(upbeat music) >> Live from Las Vegas, it's theCUBE! Covering Informatica World 2019. Brought to you by Informatica. >> Welcome back to theCUBE, everyone. We are in the middle of two days of coverage of Informatica World here in Las Vegas. I'm your host, Rebecca Knight, along with my cohost, John Furrier. We are joined by Ansa Sekharan, he is the Executive Vice President and Chief Customer Officer at Informatica. Thanks so much for coming on the Cube, Ansa. >> My pleasure to be back on theCUBE. >> Great to see you. >> Thank you. >> So, let's talk about your role as the Chief Customer Officer. Last year you announced this change from a customer service model to a customer success model. How has that been? How have you implemented it and how's it going? >> Now, we have a great opportunity ahead of us. You see a number of enterprises embarking on a data transformation journey. As we offer the best products, it was quite apparent we had to take the services to the next level. We had to take the services and connect them to customers' business values. So we are blurring the lines between the various services functions: support, professional services, university, customer success, we want to abstract them, along with their products, we want to offer the best value to the customers. It's very simple. We sign up a new customer. The first thing we want to do is to work with the customer and define the success plan. What does success mean to them? Success, in two words, business outcomes. It's not about go-lives. Are the business users adopting and realizing value? That's where Informatica is very different from other enterprises, and I think that's going to further fuel our growth in the future. >> Ansa, you've been in the industry a very long time, Informatica many many years, how many years? >> 23 and counting. >> So, I'd consider you a historian of Informatica. (speaks indistinctly) I never saw myself as a historian. You've seen the transformations. Talk about what's going on now because, and certainly going private affords a lot of good things, in the public eye anymore in terms of shot clock earnings, being on that treadmill. You guys really did a lot of digging in to innovate. Now four years later, you start to see the fruit coming off that tree in the form of good catalog decision with the catalog, cloud early, AI early, the horizontal scalability of the infrastructure now and one operating model. Interesting kind of tailwinds for you guys. What's going on? How do you talk to customers who have kind of living in a cave, I won't want to say living in a cave, but they've been not as on the front end as you guys have been. >> I think when you use the word innovation it's just not about products. As a company we have been innovating. Along with the products, we have been innovating on all fronts, being at the services. We have, used to have, a major release every four years on services. We have shortened the cycle to two years. As a company we are now offering all our products on the cloud. What does it mean? What does it mean in customer support? We are having to redefine the entire delivery model end to end. You heard in the conference eight trillion transactions we process in a month. That was grown 3X just in a year. We have so much data. It's all about what is the information we can glean from these transactions. We have over a billion interactions with the customers every year. How can we put these transactions and interactions, package it in the form of we have the best telemetry products? We are leveraging this data to better sell the customers so that we can drive them, accelerate the business outcomes. When I started off we were a one product portfolio company. We had power center. Now we are the leader in six categories, and our user base is now, not only IT business, it's a great opportunity for us. >> The other thing that's a perfect storm, at least for innovation that's also happening, is the absolute validation that SAS business models have agility benefits, meaning you can take risk using data, understanding data, to get big rewards if scaled properly with cloud, so the role of data in pure SAS has been proven. Enterprises are recognizing that. Not that easy but still that's the path that people are now seeing clear visibility to. You guys are going after that. What's your take on that? >> I think when it comes to SAS, I think customers realize they should be focusing more on their business processes, and push the technology aside to the vendor. Try to partner with the vendor on how they can leverage on the technology side. That's where Informatica has put in a number of programs around that. Imagine a scenario, I'll give you a quick scenario. There's always this risk of putting this data on the cloud. What if you were to say, and there's upgrades every quarter, we push a lot of features and there's always the worry is something going to break. We are going to come out of the program, it's going to guarantee that we're going to foolproof the upgrades. Your stuff will work better, faster with every upgrade. That's the kind of, what customers expect. >> Guarantee that it won't break, basically? >> That's the kind of programs we're going to