Peter Burris, Head of Research for Wikibon, SiliconANGLE, and theCUBE. Our next guest is Sally Jenkins, Executive Vice President, Chief Marketing Officer at Informatica. Welcome back, good to see you. >> Thank you, John, it's nice to see you too. >> Very comfortable here, you guys having a great event, congratulations. It's crowded, but it doesn't feel crowded. A lot of sessions are going on. What's going on with the event? Give us some stats, you've got a lot of partners here. >> Yeah, so we are very happy to be back in Las Vegas, and we are taking this up a whole notch a bit, if you can notice. We've got close to 4,000 folks who saw the Opening General Session this morning. For the first time ever, we're live streaming, and sent out a note that we were live streaming to over 250,000 customers, so I'm real happy about that. Because, as you know, with the rebrand last year, it was all about getting our message out and upleveling our message, so we're really happy that our message is getting out there, with everything that came from General Session this morning, and then, tomorrow with Closing General Session. >> Just gets bigger every year, so congratulations. >> Thank you. >> Great to see that everything comes in. Of course, the products are just right in line. The timing couldn't have been better. Multi-cloud, everything's kind of clicking. GDPR over the top, little push there for all the international customers. But the big story that we see is the journeys that are happening. You guys have been on a journey as your own company, digital disruption, digital transformation. But there's multiple journeys. Can you just take us through the vision of how you guys see the journeys, and how does Informatica fit into the customers, 'cause your customers are also changing? >> Sally: Yes, that's right. >> Do you change your business model? Anil laid it out, customers have this journey. What's the four journies? >> Yes, that's a great question, John. So we have, of course, been customer-centric ourselves. We've adapted our journeys to accommodate the journeys that we know our customers are on. And this whole conference is centered around those four journeys, so hybrid cloud, next-gen analytics, 360 engagement, and data governance and compliance. So that's what we've heard our customers deal with day in and day out, in their data-centric initiatives, and so we wanted to encapsulate that into the entire conference. So that's what it's all about, and that's an extension of our messaging that we laid out last year. So you'll see that again and again and again in a consistent fashion. >> "Disrupt Intelligently", I saw the messaging. First of all, great artwork, great branding, a lot of the images; what does that mean? 'Cause you've got all kinds of great imagery, people on the move, mobile, data's involved, obviously, the center of it. >> Well, that and data is the critical foundation for what we call "Intelligent Disruptive". So disruption with a purpose is intelligent. And we believe, with our technology, that our customers can then unleash the power of their data to create what we call their next intelligent disruption. So we were very thoughtful about the choice of words there, 'cause disruption can be considered a negative, but we see it as very much a positive, and a way for customers to leapfrog the competition, and set the tone for their markets. >> This is an interesting concept. We were talking with a lot of the customers you've had on; we've had Toyota on, and they said, quote, these testimonials just kind of pop out, "We knew we had the data; we had all these problems "we hadn't connected, but we actually had the data "when they actually connected us, and said, "we could have foreseen this." >> Sally: That's right. >> So they were disrupted in a negative way, the fact that they were trying to connect, now they're set up. And then he used an example, once they got set up, that they didn't predict that all this inbound data from the cars were coming in. So again, that's a disruption, but now they've handled it. Is that kind of where you guys were kind of connecting the dots on the intelligent piece? >> Yeah, that's right, we're helping our customers understand what to do with the data, right? So they know the data exists, but we need to help them turn it into actionable insights that leads to their next disruption, and again and again and again with their different projects. And so those are the conversations that we've been having with our customers. Just helping them, we say, unleash the power of their data. The data's there, we need to make it useful and valuable to them. >> And competitive advantage, obviously, seeing data, ease of use as a competitive strategy. Now the Microsoft announcement was interesting, because you can see that you can take an on-prem dataset, go through the Azure portal in their console, which is very cloud-native, you know, press a few buttons, connect to Informatica's intelligent cloud service, and move data. >> Sally: That's right. >> I mean, it's not like there's someone behind the curtain; it's actually a working product. >> No, it's real, it's real and it's available for preview, and if you saw the keynote this morning, you heard from Scott Guthrie. He said this whole partnership between Informatica and Microsoft, and I quote, "A match made in heaven". So there's something real there. Microsoft and their customers see the value in partnering with us, so we were really pleased to announce that today. >> I'm going to check the Internet, but I think this might be the first iPaaS integration into Azure at this level. 'Cause it's pretty deep with these guys. So that's going to certainly set up hybrid cloud instantly. >> That's right, that's right. And scale, right, we're enterprise-scale to begin with, obviously, so is Microsoft. So it's a good partnership. >> Okay, from the branding piece, I got to ask you, you guys did the rebranding, what's your one-year review, if you have to give yourself a report card, check, check, check, straight As, perfect score? If you could go back and do- >> Well, I'd like to say that we were in the honor roll. And we measure ourselves based on what our customers tell us, so we were very deliberate in choosing a few areas of which we wanted to see progress, and that is, the first one is, were people aware that we're a cloud company? And I'm delighted to say that, yes, we've absolutely moved the needle on that, so they associate Informatica with cloud, as you know, we're the number one in enterprise cloud data management. That's what we kicked off last year. And so you'll see a continued investment around the globe in the brand. We believe that good brand health is what leaders do, in terms of setting the pace for their industry. And that's exactly what we're doing. So, one year into it, we feel really good. We did what we set out, and we delivered on what we said we were going to do. And if you all remember last year's part of the rebrand, as soon as we went external, then we needed to shift our focus back internally, and think about what does this mean to our employees, and how do we leverage the culture that we already had inside Informatica and build upon that? And that's exactly what we've been working on. So we rolled out a new set of values in January. To no surprise, they're called We-DATA. And DATA stands for Do Good, Act as One Team, Think Customer First, and Aspire for the Future. And so that's what we're doing right now, is rolling that out around the world to our employees. And that was based on employee feedback, as well. >> That's bottoms up, that's good organic listening. I got to talk about branding, 'cause this is something that we're seeing a lot of. We're seeing a lot of shifts going on. When you have these shifts you mentioned earlier, about getting a competitive advantage, a leg up on the competition, you guys had that same opportunity. Because the brand, pecking order of companies is going to change with these new waves coming. With data, certainly, so it's a huge opportunity. Do you guys talk about that when you're in the brand meetings, and you're talking about with the execs, the power of the brand, and building the brand? >> Sally: Absolutely. >> And what are some of the things you're focused on to help continue to build that brand? >> Well, I think where you're going with this is what's the financial impact or value that the brand has? And everybody, from our industry analysts, to the financial analysts, to our customers, partners, they put a value on the brand. So if you don't define who you are in the market, then you let everybody else define you, and then there's no value in that. So that's really what we set out to do last year, is we wanted to define who we were, and be proud of it, and take ownership of it. >> Put a stake in the ground. >> Yeah, and then continue to invest in that. So when I say we'll continue to invest in the brand, that is about our messaging, and making sure that we are very clear as to who we are, as I said, 'cause we're setting the pace for this industry. >> And the brand promise real quick, just to summarize, if you had to kind of sum up the bumper sticker for Informatica, Disrupt Intelligently, kind of add to that, what would be the brand promise to your customers? >> Yeah, so it's the Disruptive Power of Data. And then what falls out of that is Unleashing the Power of Data, right? So that's our brand promise to our customers, is that's what we were talking about earlier, that's exactly what we do for them with our technology, and how can we help them stay ahead of their competition? >> That's great, look at the trends too. Look at what GDPR's doing, and some of the block chain stuff that's kind of emerging, it's power to the people. People want to have control of the data. >> Sally: That's right, putting the control back in their hands. >> Great stuff, so thanks for coming on theCUBE. Appreciate it, great to see you, congratulations. >> Thanks, John. >> And great to have our fourth year, our fifth year with Anil, we saw him at Amazon re:Invent in 2014, so great to continue to watch you guys grow. It's been fun to watch. >> Great, good, well stay tuned, there's more to come for sure. >> Right, can't wait to hear. It's theCUBE live here at Informatica World, two days of coverage here. We're getting down to the second day. We've got more action coming; stay here with us. I'm John Furrier, Peter Buriss, we'll be back after this short break.

>> Narrator: Live from San Francisco, it's The Cube. Covering Informatica World 2017. Brought to you by Informatica. >> Okay, welcome back, everyone. We're live in San Francisco, this the Cube's exclusive coverage of Informatica World 2017. It's the Cube, our flagship program. We go out to the events and extract the signal from the noise. I'm John Furrier with SiliconANGLE on the Cube. My co-host Peter Burris, Head of Research for SiliconANGLE Media, as well as General Manager at Wikibon.com research. Our next guest is Sally Jenkins, who's the Executive Vice President and Chief Marketing Officer. New to Informatica, not new to the industry, but certainly put her mark on the show, with the new branding. Sally, welcome to the Cube. Great to have you. >> Thank you. >> John: I know you must be exhausted, all the work you've done. >> Thank you. We're running on adrenaline, I can tell you that. But it's all good. We feel really good about it. >> John: So this is our third year following Informatica. We know a lot of the folks from other companies, see some Symantec product guys now running the show at Informatica. Always had great product shops, but with this industry transformation with the cloud, just in the past three or four years, there's been a massive shift and wave. And the pecking order of winners is changing pretty quickly. Informatica went private, kind of like what Dell did, Dell Computer, now Dell Technologies, and re-tooled. Now, you're going to be doing the brand reboot, which we can see behind us. >> Sally: Right. >> You've done that in three months. Take us through that, because this is an interesting story. You're now going to bring the brand perspective to Informatica. What's the strategy? What's your plan? How did you get all this done in three months? >> Yes, no, it's been an incredible journey, but you know, I was just made this enormous offer as a marketer. You couldn't dream for a better challenge than what we had at Informatica. So when I came in, what I recognized is, looking all around and trying to understand our strengths and our weaknesses, and what were the opportunities. We have everything in place. So, as I mentioned in my keynote yesterday, our brand is having to catch up with the business. So the business is there, we've got great products. The leadership that we hold, with all of the Gartner Magic Quadrants, you know, leadership in the six categories that we say that matter, we have a tremendous backing to come out with a new story, and that's exactly what we needed to do. It wasn't just about the logo. In fact, the logo was the last thing that we looked at. It was about, what's our strategy? What's our vision, our mission? What's the story we want to tell with our customers? And we were hearing from our customers, as well, that they wanted us to change, because they're going through transformations. So that was kind of the backdrop for how we got started on this, and so we went right off the bat, trying to nail down our messaging, and reviewing that with customers and partners. I mean, our new partner community is a big part of this, so we did our due diligence that led up to this unveiling. >> We're always kind of complimentary of you guys. Some critical. We had some critical analysis yesterday in the wrap-up session. Minor relative to the big bets. These guys have product shops. They always have had good product shops, and with going private, they've done a lot of re-tooling, a lot of change in the past year. And they talk about that. I'm going to see... We had Amit on, we're going to have Neil on earlier, but I've got to ask you the question, as the new exec. What does the brand stand for? Because the products change, the customers, they have some legacy customers that are growing with them and transforming. What does the brand stand for, from your perspective. And what is that story? >> Well, the brand stands for unleashing the power of data. And I think, as you've probably heard throughout this conference, that our whole stance on this is understanding what the destructive power of data holds for you as a customer. Because, as our customers are transforming, we are also recognizing that we have to transform, too. And our customers are moving from on-prem to cloud. They want to use our products on subscription versus perpetual license. So we're going through this massive change right alongside our customers, and so our brand had to support that. And our brand was, quite frankly, left behind. And so that was the opportunity for us to think differently about, what is that story that's in support of what our customers want? >> The promises you want to make to customers. >> That's right. >> So next for you, you're going to take a vacation. >> (laughs) I get Friday off. (laughter) >> Work from home, basically. >> Then you're going to start applying yourself to the challenges of using data within marketing, to improve Informatica's performance to customers. >> Sally: Absolutely. >> Talk about the transformation that you think your function's going to go through, as you use Informatica to be a better Informatica. >> Yeah, that's a great question. In fact, I talked about this also in our keynote yesterday, because I was talking about a little bit outside-in, and then I flipped and said let's talk inside-out, and I was explaining how my job is to deliver the best customer experience to our customers and our partners. And in order to do that, I need to have those unique insights that I gather from all the data that I'm collecting on our customers and our partners, to make sure that they're getting the right information at the right time to make those right decisions. And so I'm using our own internal intelligent data lake to create what we call our marketing data lake, and that gives me-- First of all, it gives me the whole perspective of the customer and what they're doing and where they're coming from, so that then I can turn that around and make that a unique experience for our customers. So I shared that, because I wanted our customers to understand that I'm going through the same thing that they're going through. In fact, if you've seen some of the quotes that are hanging around here at Informatica World. Jewelry, TV, AWS, they're all talking about delivering the best customer experience for their customers. So, I feel like I'm going through this just as well as our customers are. >> So what's the marketing perspective? Because now you have to sell to the customers. You're listening, so digital's going to be a big part of it. We're in a digital transformation, so we're here at a physical event, we're broadcasting digitally live, and all these assets are flying around. There's a lot of data out there. (laughs) How are you harnessing that data? What's your vision on how you're going to bring Informatica to that digital role, for listening to the customers, engaging with