(clicking) >> Hey welcome back everybody, Jeff Frick here with theCUBE. We're at PagerDuty Summit in San Francisco at Pier 27, I got to look at it. I've never been here before. It's a cool facility right on the water, between Pier 39 and the Bay Bridge. We're really excited to have back, I can't believe it's been like three years. To have Sheila Jordan, she's a CIO of Symantec and last we saw you was, I looked it up it was Service Now Knowledge 2014. >> Yes that's correct. >> Sheila, great to see you. >> Sheila: Nice to see you. Thanks for being here. >> Absolutely. So I think when we first talked you were just starting in your role in Symantec and now you're three years into it, you just got off a panel about leading digital transformation, so just give us kind of a general view of what you've been up to and how has that journey been progressing? >> Right, well it's been quite a journey and I would say that it's been really a transformational journey. So the vision for Symantec really is to become the largest cyber security company in the world. And that vision really started two, two and half years ago and I'd say that today it's a reality. When I was hired, I was actually hired to in source IT, so we completed that and then when we went through the Veritas separation, so we separated the company with Veritas which was a pretty significant separation. And then subsequently we've acquired four or five companies, we've recently acquired the Blue Coat company, which with that acquisition, we get our CEO Greg Clark. And then we've also acquired some other companies on the consumer side so the LifeLock business is really tied to our consumer digital safety. So we've been very busy and now we've just announced a small divestiture on our website security business. So lots of acquisitions, lots of change, lots of transformation, that really would been bringing into the organization. >> Jeff: Right and you talked on the panel your job is you got to keep the lights on and keep things moving. Then you've got this acquisition and in your case big, the split the divestiture. But then you still want to innovate and you've talked about looking at new applications, and I thought a really interesting comment you made was about shadow IT. >> Right >> And shadow IT is not all bad. There's a reason that somebody decided to take that action. And really they're trying to understand why? And what was the application requirement? And not just throw it out as unauthorized use. Pretty interesting lesson. >> Sheila: Well a couple things on that. Working in an engineering organization you can't ignore when there's apps being used and come up, because there's a need. Obviously there's a need that the IT organization isn't providing and so what it that need? And what is that capability that the organization is looking for? Now the cool thing is we have technology called CASB which is the Cloud Access Security Broker. That allows us to look at the entire environment of what both cloud applications of who's using what. So for example, we are sanctioned and our standard is box, but I can look across the organization and see what cloud applications we're using and if Drop Box appears, that's a question to say no that doesn't make sense, our standard's box. But the reality is is that all other applications that might be coming out of the engineering organization's using, we should be asking ourselves why? What capability are we not delivering? And how do we bring that into the IT arsenal? >> Jeff: Right, right. And essentially you bring up the box example because another thing you talked about on the stage was your cloud adoption. So kind of you threw out a number, 62%. So I'm not exactly sure what 62% is. But where was it when you got there? What is 62%? What are you measuring? And there's conversations about direct ROI but it's a much more complicated formula than just a simple ROI. >> Yes it really is, and I would say that first of all, from an IT perspective, I think any CIO has the obligation to help the organization run, change, and grow. And forward thinking CEOs really understand that technology can be used to not only run the company, that's kind of old school legacy total cost of ownership costs. Really super important, but it's not only run, but how do you use the technology to change and grow? So when you have opportunities like Saas, that allow the CIOs to have, reduce our total cost of ownership, be more agile, have the Saas providers update their products and solutions and all of that, that's kind of on the Saas providers. It makes our job a little easier or different I'd say. What I mean by that is the role of the CIO hasn't changed. Our job is to protect the company's assets. All of our company's assets and our data whether that's customer data, employee data, partner data. And yet five or seven years ago, it was these monolithic applications it was a private data center. on-prem physical data center. It was massive or monolithic geopcs. All of that has changed. So the role hasn't changed but now we've got to think about Saas applications. Cloud, infrastructure as a service. Public cloud on the infrastructure side. We think about all the applications that are coming in on our mobile devices. We think about IOT, we think about structured and unstructured data. Our role is the same, but how we have to manage that complexity to help our companies and enable our companies run, change, and grow; it's just very different. >> Jeff: And then you get involved in kind of investigating how the second order impacts? Kind of the law of unintended positive consequences by going to a Saas application, for instance. Or going to some of these platforms that doesn't show up in the simple ROI analysis. >> No, I agree with that. But I also think it's total cost