offer to our customers. We're going to have them for a day at scale, MDM is coming on the cloud you saw the demos we showed yesterday. I think we are redefining our model and going to push the envelope further on. >> Are customers asking for that assurance or is it more of you guys going to make that a table stakes because it's an opportunity for you? >> Both. >> Okay. >> Within the company our philosophy is very simple. I'll say an equation, CS equal to IS, customer success is equal to Informatica success. In my humble opinion, we both need each other. >> Just like data and AI. A symbiotic relationship. So I want to get back to what you were saying in terms of how you are defining this kind of customer success. We're working together with customers to define the business outcome and then working to see, okay, how do we get there? You have a lot of great customers, many in the Fortune 500, 100. Tell us a little bit about what you've seen over the past year in terms of, maybe without naming names or name names if you want to, but in terms of how these companies have seen a difference since you've changed this model. >> We sell a platform. I think we're the only vendor which offers a platform for data management. There are a number of vendors with poor installations. Informatica is the only vendor which offers late inclusion data platforms. Customers buy into the vision because data is, everyone is looking to leverage the power of data. As they buy this platform, they work with us to see how should they approach. This blueprint needs to evolve. We need to define the building blocks. Should they start with the catalog, should they validate what they're assets are? Where are we trying to push the service's frontiers that's not around technology? How can we help on the business processes side, as well? It's a big journey we are going to undertake and I think that's going to pay off big. I can quote a number of examples. I was sitting in a meeting this morning with a large bank and meeting up with the Chief Data Officer, and she kind of laid out her data strategy and we discussed how Informatica is going to be player owned. They are depending on us, and now we are going to keep our commitment, we are going to deliver on that promise we have made to them. >> How many customers do you guys see really thinking about data location storage where on premise versus cloud or are they more thinking differently around knowing that they're probably going to store it everywhere or somewhere? Can you share any insight into what the trends are there with your customers? >> Informatica's uniquely position is, there's future workloads which go to the cloud. It's hard to change systems that working, there's always going to be data in the premises. That shift, if something is working, customers don't quickly shut it down. So we see future workloads going to the cloud, traditional workloads, even we have a number of large clients still on mainframes. We offer the best products on mainframes as well as, it does not get much press, but-- >> This is the end to ending benefits that you guys are-- >> Correct. We go all the way, we cover the entire gambit of the data spectrum. >> What's the key enabler to make that happen? Is it the catalog, what's the big-- >> Catalog was the big, I think, last year that was the turning point with the catalog coming in, and now through professional services we offer a lot of workshops at no cost to our customer on how they should put their strategy, as well. >> One of the things that I'm hearing from you is the importance of really understanding the business in addition to the technology. I'm interested to hear how you hire. Obviously we hear so much about the importance of technical talent, and the problem of the skills gap in Silicon Valley and beyond, but you obviously are looking for candidates who also really get the business. So, what are the kinds of things that you're looking for and what kind of problems do you see in terms of the candidates that you're getting for your open roles? >> Customer support could be a hard job. We really want to, we look for people who want to make a difference. And if you have that attitude you get plenty of opportunities to make a difference. Now, with so much talk about AI, service automation, Chadbot, robotics, you know at the end of the day employees are still the core of the apple tree. I think the current trainers don't forget the people. The technology is not going to replace the people overnight, so I think we have a fabulous team at Informatica of customer support professionals. Our average retention rate is the mid 90s. So, we hire the best people, and they stay with us because this is a great platform. They move around products, but as long as we can give them that spectrum to grow, over time as they sell customers they build that tribal knowledge, and they can sell them better. And so we look for, I mean, there's a lot of data scientists coming in. We look, we always hire from colleges, groom them. I started off that way, and still with the company 23 years. I want to give that chance for the rest of team, as well. >> So how many other folks in the company have been there that long? That's a long