them-- >> Sally: That's right, that's right. >> And creating a touchpoint, digitally. >> Well, and that's-- Digital is a big part of what I'm responsible for, and we oftentimes talk about what's the digital journey our customers go on? And that gets back to, I'm needing to understand where they're coming from, what device are they coming to me from? What kind of information do they want back from me to help them make the right decisions for their company? And quite frankly, bring ideas back to their C-Suite. So, that's all right in my wheelhouse, and that's actually what I'll be turning my attention to post-Informatica World, is really getting deep under, having a better understanding of what that buyer's journey looks like. And it's all digital. I mean, these days, everything we do in marketing starts with digital. >> John: And in some cases, the moment of truth to the beginning of a journey is all digital. >> Yeah. >> John: Analog is kind of-- Is self-service, if you will. >> Peter: Well, except for those customers, except for those customers that you currently have, who you're trying to expand and develop. >> Of course, yeah. >> And help them as well, obviously. But this is... One of the things I find especially interesting about marketing, and I want to test you on this, is that in many respects marketing has been under-appreciated, because the output of marketing has been very information oriented, and the value of the information that the marketing has generated. While we're now starting to recognize how unbelievably valuable it is, historically it's been under-appreciated. >> Sally: That's right, that's right. >> So how are you bringing the story, marrying the ability to tool things, but also to better define... What's the value of a brand? >> That's right. >> Peter: We have no idea. It's goodwill on a balance sheet. >> Yeah, yeah. Well, that's a great question. This is a testament to the belief that our board and our executive team has around the power of a brand. This is why they're investing. They realize that they've invested, and done, and delivered in every facet across Informatica, and the last place that they needed to invest in is in marketing, because they realize the power of the brand in that story. And look, everybody's talking about us. I mean, if you've talked to any of our customers here at Informatica World, they're like, this is unexpected. We haven't seen this from Informatica. They've been hungry for this from Informatica. And so we're really putting our money where our mouth is on the brand this year. So you'll see it all come together. And I have to say, as a marketer, I mean there's nothing more special than the company realizing that they need to get behind the brand. >> John: You've got a great mandate, and you've got a good product behind you. I think that's going to be impressive. The question I want to ask you is twofold. One is, with the rebranding experience, you mentioned you went through digital transformation, a lot of your customers are going through he same thing. What experiences did you learn from that? If you could share some insight, whether it's personal or business, anecdotally, or specifically, quantitatively, what you learned from the rebranding experience. And then, the second part of the question is the brand-building process, how do you envision that road map? >> So, it's interesting. So, I actually brought a best practice in order to get this done in three months, honestly. This is normally like a nine month process. I use this rubric where we start with understanding what's our overall vision and mission, and what's the market opportunity? So, enterprise cloud data management. We're the leaders in that. We've never said that. And so understanding each of the bits and pieces that make up the entire story, before you get to the brand identity, that's actually a best practice that we've employed now, here at Informatica. And that was something that was foreign, just because they hadn't taken the time to focus on that. So that was, not necessarily learning a best practice, but deploying a best practice here at Informatica. And now, we need to turn back inside and change the culture. So we just rolled this out with the Informatica employee base last week, and they're all excited. And I said okay, we'll tune in once we get past Informatica World. So now the employees are excited to understand, how can they help tell the message, get the story out there? How can we change the culture so they understand who we are? You know, we've had many messages in the marketplace, so there's a little bit of confusion. And now we have one story. And now we need... Our employees are our best salespeople, so we need to engage them, and arm them with a story. >> I can just see people watching this video. Give me the rubric, where do I find that rubric? >> Oh, it's posted. It's on our intranet, absolutely. >> John: Interesting, so it's on a public blog? >> It's on our intranet inside, yeah. >> John: Oh, intranet, so it's not for the general public. >> Yes, yeah. >> John: I'm sure they're dying to find out the secret rubric. >> It's a guide to help them under-- Because everyone says, oh what's your new logo? And I'm like, we have a lot to do before we talk about colors and all of that, and so we wanted to make sure our employees understood the messaging, and what was behind that, so that when we got to the logo, they could understand how everything was unfolding. >> John: So what's going to iterate? So, you know, we see this digital transformation, whether it's deploying cloud. You get some structure, a rubric as a guidepost to kind of get the hard work done, foundationally. But then iterating and being agile with the brand. Do you have a philosophy on what points of the brand you're going to be iterating on, and what are the key areas that you see some evolution on the brand side? >> Yeah, well it's definitely that reiteration of our leadership stance that we have on the marketplace. You know, we've been humble, and there's nothing wrong with humble, but we also can be proud, and we can be proud to be proud. >> John: Yeah. >> So you'll be seeing a lot more from us around our leadership that we have in the marketplace, and we're going to be taking that on the road. So what you see here this week at Informatica World, then we roll them out all around the rest of the world through our Informatica World Tours. So we'll package up the story, we'll package up the look and feel, and we'll take that out so that our customers around the world can experience what we're experiencing this week. >> Take us through... I always love to ask this question for new folks, and I did this with Jeremy Burton when he joined EMC, now he's CMO of the Dell Technologies. >> Mm-hmm. >> Because you're new. You see everything fresh, with the fresh eyes. And of course, you've got to come in a little skeptical. Wait a minute, is this going to be a good opportunity? So when you were assessing the jewels, if you will, inside Informatica, what are some of the things that jumped out at you, that you could share? What's the coolest thing you saw? What motivated you? What was the tipping point? Was there a moment when you go, okay, go the next level? >> Yeah. >> John: Was it just a sustained, hmm. Or was there one-- >> No, there were a couple of things. I mean, first and foremost, our leadership. I mean, you guys... There's no other company, I'm sure you can validate this. There's no other company who has leadership in six-- Not just in leader quadrant, but the leader, in the leadership quadrant, in six categories. That's unheard of, and it's something that we need to be proud of. We don't ever talk about that. So that was the first thing. I said okay, we'll check that box. That's really good. Second thing is this interest in investment in the brand. And I thought okay, I've heard that before, but let's see if we're serious about it. >> John: Test that. You had to test that. >> And I've tested it, I've proven it, we've delivered it, and everybody's proud. And so I think those two things combined, our leadership and the fact that we actually can get behind the story, and we have one story, that's the momentum we've needed. So, that's just validation itself. >> Jerry Held, who's a board member, was on yesterday, is very proud of the work you've done, and he's excited. So he's pumped up. You've got one board member on your side. >> Sally: Great, yeah. >> We'll get to see what Bruce thinks this afternoon. >> Board members, we've got our channel partners. I mean look, our channel, for us, is our mouthpiece. And we needed to provide them the story, too. So the channel's engaged, and more excited than ever. Our sales teams are engaged. I mean, they've needed this story. So, you know, it was just guide rails that we needed to bring to the company, and I think this just solidifies that. >> John: You have the wind at your back. Certainly we heard from the channel, sales are up. Certainly the product's doing good. Looking at over a billion dollars in revenue. Great pre-IPO. I mean it's pretty obvious-- >> Sally: Hottest pre-IPO out there. >> Okay, we're going to evaluate that, but we think it's pretty hot right now. Is it the hottest? Mm, I think so. But what are you worried about? Because with all that pressure, being aggressive on the marketing side, you've got to be... You have the wind at your back. What are you worried about, if anything? >> It all comes down to execution, right? So, we've done the heavy lifting to get us here, but as I've said to executive staff and the board, this is our starting line, it's not our finish line. And so the rest of this year, and of course going into 2018, it's all about execution. And I feel really good about that, because you can't execute without a great strategy, and we have a great strategy. And we have a great story to tell. >> And a great management team. I mentioned it earlier, and John and I talked about it last night on the wrap-up, Informatica has a track record of making promises, big promises, and at least recently, keeping them. >> Sally: That's right. >> So you have a track record of executing. Customers are able to bank in you. So going back to kind of why this might be a great opportunity is, from our perspective, you've got good products, you've got good management, you've got a good customer base, you've got a good financial position. Marketing can make a big difference. >> That's right. Now we have a good story, and we have a great brand, and we've got investment, so we'll be out there. I mean, this is our year. I hope you all see that this is our year. >> We'll be watching. You've got a lot of air cover coming in for the folks to try more business and customer satisfaction. >> Yeah. >> What are we going to be talking about next year? (laughs) >> Wait and see. Wait and see. There's more in store. >> Tell us about your first 100 days. (laughter) >> No, no, no, no, no. >> Oh, I rebranded the company. (laughs) We'll just leave it at that. >> Sally Jenkins, Executive Vice President, Chief Marketing Officer, changing the brand, building the brand for Informatica. Wind at her back. Congratulations, great to have you on the Cube. >> John: Thanks for supporting the Cube, being on the Cube. >> Thank you. Exclusive coverage here from Informatica World, I'm John Furrier with Peter Burris. Stay with us more after this short break. (electronic music)

>> Live from Las Vegas. It's theCUBE. Covering Informatica World 2019, brought to you by Informatica. >> Welcome back everyone to theCUBE's live coverage of Informatica World. I am your host, Rebecca Knight, along with co-host, John Furrier. We have two guests for this segment. We have Abhiman Matlapudi. He is the Product Master at Deloitte. Welcome. >> Thanks for having us. >> And we have Kubalahm Rajeev Krishnan, Specialist Leader at Deloitte. Thank you both so much for coming on theCUBE. >> Thanks Rebecca, John. It's always good to be back on theCUBE. >> Love the new logos here, what's the pins? What's the new take on those? >> It looks like a honeycomb! >> Yeah, so interesting that you ask, so this is our joined Deloitte- Informatica label pin. You can see the Deloitte green colors, >> Nice! They're beautiful. >> And the Informatica colors. This shows the collaboration, the great collaboration that we've had over, you know, the past few years and plans, for the future as well. Well that's what we're here to talk about. So why don't you start the conversation by telling us a little bit about the history of the collaboration, and what you're planning ahead for the future. Yeah. So, you know, if we go like you know, ten years back the collaboration between Deloitte and Informatica has not always been that, that strong and specifically because Deloitte is a huge place to navigate, and you know, in order to have those meaningful collaborations. But over the past few years, we've... built solid relationships with Informatica and vise versa. I think we seek great value. The clear leaders in the Data Management Space. It's easy for us to kind of advise clients in terms of different facets of data management. You know, because no other company actually pulls together you know, the whole ecosystem this well. >> Well you're being polite. In reality, you know where it's weak and where it's real. I mean, the reality is there's a lot of fun out there, a lot of noise, and so, I got to ask you, cause this is the real question, because there's no one environment that's the same. Customers want to get to the truth faster, like, where's the deal? What's the real deal with data? What's gettable? What's attainable? What's aspirational? Because you could say "Hey, well I make data, data-driven organization, Sass apps everywhere." >> Yeah. Yeah absolutely. I mean every, every company wants to be more agile. Business agility is what's driving companies to kind of move all of their business apps to the Cloud. The uh, problem with that is that, is that people don't realize that you also need to have your data management governance house in order, right, so according to a recent Gartner study, they say by next year, 75% of companies who have moved their business apps to the Cloud, is going to, you know, unless they have their data management and data assets under control, they have some kind of information governance, that has, you know, context, or purview over all of these business apps, 50% of their data assets are going to erode in value. So, absolutely the need of the hour. So we've seen that great demand from our clients as well, and that's what we've been advising them as well. >> What's a modern MDM approach? Because this is really the heart of the conversation, we're here at Informatica World. What's- What does it look like? What is it? >> So I mean, there are different facets or functionalities within MDM that actually make up what is the holistic modern MDM, right. In the past, we've seen companies doing MDM to get to that 360-degree view. Somewhere along the line, the ball gets dropped. That 360 view doesn't get combined with your data warehouse and all of the transaction information, right, and, you know, your business uses don't get the value that they were looking for while they invested in that MDM platform. So in today's world, MDM needs to provide front office users with the agility that they need. It's not about someone at the back office doing some data stewardship. It's all about empowering the front office users as well. There's an aspect of AIML from a data stewardship perspective. I mean everyone wants cost take out, right, I mean there's fewer resources and more data coming in. So how how do you manage all of the data? Absolutely you need to have AIML. So Informatica's CLAIRE product helps with suggestions and recommendations for algorithms, matching those algorithms. Deloitte has our own MDM elevate solution that embeds AIML for data stewardship. So it learns from human data inputs, and you know, cuts through the mass of data records that have to be managed. >> You know Rajeev, it was interesting, last year we were talking, the big conversation was moving data around is really hard. Now there's solutions for that. Move the data integrity on premise, on Cloud. Give us an update on what's going on there, because there seems to be a lot of movement, positive movement, around that. In terms of, you know, quality, end to end. We heard Google up here earlier saying "Look, we can go into end to end all you want". This has been a big thing. How are you guys handling this? >> Yeah absolutely, so in today's key note you heard Anil Chakravarthy and Thomas Green up on the stage and Anil announced MDM on GCP, so that's an offering that Deloitte is hosting and managing. So it's going to be an absolutely white-glove service that gives you everything from advice to implement to operate, all hosted on GCP. So it's a three-way ecosystem offering between Deloitte, Informatica, and GCP. >> Well just something about GCP, just as a side note before you get there, is that they are really clever. They're using Sequel as a way to abstract all the under the hood kind of configuration stuff. Smart move, because there's a ton of Sequel people out there! >> Exactly. >> I mean, it's not structured query language for structured data. It's lingua franca for data. They've been changing the game on that. >> Exactly, it