of ownership but it's also as important today, as a agility. Everyone wants to get to market faster. Everyone wants to feel to be more productive. So it's really the combination of both total cost of ownership and agility. >> Yeah you said an interesting thing too. "Speed is a habit." Which is a really interesting quote. Because everybody wants speed. >> Absolutely >> And we just had another guest who talked about speed actually does correlate to better software. Because it forces you to do that. But everybody wants speed. You got to have it. So the other, you were all over, I got notes. We could go on all day. I won't go on all day, but somebody talked about what are the limits? What are the limits of applications? As you made a really interesting comment that at the end of the day, it's just about the data flow, and having a horizontal view from your seat. You may find that there's other ways to skin that cat based on what other people are doing. >> Sheila: Right, so I would say one of the reasons I love being in IT, is we see horizontally. There's many functions in the company that see in those silos, but we get to see horizontally which means we see the redundancies in an organization and some of the gaps. And so and as the world changes, that it's less about these monolithic, huge applications, but more about cloud and Saas. It really becomes important about the data flow. Where is the data? Not only is it in that say sales force application, but how does that sales force application move to a box? And how does that content move from box to say some of the collaboration tools in technology and how does that move and flow? Our role has to be about, one: Understanding the data flow and really where that exists. And how do we enable the entire business? Every function to be even more productive. But also how we protect and secure that. So, I think it's so exciting that not only are we doing, our view in IT is to deliver that unified, end to end experience. And it all comes down to the reference architecture approach. But the other part why I'm so excited about Symantec is because we're moving into the notion and the vision of having an integrated cyber defense platform. And I'll explain that for one second. Because historically, the security business has been really fragmented. Point solutions to protect every layer of your architecture. So whether you had a point solution in infrastructure, or end points, or data, or at the web gateway layer. Whatever that was, and what happened is, over time, our recent report would suggest that a large enterprise has anywhere between 65 and 85 security products in there enterprise. Large, large enterprise. >> 65 to 85. >> Security products >> Point solutions. >> In their enterprise. (Jeff chuckles) Yeah and so >> Tough to manage. >> It becomes, yeah it really does. One of the visions that Greg Clark and Mike Fey have for our company, is why can't we be, and deliver this integrated, cyber defense platform? Because it's really connected. We then have products that will live at each layer of the architecture but connected. And so the really super cool thing about that, is that the white spaces between those fragmented products, really are breeding grounds for the bad guys to come in and stay awhile and sit and watch and observe. If you have all that legacy technology and legacy applications, it just becomes a breeding ground. And when you have an integrated cyber trends platform that actually allows it to be much more integrated and really reduce some of the risks and all for our CEOs and customers, a better opportunity to effectively manage their environment. >> Right and you guys are a security company, but also you're a CIO of trying to protect stuff. So you're in a really good spot. Cause the other thing that's happening is this radical increase in the tax services. Especially as we go beyond cloud and APIs to edge economy and IOT devices. As you kind of look at the future of both for protecting your own stuff but also helping to deliver the products for your customers, if the security space is really really rapidly evolving. >> Rapidly evolving and becoming even more important. Because again, the flow of data from your sales force application to your mobile device to IOT back to a content solution. Back to some of the collaboration. The flow of data, is now app to app, or Saas to Saas. Saas to device, device to infrastructure as a service, so it really is the flow of data is so dynamic, and so security becomes just super critical to make sure we're securing that data in motion. >> Right, Right. Yeah it's crazy. And even if you have the most secure systems, you might have lapses in protocol which we hear like some of the CAWS breaches, where somebody didn't configure something right. Alright so, I could keep you here all day (Sheila chuckles) But I won't. But I want to give you that last word. What's next? And there was a little bit of conversation on the panel, so I want to open that up again. As you kind of look forward or, the cloud thing's kind of done, the API thing is kind of done as you look forward, what's kind of the next ... Never say five years in this business. Next couple years, you're excited about the move in the industry forward. >> Sheila: Well I actually think, and I know it might be an overused term, but I really think that we're just scratching the surface on AI artificial intelligence and machine learning. We're using a lot of that in our products today and how we're building our security products. But when I think about corporate IT, and I think about how we deliver statistics and information about our business. So transactional reporting on bookings and revenue and forecast and expenses, there needs to be a better, more predictive way of analyzing that data and understanding it in a much more sophisticated AI. Machine learning that we get our customer insights. And we really start to use those insights into building out that kind of knowledge as we move forward. I look forward to really beginning to really really have some strategies on AI and machine learning in corporate IT. >> Alright, well Sheila Jordan it was great to see you. Hopefully it won't be >> Nice to see you! >> Three years >> Three years till we see you again! CIO of Symantec. I'm Jeff Frick. You're watching theCUBE from PagerDuty Summit San Francisco. Thanks for watching. >> Sheila: Thank you so much. (upbeat electronic music)