time. You've been there a very, very long time. >> You'd be surprised at the number of people who have been long-timers at Informatica. It's a great company. >> How do you maintain the startup mentality? You were there when it was three years old, and now it's... >> I think personally what drives me is the fear of failure. Having set the bar high, you have to push, and if you want to keep at the pace you need to have the startup mentality. We have a number of projects in flight, and some, you have to have that mindset, and now we are a distributor team. We have to keep that spirit going throughout. And like I said, coming back to my equation, customer success equals Informatica success. That's what we believe as the company. >> You said CS is IS, customer success is. I mean, right? >> There you go. You made it sound even better. >> So just getting back to that, one of the biggest problems in the technology industry is the skills gap. Are you finding enough people to fill the roles you have? >> We do not have a problem hiring. The ramp up time, we have a good enablement program, which is good. Take the space of big data. The whole industry landscape changes every six months, so it's that mindset you need to have. Even I have that mindset today. I come in thinking I'm going to learn something new. Learning never stops. So you've just got to keep learning everyday. And I'm not setting expectations, we're going to groom them. I want people who learn on their own. They have to, they have to keep pace with the current technology. >> Any skills in school, kids in school that might, or parents watching with their kids, in high school or elementary school, what disciplines can they turn up, turn down, you think would make them successful in the future of how the data is going to impact society? There's a lot of new jobs coming out that don't have degrees for. Cal Berkeley just graduated their first inaugural class in data analytics. It's just a tell sign of how early it is, so still, you go back to sixth grade, you go back at the high school. Kids are looking to, they're gamers. They're into tech. They want to dial up some-- >> When I went to high school in 1984 I was the first batch of computer science, and we learned basic programming, things have really changed. My girls don't want to do computers, but it is something which we have to evolve constantly right, but-- >> Any classes right now that jump out at you that think, that's important? >> Data science is hard now, you know? >> A hard one. >> Yeah, it's hard. And with all the emphasis, we have a number of initiatives within support that will leverage AI, ML, as well. And I talked about it in the last year's program, but there could be some skills gap in some pockets, always you fill that that's going to be out of their pocket. You just got to be constantly pushing at it. >> Ansa, thank you so much for coming on theCUBE. >> It's a pleasure being on here, thank you. >> Thank you. >> Thank you, great job. >> I'm Rebecca Knight, for John Furrier, you are watching theCUBE's live coverage of Informatica World. Stay tuned. (upbeat music)

>> Announcer: Live from Las Vegas, it's The Cube, covering Informatica World 2018, brought to you by Informatica. >> Okay, welcome back everyone. This is live coverage of The Cube here at the Venetian in Las Vegas for Informatica World 2018, and I'm John Furrier, the co-host of The Cube, with Peter Burris, my co-host for the next two days of wall-to-wall coverage of all the action here at Informatica World. The next guest is Ansa Sekharan, who's Executive Vice President Chief Customer Success Officer at Informatica. Great to see you, welcome back. >> Good afternoon. >> Thanks for coming on. >> Glad to be back on The Cube. >> The fist pumps all around, lot of love going on. Data is, data's hot. Data's not just a, you know, an industry segment. It's horizontally cutting across all of the action. You're in charge of a lot of the customer success stories, but more importantly, the transformation. A lot of the customers we're hearing, one came on earlier, said, "I love Informatica. Product rocks. It's kick ass." He didn't say that, that's my words. "It's rock solid, but it allows me to bring in the new and do new things." Talk about the customer dynamics that you guys are seeing. Now more than ever, intelligent data, these are the themes. Next generation analytics, GDPR's on the horizon. So you've got some tactical and strategic things going on. Your thoughts? >> You know, these are exciting times, you know. As we look at our customer base on how they are embracing Informatica to drive description, and realize business value being as part of the services arc. Indeed, exciting to see how we can play a critical role in transforming their business. You know, as we transform our business at Informatica to be a subscription company, to be a cloud-hosted company, we have dubbed 2018 as the Year of Adoption. >> Peter: The Year of Adoption? >> Year of Adoption. In my capacity as Chief Customer Success Officer to ensure that the company as a whole is aligned towards driving adoption; so that customers can realize value from our business. You hinted on customers transforming from the legacy