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

(upbeat music) >> Narrator: From theCUBE Studios in Palo Alto and Boston, connecting with thought leaders all around the world, this is a CUBE Conversation. >> Welcome to theCUBE's coverage of PagerDuty Summit, I'm your host from theCUBE Natalie Erlich. Now we're joined by Sean Scott, the Chief Product Officer at PagerDuty, thank you very much for joining the program. >> Glad to be here, thank you for having me. >> Terrific. Well, you've been with PagerDuty for about six months, how's it going? >> It's going great. So, I joined PagerDuty because I saw the entire world was shifting to digital first and PagerDuty is key infrastructure for many of the world's largest companies, in fact over 60% of the Fortune 100 are customers. And more importantly, I see a much broader future our platform will play in digital operations for these companies going forward, and I'm excited to be part of that. >> Terrific. Well, you have really robust experience, over 20 years in the Valley leading product, marketing, and engineering teams. What prompted the move? I mean, you explained a bit, but just really curious why you made that? >> Sure, so yeah I had a long career at Amazon where I was responsible for much of the shopping experience, I ran the homepage, product page, checkout, a lot of the underlying tools and tech that supports that worldwide across all devices. And then more recently I built and launched the Scout autonomous delivery robot from the ground up, so. But after 15 years, and I was starting to look for a change and I started talking to Jen, our CEO, and the more we talked, the more excited I became about the platform and what it can be going forward for our customers. You know, the fact that we are already integrated with so many customers around the world and playing such a critical role as part of their infrastructure, and yet, I think we're just getting started, and we can help out companies in so many more use cases across our organizations and really eliminate a lot of time and waste from their processes. Well, this is your first PagerDuty Summit, I would love it if you could share perhaps some insight what you're planning to announce this week? >> Yeah, sure. So, we have a few things that we're announcing. One is, we announced last year, probably the biggest news last September was our acquisition of Rundeck; and so as part of that we're announcing our first integration of PagerDuty and Rundeck in the form of Runbook actions. So this is a, you could think of it as kind of quick, kind of micro-automations or short automations to give responders much more insights into what's actually happening with an incident. So maybe it's running a MIM command or a script on a server, we can actually run that directly from the PagerDuty interface so you don't have to SSH into a box for example, which is all just takes time and effort, and so when you're trying to remediate an issue of maybe a site being down or a service being down, it all happens right there. And even your frontline responders can now do those remediations as well, and those automation actions, to again, before they need to escalate to the next tier or bring in other devs to help troubleshoot. So that's pretty exciting. We're also announcing Service Craft, which is a new way to model your services and to show your services, and really understand your dependency graph. So if you think about one of the biggest challenges often when you're trying to remediate an issue is understanding is it me, or is it one of my dependent services? And so now we actually have new visualizations to really show the responders exactly what's happening and you can quickly see is it you, or is it maybe some dependency, maybe multiple teams are having the same issue that because one of the core services that everybody leverages is down and you can quickly see that. So that's pretty exciting as well. We have change correlation and incident outliers. So change correlation, you know, most incidents occur because of changes that were made by us people, and so being able to spotlight things like here's a change that was recently made, or here's a change based on our machine learning algorithms that we detected that could be a culprit here. So providing much richer insights, to again, reduce that mean time to resolution. So this whole team, our Event Intelligence team, that's our whole purpose in life is really just to reduce that mean time to resolution for our customers. Imagine waking up, you know, tomorrow, and your mean time to resolution just magically goes down because of our software updates, and that's how that team focuses on. And then the last one in this group is internet outliers, which is all about telling you if an incident, is this rare, or is this a frequent incident? And just giving you a little more insights into what you're seeing, which will again, help the responders. We have some other announcements coming up, but I'll save that for Summit. >> Perfect. Well, you know, I'd love it if you could share some insight on the competitive landscape, and how PagerDuty is, how you see its product that they're offering different from the others? >> Sure. So, we go head-to-head with a lot of competitors, and we, we have the, you know, being in the fortunate position that we do have a few competitors coming after us and some big names as well. But, you know, when we go head-to-head with these companies, we generally win. And we see we're constantly getting put in bake-offs with these other competitors. We had one customer I was talking to a few weeks back and they paired us against the incumbent, and out of the box, we saw a 50% improvement in mean time to acknowledge, so this is how quickly we can pull in the responder. And then in addition, I thought was more interesting, is we saw a 50% improvement in the mean time to resolution over the incumbent. And so while we do have competitors coming at us, I'm really happy with the way our product performs and our customers are too. So after these bake-offs, it's usually pretty clear who's staying and who's going. >> Yeah, so, when you were helping develop this program this week, what were some of the key areas that you really wanted to highlight? >> Yeah, so one of the big areas is really talking about our vision, and what is our go forward plan. Because I think while we're really known for incident response, I think, you know, some of the exciting things you'll hear about at Summit are kind of where we're going in terms of four pillars to our vision. One is flexibility. Flexible workflows, and enabling flexibility. So, if you think about all the things that our product is doing beyond DevOps. So for example, you know, we had a customer telling