>> Q. At service now Knowledge fourteen is sponsored by service. Now here are your hosts, Dave Volonte and Jeff Frick. >> We're back. Sheila Jordan is here. She's the CEO of Symantec. We're live. This is the Cube. We're at service now. Knowledge fourteen at Mosconi in San Francisco. We're going to hear today, Wednesday and most of Thursday. So stop by. If you're at Mosconi, Mosconi south, Come in. Look to the right. Cuba's there. Stop by and say hello. Shelley. Welcome to the Cube. Thank you >> very much. Excited to be here. >> Yes, sir. You were across the street. I guess that, uh, the CEO event, right. What's what's the vibe like over there? Describe it. >> Well, I would say this about that three hundred or so CEOs and it really is fascinating because everyone's kind of discovering how important the clouds becoming and how relevant, Because becoming in the in the CIA world, it was years ago. It was more about if the clouds coming. And now it's here. And it's a question of CEOs of struggling whether answer, The question is, how does this really integrate with kind on from solutions? So, really, it's making the cloud more and more real. >> You know, it's interesting. Five years ago, if I asked the CIA about the clouds, you know, they would say It's another quiver in the another arrow in the quiver and you know we're looking at it. It's at its centre and some might say, Hey, we're not using the cloud, especially financial services. But practitioners would roll their eyes on the clouds. The clouds, I t. What do you mean? The cloud that cloud, the cloud that seems to have changed on the practitioner bases is more accepting of that notion of the cloud. What's changed? >> Well, I was a couple things. One is, I think, that when we used to kind of roll, our eyes were very concerned about the security of the cloud, for sure. And I think with the cloud providers have seen lots of improvements in the security angle. Nothing I'LL tell you is in it. We constantly get the pressure of delivering things faster and cheaper, and the cloud offers us that solution to be able to deliver things faster and cheaper, whether that's, you know, for your HR systems or whether that's for something of a solution. So promise Israel. We're beginning to see that, and I think they're really shoring up the security aspects of this. How >> does it change your roll? One of the changes that are sort of required from CEOs. Perspective. >> Yeah, I will say that I think that the CEO today is really focused on five big things mobile cloud structure and unstructured data. So the whole day to play as well as, you know, kind of your personal or professional identity. And then, of course, the final one is the Internet of everything. So Mohr devices coming into the enterprise. And I really think the thing that flows through those five things is two things. One is data that flows through that. So where the data is sourced from a cloud or on crime, the end user wants to have a similar experience whether we're the data source from and the second component is of course, you know how weak secure that. You know, The whole notion of security is becoming more and more critical that, you know, security things at the network layer is good, but in the end, device is good. But now we're being asked to really make sure that we're securing things across the entire enterprise stack. While everything's changing devices are changing, the sourcing is changing as well as you know now the new devices with the Internet of things. >> We do a lot of big data shows and it talks about the data is the new oil and, you know, the data centric organization. How real is that? It that Samantha? I mean, you've only been there three months, I know, but you know, least on your observations, just semantic. But generally in your community, how real is that? >> I think is very real. In fact, I would say that the job of the CEO is to protect the company's assets and to protect the data. And that's assumed that the employees assume that the CIA was going to do that. It's certainly become a bit more difficult, given cybercriminals are getting smarter and there's more hackers and more were ways to hack and, of course, the devices coming in. But I still think that the role of the CEO has to be to protect the country's assets. >> There's an interesting discussion we have. We actually do a conference in chief Data officer conference with them it in July, and the premise that Emmett has put forth is that chief data officer is a new role in the organization should be independent of the CIA, should appear of the CEO and have ownership over, you know, a lot of different. So the data assets the data taxonomy, data sources. It's still fuzzy where the lines are done. When you talkto a lot of the big data practitioners, they say, No way. That's the CEO's job. Um, have you thought about that much in terms of you need the datas are Are you the datas are? >> Yeah, I actually think you could, but especially, I think it depends on certain industries would make that more more >> realistic. Air Service is the regular. >> Actually think the chief information officer has information and data already, and