mainframe world to cloud, big data. We cover the entire gamut. You name it, we have products. Everywhere we have data or citing to integrate them so the customers can realize value. This morning I was speaking to a customer, you know, you heard us say, many years ago, "Right data at the right time." You know, he said, "We are trying to push petabytes to the customer everyday." You know, we have gone through a huge transformation in my 22 years to now. It could not be any more exciting to be at Informatica. >> So I'm really happy to hear you say that, Ansa, because the industry broadly, but especially in more complex software domains, forgets that there's a difference between inventing something, which is an engineering act, and innovation, which fundamentally is a social act. Customers who do a lot of these more complex things we're talking about, need knowledge and expertise, not just represented in the products that they buy, the services, the cloud-based services they carry, but also, other ways of thinking about getting access to knowledge and smarts, a lot of which, you guys have. Talk about, as in the role of customer success, how you regard Informatica's participation in that journey to innovation, to adoption, to making that change real. >> I think Informatica was one of the pioneers to realize, you know, great products are just the beginning. We got to make sure you come up with offerings which can connect those products to customer's business value. Our strategies, you know, we have a three-prong strategy. We look at our products that, you know, first thing we want to do is, "What is the experience we want to offer to our customers?" And then we look at what products and service offerings we need to put in place to deliver on that experience. And the third, where, I think, we are a trendsetter, is how do we innovate, and I would say, reinvent ways on process and technology to deliver on that vision. I think every four years we've been relaunching our success offerings. I'm pretty excited to talk about what we have in store in 2018. >> We heard that you're revamping the customer, Informatica's customer success program. You guys have been iterating. What's the new iteration? What's coming? Can you, can you share a little bit about where it's going? What's happening next? >> I touched upon the fact that Informatica is transforming itself to be a subscription company offering all our products on the cloud, and we have, you know, as the sign points to behind me, 25 years of data innovation. Thousands of customers, we can't forget the past. We're going to take the lessons we learned from the past and how do you apply for the present and the future. We are, want to offer a simplistic model where we want to offer a success platform. Not position offerings for customers, professional services, educational services, support services. We want to build an abstraction layer, a simplified layer, where we call it "Success Offerings." The functions underneath will plug-and-play, and to the customer, it'll be just one offering, which will be a seamless end-to-end experience. These days, with the advent of web and all the omni channel, realistic customer, we are in all of the customer's lifecycle even before they are a customer. >> So one of the best services you can provide to your ecosystem is to transfer some of that knowledge. Is to show a way for a lot of your partners to, that notion of an offering, is a combination of the product, the channel, as well as the service know-how about making sure how, that things actually work. Are you participating in that process of moving customer success subscription, but also trying to bring along the ecosystem to show them how you can catalyze what will be best for them? >> Absolutely. I mean as part of the support offerings, we are also coming up with the, what we call is the Informatica Network where it brings in the assets from all we have gathered from customers, and disseminating this back to the customer base so that they'll be able to leverage best practices, build customer communities, and you know, our goal in support, our mission is pretty simple. Our charter all along, the best service, they say, is no service, right? In what ways can we push the knowledge to customers so that they don't have a need to reach Informatica? So we are very active participants in building communities by product lines, by solutions and to the very intent here, how do we push it back to the customers? And you know, we have sessions at Informatica World where we bring customers from different protocols to see what we can learn and what we can connect to other customers Right, I mean, customer's under tremendous pressure to do more, resource-wise, they have the same but less, so I think they look to Informatica to partner with, to realize business value. >> Well, I also think and this is the test, I also think a lot of your non-technology customers are also looking at ways that data is going to improve their products, improve their engagement, improve their operations. And they themselves are starting to imagine themselves as providing SAS-like capabilities. So, just as you are helping your traditional technology partners