us about they had put PagerDuty in front of everything they're doing, so their whole building is IP enabled, and so they had a contractor drill through a water main, and it was instantly able to shut off the water. So they, you know, within 30 seconds, PagerDuty had notified the right responders of building maintenance, and within a minute and a half the water was shut off, and they made the comment that PagerDuty just paid for itself with this one incident. We see IOT device management, we see even organ transplant delivery using our product, and so we want to continue to fuel that with our flexibility. Second pillar is connect to everyone. We see that we have a lot of people connected, but we just launched fairly recently a customer service offering, so now we can get customer service not only informed what's going on, but also connecting to the dev teams, and engineering teams, and the service owners, to really give them more insights into the blast radius and what they may be seeing. The next one is connect everything. So we have over 550 out of the box integrations, and so that makes it seamless to connect to apps like Datadog. But then also we work where our customers work, so we can actually do work in Slack or MS Teams and take action right in those tools. And the last one is automate away to toil. So we want to automate what can be automated, and this goes back to the Rundeck acquisition that I mentioned, and getting that more deeply integrated with the stack, and with processes across an organization. And we're seeing that when our customers really take advantage of that platform they can really automate away to toil, and automate a lot of redundant work, and work that is just busy work that keeps people from doing their day jobs, so to speak. >> Yeah, well, obviously we had a really unusual last year with the pandemic. How do you think that it changed up business for you? Did it inspire you to move in a new direction? What do you see next in the near future? >> For sure. So, I saw that, and it's probably the reason why I came to PagerDuty, because I saw the transformation industries are making to digital first. Right? And so there was a lot of teams, a lot of companies struggled, but then a lot of companies also, florists, you'd take companies like Instacart, and DoorDash, and Zoom, you know, had a terrific year. And so, you know, PagerDuty, even with the pandemic, and companies that were struggling, we still grew pretty rapidly last year, and that's, I think it's pretty exciting, and it really speaks to that migration to digital where digital is now becoming, you know, table stakes, and just part of what you have to do as a business as opposed to it used to be a goal that oh, we need to do more on digital platform, and now it's like, you have to, you know, focus on your digital platform if you want to simply stay relevant today. And so I think that's really important for PagerDuty because that's where we really help companies thrive. >> Sean, that's really interesting. To close out this interview, do you have any last thoughts? >> No, I think that covers it, I think we're, you know, really excited to grow with our customers and we're seeing great traction in the market, and look forward to a bright future, and our platform really helping customers solve new problems that they might've not even considered us for yet. >> Terrific. Well, thank you very much for your insights. Sean Scott, the Chief Product Officer at PagerDuty. And that wraps up our coverage today for the PagerDuty Summit. I'm your host Natalie Erlich for theCUBE. Thank you for watching. (upbeat music)

(bright music) >> Narrator: From theCube studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is theCube conversation. >> Welcome to theCube's coverage of PagerDuty Summit. I'm your host from the cube Natalie Ehrlich. Now we're joined by Sean Scott the Chief Product Officer of PagerDuty. Thank you very much for joining the program. >> Glad to be here, thank you for having me. >> Terrific, while you've been with PagerDuty for about six months, how is it going? >> Well and great. So I joined PagerDuty because I saw the entire world was shifting to digital first and PagerDuty is key infrastructure for many of the world's largest companies. In fact, over 60% of the Fortune 100 are customers. And more importantly, I see a much broader future our platform will play in digital operations for these companies going forward. I'm excited to be a part of that. >> Terrific. Well, you have really robust experience over 20 years in the value leading product, marketing and engineering teams. What prompted the move? I mean, you explained it but just really curious why you made that. >> So, yeah, I had a long career at Amazon where I was responsible for much of the shopping experience. I ran the homepage, product page, checkout a lot of the underlying tools and tech that supports that worldwide across all devices. And then more recently I built and launched the scout autonomous delivery robot from the ground up. So, but after 15 years and I was starting to look for a change and I started talking to Jen, our CEO and the more we talked the more excited I became about the platform and what it can be going forward for our customers. You know, the fact that we are already integrated with so many customers around the world and playing such a critical role as part of their infrastructure. And yet I think we're just getting started and we can help out companies and so many more use cases across our organizations and really eliminate a lot of time in a waste from their processes. >> Well, this is your first PagerDuty summit. Do tell us, what do you think is the vision for this year's program? >> Yeah, so we'll be launching a lot of new products that I'm excited to talk about and I'll be sharing some of the vision about what I've been thinking about and what I've been working on for my time that I've been here so far. And that starts with our vision, which is really how do we enable more flexibility across our platform. I mentioned our customers are using us for a lot of unique ways beyond DevOps. Things like IOT device management. You know, I heard one yesterday of, you know really doing building management. So the building was having a water leak and instantly it was hooked up to PagerDuty already beforehand. And so within 30 seconds they had alerted and within a minute and a half, they had the water shut off of the building. So way beyond the DevOps use case to even organ transplant delivery, if you can believe that our platform is being used on. So it's pretty exciting to think about all our product already does, but we want to continue to accelerate that. And so building much more flexibility into our product to