I think that's a big part of our role. So whether it's a separate role or not, the coordination, the combination and reliance on each roll is really critical. >> So don't you have enough to do? Yes, well, now they wanted to innovate right way force of innovation. They want you to be a business partner of Value Creator outside of just the acid. So how does that all playing? Well, measure And >> that's why I guess it's so fun. We've always said that being an I t you gotta like change and being an I t for aninety company, you're really gonna like change. And I would say that it is What's exciting about the CIA role is yes, I can't authorize it simplistically, but it's around, run the business, changed the business and grow the business. And if historically, it might have been that CEOs were just about run the business, not anymore. CEOs are expecting us to run, change and grow. And we got to find solutions and technology cost effectively of how we can do that. >> And now you've got all these megatrends hitting you like a ton of bricks. Like you said, Cloud Mobile social. How's that kind of change the game in the last couple of years? >> Well, I thinkit's both exciting and daunting at the same time. I think it's exciting because it does open things up and again. Most of our employees are also our. All of our employees are consumers, so they're having this consumer like experience and they want to come into it and they want to come to work and now the same kind of experience. So I think it opens up a whole new way for us to deliver services. And one of the things we're working on in semantics is to create a services led organisation. What? We actually are delivering services. So your email services you're content service, your video service, your pricing service so that we can really deliver these services in a way that you have consumed the services as a consumer. >> So you used to be a mean still is most like tea shops. Talk about systems, you know? Sure, it's covered by claims system. That's where my investment is going. It's this big silo infrastructure built around. Do you see that changing? Where were the parlance, even changes to my services? This is my service catalog. Salome Charging for >> that. Yes, I do. Pretty sixteen pretty substantially. And we're implementing that kind of service is lead mentality. It's semantic now, and the reason is because the system of the applications is at some level kind of irrelevant. You know, you gotta replace systems and applications, but ultimately you don't want to replace the service customer. Our employees want to get used to having that video service. They really don't care anymore where it sourced from on from in the cloud, and they don't necessarily care about what technology was used to get there. They want their service. So I think as a ninety organization won by creating the services led organisation, you are really clear about how you're spending the dollars and really clear about how the transparency of the cost of those services and then really clear to your point. You know, I love to shop on the Internet as a consumer, and I'm so used to picking and clicking right. And so we want to deliver services that simply to the organization that people understand the service in the cost of the services. >> So did you see I love the whole concept of portfolio management, the application portfolio, run, the business, grow the business transformed business, the old meta group, you know, taxonomy. I love that and and And I could see I used to work with CEOs all the time, and they would actually use that and say, OK, we're just going to subjectively say, Here's my run. The business absence. My grows, the business grow. The business has transformed the business. We're going to allocate the portfolio accordingly. Do you look at your services catalogue the same way. And how does it where would you like to see it? It's It's very difficult to get out of that seventy thirty year, you know, because by definition, you're always running. Yes, you know so But how do you look at that? That mix and how do you What's your ideal mix? >> Well, it's very difficult because you do have to do kind of portfolio planning, but I do think with Cloud Solutions it offices offers us a different solution to be more cost effective and agile. So clearly you're gonna have some and run the business. But I'm not necessarily spending a lot of money on the actual infrastructure to take some on from solutions that we used to do. So the cost will be total cost of ownership. It should be less with some of the cloud services. That's the promise. So when I think about run, grow change, I know other sources like Gardner and Forrester will say that a large enterprise company spends sixty five seventy percent on run the business. Still, even though I've made all these advancements, we haven't aspirational goal. It's Samantha Guy t. I'm not sure we can get there because again it feeds. But if we could get to a point that we are really a third, a third a third, wouldn't it be cool if I could deliver two thirds of the spent on change and grow versus run? So it's aspirational, but I'm not giving you that. >> But you know what? So maybe maybe we're thinking about the wrong way, because maybe that's an impossible equation to solve. Maybe we should be looking. I wonder if you'd get your feedback on this just struck me. Maybe we should think about it like almost like product cycles. I remember one of the CEOs around here. We usedto be very proud of the fact that a product cycle intensive business said seventy percent of the products that we have, you know, on the seventy percent of our revenue is coming from products that we've announced in the last twelve months. Maybe that's how we should be looking out for, because by definition