envision a different way of engagement, a different way of improving how they improve the productivity of their engagement, are you also helping your customers, you know, see that other route using Informatica products, using Informatica know-how, to becoming a better digital supplier themselves? >> Absolutely. I touched upon how we are leveraging technology. You know, we have products like Discovery IQ, a lot of solutions built on machine learning. When we host our customer's products, we have a window into what they're doing, you know. To the extent privacy laws allow, we can track every click. It's all about mining that information so that we can provided personalized, real-time engagement to the customers That, at times, we can see a problem going to happen before it happens. And the beauty of being on a host of solution is, you know, we can push solutions to the customer to recommend ways they can deliver better value. All about customer experience, right? In one of the the key elements of customer experience is how do you reduce their effort? So, technology, we've been able to bring up a number of ways to do it. >> That's a great point. Got to use the data. You can extract data, insights from that data. This brings up the question of we're hearing, and I'm not a believer of it, by the way, "Oh, automation's going to kill my job." I'm mean, automation is going to help. We believe that. That's my, our position, but yet, automation will shift the value up the stack, or wherever the value opportunity is. So, what is Informatica doing with things like AI as things get automated with the cloud that's going to create success. So mining the data, you can provide insights. What other things do you see with automation in an AI from a customer success standpoint that's going to be harvested for the customer's benefit? >> I think what is really working in our favor, personally I've been a Support Engineer myself, doing a repetitive task was not my cup of tea, you know. The job is interesting only if you find new learnings and see how we can help the customer. We have a great framework to automate a repetitive task. You know, chad marks, you have heard of them? Today they are applicable a lot in the consumer world. We are looking at ways how we can leverage that technology in the enterprise space. We can predict, based on semantic analysis, just the language, the words customers use to communicate with us. You know, what is their tone? When should we interfere? When should we raise the priority of the case before the customer asks for it? You know, it's, the team is pretty excited because it has opened up doors for the team to do more initiatives to deliver better value to the customer. It's also, there's the good and the bad element of it, right The automation also puts us, the center of everything we do, it brings support right to the forefront of the customer; so you have to be careful. Impressions, you know, leave a lasting thing with the customer. >> You've got a lot of customers here, at Informatica World. What's the plan? You going to wine and dine them, sit down, do briefings, do road maps? What do you do when you're here at Informatica World with customers? Celebrate, but also you do some innovating? >> Right, we're going to be talking about the new offerings coming out in July, you know, Q3, we're going to be launching the new support offerings. I think our landscape of the industry, you know, I'm very excited to say we're kind of industry first, you know, bringing everything under one umbrella. And what's even more exciting, I said 2018 is the Year of Adoption, we are bundling in what we call Adoption Services delivered by a professional services team at no margin to our customers. >> John: That's awesome. >> You know we're embracing the layer model, land, adopt. If you truly mean adoption, you got to bootstrap them and get them off to a good start because that is key. You know, you asked about, "How are you leveraging and pushing knowledge?" So, you know, when we bootstrap them, we share the best practices which we could have learned from other customers. >> It's a merger. So you can help them take the first very steps? >> Ansa: Correct, and lay the foundation in the right place. You realize that if the foundation's right, then we can >> Get them to embed in their business. >> Exactly. >> And horizontally scale that data for intelligent data, trusted insights, next generation analytics; it's all there. >> Absolutely. >> Ansa, thanks for coming on The Cube. We really appreciate it. Live coverage here from Las Vegas at the Venetian. I'm John Furrier with Peter Burris. More live coverage after this short break. >> Ansa: Thank you.