really capture more of that value and more of the work that's happening across the organization, connect to everyone. >> That's really incredible. We'd love it if you could share perhaps some insight what you're planning to announce this week. >> Yeah, sure. So we have a few things that we're announcing. One is we announced last year by the biggest news last September was our acquisition of Rundeck. And so as part of that, we're announcing our first integration of PagerDuty in Rundeck in the form of Runbook action. So this is a, you can think of it as kind of quick kind of micro automations or short automations to give responders much more insights into what's actually happening with an incident. So maybe it's say running a MIM command or a script on a server, we can actually run that directly from the PagerDuty interface. So you don't have to SSH into a box, for example what does all just takes time and effort. And so when you're trying to remediate that issue of maybe a site being down or a service being down, it all happens right there. And even your frontline responders can now do those remediations as well and those automation actions, to again before they need to escalate to the next tier or bring in other devs to help troubleshoot. So that's pretty exciting. We're also announcing service graft which is a new way to model your services and show your services and really understand your dependency graph. So if you think about one of the biggest challenges often when you're trying to remediate issues is understanding, is that me, or is that one of my dependent services? And so now we actually have new visualizations to really show that our responders exactly what's happening and you can quickly see, is it you or is it maybe some dependency maybe multiple teams are having the same issue that because one of the core services that everybody leverages is down and you can quickly see that. So that's pretty exciting as well. We have change correlation and internet outliers. So change correlation, you know, most incidents occur because of changes that were made by us people. And so being able to spotlight things like here's a change that was recently made, or here's a change based on our machine learning algorithms that we detected that could be a culprit here. So providing a much richer insights to again reduce that meantime to resolution. So this whole team, our intelligence team that's our whole purpose in life is really just to reduce that meantime to resolution for our customers. Imagine waking up, you know, tomorrow and your meantime to resolution just magically goes down because of our software updates and that's how that team focuses on. And then the last one in this group is internet outliers which is all about telling you have an incident, is this rare or is this a frequent incident? And just giving you a little more insights into what you're seeing which will again help the responders. We have some other announcements coming up, but I'll save that for something. >> Terrific. Well, you know, I'd love it if you could share some insight on the competitive landscape and how PagerDuty is, how you see its product offering different from the others. >> Sure. So we go head to head with a lot of our competitors and we have the, you know, being in the fortunate position that we do have a few competitors coming after us and some big names as well. But you know, when we go head to head with these companies we generally win and we see we're constantly getting put in bake-offs with these other competitors. We have one customer, I was talking to a few weeks back and they paired us against the incumbent and out of the box, we saw 50% improvement in meantime to acknowledge. So this is how quickly we can pull the responder. And then in addition, I thought was more interesting as we saw a 50% improvement in the meantime to resolution over the incumbent. And so while we do have competitors coming at us I'm really happy with the way our product performs and our customers are too. So after these bake-offs, it's usually pretty clear who's staying and who's going. >> Yeah. So when you were helping develop this program this week what were some of the key areas that you really wanted to highlight? >> So one of the big areas is really talking about our vision and what is our go forward plan, because I think while we're really known for incident response, I think some of the exciting things you'll hear about at the summit are kind of where we're going in terms of four pillars to our vision. One is flexibility. Flexible workflows and enabling flexibility. So if you think about all the things that our product is doing beyond DevOps. So for example, you know we had a customer telling us about they had put PagerDuty in front of everything they're doing. So their whole building is IP enabled. And so they had a contractor drill through a watermain and it was instantly able to shut off the water. So they, you know, within 30 seconds they had the PagerDuty had notified the right responders of building maintenance and within a minute and a half the water was shut off and they made the comment that PagerDuty just paid for itself with this one incident. We see IOT device management. We see even organ transplant delivery using our product. And so we will continue to fuel that with our flexibility. Second pillar is connect to everyone. We see that we have a lot of people connected, but we just launched fairly recently a customer service offering. So now we can get customer service not only informed what's going on, but also connecting to the dev teams and the engineering teams and the service owners to really give them more insights into the blast radius and what they may be seeing. The next one is connect everything. So we have over 550 out of the box integrations. So that makes it seamless to connect to apps like Datadog. But then also we work where our customers work. So we can actually do work in Slack or MS Teams and take action right in those tools. And the last one is automated way to toil. So we want to automate what can be automated. And this goes back to the one deck acquisition that I mentioned and getting that more deeply integrated with the stack and with processes across an organization. And we're seeing that when our customer has really taken advantage of that platform they can really automate a way to toil and automate a lot of redundant work and work that is just busy work and that keeps people from doing their day jobs, so to speak. >> Yeah, well obviously we had a really unusual last year with the pandemic. How do you think that it changed a business for you? Did it inspire you to move in a new direction? What do you see next in the near future? >> For sure. So I saw that, I mean, it's probably