they're going to be more modern, more innovative, and with the services catalog approach, you may be able to do that. These are the services that we've launched in the last X number of months, we could look att consumption. Do you think that's ah, Reasonable, >> I think is actually interesting way to look at. And I would say that was some of the things that service now is actually introducing. You know, one of the things we want A ninety is just visibility. What service is being used if I had a rank them and them? Ranking and writing. Oh, they four stars, five stars. We want that visibility across organization and delete, delete, delete. The things are defective and that aren't working sometimes the nineteen. We don't know that or see that. So one of the things I think it's really important is with service now or any other solutions is that when we get that visibility, we could go back and say to the organization, Look for people using the service. You know, it's no longer effective as it used to be, less deleted and again that feeds into that cost savings will feed into run the business and growing >> Jr s getting rid of stuff. We never get rid of stuff. And I really that's my goal is value. We have to leave. You need to leave Well, That's interesting that you put a different twist on. We hear a lot about now the apus king, right? Everyone is about the at the at the AP line of business was to build your own app. But you're really putting the certain delivering. The APP is a service above explore application and knocking down the value of the particular app that delivers that service. >> Yeah, I am, for a couple reasons. First of all, not miso and a mobile device you're going to need your absolute All are addicted to our certain laps, for sure. But the reason why I think about that on the Enterprise is because a service is going to be ultimately comprised of the technology process and culture and people, right. So a nap in my mind still gets us to just the technology. When reality To make these service Israel and continue to optimize the services, you're gonna need the service owner. You got people in process to really optimize that service. So it's the super structure >> right above the to deliver the revised >> Yes, yes, and that's a really good point. I think in the past it is always and we always will be held the total cost of ownership. It's really, really, really critical that we show and be fully transparent of our cost. But I actually think with the new technology that's available and we're being expected by our CEO's is we have to deliver value as muchas cost value at a reduced cost or an approved cost. But I think the the conversation needs to continue to push. What's the value that technology can deliver? Not on ly the Kansai, and that's happening. >> We heard earlier today. Friend of yourself, Frank Ski? No, but he was talking about how you had, you know? So the traditional days you got application group, you got infrastructure group infrastructure does operations. They you know, they take the code and take it. You know, the employees at the application guys, you know, we all know the story. Now you see the devil ops culture you're seeing programmable infrastructure. Is that happening in your organization? You see those sort of two worlds defusing or morphing into the business and becoming a devil sculpture >> in pocket. So and say where we have those labs or where we have proof of concepts in pockets, Yes, hasn't been pervasively changed in the organization. Not quite yet. And I think a couple things One is we're in some ways just learning about kind of infrastructure as a service and how I can actually you push up a server and fifteen seconds or less type thing and provisions at server in fifteen seconds. So we're learning as an organization, the whole sum or is Asians are simply better than others, but we're learning on the whole infrastructure of the service. We're learning how we could deliver the applications as a service. So I think the next net and so we're using agile development things and scrums and things like that. But I think the next natural evolution is Dev Ops. Now, I would say that you gotta be kind of careful and where you play and push that because it's a holy learning. You gotta make sure the people challenge. You have been really? Yeah, skills and talents. But I do think it's the next next area, folks. >> So we'LL pick up on infrastructure is a service. We obviously you got the gold standard of of Amazon. Look at him. He's gonna go. Wow, That's pretty impressive what they've done do you look at that and say, OK, there's a big chunk stuff in the margins development that we should just put in tow that cloud Or do you say, why don't we duplicate that? Replicate that in house. Which approach do you think your organization? Well, >> for almost two reasons we're doing Private Cloud. You know, again, I want to be the biggest proof point of semantics products that I possibly can. So that means I have to be customer one toe are semantic products and test them out and make sure we're giving the feed back back to the semantic group. So we're building our private cloud inside semantic right now, which really will become that infrastructure as a service using the latest and greatest technology software to find networks, etcetera, that we're really going to get the whole stack that allows us to do that. And I will tell you that that where we are today versus what the vision is, it will actually leapfrog the foundation of what we're able to do with the company. >> Okay, so So you want essentially duplicate that and guess what You know, the public loud guys are doing That's very secure environment pressures on. Yes, Believe me, I know in time. So now now does that chance. Talking about skill sets before they