>> Announcer: Live from San Francisco, it's theCUBE. Covering Informatica World 2017. Brought to you by Informatica. (light techno music) >> Welcome back to theCUBE. We're here at Informatica World 2017. We're going from the morning to the night, today and tomorrow, to talk about some of the things that are happening in the world of data management, analytics, master data management, etc. Very, very important topics. And I'm Peter Burris, and we're going to spend a few minutes now talking with Ansa Sekharan... >> Got it, Sekharan >> Sekharan, sorry Ansa, I got it earlier. Ansa Sekharan, who's the executive vice president of Informatica global customer support and the head of the Informatica University. Thank you for coming on theCUBE . >> Good afternoon, Peter. Thank you for having me on theCUBE . >> So, global customer support. Big issue when a company's going through a lot of transformation, compounded by the fact that your customer base is going through a lot of transformation. Business as well as technology. When you take a look at what's happening, 3000 people to show, what is the most important set of messages coming out about global customer support? >> At Informatica, the tagline says great products are just the beginning. As customers make this investment, we have a great services arc which looks at the investments customers make, and see how they can help their desired outcomes. At Informatica, when you look at innovation, you hear a lot about products. You see a lot of great launches. We have a very similar strategy in support. Every four years, we kind of come up with a major version of support offerings to keep up in line with our product innovations, and also to meet customer innovations. Right, so in every two years we have a minor release. So we look at our services as a product. Like the saying goes, we want to make sure our customers do not have to call in. So we have a lot of emphasis on quality, and the great interlock with RND. Make sure, we have been ranked number one in customer loyalty for eleven straight years in that regard. So, we want our customers to take away that support and services is viewed as a product here at Informatica. >> Well I want to push you on that a little bit, and I think this is an important point. In the world of, characterized by a significant amount of change, it's important, I think, that we draw distinction between inventing something and innovating, where invention's an engineering duty, or an activity, and then innovating is a social activity. So we create something new, and then through the innovation process, we get people to use it. So I like the idea of looking at support as a source of innovation in of itself, but talk about how that lines up with the idea of support to help make or ensure that customers are successful. >> Right, it's two parts. It's like how you build the relationships, along with automation. In this age of customers, a lot of emphasis is placed on how customers can do self-service and so on. So a lot of great innovation has been built on the portal. We leverage machine learning and AI, and we have built a great platform to have the customers learn best practices, and find the needs and answers for the most common questions. But, we're an enterprise software company. About 85% of business comes from existing customers, and we enjoy great renewal rates of about mid-nineties. This is only possible if customers are realizing value from our products. So, we pride ourselves on our relationship. We have a customer success team, which also is emphasizing how do we drive desired outcomes. People ask what is desired outcomes? When you make a purchase, there is an expectation of an outcome. That outcome, in conjunction with your effort, the experience makes it desired. So, that is where as we pivot to a subscription company, that is all the more important. Customers now sort of rent our software, when they are on subscription. The onus is on the vendor to make sure you build on the relationship, and you deliver value back to our customers. That is where we our very different. I think, to answer your question around innovation and we combine that with relationships, it's a great combination. >> So let me push you on one other feature there. So, the difference is in innovation on premise or license software is a little bit different than the innovation process associated with Cloud oriented or subscription oriented software. On the one, you get the invention, customer installs it, you might help them install it, you might help with a little bit of support on it, or they are largely responsible. But in the Cloud, the whole notion is you're actually getting the service itself and not necessarily the software. How does the concept of customer support change as you move in to a subscription Cloud oriented world. >> So when you are on the Cloud solutions, you have the meta data of the customer. You can measure every click, you know exactly what the customer is doing and not doing. So we have a product called Discovery IQ, which mines that information and offers recommendations on how the customers could better leverage our products. >> To your team. >> To your team and back to the customer. >> And back to the customer. >> Now on an on-prem product, we help in installation configuration. But the software is running on the customer's premises. That's where we have built in supportability tools which can share meta data back, so that we can understand what phase of the project the customer is in. You heard of a product called Ops Insight, which we just launched. That's a Cloud based product which connects with our on-prem products so that it gives you a window into what the customer is even doing on-prem. The