the reason why I came to PagerDuty because I saw the transformation industries are making a digital first, right. And so there was a lot of teams a lot of companies struggled, but then a lot of companies also flourished you'd take, you know companies like Instacart and DoorDash and Zoom, you know had a terrific year. And so, you know, PagerDuty even with the pandemic and companies that were struggling, we still grew pretty rapidly last year. And that's, I think it's pretty exciting. And it really speaks to that migration to digital where digital is now becoming table stakes and just part of what you have to do as a business as opposed to it used to be a goal that we need to do more on digital platform. And now it's like, you have to, you know focus on a digital platform if you want to simply stay relevant today. And so I think that's really important for PagerDuty because that's where we really help companies thrive. >> Sean, that's really interesting. To close out this interview, do you have any last thoughts? >> No, I think that covers it. I think we're really excited to grow with our customers and we're seeing great traction in the market and look forward to a bright future in our platform. Really helping customers solve new problems that they might've not even considered us for yet. >> Terrific, well, thank you very much for your insights. Sean Scott the Chief Product Officer at PagerDuty. And that wraps up our coverage today for the PagerDuty Summit. I'm your host, Natalie Erlich for theCube. Thank you for watching. (bright music)

>> Announcer: Live from Las Vegas, it's theCUBE. Covering Dell Technologies World, 2018. Brought to you by Dell EMC and its ecosystem partners. (techno music playing) >> Welcome back to theCUBE, day three in Vegas. Dell Technologies World, I'm Lisa Martin with John Troyer. Welcoming some distinguished CUBE alumni back to our set here at Dell Technologies World, and back to theCUBE. We've got Sean Wedige, CTO of Enterprise Solutions at Rackspace, and Scott Delandy, Technical Director at Dell EMC. Hey, guys. >> Hey. >> Hey. >> Good afternoon. >> Thanks so much for coming back and talking with us about what you guys are up to lately. So, Rackspace. Sean, you guys have been a longtime Dell EMC partner. >> Sean: We have been. >> We are interested to learn about what you guys are doing from a service provider's perspective with the new PowerMax. What are some of the unique requirements that you are looking to bring into your environment versus just traditional enterprise? >> Sure, so we have been a longtime user of Dell and EMC technologies, going way back into the early 2000s, almost to the inception of our company. And we've always relied on them for availability for high performance to be able to support our customers, specifically, now, we're looking at the PowerMax release, and the capabilities it brings to us, and Dell EMC has really taken service provider needs into account, so they've created additional capabilities around monitoring, around visualization, around role-based access, that allows us to extend features out to our customers. Things like easier migration tools, things like incredible performance, that allows us to not have to micromanage workloads, and so it's a extremely powerful platform that we're looking to put to work for a hundred thousand plus customers. >> Yeah, and I think some of the things that Rackspace has as far as use-cases are very much things that influenced a lot of the functionality in the new features that went into the product, and I'll give you a couple of examples. So, one of the things that we introduced is the ability to do provisioning of storage based on service levels. So what that means is, I can figure out what I want my performance to be for a specific workload, with folks getting higher performance, using more resources, and having a premium associated with that, but also being able to provide good performance at economical cost points. So I now have a range of options that we can now provide through the service providers. But what's cool about the technology is, years ago in order to do that, you had to really be able to understand the underlying technology, so that you could go ahead and you could tune the knobs and the buttons and the levers to make sure that, if gold was supposed to be this, it would give you gold, and if you had platinum it was supposed to do this, but those things were very manual in terms of how they were set up. The new system, basically, is more about what is the result that you're trying to achieve from a performance perspective? And then we use all of the automation, the machine learning, the predictive analytics, to figure out, okay, where do I place and move that data based on the policy that's assigned for it to make sure I'm in compliance with that service level. So again, a lot of those things are specifically done to help service providers meet a wide range of requirements for the users and use-cases that they have for their customers. >> And our engineers are very excited not to have to spin so many knobs and stare at the blinking dots, and those are the types of things that keep 'em up at night, "how am I guaranteeing the service levels "and the performance that my customers need?" So the A.I. capability, the ability to do tiering on the fly, that we don't have to manage that, allows us to really focus on higher-value activities for our customers. >> Yeah, I was interested in your experience, and one of the marquee features on this new release is the labeled A.I., and that means a lot of things to a lot of people, and in drilling down yesterday there was a lot of really interesting stuff about its learning capabilities and the fact that it would look back farther and infer, it knows about certain things like Oracle files, it knows how to treat them and it'll learn more, there'll be more roles and it'll figure some stuff out itself, so I don't actually care whether it's called A.I. or not, at the end of the day, does it lower your operational costs and make you more efficient, right? And it sounds like that's been your experience. It makes us more efficient, but more so, it makes us more effective in delivering to customers. So if we're doing VNX, or wherever the platform might be in our PowerMax, and we're putting hundreds to thousands of workloads underway, we have to make sure there's not contention between customers, right? Every one of those customers are relying on us, and they may have different workload cycles. We have certain customers for whom their busiest seasons are the weekends, the holidays, and they will have different cycles than customers that are traditional income, or some digital marketing companies, so this allows us not to have to worry