should be part of their Cloud journey. So organizations, when they start thinking about Cloud, first of all, what they need to do is they have to understand where all the data assets are and they read the data feeds coming in, where are the data lakes, and once they understand where their datas are, it's not always wise, or necessary to move all their data to the Cloud. So, Deloitte's approach or recommendation is to have a hybrid approach. So that they can keep some of their legacy datas, data assets, in the on premise and some in the Cloud applications. So, Informatica, MDM, and GCP, powered by Deloitte, so it acts as an MDM nimble hub. In respect of where your data assets are, it can give you the quick access to the data and it can enrich the data, it can do the master data, and also it can protect your data. And it's all done by Informatica. >> Describe what a nimble hub is real quick. What does a nimble hub mean? What does that mean? >> So it means that, in respect of wherever your data is coming in and going out, so it gives you a very light feeling that the client wouldn't know. All we- Informatica, MDM, on GCP powered by Deloitte, what we are saying is we are asking clients to just give the data. And everything, as Rajeev said, it's a white-glove approach. It's that from engagement, to the operation, they will just feel a seamless support from Deloitte. >> Yeah, and just to address the nimbleness factor right, so we see clients that suddenly need to get into new market, or they want to say, introduce a new product, so they need the nimbleness from a business perspective. Which means that, well suddenly you've got to like scale up and down your data workloads as well, right? And that's not just transactional data, but master data as well. And that's where the Cloud approach, you know, gives them a positive advantage. >> I want to get back to something Abhiman said about how it's not always wise or necessary to move to the Cloud. And this is a debate about where do you keep stuff. Should it be on on prem, and you said that Deloitte recommends a hybrid approach and I'm sure that's a data-driven recommendation. I'm wondering what evidence you have and what- why that recommendation? >> So, especially when it depends on the applications you're putting on for MDM, and the sources and data is what you are trying to get, for the Informatica MDM to work. So, it's not- some of your social systems are already tied up with so many other applications within your on premise, and they don't want to give every other data. And some might have concerns of sending this data to the Cloud. So that's when you want to keep those old world legacy systems, who doesn't want to get upgrades, to your on premise, and who are all Cloud-savy and they can all starting new. So they can think of what, and which, need a lot of compute power, and storage. And so those are the systems we want to recommend to the Cloud. So that's why we say, think where you want to move your data bases. >> And some of it is also driven by regulation, right, like GDPR, and where, you know, which providers offer in what countries. And there's also companies that want to say "Oh well my product strategy and my pricing around products, I don't want to give that away to someone." Especially in the high tech field, right. Your provider is going to be a confidere. >> Rajeev, one of the things I'm seeing here in this show, is clearly that the importance of the Cloud should not be understated. You see, and you guys, you mentioned you get the servers at Google. This is changing not just the customers opportunity, but your ability to service them. You got a white-glove service, I'm sure there's a ton more head room. Where do you guys see the Cloud going next? Obviously it's not going away, and the on premise isn't going away. But certainly, the importance of the Cloud should not be understated. That's what I'm hearing clearly. You see Amazon, Azure, Google, all big names with Informatica. But with respect to you guys, as you guys go out and do your services. This is good for business. For you guys, helping customers. >> Yeah absolutely, I think there's value for us, there's value for our clients. You know, it's not just the apps that are kind of going to the Cloud, right? I mean you see all data platforms that are going to the Cloud. For example, Cloudera. They just launched CDP. Being GA by July- August. You know, Snowflake's on the Cloud doing great, getting good traction in the market. So eventually what were seeing is, whether it's business applications or data platforms, they're all moving to the Cloud. Now the key things to look out for in the future is, how do we help our clients navigate a multi Cloud environment, for example, because sooner or later, they wouldn't want to have all of their eggs invested in one basket, right? So, how do we help navigate that? How do we make that seamless to the business user? Those are the challenges that we're thinking about. >> What's interesting about Databricks and Snowflake, you mentioned them, is that it really is a tell sign that start-ups can break through and crack the enterprise with Cloud and the ecosystem. And you're starting to see companies that have a Sass-like mindset with technology. Coming into an enterprise marketed with these ecosystems, it's a tough crowd believe me, you know the enterprise. It's not easy to break into the enterprise, so for Databricks and Snowflake, that's a huge tell sign. What's your reaction to that because it's great for Informatica because it's validation for them, but also the start-ups are now growing very fast. I mean, I wouldn't call Snowflake 3 billion dollar start-up their unicorn but, times three. But it's a tell sign. It's just something new we haven't seen. We've seen Cloudera break in. They kind of ramped their way in there with a lot of raise and they had a big field sales force. But Data Bear and Snowflake, they don't have a huge set in the sales force. >> Yeah, I think it's all about clients and understanding, what is the true value that someone provides. Is it someone that we can rely on to keep our data safe? Do they have the capacity to scale? If you can crack those things, then you'll be in the market. >> Who are you attracting to the MDM on Google Cloud? What's the early data look like? You don't have to name names, but whats some of the huge cases that get the white glove service from Deloitte on the Google Cloud? Tell us about that. Give us more data on that. >> So we've just announced that, here at Informatica World, we've got about three to four mid to large enterprises. One large enterprise and about three mid-size companies that are interested in it. So we've been in talks with them in terms of- and that how we want to do it. We don't want to open the flood gates. We'd like to make sure it's all stable, you know, clients are happy and there's word of mouth around. >> I'm sure the end to end management piece of it, that's probably attractive. The end to end... >> Exactly. I mean, Deloitte's clearly the leader in the data analytics space, according to Gartner Reports. Informatica is the leader in their space. GCP has great growth plans, so the three of them coming together is going to be a winner. >> One of the most pressing challenges facing the technology industry is the skills gap and the difficulty in finding talent. Surveys show that I.T. managers can't find qualified candidates for open Cloud roles. What are Deloitte's thought on this and also, what are you doing as a company to address it? >> I mean, this is absolutely a good problem to have, for us. Right, which means that there is a demand. But unless we beat that demand, it's a problem. So we've been taking some creative ways, in terms of addressing that. An example would be our analytics foundry offering, where we provide a pod of people that go from data engineers you know, with Python and Sparks skills, to, you know, Java associates, to front end developers. So a whole stack of developers, a full stack, we provide that full pod so that they can go and address a particular business analytics problem or some kind of visualization issues, in terms of what they want to get from the data. So, we teach Leverate that pod, across multiple clients, I think that's been helping us. >> If you could get an automated, full time employee, that would be great. >> Yeah, and this digital FD concept is something that we'd be looking at, as well. >> I would like to add on that, as well. So, earlier- with the data disruption, Informatica's so busy and Informatica's so busy that Deloitte is so busy. Now, earlier we used plain Informatica folks and then, later on because of the Cloud disruption, so we are training them on the Cloud concepts. Now what the organizations have to think, or the universities to think is that having the curriculum, the Cloud concepts in their universities and their curriculum so that they get all their Cloud skills and after, once they have their Cloud skills, we can train them on the Informatica skills. And Informatica has full training on that. >> I think it's a great opportunity for you guys. We were talking with Sally Jenkins to the team earlier, and the CEO. I was saying that it reminds me of early days of VMware, with virtualization you saw the shift. Certainly the economics. You replaced servers, do a virtual change to the economics. With the data, although not directly, it's a similar concept where there's new operational opportunities, whether it's using leverage in Google Cloud for say, high-end, modern data warehousing to whatever. The community is going to respond. That's going to be a great ecosystem money making opportunity. The ability to add new services, give you guys more capabilities with customers to really move the needle on creating value. >> Yeah, and it's interesting you mention VMware because I actually helped, as VMware stood up there, VMCA, AW's and NSA's offerings on the Cloud. We actually helped them get ready for that GA and their data strategy, in terms of support, both for data and analytics friendliness. So we see a lot of such tech companies who are moving to a flexible consumption service. I mean, the challenges are different and we've got a whole practice around that flex consumption. >> I'm sure Informatica would love the VMware valuation. Maybe not worry for Dell technology. >> We all would love that. >> Rajeem, Abhiman, thank you so much for joining us on theCube today. >> Thank you very much. Good talking to you. >> I'm Rebecca Knight for John Furrier. We will have more from Informatica World tomorrow.

>> Live from Las Vegas, it's theCUBE covering Informatica World 2019. Brought to you by Informatica. >> Welcome everyone, you are watching theCUBE. We are kicking off a two-day event here at Informatica World 2019 in Las Vegas. I'm your host, and I'm co-hosting along with John Furrier. It's great to have you. Great to be here. >> Great to see you again. >> So, Informatica is really sitting in the sweet spot of a fast-growing area of technology, cloud and big data. I want to ask you a big question. Where is the market? What do you see happening in this sweet spot area? >> Well we're here in Informatica World. I think it's our fourth Cube coverage. We've been following these guys since they've gone private two years ago in depth. Interesting changeover. They went private just like Michael Dell did with Dell Technologies. And then they went public in great performance. We said at that time, if they can go private with the product skills that they have in their senior leadership, they could do well. And they've been on the same trend line, which has been really positive data. Now data is the hottest thing on the planet. This is the theme of the industry. Data is everything. Machine learning needs data. Data feeds machine learning. Machine learning feeds AI. This is a core innovator. Now the challenge is on the enterprise side is that data is structured. It's in all these different databases. So in an enterprise, data's kind of has all these legacy structures and legacy systems. And the cloud for instance. Cloud is where SaaS wins. And SaaS winners like Zoom Communications, Air BNB, you name all those successful cloud data companies. Data's at the heart of their value proposition. And data is unencumbered. There's no restrictions. They use data, data as analysis. They look at customer behavior, AB testing. So data is the heart of innovation. This is Informatica's plan here. CLAIRE is their AI product. Their theme is kind of clever. CLAIRE starts here. And this is really the focus for Informatica. Their opportunity is to be that independent vendor supplier, the Switzerland as it has been called, the neutral third party to bring data together On Premise and Cloud. That's what they're saying. That's their opportunity. The challenges are high. The data business is being regulated. We talk about it last time. You know, privacy, GDPR one-year anniversary, Microsoft's calling for more privacy. As more regulation comes in, that puts more restrictions on data. That requires more software. That creates overhead. Overhead is not good for SaaS business models. And that is where the conflict is. This is the opportunity, and if they can overcome that as a supplier, then they can do well. And data growth is just massive. Cloud, IoT Edge, you name it. Data is the center of the value proposition. >> Well, and we're going to have a lot of great guests on the program this week, in particular we're going to have Sally Jenkins talking about these four customer journeys that the customers are going on. And in fact data governance and privacy is one of the big tenants. So, they are making, they are saying this is our wheelhouse. We can do this. We can help you do this. >> Well, the thing is we're going to ask every guest the question of the week is What's the skill gaps? Because digital transformation although very relevant is only as good as the people and the culture that's behind it. And that's a theme that we hear all throughout our different CUBE events. If people have the culture for it, they could do it. DevOps is another word that has been kicked around. But ultimately if you don't have the people and just machines, it's really going to be a tough balance to strike. You need the machines, you need the data, you need the people. And this is where the challenge is in the industry. I think the skill gaps is a huge problem for digital transformation. It's to me the big blocker in seeing innovation accelerate. So customers are now having that journey. They're starting, they really think about how to architect their enterprise with an On Premise, with a Legacy and Cloud Native with full SaaS. And the companies that can get to a SaaS business model, managing the On-Premise's legacy will have a winning shot at taking new market share or top one down incumbents in leadership positions. >> I'm really excited about this idea. Asking people about the skill gap and where the next generation of jobs are going to be in big data. I saw a statistic, a survey from Google, 94% of IT managers can't find qualified candidates for open Cloud roles. That is-that's astonishing. I also saw an interesting quote from Tim Cook, who recently said that half of Apple's new hires are not going to have a college degree this year. He said when our own founder didn't have one. It kind of really shows you what you can do. >> It's really early. >> You might not need this degree. >> First of all, it's really, first of all I agree that degrees don't really matter. In some cases, old degrees might not apply to the new jobs. I'll give you an example. My daughter just graduated from Cal Berkeley this week. And they had the inaugural class of data, data science, data analytics. For the first time, first graduating class. That's a tell-sign that we're at the early, early stages. But data science can come from anyone. You could be, you know, anthropologist, you could be any any skill. You can solve a problem, you're good at math. You can see the big picture. You're seeing data science really becoming a career. And again, there's just not enough job openings. And data science isn't just for the data jockeys out there who just want to do data. There's cyber security, huge data-driven. Everything is data-driven. The big growth area in the enterprise is the IoT, the Edge. As devices come online for manufacturing to oil rigs to wind farms. The edge computing is a huge thing. And that's a data problem. Everything is a data problem. So this is where the industry is focused I think Informatica was really on it early. And now everyone's jumping in. You got Amazon, Google, Microsoft, the big cloud players, and you got all the existing incumbent enterprise suppliers all putting data at the center-value proposition. You know you got a lot of competition now for Informatica, and they have to make some good moves here. And what I'm going to be looking for here, Rebecca, is how they transform as a company. Because I think that they have to be an integration company. They want to be that Switzerland. They got to integrate to all the clouds. They got to integrate to all the different platforms and environments on the enterprise and create that one operating model. And this is something they say they want to do, and we're going to ask them. >> And you not only called them