change the type of people you need to bring in, you have to hire more PHDS way. >> Well, it's not really the species is the real technical talent that no, this new space. So again we had done a several years. Semitic has outsourced their I t organization. And as we bring that in, we gotta make sure and bring in the right skills that supports the new technology. >> So also, outsourcing ended up being, you know, sort of my mess for less, and then it ended up not being less so. You know, a lot of guys have brought that back in, but okay, so you sort of replicated, tryto, tryto leapfrog that capability. Do you become a a profit center? >> Oh, I think it's dangerous. I think it's a real slippery slope if it becomes a profit center. And the reason I say that, it's because I think our focus and our number one job is to really deliver an optimal excellent experience for employees while providing again being in it for ninety company. I think our job is to make sure we deliver the best experience we can while showcasing our products internally and testing and using them. The second you have another motive or another driver, I think it takes the eye. >> So I kind of agree with you. I mean, I do what I don't In the one hand, if you were to sell your services externally than I gave him that, I would disagree, Right? But because you've got a captive audience, you saying you would basically monopolistic power, corrupt, like all monopoly, we >> can certainly come up with what I've pushed suggested my team is way can come up with a whole bunch of ideas of how to improve the product. Or maybe there's a gap in our product strategy that we can suggest to the business unit. So I think in that case, as we come up with and we are the number one customer of our products, that we have ways to enhance it before the product goes to market or opens up another opportunity. Our business unit leaders are really open >> Now. What about chargebacks? Okay, so you're not going profit center. What about chargebacks? >> You know, another thing that I think is a pretty slippery slope. You know cross charging charge bags. It's a complex overhead that ifyou're one company, why do you add that I'm a real a real simple person, and I just like it simple and easy as someone hold accountable and >> companies don't do it, they fif. Fifteen percent of companies will do charge back. It sort of stuck there >> a lot of a lot of over a lot. Yeah, and I'd rather drive accountability into the person that's delivering the service has accountability to do that. It's cost effectively as possible. >> So, Sheila, on the Five Things you mentioned, one of them was your your personality. Well, it was a personal thing I know is you went to a very quickly. >> I'm sorry. So five big trends that I see happening from a knight from a trending perspective in the industry that CIA is really going to need to be thinking about it. And they have already This isn't new, but I do think the five together is pretty powerful. It's of course, mobility, right? It's cloud all the cloud services. Third is around data. So both unstructured and structure data coming together. And of course, I think Nirvana on that one is when unstructured data could be fed into part of the decision. Making like structure data is right. That's going interesting. The fourth is the convergence of personal professional identities. So people are coming into the organization with their mobile phones and they want one phone. They want one device. So how does it professionals and what's the right solution for different industries merged, or at least containerized, whichever one you want to do? The personal versus professional identities and in the last one is, of course, mobility is one thing. But all this explosion of other devices >> get me on the mobile, >> right? And so and then what? Lose all that together is data and, of course, security way have to make sure all that secured as we traverse all those different trends. >> Actually, we're here. Where do you report into the organization >> by reporter Seo Stevens? Let >> Seo. Okay, so let's say Stephen's doing your performance review. You know, when you came on its okay, these air, your objectives if you maybe, you know, you guys write it together. What a Your objectives for the next twelve months. >> Yeah, so it's interesting times, it's semantic, and I would say that we've agreed that it is been there now sixty days so over. Greed is really this. Insourcing is a pretty big effort initiative and especially around how we can stand up our own data center, our own network, all the others ligation migration. It's a pretty big effort. The other part, I would tell you, is pretty important for semantic right now. Is the global Security Office reports to me as well, so understanding the security risks and making sure that we really do have have understood and really being thought, leadership in the security space. That's kind of number two. And I would say, in general the overall services lead how we change the structure of the organization, the number three >> and and I would imagine here on early consumer of a lot of the semantics security product. >> Yes, they are. >> So you must be pretty important. Constituent throttle groups have a lot of a lot of juice with those guys. It >> that's part of the job it's really, really fun is when we could actually provide some important feedback on their products and see it see it built into the road map. It gets quite exciting >> So how you know, we heard again Frank this morning saying, Look, see, I always gotta know as much about the business is business people do. That's that's a tall order, especially in a company the size of a semantic. But do you buy that? At least in part on How do you How do you develop that knowledge? >> Well, I would say