about tuning individually, that the system can adjunct and take care of that and ensure that we're meeting those service levels that we've provided for our customers. So, absolutely, a huge step forward. >> And one of the other things, again, around service providers is you've got the performance, you've got the management, you've got the system, but then the other key driver for some of the new features is around the security of the platform. Because now you're moving into a world of multi tenancy. You've got different organizations that are now sharing a resource. So number one, you want to make sure that everybody gets the performance and the predictability, and that's where the machine learning and analytics comes into play, but then you also want to be able to provide the individual users access to be able to do certain things, to view certain things, but make sure that they're only able to access the pieces of storage that they should only be accessing. So by adding additional controls around role-based security, and in building that into the system, and allowing you to control who has access to what specific functions within the system, who can see what, all these different roles makes it a lot easier for Sean to be able to take the rich reporting that they can now provide, and to be able to share that up with their users and make sure that they're doing it in a very secure way. >> On that security, Brian. Sorry Sean, I'm just curious, security transformation, IT transformation, digital transformation, all themes of this make-it-real event that we're at, We talk with customers that say "Data isn't valuable unless we can actually glean "and extract and act on insights from it "to be able to deliver better customer experiences, "and different chain of products to market." On the differentiation front, what is, for Rackspace's perspective, what is this partnership and use of PowerMax going to be able to deliver for you? Not revealing secret sauce, but how is this differentiating where you're able to offer your customers? >> I think we should talk about how Rackspace differentiates themselves from other players in the market. >> Yes. >> I think that's a key part of the solution. >> Was just going to go there. So Rackspace has a long history of being a managed service provider to customers, and traditionally it's been the managed hosting space, everything was dedicated. And increasingly through our acquisitions of the last couple of years, our portfolio has broadened. Everything from collocation to private clouds, to public cloud capabilities to hybrid solutions, and an increased focus on application security, ERP, digital applications, and so our customers are coming to us with this wide range of platforms and going, "I'm struggling with this transformation, "How do I do this, What's the right form-factor? "How do I look at my applications?" So increasingly, Rackspace has built out capabilities around a professional services arm, to help customers navigate that transformation. Is this a really legacy application that should go on one of our collocation facilities? Is this a high-secure, really highly governed, heavy compliance-requirement that should go under private cloud, or should we look at a public cloud systems? And increasingly, customers are saying, "I am needing to stay in the private cloud", the customer you're talking to, "because of security, "because I need to be able to guarantee performance, "because I need to have visibility "and configurability of my solution." So this gives us all of those. It gives us the ability to have a secure, single tenant or multi tenant environment. It gives us the ability to have that high-performance. It gives the ability to federate out that visibility to give customers a cloud-like control, a cloud-like visibility, or I'd say even beyond cloud-like visibility, despite going through a service provider and not being able to put their hands on the infrastructure themselves. >> Yeah, I would even extend that, because again, you've got the technology side, but then the other thing I think that people really appreciate in partnering with Rackspace is the amount of expertise that they bring to the table. Expertise, not just in the technology side, but understanding different industries, and different customer environments, and what are the best practices, and how do we set things up and make sure that we're not just meeting expectations, but we're exceeding what those users expect to see from an IT perspective. I know that that's a big part of why people go to Rackspace. >> And Dell EMC is making the infrastructure easier for us as we move up the stack. We, like our customers, don't want to spend a lot of time in the hardware tier and the infrastructure tier. I'm seeing some real iCharts out here around all the different technologies; containerization, various types of databases, big data. Just absolute iCharts that on some of these very large screens you still can't read right. So the technologies that are on top that are really driving value are becoming more complex. That's where we want to focus our time and energy, and let the infrastructure play a larger role in self-managing. >> That's actually a really interesting segue maybe into the bigger industry for a second. I think if the industry goes in hype cycles, in the public conversation anyway, and if you would have just picked up some magazines or whatever, do they still print magazines? Some websites a year or two ago, you'd think that hyper-converged architectures were going to eat the world, one size was going to fit all, and in the cloud and on prep. In the meantime, in the background for many people, but front of mind, they're chugging along. There's a huge portfolio at Dell. A new Dell EMC never stepped back from saying "We have a portfolio." And one of those tiers is this VMAX, and now the next generation, this PowerMax. I don't know, Scott, can you talk a little bit about to the needs of those customers and applications that have always been there, and how you're addressing them? >> I will tell you this, the thing that we're all clearly seeing is that IT is becoming consumerized. From a user perspective, they just expect things to work. They expect everything to be like a mobile device, and it's just that simple, and if I need an app, I download the app, and it gets on there, and if I need to replace it, everything just all magically happens. The analogy is when they look at IT from a user perspective, They see the duck on the pond, and the duck is just kind of moving along slowly. What they don't see are the things that folks like Sean and Rackspace are doing where underneath that, you've got these feet that are just mad pedaling away to keep the duck moving forward. Now, I