Switzerland, they've called themselves Switzerland. And so I think that they are. They do want that. They want that for themselves. They want they are having these partnerships with all of the major cloud providers. So, you said this is what you're going to be asking. This is what you're going to be looking for. What is it that you think will set them apart? >> I think ultimately I think Informatica's got a great management team when it comes to product and engineering. One of the things I've been impressed with is they get the product around data. The only thing I think that could be a headwind for them as a challenge is this regulatory environment. I brought that up earlier. I think this could be a challenge and an opportunity, and it could be the difference maker because there's no question that their value proposition or how they're dealing with data management, their deals we're going to hear about with the cloud and all of the new innovation they have with CLAIRE and AI. Certainly that's good. But if you don't have data-feeding machine learning, and the data's hard to get at, and it's regulated, you got clouds with geographies and countries have new regulations. This is a complicated problem. If they could create software to make that easier and create an abstraction layer and use the power of the cloud, I think they could have a winning formula. So to me, that's a killer opportunity. And then making data work for SaaS-oriented business models, On-Premise and in the cloud. >> I think you're absolutely right and we heard Anil Chakravarthy say this today. Data needs the machine learning an AI, AI machine learning need data. And any application of AI and machine learning is only as good as the data that's been collected. So, the other big challenge is what I think is going to be really exciting about for this show is seeing all of these use cases. In industry after industry we are seeing applications of AI and machine learning transforming business models and approaches and leadership and big ideas around these important game-changers in our industry. >> Yeah, one of the things that's interesting I had an interview with in the city of Howie Xu, who's formally VMWare engineer, entrepreneur, sold his company to Zscaler. He's an AI guy, and we talked about the SaaS business model. And one of the things that's key is if you don't have the data feeding the SaaS, it's not going to work, so to me if they could get that data back in to the system quicker with all that regulation, that's going to be a game changer. And I think they got to start thinking how they can show the customer proof points. That's going to be interesting when the customers start adapting in that scale. >> And as we've also said many times on theCUBE the governance is kind of a mess itself. I mean Washington doesn't quite know what to do with this and how to regulate it. How do you think that these technology companies should be working with Washington on this? >> Well that's a loaded question. First of all, I think the government is not the bellwether for technology innovation. In fact, I think innovation is stifled by too much regulation. There's got to have a balance there. One of the things that's positive is in the cyber-security area you see private, public partnerships go on where there's some joint sharing. I think cloud is going to be a catalyst. We're going to have the VP of marketing from Amazon web services on, I'm going to ask him that direct question. This is where the action is. So I think this notion of collaboration the enterprise and cloud players is going to be key because if you look at like just how search engines used to work back in the old days, if it was not encumbered by all this legacy infrastructure in the enterprise, it works great. The more you add complexity to things, the more you need software. The more you need software, you need horsepower to compute. You need more storage. So all these things are creating a different environment than it was just three years ago. So, you know can they adjust, can the industry shape itself out? I think the industry needs to lead here, not the government. >> What about the idea of Informatica working together with customers and making sure that they are in fact deriving value? Because I mean I think that's the other thing is that all of these companies know they need to have an AI strategy, they need to be using more machine learning. It's very complicated as you said. But then there's this question of am I really going to see a return of investment on this? >> Well, I think Informatica can do a good job working with cloud architecture and looking at because you got again IoT edge is coming around the corner. But if they can nail the architecture On-Premises and Cloud, that is a great start. The second thing that Informatica can help customers at, and this is a customer challenge, is where do you store the data? Because moving data around is very expensive. So this scenario is where you want it all on the cloud. This scenario is where you want it all On Premise. And this scenario is where you want it on both locations. And then with the edge, you want to move data I mean compute to where the data is. So, data becomes a very critical piece of the overall architecture and whoever can build this operating system's mindset will have a winning formula, and again being neutral is a critical strategy. And the more Informatica can help enterprise be more like consumer companies, the better. If you look at Slack for instance, it's an IPO candidate coming out very popular. It's just a chat kind of message board app. What made Slack successful is that they built connectors and APIs into all different tools. If Informatica could do that, that would be a winning formula because they want to be data brokering, they want to be data connecting, and they want to feed the applications and machine learning data. If they can't get data to the machine learning and AI, the AI will not be sufficient. And that will be a problem. >> Well, this is all the things we are going to be talking about over these next two days. John, I look forward to it. I'm Rebecca Knight, you are watching theCUBE. (lighthearted techno music)

>> Announcer: Live from San Francisco, it's theCUBE! Covering Informatica World 2017. Brought to you by Informatica. >> Welcome back, everyone. We're live in San Francisco for CUBE's exclusive coverage of Informatica World 2017. I'm John Furrier, SiliconANGLE. Our next guest, Anil Chakravarthy who's the CEO of Informatica, CUBE alumni multiple times, but the chief executive officer leading the charge of a great private company doing very well. Welcome back to theCUBE. >> It's great to be here, John. Thanks very much. >> We've got a couple of things to talk about, but I want to just jump in. Behind us you see the new logo, Informatica. Really kind of the last leg of the stool, if you will, you guys have gone private, >> Yep. >> Great product work over the years. You know I've been pretty complimentary of you guys, although we've had a critical analysis session yesterday. But all the big bets were very well done playing off. You've got a great product team, great leadership team, new CIO hire. But the last leg of the stool is the brand. >> Anil: That's right. >> You guys haven't been showboating much. Now you got to kind of brag and be humble about it and get the word out. New marketing program, what's that all about? >> Yeah that's exactly right. So you just said, the transformation that we are going through, three big steps is the transformation. The product portfolio transformation, we've been talking about that. This is all driven by cloud, by big data, and machine learning, and all of that. Then the transformation of the business model, from license to subscription and cloud services. And now the brand transformation. And we see the brand transformation as actually catching up to where the company actually was. We were just talking about that right before we got started. We actually have done a lot of things. Like for instance, did you know that we are doing 1 trillion transactions a month in the cloud? I mean, very few people knew about that. >> Yeah, what's more impressive on that, I found that out earlier it was 1 billion in January. >> Anil: It's unbelievable. It's-- >> I mean how do you do that? It's a growth hockey stick, straight up. >> It's a hockey stick, it's huge, it's huge growth, and that's driven by the fact that we are the leader in cloud data management for the biggest ecosystems, for Salesforce, for Amazon, for Azure, and that drives a lot of the data volume across the cloud. >> Before we get in the keynotes, on that note, one of the big bets you know I've been very impressed on is the cloud play, right? The data architecture of things, the winning formula. But you got cloud presses, you had Amazon Web Services. Google just announced span or horizontally scalable database, generally available. You were on the of the three data partners on the front end of that. >> Anil: That's correct. >> And part of the launch of Google. >> That's correct, yeah. >> I didn't know that. >> So you know, the way we think of the world is from our customer's perspective. It really is the best way to think about it is as the enterprise cloud. Put it together. All the data you have in the enterprise that you have generated over the years, that's still very valuable data. And then the data you have in the cloud. And you can't think of those two things as separate. For instance, you could have customer data, the same customer. John, you're the customer of a retailer. Some of that data about you is in their on-premises systems, and some of the data may be in a cloud system, but it is all interconnected data and you can't have two separate silos. We believe that we are the only ones that can really manage that. And that's why we are supporting every major cloud platform or cloud system, just like we are supporting every major on-premises system. >> Yeah, you guys call it Switzerland. It was a great way to describe it. But really to me it puts bigger than that, is that you guys make data ready. And that's really the value of what I call the tier two data layer that's building, where you've got stuff in memory, I get that, it's some odyssey streaming stuff, and things going on there. But now, then you have third tier, archive, but data tier two is just like all the data: IoT, structured data. That's growing, but the cost of storage is getting lower and lower. Now companies are incented to store. How is that impacting your business? We heard that at DellEMC World over and over and obviously they're in the storage business, but the tier two storage is significantly growing. >> Well data is still growing at over 25% a year. That's a huge number given all the way the size that you have, so it's going to be within by 2020, it'll be over 15 zetabytes, and a zetabyte, for those of you who are interested, is 10 to the 21. That's a huge amount of data. And what we're seeing is, the value comes from being able to first of all see your way through the data, being able to understand what data is valuable and what's not, and then connect the data. If you have customer data, product data, location data, et cetera, being able to put all of that together. That's really where the value comes from. >> So I've got to ask you about your keynote. You talk about the digital transformation's unfolding and data is the critical foundation for digital transformation. Okay, we've heard digital transformation. I mean, I'm not to say it's played, I know you guys have your theme, but this business transformation going on. So digital transformation is a known trend, but it kind of is played in my mind. I want to know what's different about Informatica now. Why is it unfolding now versus two years ago when we started talking about digital transformation? What's the most relevant thing now? >> Well I think the biggest relevance is, two years ago, as you exactly said, people were talking about digital transformation. Now they're doing digital transformation. Now you're seeing, you know, we talk about our own customers like Tesla or GE or Amazon doing it, but lots of other customers are actually doing the digital transformation. Now when you first take the first step toward the digital transformation, that's when you realize, my data, I got to fix the data foundation. If I can't have a data foundation, then I just, you know, everybody cares about a good customer experience. If I can't tell all the interactions a customer has with my company, and that data is in different places, there is no way I can provide a good customer experience because the customer knows what they're doing with me and I don't know what they're doing with me. And that's really the foundation for the data foundation. >> I want you to take a minute to just re-explain that because this is something comes up all the time and I get different answers and people have different definitions. What does it mean to have a digital data foundation and what are some of the impacts to the customers when they do have that? >> Think of it the simplest way. Let's say you have a customer and a lot of the new customers are like that. You are a bank, and you have a customer who doesn't want to talk to anybody. They only want to do everything through a mobile application. They want to file a loan application through the mobile, they want to check their balance through mobile, they want to deposit a check through mobile, et cetera, et cetera. If they have a problem, they might talk to somebody through a chat on a mobile, but they don't really want to talk to a live person. And this is, by the way, a common scenario now. Now they are doing probably 20 different things through the mobile. But when you get into your back end, that's the front end. You can put 20 things on the mobile, but the back end you've got 20 different things. But you have to have a single picture across those 20 things. When did the customer interact with us? What did they do? What is the pattern of that customer? How do you profile what the customer is doing? If you don't have that picture, everything that you do with the customer is going to just appear disconnected to them. It's going to frustrate them even more. And that's really the reason we have to have the data foundation. >> Okay, so, that's kind of a data layer, I get that, and believe me, horizontally-scalable data, making it accessible only helps the apps. The question to you is, your reaction to people saying, "Hey, Anil, I got to be innovative. "I got to free the data up and I got to let it grow "and you know a thousand flowers bloom, all this goodness. "But hey, I got to control it." So that's a huge issue. I've got governance, I've got compliance, there's laws now. So am I stuck in the mud? I want to be innovative and go fast, but now I've got to govern it and control it. How do you answer that question? >> You can do both now and that's the reason why we're announcing CLAIRE and all these innovations that we announced this. The advent of machine learning and metadata let's you do both. You basically say, look, I can use all these new technologies to find out what data I have. It's not going to slow you down. In fact, if you set up something like an intelligent data lake, because it has the metadata layer, you are actually opening up the data you have to the end user without having to come through IT for every piece of data, which means they can go faster. That's where the innovation happens. So you can do both. >> John: So it's a control catalog, basically. >> It's exactly right. It's a controlled catalog and you basically get to define different levels of trust. You can say, this data is curated data, it's trusted data and we can vouch for it. And maybe other data that's just shared collaboratively, and you can just flag it and then that way the user knows, okay here's data that I'm getting from a central system and this is what I need to use when I'm talking about something like revenue. And I'm tying something like a trend of what's going on. I might be able to use other data and that's the key there. >> Talk about the trend around CLAIRE. A lot of buzz here at the show. CLAIRE stands for clairvoyant. It's got the word AI in it. It's a name. SAP's got Leonardo, Salesforce has Einstein, all these different terms, but it's a clever way to point to AI, augmented intelligence, and machine learning. >> Anil: Correct. >> What does that mean for Informatica as a company? Certainly it kind of humanizes it. >> Anil: Correct. >> Shows the access of data should be democratized. What does it mean for you guys and the customers? How does that play out in your mind as the CEO? What do you see CLAIRE doing? >> Well the three big points I'll make about CLAIRE. First of all, when we built CLAIRE, we did not invent the artificial intelligence or the machine learning. A lot of that is already available. So we took a lot of the best algorithms in machine learning and applied them to metadata and applied them to data management. That's the secret sauce. It's not the building the AI itself, it's the use of the AI for data management. That's number one. Second, we defined CLAIRE very clearly and we said it's not a product. It's an engine, it's an AI-powered engine. In fact, I call for CLAIRE, I say it's