that, you know, first of all, yes, I buy into it. I really do think and again it goes back to being in it for ninety company Being there customer you have. You have a pretty big seat at the table, and I think it's really important that you're not only giving advice and counsel on, you know, the product strategy and where we think there could be potential gaps and where things could be improved. But you also have to tell someone you know what that price old or we don't want to use that anymore or show some of the some of the inefficiencies in the product. So I think one is being absolutely tied to the product strategy, and having a voice in the product strategy is really critical. And again, I think, given that you represent the customer base at that table is also quite exciting. >> You go to sales meeting. >> I'm actually not yet sixty days, but we actually have a big customer meeting coming up next week which I'll be attending. >> Yeah. I mean, that's a great way to learn about the products and the challenges. >> Yes, that too. And I love talking to the customers in my previous rules, like talkto the customers in line. >> So they talk about the evolution of the rules, Theo in the not tech company, um, and change of tech as a competitive different theater in York Disney for you before Cisco Ice Arlington. So how is that changing >> lights? They Actually, it's kind of similar challenges in being an I t. For the tech company. You really are kind of tied to the product of being an instrumental influence in the product strategy. That's one in a non tech company. You are challenged with this whole notion. Well, that's what I get as a consumer. So I still even thinking a non titan technology company when they come to work and they have a less technical experience in the user. Experience is less than one way to get at home. I think consumers in general are just getting smarter and smarter. Smarter about I have that that email storage ten acts that at home I have my mobile device that were You know, all these things that were experienced as consumers is coming into all the industries in that expectation of I wanna work differently is just that you get on company >> with no appreciation of what it means even more just the magic in the Magic Kingdom about that conversation we had before. I mean, is the gold toe really replicate that or just get good enough? You know, I think you know Microsoft. There we say suffers Good enough. They made a ton of money and good enough business because can you get there because you're talking about scale of Amazon and Google and Facebook and Microsoft? So do you have to be just good enough? Where do you have to be? Good as good or better? You said leapfrog back, or that was that was notable. >> Gonna leapfrog our data center structure data center strategy. What I think is I do think in delivering a servant out has two teenage children in college, and they sometimes wonder. You know why work is that both now manage the enterprise, and they can't quite figure out talking to interns at work. They can't figure out why they don't have. This is twenty twenty one. Yes, I can't quite figure out why the experiences the same. And when I told my children as well as the intern Group, I says, Listen, work is a bit more complicated than face the pictures and status, you know, work really is. And as a nineteen professional, you have this obligation and responsibility to protect the company's assets. So, no, do I ever want to get to a point that it's as easy as Facebook? What do I ever want to get to a point that you know, pictures on instagram and things like that? It's not practical to put that in the enterprise. Do I want to get to a point that their applications that they use on a daily basis and we're driving a sales sales forecast and it's really important that timely and decision making of that as an app on their phone? Yes, I do. >> And it's self serving self service mobile. >> So yes, I think we have to be really careful and really explicit about what app. So the right APS for work and what happens to the ones that you know are just too much risk >> that this expectation set in communications and all the stuff that new CEO has really got a good act with a head of steam. It's good crystal. All right? Shall we gotta leave it there? Thanks very much for coming with >> me as well. Thank >> you. Thank you. All right, but keep it right there. We'LL be back to wrap up Day one from service now. Knowledge, We're live. This's the Cube right back.

>> Hey, welcome back, everybody. Jeff Frick here with theCUBE. We're at PagerDuty Summit. It's our first time at PagerDuty Summit and Pier 27, our first time to this cool venue. It's right on the water between the Bay Bridge and Pier 39, beautiful view outside. Unfortunately, the fire smoke's a little over-the-top. But we're excited to have one of our favorite guests, Jennifer Tejada. She's the CEO at PagerDuty. Jennifer, great to see you. >> Thank you. It's so great to be back, Jeff. >> Absolutely. So this is, what, your second PagerDuty Summit? >> This is our second PagerDuty Summit. >> 500-some-odd people? >> I think we've had 700 through the door already. We've got a few hundred streaming online. Almost twice what we did last year. So we're really excited. We're still in the infancy stages of sponsoring an industry event, and we've been really focused on trying to make it a little different to insure that people walk away with actionable insights, and best practices and learnings they can take immediately back to their teams, and to their companies. So we've had just some awesome guest speakers and panelists here today, and it's been a lot of fun. The PagerDuty band played live at lunch. >> That's right, I saw them at lunchtime. >> Yeah, which was great. So we're having a