think that that's the thing that's changed, is we want to make sure that we are delivering the technology in the way users want to be able to consume that, but there's still a lot of heavy lifting, there's still a lot of complexity, there's still a lot of core infrastructure that happens underneath that, but the consumer doesn't want to be exposed to that. Matter of fact, most consumers aren't even aware That that's happening under the covers. It's in the cloud, it just works! >> You talked about the iCharts, here, everywhere, because there is so much complexity as more and more technologies need to be integrated. How does Rackspace help demystify some of that, and make things more simple for your customers in any industry, especially as data privacy and security are household terms now, and everybody being really wrapped around that, how do you help make it less complex? >> Dell EMC, we have a massive portfolio. And so everything they have got, everything VMware has got, everything that Microsoft has got, we support all of that plus networking infrastructure, plus security, it is a very broad capability to be able to help customers meet their needs. And what we're seeing is, we're seeing customers coming to us and going, "I just don't have the capability "to rationalize all this, I need help." We're also seeing customers that are pivoting the other way, that have gone, "I went to public cloud buying into the economics "and that everything was going to be great. "What I'm finding out is that I can just shift back "to private cloud, it gets some better economics, "depending upon workload, "depending upon whether it's always on, "the performance requirements, security." So we're seeing a lot of changes. There's no one-size-fits-all, it's not everybody's going public cloud, like was the big mantra two, three years ago. So what Rackspace has done is a few things. I mentioned earlier, we've grown through acquisition. We've expanded our footprint into new services around collocation into Asia-Pacific region, into state and federal government capabilities that came through an acquisition of Datapipe. We've moved into more the application management space through the acquisition of TriCore. Customers struggling with "How do I run ERP? "I've got to consolidate my data centers "from 25 data centers, I want to get down to three. "I need to move everything to a managed service provider, "but you have to be able to help me with these "mission critical applications, "it's no longer enough just to be "at the infrastructure tier." And so wrapping around all this, we've created a very large professional services capability, because going to a customer and saying, "What do you want?" "What can we sell you?" Is not the right way. Going to the customer these days, You're having to say "What is your business paying? "What can we help you with, "and how can we supplement your teams "and provide the expertise to be "able to get you there?" In areas like data center consolidation, cloud transformation, Dev bombs enabled, and big data capabilities. >> Last question guys, in the last 30 seconds or so, early tester of PowerMax, longtime Dell EMC partner, as we've talked about, what are your expectations as this thing rolls out? >> We have very high expectations for it. We always have high expectations of next generation. Last year we were here talking about unity for some of our mid tier customers now looking to PowerMax looking for a real high-end enterprise-type customers. Our expectation is that's going to simplify our management. It's going to empower our internal users and our customers more. And then we haven't even talked about the efficiencies that's going to bring in the data center in terms of the smaller amounts of space and power and cooling that are needed for something of this scale. So for us, data center is a very large operating expense. So the more we can put in a smaller space, the better off it is for a second on with it. >> Awesome. Well guys, thanks so much for stopping by theCUBE again, sharing what's going on with Rackspace, the continuation of the Dell EMC partnership. We appreciate your time. >> Glad to be here, thank you. >> Thank you. >> We want to thank you for watching theCUBE, again, we're live, day three of Dell Technologies World. I'm Lisa Martin for John Troyer. Stick around, we'll be right back with our next guest. (techno music playing)

>>Hey, everyone, welcome back to the cubes on the ground. Coverage of Pedro Duty Summit 22. I'm your host, Lisa Martin. I'm very excited to be joined by Manjula Toleration, the S VP and chief customer officer at page duty. Welcome to the programme. >>Thank you, Lisa. It's great to have chatted with you this morning as well, >>isn't it? I have had the great fortune of watching her fireside chat. That Mandela did, um, with is the logic monitor that was >>she of logic. >>And I thought, She's got great energy. We're gonna have a great conversation. So let's talk about the customer experience these days. One of the things I think that's been very, very short supply in the pandemic is patience. I know it's been in short supply with me and, of course, in our consumer lives in our business lives. The customer experience, though, has been something that every company needs to really pin their businesses on. Because if it's not a good customer experience, that customer goes right to social media. They churn. They leave, but they take others down with them. Talk to me about how the customer experience fits into this year's summit. Especially for this, we have to be ready for everything in a digital world environment. >>I love this question, and I reason I love this question is I even look at my own behaviour. But before we get into that, let's talk about data. I'm just reading an article. Mackenzie did a survey. Did you know that from pre covid to today customer interactions that have moved to digital are from 41% to 65%? That's exponential. That's huge. And guess what? We've all got impatient. You become like our kids, and I think about myself as an individual. If I need tied right now to do my laundry, I need it right now. So if I go to Costco website to order it so that it can get delivered in the next hour, and even if there's a second glitch on it, I'll swap over to Amazon and I'll swap over to target. That's what's happening in real world, whether it be to see or it's b to B, and why is it important to the points we are making in terms of ready for anything in the world of digital everything. It's important because customers are impatient. It's a digital world. I don't walk into the store to do any interactions anymore. And the reality of all of this is it's grounded on trust. Customers have to trust you and the window of choice not