cloud-scale, AI-powered real time engine, that's CLAIRE. Right, so it's an acronym, but it's the engine that powers other products. The third big thing is we're telling customers, you're going to get the benefit of CLAIRE, but you don't need to deploy CLAIRE. When you buy any of our products that are powered by CLAIRE or any of our solutions that are powered by CLAIRE, that will automatically come in there. So it means once you have any product like our enterprise information catalog or our secured source or data governance, you're starting to use CLAIRE and then you can use CLAIRE for other use cases as well. >> What's been the reaction? You know, and obviously you get nervous, CEO, probably got these things out there, probably wonder what the reaction is. What's your take on the reaction? >> People are very intrigued. I know that's what they, they look at CLAIRE and go, what is CLAIRE? How are you guys using it? I think people are asking us, tell us a little bit more about how AI is being used in the world of data and data management. So it's absolutely the reaction we wanted. >> So I got to ask you this question. I asked Mark Hurd the same question at the Oracle media day a few weeks ago. I want to ask you the same question. Everyone's number one at everything now. You guys are number one in six quadrants. Oracle's number one, the Dell E's. Everyone's number one at something. So the question really is, not so much about being number one, congratulations, you've got some magic quadrant wins that was highlighted in the keynote. But you guys are going through a transformation. You're telling your customers that they're going through a transformation. Wouldn't it make sense that the transformation scoreboard looks different than the old way? And I want to get your thoughts on this because, not that we have the answer, but there's one answer in customer wins, but as this new world transforms and unfolds, what's the scoreboard look like? How, because it's not as clean to say, this is the category, you're starting to see a little blending, as you mentioned how data is evolving. What's the new scoreboard look like? >> Is it the scoreboard for us or for the customer? >> John: You guys, the industry. How do I know if you're doing well? Obviously customer wins is obviously number one. >> Yeah, I think the best way to. I'll give you a couple of metrics, financial and nonfinancial, okay. From a nonfinancial perspective, as you said, a couple of key metrics. One is customers. How many new customers, how many new customers, reference customers do we have? Second one that you want to look at is just mind share or when people think about digital transformation, do they think of, hey, Informatica, they have a key role in my digital transformation. Just looking at mind share and so on, because that's a good leading indicator. In terms of the nonfinancial, or the financial metrics for us, obviously as more customers do what we call enterprise cloud data management, you're going to see our subscription revenue grow dramatically and you know, that's something that when you look at our subscription revenue, you'll see that impact of the enterprise cloud data management. >> And you guys made the move to subscription, obviously went private. Bruce Chizen and Jerry Held, your board members talked about this. You can do a lot of things 'cause it doesn't, it impacts the P&L but that it's still baking out, it's evolving, you're private, not public, but you want to get it right before you go public. >> That's correct. >> How do you feel about the progress on that front now? >> Oh we're making fabulous progress. We're very pleased with where we are. From my perspective, we are ahead of where we thought we would be by this time. I think customer buying behavior has converged really nicely with where we are in terms of where we want to go. So I think that's definitely been a big plus. >> Sally Jenkins, your new CMO, you got to feel good about her coming on the board-- >> Anil: Oh she's done a great job. >> High impact. She said on theCUBE that you guys are the hottest privately held pre-IPO startup. >> Anil: That's right. >> Twenty years in the making, whatever. I mean, but you guys are private. >> Billion dollar startup. >> But you act like a startup, which is why we like you guys a lot. You guys are like a very hustling like a startup. But now you're growing and you're getting beyond the 200 million, over a billion dollars now. When's the IPO coming? >> Yeah, I mean, you know look, I can tell you the factors that will be the lead to the perfect timing for the IPO. When those factors come together, I don't have a crystal ball right now, but I can tell you it weighs both on us and the market. From our perspective, we are making this big shift in the business model. We want to make sure that we can say, hey look, now the shift is very clear and stable and we can see where they where you know we'll be able to project out our own forecast for the next three, four quarters. So that's one key indicator for us. The second key indicator that we look at is the total revenue growth of the company and what percent of the growth of the revenue is recurring revenue for us. So we're going to be looking at those two factors. And of course from the market perspective, we want to make sure that the market wants to, continues to be. >> If you wait four years til we have a new president, and then heard all the politics from the Kara Swisher thing was, got a lot of people stirred up, in the conversation. But in all seriousness now, you also have private equity so you have to make the company worth money after they go public so you've got to have some growth left in you, right, I mean you guys are, you feel good about the? >> Oh we really do because you know, we look, that's where these six categories that we talked about make a lot of sense. You look at data integration, data quality, master data management, these are all categories that are well established. We know the patterns and we are seeing very good growth in those categories. Then you look at the new categories: cloud, big data management, data security. Those are all coming into their own right now. So that's why when you look at our portfolio, you go, wow, there are some that you already have great, well established and going well. These other ones, they're well established but they also have a lot of promise and future growth. >> Great chatting with you. You're a great, insightful, and inspiration. You guys have done a great job. But I've got to ask you the question because I think you have an interesting role. I mean, you have, you're acting like a startup, but you're not a startup. You went private from a public company. You've got a great board of directors. You've got Jerry Held and Bruce Chizen on there, but you've also got private equity sharks on the board. So, that's my definition, I won't say you said that. >> No, no, but I was actually in the private equity world, to my pleasant surprise, I've seen the whole spectrum of investors and our guys on the board are very much growth-oriented. They know that the value gets created for them through growth so it's well aligned. >> Yeah, but you're not sitting back having pizza and drinking wine. These PE guys, they're financially driven. >> Anil: That's right. >> So the question is, advice to other startups, whether they're venture backed or other companies going through innovation strategy. How do you manage the success of having such good product excellence? I know you've got good people, so that's an easy one answer. How as a CEO do you maintain the disciple to have the cadence of the financial performance? Because those guys look, they're probably not going to give you, hey how we doing? Numbers matter, but you're transforming technology and products. >> That's right, so what we do is-- >> How do you do it? >> We have a scorecard which has both the short term and the longterm metrics and we look at both of those. You know, we do monthly business reviews. So the pulse of the company has definitely quickened. We're operating at a new level of intensity. But when we look at the scorecard, it's not just the immediate financial metrics. It's things like, for example, are we building the back end infrastructure to be a subscription company? That doesn't get done in a month. >> John: That's an IT challenge, right? >> That's an IT challenge, a process challenge, it takes 12 months, 18 months, the kind of things that you talk with Graeme about. But that is an example of, you can have a scorecard. You don't necessarily have to look at a scorecard just for the short term metrics. You look at it for both short term and what makes you successful over the longterm. And that's, you know, that's what we're doing is just keep our eye on the ball, focus on a few things, both short term and longterm, and make sure we're doing them well. >> How about customer wins? To me, that's the scoreboard ultimately as we look at it at our team. How are you doing on customer wins? Can you share some, I see you have a lot of great customers. I met a few last night, obviously big wigs, big names. >> Anil: Yeah, exactly. >> What are some of the big wins look like and why are you winning? >> Well you know, we have 7,000 plus customers. We have a great customer base. Just at this show we've had 85% of our sessions here at the show have had customer or partner speakers. That gives you a sense of customers want to talk about us. A couple of ones that I would highlight for example, which are fairly recent for example, Amazon is one. They just spoke at the show and in fact the CMO of Amazon was here, Ariel Kelman. And he spoke about he is a customer of Informatica and how he's using Informatica for his own marketing systems and the marketing data analytics that he is doing. Another example is Tesla. You know, we talked about them at the show. >> I got a test drive on Friday with one. >> There you go, exactly, and then they are using us for the Tesla and the Solar City acquisition and driving synergies there. So lots of great examples. >> John: Tough customers, by the way, very, very finicky. >> Oh they are very demanding, very demanding customers and we are really proud to be serving them. >> Okay, final question, Anil. What's next? How do you look forward. Obviously this event, congratulations on getting the branding out. Peggy and the team did a great job. Sally and the team did a great job. What about next? What's next? >> Yeah, you know, what's next for us is simply work with customers to first of all get our story out, understand their priorities, and make sure that they understand that we can be a great partner for them. So we believe that this is the beginning of that journey. We talked about digital transformation and how we help them. Now we take the show on the road to our customers, make sure that we help them at their pace to transform. >> So bring the message out, build the brand. >> Absolutely. >> That's the key priority. >> And then continue. >> Product side, what's going on the products? >> Well on the product side, for instance, you saw a teaser of all the big trends. Machine learning, cloud, big data, security, all of these have full-fledged roadmaps that we're going to be working on over the course of the next six months. >> Anil, great to see you. Congratulations, you can tell, you're still intense. You've got the intensity, it's not going to stop by the way. >> Anil: No it's not. >> It's not like you're not going to get more intense as you guys grow. And congratulations. >> Thank you for having me on your show. >> We are here live in San Francisco for Informatica World 2017 with the CEO here, Anil Chakravarthy, inside theCUBE. I'm John Furrier. Thanks for watching. Stay with us for more coverage from Informatica World after this short break. (techno music)

>> Narrator: Live, from San Francisco, it's the Cube, covering Informatica World 2017. Brought to you by Informatica. (techno music) >> Hey, welcome back, everyone. Live here in San Francisco, this is the Cube's exclusive coverage of Informatica World 2017, our third year covering Informatica, and more to come. I'm John Furrier with Silicon Angle, the Cube. My co-host, Peter Burris, Head of Research for Silicon Angle Media, as well as General Manager of Wikibon.com, check out the great research at Wikibon. Some great stuff there on IOT, cloud ping data, great stuff. Of course, go to SiliconAngle.com for all the coverage YouTube.com/SiliconAngle for all the Cube videos. Our next guest is Bruce Chizen, board member of a lot of private companies, also Special Advisor at Informatica. You're on the board of Informatica, no? >> Executive Chair. >> John: Executive Chair of Informatica. Not only as Special Advisor, Executive Chair. Welcome back, good to see you. >> Great to be here. >> You were on last year, great to have you back. What a popular video. Jerry Held was on yesterday. Let's get some Board insights, so first question, when are you going public? (laughing) >> Good one. >> John: Warmed you up, and then, no. I mean the performance is doing well. Give us a quick update. >> Company's doing well. Q4 was a good quarter, Q1 was a good quarter. I think we will be positioned to do something late 2018, early 2019. A lot depends on how the company continues to do. A lot depends on the market. The private equity investors are in no hurry. >> John: Yeah. >> But it's always nice to have that option. >> So it's one of the things we, yeah, great option. Doing well. We heard that also from some of the management. We got O'Neil coming on, we'll press him on some of the performance side, but always had good products out, we talked about it last year. But the industry's going through a massive transformation. You've seen many waves over the years. The waves are hitting. What's your perspective right now? I mean, it's a pretty big wave. You got to get the surfboard out there, there's a set coming in. What's the big wave right now? >> So, data is driving every transformation within every organization. Any company that is not using and taking advantage of data will be left behind. You look at how companies like Amazon and Google and now a lot of our customers like Schwab and Tesla and others, the way they're using data, that will allow them to continue to either be successful in the case of a Schwab, or be a disruptor, like somebody like Tesla. Fortunately for us at Informatica, we are helping to drive that digital transformation. >> One of the things that I always observe, younger than you are, I've only seen a few waves in my day, but in the waves that were the most impactful in terms of creating wealth, and opportunity, and innovation, has had a cool and relevant factor. Meaning, if you go back to the PC days, it was cool and relevant. If you go back to mini computer, cool and relevant. And it goes on and on and on. And certainly internet, cool and relevant. But now, the, you mention Tesla. I'm testing driving one on Friday. My kids are like "Don't buy the Audi, buy the Tesla." This is my kids. So it's a cooler, it's a spaceship, it's cooler than the other cars. >> Bruce: Or an iPhone on wheels. >> Peter: (laughs) Exactly. A computer on wheels. >> So cool and relevant, talk about what is the cool and relevant thing right now. You talk about user experience, that's one. Data's changing it. So how is data being the cool and relevant trend? Point to some things that... >> If you look at what's happening from the chip on up, everything, everything will be intelligent. And I hate to use the term "internet of things," but the reality is everything will have intelligence. And that intelligent information will be able to be taken advantage of because of the scale of the cloud. Which means that any company will be able to take information, data, analyze it on the cloud, and then use it to do something with. And it's happening now. Fortunately, Informatica sits right in the middle of that, because they're the ones who could rationalize that data on behalf of their customers. 