more we know about the customer, the better we can serve them. Some customers are very forthcoming to partner with us, and whenever we have a customer success manager we have great collaboration, we know the milestones, we can orchestrate, how we should march the customers towards the milestones. But, if that level of communication is not there then we have to rely on supportability tools to get the meta data back, and then we push information back to the customer. >> And that notion of a road map or a journey to get to the outcome is crucially important. >> Extremely important, and in fact, we want to build those features in the product. Today if you take a master data management product, the data model is the foundation. Today we are able to collect the data model and look for patterns to see if there is a better data model that we can recommend to the customers. Because if the foundation is not right, months later, potentially there could be issues around scale and so on. What we've been able to do is detect that very early on to offer better solutions to customers and we're talking about solutions data models varied by life sciences, varied by health care, financials. We are able to leverage this knowledge and share across customers. This is not customer proprietary information, just the foundation data models and this what our consulting services team is also able to go on-site and leverage it further. >> So the historical interaction between a software vendor and a customer, typically was around those characteristics of the product. The speeds, the performance of the product, what was required of it, how to configure, how users used it, the interfaces what not. As you move more towards solutions, especially in a period of significant transformation. Now you're talking about how a product does or does not support a business capability. In the world of analytics, it's becoming increasingly obvious that is a strategic business capability that has to be put in place. That means that your support people are moving from deep understanding of the product, and being able to convey that, to having to have a better understanding of the capabilities that the customer is trying to achieve and helping them work through that process. Have I got that right? >> Right, so one of our focus areas currently is the topic of services convergence. In the past customers would make a product investment, support is mandatory, it gets bundled in. They have to make separate purchases for professional services and education. As we pivot to subscription, we're kind of bundling the services along with the subscription. So we are coming up with some innovative solutions later in the year, where as part of the subscription which the customer is signing up for, we're going to offer a five-day consulting services package, or a ten-day services consulting package, included in the subscription. Why are we doing that? When we talk about driving business outcomes, we are talking about, if you are really serious about accelerating those outcomes, you ought to make that investment up-front. And in the case of ... >> Both parties do. >> Both parties. It's a partnership you got to build. >> In many respects, it's a test of almost the seriousness of the customers. That the customers. Are you going to invest your time, and not just your money in to this process. >> Ansa: It's not a one-way relationship. >> Absolutely >> It has to happen both ways. So when the professional services goes on-site, tries to understand what's the business imperative the customer is embarking on. That information is shared back with customer support. So we have an idea. The support folks are still going to be product line focused but the domain knowledge, in terms of solutions, we're trying to address it through our solution architects in professional services. So what is unique is, beginning of this year we launched something called a Support Accelerator. >> Peter: Support >> Accelerator >> Peter: Okay, Accelerator, yup. >> Yes, so you talk about big data. In my experience, like I said, I have been with Informatica for 21 years. When it comes to big data, I have never seen a technology which is changing so rapidly. It's getting disrupted every quarter I would say. So we realized customers have to look at security, the hadoop distribution, and those hadoop distributions change pretty rapidly. It used to take them, could take them weeks, just to install and configure the product. >> Peter: Correct >> No fault of Informatica. Just the complex ecosystem. So we come up with the Support Accelerator, we have some checklist. We'll get this information from the customer, we'll remotely install and configure the product in days. >> So you just gave a great example of exactly what I mean by the difference between invention and innovation, where hadoop is constantly inventing but the customers need help with the innovation side. To get it adopted, to get it applied, to get it used. So they can create value in and of itself embedded in their business practices, and that's essentially what your focusing on with some of the support regimes. >> This notion of support accelerator is focused on installation and configuration. With