only in the B two b, but a lot in the enterprise and the B to B world. It's about trust, right? And what does pager duty do? Pager duty is at the heart of this pager. Duty is at the heart of making every second matter, and every second is equal to money. Absolutely. And it's about customer experience. And it isn't about just the experience where of an employee who may not sleep at night because they got a disruption due to an incident which is also super important during the mass resignation. But it is also about the CEO agenda and the boardroom, because how our CEO s driving customer trust in order to keep customers and drive this new era of digital everything as digital transformation is occurring. Well, >>I know patriarchy was doing that. I had the chance to watch um, CEO Jennifer to, uh, fireside chat, her keynote, and then her fireside chat with the CEO of Doc, You Sign And you. The Storey was very bidirectional, very symbiotic in terms of the trust that he has in Houston and Austin has and Pedro duty. But talk to me as the chief customer officer. What is it that's unique about how patriarchy works with its customers? 21,000 plus now to build and maintain that trust, especially in such volatile times? >>You know what is really cool? I joined page duty a little less than two years ago. In the next few days, it'll be two years now. What do I find exciting as a chief customer officer and the go to market teams differentiation versus other customers? We had a born SAS company and what do we have access to form our customers? We have access to their operations data and that combination of our core values that is championing the customer and the data science that we have about how customers are using our data is a differentiation. That's the magic. So if you think about why pager duty is bringing this level of trust to the customers, it's because we know how many and let's take an example. Employee retention, mass resignation. We know which employee was called. How many times at night during an outage. Can we give that guidance to managers and leaders in order to drive that trust? Absolutely. And on the other hand, we are driving amazing return on investment at the executive levels for the customer experience that they are driving. So Peter Duty is becoming the trusted advisor all the way from practitioners, where we are improving their work life balance to the executive levels, >>improving work. Life balance is so critical. There was a stat that Sean Scott shared this morning that that was looking at the amount of work volume from 2020 compared to 2021 42% of people said, I am working more hours. I don't think I've ever heard anyone say, Can I work more? Please? No. That work life balance is critical, but also the ability to deliver that seamless digital customer experience that we all expect, Um, and and to get it right the first time is critical. But using that customer data as you're saying, empowering the organisations, not just the customer support folks or the SRS or the develops folks but all the way up to the C suite to ensure that their brand reputation is valuable, it's maintained, and that trust is really bidirectional. That's the secret sauce. >>You're absolutely right. You know, there's a different dimension to this as well. We think about how we're using customer data in order to achieve the results. We want three vectors here. Number one is we'll use customer data to really understand what is best in class on up time. What is the best in class to reduce noise during alert, what is best in best in class for customer service operations? And because we have customer data, we can benchmark we can benchmark. What industry? What's happening in the financial services industry? What's happening in the technology industry? What's happening in the retail industry. Our customers love that, so we will share with them. The customer success organisation, especially the customer success managers, will go in and meet with the customers and say This is where you stand in reference to your peers and customers love here about that. This is the differentiated value proposition, right? The second thing that our customer success managers do is share with the customers This is where you are in reference to your peers in your vertical other vertical. But let me tell you how you can improve your deployment, the performance of our technology and you're all operating model. As a result of the data we've got, >>there's the proactive nous. That's another differentiator of of what I was hearing today from pager duty. That you're enabling those CSM is to be proactive when so often many are reactive, and it's the customer that's found the problem first. >>Yes, I'll even talk more about the reactive to proactive. We build a methodology, and I'm sure Shaun Scott covered it as well, which is a maturity curve moving from reactive to proactive because so many of our customers are saying we are reacting when we have a disruption on our digital platform, but 30% of the times we are hearing from customers before we are hearing from ourselves. So how do we become proactive? And how does that data signs actually start showing the signs when a potential disruption could occur? And that is about moving reactive to overall proactive. I'd also like to add one more dimension to this, you know, when customers are doing really well. They're optimised on our platform. They don't want to hear from our post sales organisation all the time. They want a human touch when they need it. They want a digital touch when they need it. By using our data and our data science, we are becoming one of the best world class customer success organisations in the world and you ask why? The reason is because we are using data science in order to build and we have built the early warning system. The early warning system tells us how every single of our customers is doing in terms of both their growth as well as the risk that they may leave us. So if a customer is very healthy on a scale of 1 200 if we have a healthy customer, we will engage with them potentially just digitally and engage with them with our services are customer success team and our entire post sales organisation, when there is an optimisation and when they really need us. So data scientists being used not only in terms of giving customer the right information to grow them, but how we interact with them as well, >>that's brilliant. And there's so many organisations that I talked to across industries that cannot get that right. >>And >>so customers are being contacted too frequently. They may have said. I opted out, I don't want and then suddenly that that the first responders, the incident responders, is marketing. But that happens so frequently, you think. But