'Cause there's going to be a lot of it and somebody needs to govern it, secure it, homogenize it. >> John: You consider them an enabling platform? >> Absolutely, absolutely. I was joking, we just went through a rebranding exercise. And it's kind of cute, new logo, and it's kind of bold and sleek and it shows we'll have a leader, but it's a logo. But there's really around the messaging, we are finally getting across that we are the ones unleashing the power of data. That's what Informatica does. We'd just never really told anybody about it. We're very product focused, not really helping customers understand how uniquely positioned the company was. >> And it's also, you guys have done some things. Let's just go back and look at going private. Brought a new management team, have product chops again, we've talked about that in previous years. Last year in particular. So, okay, you have the wind at your back. Now you got Sally as a CMO, now you got to start being a humble braggart about the cool stuff you're doing. So which is marketing, basically. >> That's correct. >> John: But now, it's digital. >> Yeah. >> So, what's the Board conversation like, you say "Go, go build the brand!" >> So first of all, being private is great. (laughing) Because we get to do things you couldn't do as a public company. We're, a lot of our customers what to buy the products and solutions via subscription, that has huge impact to the P&L, especially in the short term. Cash flow's fine. So the PE guys are going okay, it's great, because we'll come out of this as a better company, and our customers like it because that's the way they want to buy products. So, that helps a lot. The conversation at the Board level has been, "Wow, we're number one in every category in which "we participate in. "Everything from big data to cloud integration "to traditional on-premise, to real-time streaming, "and, and, and data security." >> You're only one of three vendors in the Google general availabilities banner which went out yesterday. We covered that on Silicon Angle. >> We're number one there, we had AWS speak at our conference, we had Azure speak at our conference. All of the cloud guys love Informatica because we are the ones who are uniquely positioned to deal with all this data on behalf of their customers. As a private company, we're able to take advantage of that, spend some extra money on marketing. You know a lot of our customers know about us, but a lot more should know about us. So, part of coming out, having a new logo, having a new digital campaign, changing the website, that costs money. But as a private company, we get to do that. Because the fruits of those efforts will end up occurring a couple of years down the road, which is fine. >> So let me see if I can weave those two thoughts together in what I thought was an interesting way. Given that increasingly a lot of data's going to be in the cloud, and that's where the longer analysis is going to be required, that means a lot of the tools are going to have to be in the cloud. Amazon Marketplace is going to be a place where a lot of tools are going to be chosen. People are going to go into the Amazon Marketplace and see a lot of different options, including some that are free. They may not work as well, but they're free. You guys, what happens with marketing, and what's happening with that kind of a trend, is you need to buy, as customers, to choose tools that are actually going to work to serve or to solve the problem, to do the work that you need them to perform. And so what Sally Jenkins, the CMO, has done, with this new branding, is introduce the process of how do you buy us more customers to choose the right tool to do the right job? Does that make sense to you? >> It makes absolute sense, free is good. But be careful what you ask for. Sometimes you get what you pay for. You're talking about enterprise data. You want it to be governed, you want it to be secure. You want it to be accurate. >> John: Now there's laws coming out where you have to do it. >> You look at GTB... >> Peter: GDBPR. >> GDBPR in Europe, the privacy issues. You look at what's happening with Facebook, or what was reported today with France and how they're not happy with Facebook's privacy behaviors. It's an issue. It's an issue for anybody who does business anywhere, especially if you're a global company and you do business in Europe. You have to worry about corporate governance. Data security, data governance, data security. That's Informatica. The other thing is, while there will be some customers who will say "I'm going to AWS," there will be more customers who will either say "I have some legacy "systems that I'm going to leave on-premise, "and new projects will be in the cloud." Or they're going to say "I'm moving everything to "the cloud, but I don't want to be held hostage "by one cloud provider." And they're going to go with Amazon and Azure and Google and maybe Oracle, and, and, and. And again, because Informatica is Swiss, we're able to provide them with a solution that allows them to accomplish their data needs. >> Well, congratulations on the performance, I want to get that out of the way. But I want to ask a specific question on the historical, holistic picture of Informatica. Going back, what were the key bets that you guys made? 'Cause you guys sit around, and you got the private equity now coming to the table, they have expectations, but at the end of the day you've got to build a business. What were the key bets that is yielding the fruit that we're seeing? >> The number one bet was that the company had great products and a great R&D organization. We believed that, and fortunately, we got it right. Because if you don't have great products and passionate R&D organizations around the world, you can't make up for that. It doesn't make a difference how much you spend on marketing. At least not in the business that we're in. So that was number one bet, and that proved to play out well. The second thing was, this was a company that had done so well for so long that they never needed to change their business processes to behave like a billion, two billion, three billion, four billion dollar company. Many of their business processes were like that of a 200 million dollar company. And that's easier to fix. So things around back end, IT, legal, finance, go-to-market, marketing, sales. >> John: Less of a risk from an investment standpoint. >> That's correct. So that's what we believed, we were right And where we've been spending most of our energy and effort is helping the company, through the new management team, improve their business processes and their go-to-market. >> So we had a critical analysis yesterday during our wrap up session, and one of the comments I made, I want to get your reaction to this, was although impressive, your number one and all these Gartner Magic Quadrant categories, but that's an old scoreboard. If we're really living in digital transformation, those shouldn't really be a tell sign for what the performance of the new KBIs or the new metrics are. And so we were pontificating and analyzing what that would be, still unknown, we're going to see it. But Peter had a good point, he said "At the end "of the day, customer wins." >> Yeah, that was my reaction. It's like at the end of the day, all that matters do the customers.... >> What's the scoreboard look for customer wins? I know you were at the executive summit they had yesterday at the Intercontinental right around the corner. I had a chance to meet some of them at that dinner, some conversation. But I want to get your perspective. What is the vibe of the customers, what are those customer wins, and how does that translate into future growth for Informatica? >> Any customer who is looking at data, data management, strategically, is going with Informatica. >> Mmm hmm. >> There are a number of competitors that we have who try to compete with Informatica at the product level, and they end up doing okay through pricing, through better sales tactics, but when we have the opportunity to speak to the Chief Data Officer, the CIO, the CEO, they go with Informatica. It's the reason why Tesla went with Informatica on their project where they're trying to tie together the auto business with the solar business. Because if they get to know both sets of customers and are able to sync that up, one plus one will be greater than two for them, and that's why they did that deal. Or it's why Amazon has chosen our MDM solution for their sales operations. So you look at leading companies who are able to look at the enterprise level, at the strategic level, they are going with Informatica. That's why we know we're winning. >> So Bruce, give us three sentences, what is strategic data management? >> Strategic data management is being able to take reams and reams of data from all different platforms, traditional legacy, big data, real-time solutions, and data from the cloud and be able to look at it intelligently. Use artificial intelligence and machine learning to be able to analyze that data in a more intelligent way, and then act on it. >> So two questions on that point, I was going to ask about the AI washing going on in the industry. Every event now is like, "Oh my god, AI, we've got AI," but that's not really AI. What is AI, we call it augmented intelligence because you're really augmenting with the data, but even Google IO's got a little neural net throwback to the 80s, but what's your thoughts on how customers should look through the lens of b.s. to say, "Wow, that's the real AI, or the real "augmented intelligence." >> Does it do anything? That's ultimately the question that a Chief Data Officer or CIO or CEO...is something changing because of the artificial intelligence being applied? In the case of Informatica, we announced an AI platform called Clair, "clairvoyant," so artificial intelligence. What is Clair? It allows you to develop solutions like our enterprise information catalog, where an organization has thousands and thousands of databases, it's able to look at the metadata within those databases and then over time keep disclosing more and more data appropriate to the information that you're looking for. So then, if I'm an analyst or a businessperson, a marketing person, a sales person, I can take action on the right set of data. That's true artificial intelligence. >> Bruce, I want to get to one final point as we are winding down here. Again, you've seen many waves. But I want to talk about the companies that are trying to get through the transition of this transformation, Informatica certainly cleared the runway, they've got some things to work on, certainly brand-building. I see that as their air cover in many rising tide will float a lot of boats in the ecosystem. But there are companies where they have been in the infrastructure business and the cloud is one big infrastructure, selling boxes and whatnot. Other companies have traditional software models, download, whatever you want to call it, on-prem licenses, not subscriptions. They're working hard. Your advice to them if you are on their Board, or as a friend, what do you say to them, what do they got to do to get through this? And how should customers look at who's winning and who's losing, in terms of progress? >> The world of enterprise computing is moving to the cloud. Legacy systems will remain for a while. They need to figure out how to take their legacy solutions and make them relevant to the world of cloud computing. And if they can't do that, they should sell their company or get out of business. (laughing) >> And certainly data is the oil, it's the gold, it's the lifeblood of an organization. >> Of any organization. Even at Informatica, internally, we're using our own intelligent data platform to do our own marketing. Sally Jenkins is working closely with our CIO Graeme Thompson on working on solutions where we could help better understand what our customers want and need, so we can provide them with the right solution, leveraging our intelligent data leg. >> Bruce, thanks for coming on the Cube. Really appreciate your insight. Again, you've seen a lot of waves, you've been in the industry a long time, you have great Board presence, as well as other companies. Thanks for sharing the insight, and the data here on the Cube. A lot of insights and analytics being extracted here and sharing it with you. Certainly we're not legacy, we don't need to sell our business, we're doing great. If you haven't, make the transition. Good advice, thanks so much. >> Bruce: Great to be here. >> Bruce Chizen inside the Cube here. I'm John Furrier with Peter Burris. Stay with us for more coverage after this short break. (techno music)

>> Announcer: Live from San Francisco it's the CUBE, covering Informatica World 2017 brought to you by Informatica. >> Welcome back everyone, we're here live in San Francisco for our wrap-up of day one, the CUBE's exclusive coverage of Informatica World 2017. So our flagship program, we go out to the events, and extract the signal and the noise. I'm John Furrier with SiliconANGLE, the CUBE. My co-host this week is Peter Burris, Head of Research at SiliconANGLE Media, also the General Manager of Wikibon.com. Go to Wikibon.com and check out all the great research, great stuff behind the paywall, subscription required but also some free content there as well and our special guest is Neil Raden, who's the new analyst on the Wikibon team. Welcome to the team. You're covering the value of data, and analytics industry veteran, great to have you on the team. Thanks for joining us on our wrap-up here. >> Thank you. >> Welcome Peter, look here, this is kind of a coming-out party for Informatica. We've been following them for multiple years. Some of their top exec has been CUBE alumni for many, many years. I think I admit Wallie's going to be on his eighth year, eighth time on the CUBE, but look behind as you see a new branding. Informatica has a new CMO, and she's got swagger and she's got brand impact. Informatica is now going to start bragging about their products. Although I have some critical analysis of Informatica we'll get to in a second but I've always said they've brought in a team of folks during the going private that have product chops, and they've had an install base, and their goal has been from the beginning let's go private close the curtain, and get stuff where you organize, and really work on the product and install base. Can they pivot? That was my question three years ago. Every year they keep on coming out with not a land grab but an incremental and moving the ball down the field to use your football analogy first and then do it again but starting to get into that horizontally scalable cloud model and with good cloud deals, looking poised, in my opinion, for being a data layer, potentially for making that data fabric on. So to me, I think that's the big story here. So far is some good news around the brand, product increases got AI, augmented intelligence with CLAIRE. Some interesting dynamics, which means the interface the data is changing, not only the underlying value of the data, which we want to get into but Informatica is trying to up level the interface. Your thoughts? >> So I think you're absolutely right, John. I think we've seen three things here. First off, Informatica has always had a pretty decent product kit, well embedded within some really first-rate customers. Number two, they've been talking about the need to accommodate some of the new trends around cloud, and how they're going to move in that direction. They've been talking about it. This is the first year we've really seen it. Number three, they even, when Informatica talks, people have historically not listened as much. Sally Jenkins, the new CMO has gotten an enormous amount of work done in a very, very short period of time. This is a bang so and it's manifesting itself in that people are buzzing about it. >> Yeah. >> It's even if Informatica has a lot to do to really be that enterprise cloud data management leader, a lot left to do but it all starts by presenting themselves in a coherent way. That's something that we're seeing for the first time. >> The value proposition has changed significantly. I was talking about the Amazon stock price. Since 2010, it's just been a skyrocket growth for Amazon across the board. Yeah, I got the retail but AWS certainly has been powering it. Having a good brand behind you is going to really energize the channel, ISV, software developers. Like I always joked about the old days, when I used to work at Hewlett-Packard, the joke was I used to call cold dead fish versus sushi. HP would be so accurate, so engineering-oriented, they would be so accurate around the products. They didn't really have a lot of marketing, and the joke was if they had sushi, they called it cold dead fish because that's what it is. Sushi sounds better but again back to marketing, they need to bring the brand out, and put a message around the shift to value. >> Well think about how important it's going to be to a company that increasingly acknowledges or acknowledges increasingly. Their customers are going to find it in something like the Amazon Marketplace or in Google, or in some other cloud environment. It means that they have to bias the customer to choose Informatica versus a range of tools that may not be as good but some of them are going to be open source to get people to bias at that moment, you got to get your brand out there. You have to get your identity out there. Informatica was not going to be a success when the customers making that decision as they're looking at that Amazon Marketplace just by word-of-mouth. They have to get their name out there. So this is big. The products are still good and making, and improving. Getting to the cloud is a big deal. Delivering on their promises, and now having a marketing platform that allows them to scream a little bit louder from the rafters, about who they are and what they want to be. A lot of it's coming again. >> Day two, we're going to have a lot. All the top execs on, they were in an off-site down the street right here at Intercontinental in San Francisco with Executive Customer Day, but we had SVP on for cloud business. We had the board member, Jerry Hill, who's five decades in the business. I mean he essentially laid it out. Hybrid cloud is here to stay, and it's not going to be an overnight success. It's going to be a transition, and that favors the legacy vendors, who are sharpening their saw, and getting their products in line. Of course we have the Chicago Cubs on, and we took the ring, almost put in my pocket in a very Putin-esque like style. We all know