the example I gave you, we just could shave off a couple of weeks. We are expanding this to other product lines, ideal EIC, and then we are going to be offering upgrade services. When I talk to CIOs, they want to know as I upgrade to the latest version, you have my meta data. Tell me what value am I going to get with the upgrade. I know it's going to be supported, the latest certifications if you can tell me if this feature is going to run X times faster. If there is some configuration that I need to change so that I am better leveraging the features in the product. That's the path we are on. I think we have made great strides on the Cloud side of the house. We have a product called Informatica Discovery IQ, which can make the recommendations we have to replicate the success on our on-premises solutions. That's what we're trying to do with Ops Insight product. >> So I used to do a lot of research around a particular topic, and that was a customer journey with an IT organization. Turns out, that the CIO is most involved in the discovery process, and then that first application process. Discovering the characteristics solution and then ensuring that they are going to get value out of the product, that first project plan. And the reason for the discovery is because the business is typically is finding out that something is not working right, and brings it to the CIO's attention. But interestingly, it's not at the moment that they buy, it's after they buy and sitting down with the team and making sure that the business gets value out of the purchases, and that's where your guys shine. >> Right, and do you know? We want to come up with a success plan with the right milestones along the journey. Through our customer success team, we want to orchestrate this journey. The role of customer success management is like, how do you orchestrate this journey as you go through these various steps. Customers' outcomes are also evolving. Especially in the case of big data. I read an article that said companies, only if they have a business strategy which leverages big data, they have a higher degree of success. Not the other way around. >> Peter: Right >> You know what I'm saying. >> Peter: Oh totally, 100%! >> And when customers make this investment sometime it comes from top down and working with the customer success team understanding with what they want to do. The good news is most of our customers are very happy with our current implementation strategy. So they have a mandate to go big data. So we kind of tell them, "Hey what's your work loads? "You want to do data warehouse optimization, "you're going to shift from teradata to hadoop. "Here is how we will do it, here is the blue print." We've been able to share some of our success stories with other customers to them. It's all about accelerating the journey for them. >> But it certainly is not about getting a cluster. >> Ansa: No >> Deploying hadoop and looking at it and say, we are done. >> Ansa: That's step point one. >> That's exactly right. And increasingly because you can now buy a lot of that as a service, it may not even be step one anymore. >> Ansa: Exactly >> It's an option that you may not choose. So as you think about where customer support, in the context of Informatica's journey, can you give us just a couple of insights as to where you think the customer support concept is going to be in a couple of years? >> A lot of emphasis is going to be on service automation, and the other big board level priority at Informatica is this customer experience. You talked about the journey mapping. It has a story-telling element, and it has a visualization element. As customers come to our website, have awareness, become a prospect, a lead, make a purchase, we land, adopt, expand and renew. A gamut of interactions across the board. We're now going to be focusing on optimization, every step of the journey. We're going to find the moment of truth, which would yield the biggest value to the customer have an outset in approach to validate that. What this has given us, the customer experiences have a cohesive strategy which cuts across all functions. Before we had KPIs on a functional basis, now we have KPIs on a horizontal basis. >> Peter: Tied back to customer experience. >> Tied back to customer success. Can we get them to go live faster. >> Right. >> Are we getting them to renew on time. So these are metrics which are shared by every function within Informatica, not just the renewals team, not just the support team. I think with the emphasis from the board and with the support and investments we are making, I think this is going to take us to the next level and I'm pretty excited about it. >> Excellent! So Ansa Sekharan. >> Sekharan >> Thank you very much. Just to let everybody know, with Informatica longer than Derek Jeter was with the New York Yankees. >> Here you go. >> 21 years. >> Thank you Peter. >> Thank you very much for coming on theCUBE . So, Ansa Sekharan is the executive vice president of Informatica's global support and service organization. Once again, thank you for being here and we'll be right back with more from Informatica World 2017, in a few moments. >> Ansa: Thank you. (light techno music)