there's an opportunity there. It's not rocket science, but it's about leveraging that data in an optimal, smart way. But you guys are light years ahead of a lot of other companies that haven't figured that >>out. No, we are leading edge and we are leading edge because we had a born SAS company and we've got effective operations data of the customer, and we have some of the best data scientists and the analysts within my organisation. Looking at this, engaging with the customer and only optimising the magic is data science and humans coming together to engage with customers and drive customer success for the customer and ultimately building their customer experience for their customers. >>Let's talk about some of the numbers Mandela, because they are really impressive. I was looking at some stats. You're paid your duties renewal rates are over 95%. Your growth is incredible, just coming off the biggest quarter ever, but also the gross annual benefit from customers. Talk to me about that alone. That can be up to $10 million. These read these tangible business outcomes that pager duty is delivering to customers are significant, >>and again, it's based on data science. This is not making you know what traditional companies do. Traditional companies will go to the customer and say, Tell me your business imperatives. Tell me your what are the business problems you're solving are because we have the data science. We have our oi arranging from 309 100% very impressive within a couple of months. We think about it if we are able to drive incidents that are very, very significant. And I know you've got the numbers in terms of growing our reducing the workload on very expensive engineering. Uh, individuals within the organisation from, I believe, 3200 and 25,000, and I know you have those numbers think about If 30% of your organisation focuses just on innovation and product development, worse is on an incident, and they work, life balance, the quality of life increases, the retention of the employees, and yet the company's only driving their growth. That is why our customers love us. That is why our renewal rates are greater than 95%. That's why a net retention scores are greater than 100 and 2020% over five quarters. And that is why we have more than 30% growth year over year, quarter over quarter. >>When I saw that stat Manville about you know, the number of incidents reduced, >>that >>translates to employee productivity and and looking at it in terms of FTE. From a quantity perspective, that's the first time I've seen a company and I interview a lot of companies actually put it in that perspective, and I thought, That is huge. That's how organisations should be talking about that rather than reducing feeds are going. We are victims of the great resignation is look at the impact that can be made here by using data science by using the right mix of human and automation together. It's that's the first time. So congratulations to you and Pedro duty for the first time I've seen that and I think everybody needs to be working to be able to explain it that way, especially the fact that we're still in a volatile environment. >>Absolutely. It's about customer experience, but it is just as much employee experience. There is so much that the industry is talking about. That's top of mind for board levels. That's top of mind from CEO S. How do I retain my employees and drive greater operational efficiency? And now, with the macro economic challenges that are occurring in terms of inflation and in and the cost to serve and increasing the profits are customers are making. Operational efficiency is becoming even more important so that the employees are focusing more on innovation rather than downtime or disruptions. And it's actually about growing the business rather than just running the business. And if we can optimise running the business growth is what our customers are looking >>for, right? I always think, and we're almost out of time here. But I always think the employee experience and the customer experience are like this, and they should be. But it's critical to optimise both. How do you when you talk to some of those big and our price customers. We have Doc Watson on the main stage this morning, but I was looking at the website and three that jumped out to me that I use peloton, salesforce and slack. How do you advise them? You have this wealthiest gold of information on customers. This is how you need to leverage it in the right way to grow your business. What are some of the top three things you recommend those customers do, for example, >>that so let me talk about a couple of customers as an example. There are some customers of ours in the retail business, or it is a telecommunication company that is trying to increase their, um, up time from 98.7% to 3 nines as an example, or a tech company that doesn't even know that they were down for six hours in one small part of their business. And we're trying to figure out how do we solve for that as customers are overall complaining. So for us as a organisation, the magic is again bringing data together employee engagement, and what we do is we use the data to engage with their customers to ultimately understand what is their business value proposition. If you don't do it in isolation, you do it in. What is the customer trying to achieve? Are they trying to achieve the best in class website? Are they trying to achieve increased operational efficiency? What are their metrics? What are their numbers? And we take our data, our people, to marry all of that together. And that's the magic. >>I love it. I wish we had more time. Angela. We are out of time but talking about the value of the customer experience, the impact that is possible to be made leveraging technologies like pager duty. It's It's revolutionising operations. It's revolutionising customers 21,000 plus one million plus users at a time. It's awesome. You have to come back so we can talk more because I can. No, we're just scratching the surface here. >>Yes, we are. This is a very, very exciting area right now, and it is a great opportunities for chief customer officers on really rallying the whole company on championing the customers because whether it's a product, our capabilities, it's really a major transformation happening in the in the industry, and we need to stay very close to it? >>Absolutely. Thank you so much for joining me today. It's been such a pleasure talking to you. I look forward to seeing you again. >>Real pleasure, Lisa, To get to know you. And the gun was she was awesome. >>Good. Thank you for Manjula. Televisa. I'm Lisa Martin. You're watching the cubes on the ground. Coverage of pager duty. Summit 22 from San Francisco. Thanks for watching. And bye for now. Mm mm. Mm mm.