Robert Kraft waltz Super Bowl ring, to the biggest criminal in the world, Putin, but kind of a fun there. But the baseball team highlights the customer journeys. They have customers that love them and stay with them 'cause of the install base. >> Absolutely and Informatica is deeply embedded, and has been, Neil has been on the vanguard. Look, they got a lot of work to do but they've been on the vanguard of tying together the idea of data, data is an asset, tooling. So you can get more value out of the data through analytics. >> That's right, I'll tell you a little story. I mean, I brought Informatica in to one of my clients the first time in 1996. They were pretty much a brand new company. >> Peter: About a year after they started? >> Yeah and what motivated me to think about Informatica as opposed to any other way we were trying to get data into a data warehouse was that they understood metadata. They were the only company that had an active metadata repository. So this is their heritage. I know that Informatica claims they have, I don't know 10,000 customers. I think a significant number of those are not going to be interested in this whole thing. They don't have the budget for it. They don't have the time or the staff or anything but they've got the elite. When you look at the companies that are clients of Informatica, those are the people that would be interested in and spend time and money on this sort of thing. >> Well let me get you guys perspective as analyst because let's turn this into the analysis of what's happening here with Informatica, and compare that to what's happening in the industry. SAP Sapphire is happening right now in Orlando. We got CUBE coverage in our studio in Palo Alto. But Oracle, SAP, these are database guys. They have systems of record. IBM, Amazon is now a new player in that. They have to balance the install base, systems of record of their data. Now granted old techniques for walls, data warehouse, whatever you want to call. It was an old way. Now the new way's to empower developers to actually build and use that data. So the question is how do they get their product from old to new and modernize quickly, and highlight data as value because this is the thing that you guys are both researching heavily, is that data now is going to start to be evaluation discussion. Are we getting the data through the pipes, if you will, into the hands of the developers, into the apps, into the decision-making process in the value chains that are being reconstructed. This is a top conversation that not a lot of people are laying out there with best practices. Your thoughts? >> Well I think the first thing, then I'll start, like the first thing is that that's probably my biggest thing on Informatica here, is that they need to be more of a beacon about what is the new data management. It's more than just the combination of tools. It's more than just getting data out of applications, and getting data out of databases, and freeing it up so they can be applied. The notion of data management is evolving rapidly, and businesses are trying to as they try to use data as an asset is going to require some significant changes to how we think about-- >> Do you think they could put that stake in the ground right now and owned that right now? >> I think somebody has to. I think they need to take a crack at it. >> I think they're weak on the value. I think they're weak on, you know what happens, I always have this idea that you see their layer cakes, and the things that go from left to right but on the right-hand side of the diagram, there are no people right. What happens when you implement all this? How do people use this okay? That's true of everybody in this industry, not just Informatica. So that's one weakness. Last year when I was here, I thought they had a real weakness in governance but with the dike who acts on acquisitions, I think they made a giant step towards that. They've got a lot, they've got a lot of the piece, parts, and then putting them together but I don't think they're addressing what happens next. I call it the Jordan River problem. We wandered around for 40 years. We got to the Jordan River. We can't get across the damn river right. >> Is it a river or lake or an ocean? I mean it's a data river. It's something happening. It's a lake or something. >> I think that's where they are because it's a whole different discipline. >> But is that on Informatica? I mean they're now a smaller company or is that an industry issue? >> No, it's an industry issue but companies like Informatica, if they really want to be a leader as he flings his grad classes around, that's all passionate I have about this. If they want to be a leader or the leader, they have to put a stake in the ground don't they? >> I believe so. >> Okay so what about positives? Neil what's your thoughts on how are they well-positioned in your mind? >> Well, putting together all these different pieces so that they operate together is phenomenal. Moving to, I still don't understand how enterprise software companies move to a subscription model smoothly. That's got to be a real headache but they're moving to that. They've adopted the cloud. They still have the data integration. I mean that's their keystone. It works beautifully, it gets better every year, and that's what attracts people to them. So I think these are all good things. >> And the good news is they're private so they can do that subscription, kind of hide the ball a little bit then come out. But they're not doing bad. I mean they have a spring to their step. >> Here's, I think Neil's absolutely right. Here's what I would add to it. They're executing, they have demonstrated over the past couple of years, certainly that we've been here, and listening to them, they made promises, they've delivered. They've made new promises, they've delivered. Some of these promises have been complex. Some of them have been extremely hard. They've still delivered. That is a real important piece of the story because this notion of data management is changing. Developers are going to want to work with companies that have competent management, that deliver on the promises they're making and Informatica is proving that they're up to that progress. >> I think, I think-- >> Another thing John, they have brilliant people. Everybody I've met here from Informatica is really special. I mean you know maybe they kept the clunkers in the closet somewhere but they've got brilliant motivated people working here. >> John: You've got a ton of experience. >> Peter: We're passionate about this stuff. >> They've got a lot of experience too, and they brought in some new guns the product side we're going to admit has a fantastic product executive and he obviously has that background but I want to shift now to the end user now. They're now living in the world of massive business transformation. Yeah, digital transformation, rah-rah. It's kind of overhyped but what that translates to is business transformation. That's the conversation on all CXOs. >> Peter: Business transformation around data. >> Around data so I want to get your thoughts now vis-a-vis that the customers perspective. I'm looking at Informatica. How do I feel about them? >> Well before I march off this mortal coil, this is what I want to happen. I want to say look computer I want to put together a new pricing model all right. Here are a couple variables I'm interested in. One of my competitors just issued a press release with some new pricing data. Go get that and come back to me with some data. Recommend some data I need to build a model to do this. >> Peter: Give me some updates. >> Yeah. >> That's CLAIRE, I mean that's something to talk about doing some automation machine learning. Peter, do you think that's the nirvana, that is a nice position to be? It's like hey Alexa, play some music, and you know they play a genre for you. So I mean give me some data, pricing data. >> So let's think about the elements that are going to be important as we think about this new notion of data management. Again, I don't think Informatica is too far from this. A new notion of data management suggests number one, that if your business is going to use data differently, you have to introduce some notion of some concept of design. How do I design business around data, and how do I design data around business needs? Part of that problem is going to be being able to go out and capture inventory catalog metadata. No question about it. You're going to need the next generation of data management. It's going to be very metadata focused. Secondly, you need a lot of the tooling that's capable of doing the transformation and creating derivative value out of data. That's something else that they have. The third one and this is a really, really important piece, and we talked about it for example with (faint) and a couple of other people. Data has to move but it has to move not just based on point to point interfaces that are programmed and built but based on patterns of utilization, and in a way that the system recognizes that. That is going to be crucially important, that whole notion of data that's moving in response to what the business needs, and not what the people recognize and do. >> Okay, so that reminds me. I was speaking to someone who is part of their security stuff right and I said well have you considered how data security could benefit analyst as opposed to keeping the company out of trouble? >> Peter: Business analysts? >> Yeah, just couldn't answer the question right. Because I said, so tell me how this works, and she said "Well, if someone has a pattern "of how they work with data, "if suddenly they work out in that pattern, "it's going to send off a signal." I said what's a signal? Are they going to get a skull and crossbones like oh you can't have this data. >> It sends off a policy flag. Okay, hey you're out of your swim lane. It's like get back into your jail cell. I mean it's restrictive, Absolutely restrictive. >> But think about it this way. Don't you want your analysts to be thinking out of the box? Which means on a regular basis, they would be requesting data they don't normally want. >> Here's what I like about Informatica from my perspective. Again, you guys are in under the hood in a deeper way but from my perspective is that what they're doing with the horizontally scalable is interesting, and this is interesting on the metadata side, you mentioned that with SPAN, Google SPAN are now available. They're in Amazon. If they can somehow create that addressable data sets that could be horizontally scalable and freely available, I think that is a winning strategy because most of the vendors in the data take a siloed stack approach. Okay here's our stack, you own it. So I think they're on this genius play of okay we can get this horizontal layer, that is now the lock spec, because now I mean I'm agnostic on cloud. So to me I think that directionally is correct. Where that is when the rubber meets the road, is a whole another story. So your thoughts on that. >> It's very exciting, I hope they pull it off. >> Yeah, I think it's very exciting. So if you think about it-- >> How do they pull it off? >> Let's well, so there's, let's-- >> We're not being shot by the other income with bigger guns. >> Let's think about it a couple of different ways of thinking about this right. On the one hand, you have new ways of thinking about how data is going to be spread in a multi or a hybrid cloud world. So that's happening. Secondly, we're thinking about data control, and a data control plane above that, and they're a bunch of companies that are talking about how you bring control across all these different multi cloud instances. On top of that, now we're talking about some of the analytics and how data gets huge from a metadata standpoint. So this is extremely relevant to where the industry is going to be in five years. Somebody is going to get there. It's best to look for the folks who are skating to that puck. Informatica seems to be skating to that puck. >> All right, I want to ask you guys a question. I want you to tell me if I'm smoking crack or not. When I say this the whole goal of getting data from any database at any given time in less than 100 milliseconds, no matter where it came from, when it came from, IOT included all the stuff that's coming in, I'm an app developer, I want data programmability. Meaning I have an app, and I'm doing some some cognitive, cognition thing and all sudden, Neil you bought something at Nordstrom's from three years ago. It's some database. Yeah, that means let's think about the logic on that query. But that data could be cross connected with other relevant data, your Twitter stuff or whatever you're doing, and pull together, provide some insight for you. Now that sounds like I'm smoking crack to pull that off. Is that possible? Can it be done in the kind of low latency mechanism? >> You know it can be done but I don't think we know enough about the data. There are four types of metadata still leave out deep semantic information. I'm hoping they're going to work on that. I mean I was in here 10 years ago pitching ontologies, and they threw me out. (laughs) But I think that the four types of-- (fast crosstalk) Yeah, I think the four types of metadata are great but they're still generating it mechanically from datasets as opposed to some knowledge about what the data really means. To do what you want to do, I think you need some kind of semantic metadata. >> I agree with that, and you also need semantic information about the underlying network as well. So the idea of a semantic-- >> So a lot more work to do to make that happen. >> A lot more work. So final question-- >> It's probably not going to be 100 milliseconds, 140, 150, maybe 200. >> Yeah, well I mean anything, just getting the data would be a win. Okay final question this is kind of more on the stuff we were talking about in leading to the intro of the work you guys are doing. The valuation concept of data, I mean I say valuation, I could mean financial valuation. How valuable a firm is? Or what is our CFO goes, where's our assets, where's our data assets? So there's a combination of data hygiene, and also in heart surgery, right, if it's the heartbeat of your organization, who the hell's the surgeon? Who's the doctor? When do you do CPR? Who does the hygiene? Who does the amputation? I mean who does, I mean this is like, I mean this is a data nightmare of a reconstruction of a company. The nature of the firm is completely upside down when you start thinking data. Just your reaction to that concept. >> Well, they have a very loyal customer base. So I think that they can get out with this before it's completely cooked, and have some success. Maybe I'm being optimistic. I don't know but I think-- >> John: Valuation of data. >> I think that there is a way of thinking about it is not to value data in a narrow sense but to think about data, what we're calling data dynamics. The idea that data's value is founded in its use. It's not something that has value when it's just sitting there and not being used. >> It's, yeah, it's like that old saw. I don't know how to define pornography but I know it when I see it, right. That was a Supreme Court Justice. I didn't say that. >> John: Looks like teenage sex. The hero things they're having it, pull the notch. >> This goes back to the notion of data management. It's how am I going to use data? How am I going to get value out of data through its use? That suggests a whole different set of principles and practices that are quite different from how we normally value assets. >> Okay, tomorrow we got the top execs coming in. We got the CMO, we got the CEO, we got the EVP of Products. What should we be asking them tomorrow? What should I be opening up the kimono and digging into them on? >> I'll ask him what the roadmap is in terms of getting this implemented in their best customers. Not the software development roadmap. So tell us. (fast crosstalk) How this is going to roll out for you? >> You're going to be here up 'til two o'clock. We'll be there, what are you going to be looking at? >> I'll look for two things. One is I would continuously push on the execution. Are they really executing as reliably as we think they are? 'Cause they're making some big promises this year too. The second one I'd look at is again, that beacon, that touchstone, what is this new data management? What are you really going to be leading? >> I'm still blown away by the conferences I go to, everyone's like what is a new way, new modern era's evolving and it's transforming. We're number one in five magic quadrants. I mean how can you get magic quadrants as the scoreboard if you go into a new definition? So again, our metric KPI on that is customers. What is your customer traction? Show me the proof points. I don't care what magic quadrant you're in. That's an old metric. That's siloed based. That's not reality based, in my opinion. So we will drill them on customers. To me that's the scoreboard. Okay it's the CUBE breaking down day one wrap up here at Informatica World. This is CUBE coverage. I'm John Furrier, Peter Burris, and special guest new Wikibon analyst, Neil Raden, covering the value of data and analytics. See you tomorrow, stay with us for more continuing coverage tomorrow for full day. Be right back.

>> Announcer: Live from San Francisco, it's the CUBE. Covering Informatica World 2017. Brought to you by Informatica. >> Hey, welcome back everyone. We are here live in San Francisco for Informatica World 2017. Exclusive CUBE coverage of the event, Informatica World 2017. I'm John Furrier with my co-host, Peter Burris, General Manager, Head of Wikibon Research at Wikibon.com. Our next guest is Greg Hanson, Vice President of EMEA Cloud and DaaS, Data as a Service. Welcome back, good to see you again, CUBE alumni. >> Good to see you, yeah thank you very much. >> Year two, or year three of our coverage. >> Exactly. >> So last year, we had a great conversation. I think you laid out pretty much the playbook. Lots happened, in fact Brexit happened. But cloud in outside of North America is a tricky game because there's a lot of different countries. We got EU, and other parts of the world there. It's really a regional issue, and you see in a massive expansion. The cloud guys, we have Amazon, sponsorship here, Google, now expanded globally. What is the landscape like? Given Brexit, that was a political thing has ramifications but also the regional expansion of the cloud players has been pretty significant over the past year. With announcements coming, I can't even keep track of 'em all. How is that impacting your business? >> So it is quite fragmented across EMEA. Our region is EMEA and Latin America as well. It's a huge geographical region. Across a geographical region that's very different in different countries. So the EU as a whole, there is, cloud is very hot in the EU at the moment. There's a large adoption. I think we've past that point of no return, past the tipping point, as you should say. Every enterprise customer I talked to is now it's not when they're going to, or if they're going to adopt cloud it's when. Usually, they're already on a journey that we can help them with. But then in some of the far-flung regions where the maturity of cloud is less so, where the presence of Amazon or Microsoft, or even ourselves is limited. Like Russia for example or the Middle East. There's not that same kind of infrastructure. So the desire and the demand for cloud in those regions is less. But the large majority of our geographical region, cloud is a huge topic for every single customer. >> What's the state of the art right now in your territory with cloud? Obviously, from Informatica perspective, you have a view but also in cloud adoption, hybrid, clear, public cloud, there's use case for that, a lot of on-premise with hybrid. What' the key state of the art right now for Informatica and the cloud players? >> I think there's fabulous opportunity for Informatica. It really is a hot topic. There's two ways that we can deal with that. I mean, there's the enterprise space, which Informatica has been ruling for 20 years now but cloud gives us a huge opportunity to go into new market sectors as well that we've really not been in before. Mid market opportunities. You no doubt see a lot of the partners around the event here that we've got that allowed us to address customers that we simply weren't addressing before. We had an enterprise sales force. If you think about those mid market organizations, they're the organizations that are really going to drive the cloud adoption as well. In countries like Italy and Germany, where you very quickly get down to small and medium sized enterprise. Cloud is huge in those organizations, in those countries. There's a great opportunity for us to go after mid market sector as well as the enterprise. >> But increasingly in the digital business, we were talking about this earlier in one of your segments, in the digital business, you have greater distribution of data, greater distribution of function, and almost inevitably, the ecosystem is going to be comprised of big enterprises but also mid market companies. They're going to have to work together. >> Greg: That's true. >> So it's not looking at the enterprise and the mid market in isolation. Increasingly the enterprise is going to be acknowledged as a way of extending your influence into a lot of different customers or a lot of different domains both through partnerships, as well as your customers. How is Informatica going to facilitate that kind of a new approach to thinking about business as a network of resources. >> One of the great things about the cloud infrastructure itself, if we reel back and think about 10 years ago, when all our products were on-prem. It's very difficult for us to understand what our customers were doing with our products. We have to go an talk to them, and speak to them on the phone, visit them to understand what their use cases were. Now in cloud, that world has changed. Because if you think about one of the things at Informatica is well-known for is metadata. So operational metadata, technical metadata. We can actually see what our customers are doing with our products. We can understand the uses cases. That becomes a crowd sourcing in terms of how you can replicate, how you can industrialize, how you can you reuse a lot of that type of integration, which is enabling us to create new wizards, new accelerators, which are common across the marketplaces and use cases. So really a phenomenal change over the last two years, which has been brought on by that ramp of cloud adoption that we've seen globally to be perfectly frank. >> Okay, take a minute Greg, to talk about this DaaS. I think of Daas, I think of like cellular distributed antenna system but let me, it's an acronym, it's Data as a Service. >> Greg: Data as a Service, yeah. >> Peter: But what does it really mean? >> Take a minute to just break that down. What does that mean to the customer? What's the product? What's the offering? >> Greg: Okay. >> It's important, obviously data is the key, and people want it as a service. So take a minute to just explain what that means and the impact. >> Yeah, it's important to understand what Informatica means by Data as a Service, I think. Our Data as a Service product line, pretty much concentrated and focused on increasing the quality of data. So high performance, quality of data. If you think about digital transformation as the topic, which is being talked all around in rims and corridors around this event here this week. Fundamentally, data is really the key foundation of digital transformation. But I would say high quality data is key to the success of digital transformation. That's what our DaaS product can enable us to do. So if you think about-- >> Peter: How does the customer engage with DaaS? (faint statement) >> So the typical use case is that you could have address verifications and we have products that support multiple different countries and regions, more than 240 countries. So if you want to get high quality data to our customers, which everyone is ultimately wanting to do these days to effectively cross-sell and upsell. We can provide a global facility to do that. But you can fix, you can fix data in batch orientation but what's much more effective is actually plugging into the applications. So become seamless to an end user. So they're using Salesforce.com or they're using another application, and it's embedded into their application. So it runs in the background. When they enter a poor address for example, it will correct it, and it will validate email addresses and phone verifications. We've got a customer in Germany, just as an example, 1&1, which is an Internet service provider in Germany. They've got 7.7 million customers. One of their biggest problems is inaccuracy of data. That prevented them billing, prevented them onboarding the customer first and foremost. Then it prevented them billing, which is a pretty serious problem for an organization. >> Peter: Yeah, I'm moving to Germany. (laughs) >> So by implementing the DaaS products, what they enabled them to do is make sure that when they enter data into a system, that it was high quality, it was correct at the point of entry, which by the way is seven times cheaper to do it there rather than trying to fix it downstream. So it's an important product set for us to support high quality data for that digital transformation journey. >> So you're, sorry John, you're not buying and selling your customers' data. What you're using-- >> No. >> Is this is a service to enhance the quality. >> Greg: Exactly. >> Of your data. >> It will fix data and it will also enrich data that they've already got. >> That's an important distinction, John, because a lot of people talked about Data as a Service, they say, "Oh yeah, I'm going to monetize my data "by giving it to the marketplace." We all know that you give that data to a good data scientist they're going to reengineer your customers pretty quick. >> Exactly. >> That's what people are worried about, the privacy. So back down the drivers for your business. What are the drivers for your business in EMEA? >> Yeah, certainly cloud option which we already talked about is a huge growth market for us in EMEA. But there's other things that happening locally in EMEA marketplace, GDPR, General Data Protection Regulations that are coming up. That is a hot topic on the lips of all of our customers right now. Let me take a minute to describe what that means for people who maybe are not familiar with it. Because it's generally an EU thing but it affects every organization that wants to sell into the EU. It came on the back of the Google Right To Be Forgotten ruling where really what we've got to do, we've got to provide a framework, where a customer can say to an organization, I want you to forget me. Obviously, then need a central library. They'll be able to manage it from a single point. That is an extremely complex thing for an organization to do, particularly an enterprise organization. >> John: Forensics is what it is. >> Exactly. If you think about how to approach that, I think Informatica is in a unique position to help organizations deal with that type of issue. Because, I know one of the announcements today, I think Ronen, who was on before me was talking about CLAIRE, our Clairvoyancy, and our artificial intelligence but it's all about that unification of metadata. That's a great example of how a good use case of where that can be deployed. 'Cause if you think of the fragmentation of data that we've got across many clouds, on-premise, how do you understand even where all your customer data is? That's what the unified metadata can provide. It can go out, collect all the metadata from all these different vendors, index it, catalog it for you. We've been in business 20 years. We know what our customer data looks like. We know what product data looks like. We can categorize it and index it for you. Then you can search it. So you can identify where your risk is, where your customer data is at risk. You can do something about it. Now, with the most recent acquisition that we made last year in terms of Diaku, which is a missing piece for me in terms of how do we expose that to business users to actually engage in the governance process. The new Diaku acquisition of Acson, really fills that gap for us. I think we've got a really good stack to help customers. >> You got product chop, we talked about in the past. The brand is new brand is out there. You're seeing some branding, brand value. Good for the partners, good for business. So with that, I'll ask you my final question which is, what's different from last year? A lot of change in 12 months. Just in a short 12 months, certainly in the product side, we saw some awesomeness from the products. Always had good product folks at Informatica World, which is why I love doing this conference. But the brand challenges were there. What is Informatica? So what's different now from last year? The big highlights. >> For me personally, and I've been here at Informatica quite a long time. I think it's quite refreshing. We had quite a lot of change in terms of our C-level at Informatica. It's really breathe new life into the organization from my own personal perspective. There's a huge refocus and a drive on our, fantastic new product sets that we're releasing here today. Internally, in the organization, there is a big motivation. There is a new kind of culture, a new resurgence almost in terms of where we feel we're going to be in the next five years. 'Cause we're looking at the product portfolio. We're looking at the outlook in terms of our growth, and our strategy. It's a great place to be right now. Sales, it always helps when you get good sales and everything. I'm sure you've seen the figures et cetera that we've been doing. But I can't see that changing. (fast crosstalk) >> Amazon's stock price and sales, and net income over the past year. Really the inflection point was right at '08, end of '08, beginning of '09, but really the real kick up on the hockey stick, which they have, has been around 2010, halfway through 2010, and then just pretty much straight up, massive shift. This is a wave, cloud is here. >> Yeah, I think Sally Jenkins, our CMO, earlier on this morning. I think she put it exactly right. In Informatica, in my view, we've been a little bit too conservative in terms of shouting about how good we are. I think we're pretty much one of the hottest pre-IPO companies that are out there right now. So if you look at our product set, the leader in six market segments. That's a great place to be. So I'm excited about the future-- >> Going private, we've talked to Anil, and talked to all the top executives. It's just a great close the curtain, open the doors back up again when you're ready. Easier to retool. Certainly as a private company, no pressure on the 90-day shock Clark Cherry held, board member was talking about how that makes things go really smooth. >> That's right, yeah. I mean imagine trying to make that journey towards subscription when you're a quarterly based organization. It's helped for the product development, it's helped with the commercial modeling as well. It's an exciting place to be right now. >> So it's good for the management to be focused on not that window every 90 days. But it's really 60 days, when you got 30 days to prep for the earnings call. But focusing on real product innovation, Micheal Dell did at Dell Technologies, now EMC. Lot of great stuff. Greg, thanks for coming back on the CUBE and sharing your insights. >> Nice, great to be here. >> When we're in EMEA, we're going to come by and say hello. >> Absolutely. >> Certainly, we'll keep in touch as we expand the CUBE out to in Europe. >> Look forward to it. >> Thanks so much. It's the CUBE, live coverage. I'm John Furrier with the CUBE with Peter Burris, Wikibon. We have got more live coverage here in San Francisco at Informatica 2017, after this short break. Stay with us. (enlightening tune)