good time. >> What are they called? The On-Calls. >> The On-Calls. I let them name themselves. >> And so, you've been here a year now. So, how are things moving, how are you moving the company along since you got here? What are some of the strategic things that you've been able to execute, and now you're looking forward? >> So, it's just been an incredible year, honestly. You always hope for a number of things when you come into a new role. You hope that the team rallies around the business. You hope that the opportunity is as significant as you thought it would. You hope that there aren't more bad surprises than you think there are going to be. PagerDuty's been so unique, in that there have been more good surprises than bad surprises. There's so much potential to unlock in the business. But probably the thing that's most amazing about it is the people, the community, and the culture around PagerDuty, and just the sense of alliance towards making the engineering world work better to insure that customer experience and employee experience is better. There's just a real sense of duty there, and there's a sense that the community is there with you trying to make it happen, as opposed to working against you. So a lot of our innovation this year, and I mean, we've released tons of new technology product, including machine learning and analytics, and going from reactive and responsive to proactive. There's a lot of stuff happening. So much of that has come from input from our practitioner community and our customer base. You just don't always have that kind of vocal engagement, that proactive, constructive engagement from your customer base, so that's just been amazing. And the team's awesome. We've expanded into the UK and western Europe over this summer. We opened an office in Sydney recently. We've shifted from being a single-product company to a platform company. We've more than doubled in size, 150 people to over 350 people. We're in 130 countries now, in terms of where our customer base lives, and just around 10 thousand customers, so really, really amazing progress. Sometimes I feel like we're a little bit of a teenage prodigy, you know? We're growing super fast, other kids are starting to learn how to play the piano. It's a little awkward, but we're still really good at what we do. I think the thing that keeps us out in front is our commitment, and all of our efforts being in service to making both the lives better of the practitioners in our community, and creating quantifiable value for our enterprise customers. >> It's interesting to focus on the duty, because that kind of came with the old days of when you were the person that had to wear the pager, right? Whether you're a doctor on call, or you were the IT person. So it's an interesting metaphor, even though probably most of the kids here have never seen a pager. >> No, I remember as a kid, my dad was in healthcare, and he had a pager, and you knew that when the pager went off, it was time. You were on-duty, you were out. And there's an honor in duty, and it is a service to the organization. Adrian Cockcroft was here this morning, VP of architecture from AWS, and known for cloud architecture that he built out at Netflix. And he said something really interesting, which is, he believes all people should be on-call, because you need the pain to go where it's most useful. And if everybody's on-call, it also creates this kind of self-fulfilling cycle. If you know you're going to be on-call, you build better code. If you know you're going to be on-call on the weekend, you don't ship something stupid on Friday night. If you know you're going to be on-call and you're a non-technical person, you align yourselves with people who are technical that can help you when that happens. So there's something sort of magical that happens when you do have that culture of being available on the spot when things don't go as planned. >> And now you've got a whole new rash of technology that you can apply to this, in the area of artificial intelligence and machine learning. Wonder if you could share a little bit, where is that now taking you for the next step? >> I think the biggest opportunity with machine learning for us is that, over the last eight years, we've been collecting a tremendous amount of data. And AI and machine learning are only as good as the data they sit on top of. So we have three really interesting data sets. We have the events and the signals that come from all of the machine instrumentation, the applications, the monitoring environment, the ticketing platforms that we integrate directly to. We have information around the workflow, what works best for most of our customers, what doesn't work. What's the best agile-centric DevOps related workflow that enables ultimate response and ultimate availability and resilience for customers. And then finally, what's going on with the people? Who are the people that work the hardest for you? Who are the people that have the subject matter expertise to be the most useful when things aren't working the way they should? You bring all of that together, and you build a model that starts to learn, which immediately means you can automate a lot of manual process. You can improve the quality of decisions, because you're making those decisions in context. An example would be, if an incident pops up, we see it in the form of a signal or a set of events. And our machine learning will recognize that we've actually seen those events before. And the last time this happened, here's what the outcome was, here's what went well and not so well, here's how you fixed it, and here's the person who was on top of it, here's the expert you need to call. So I've immediately shortened the distance between signal and action. I've gotten the people, now, that are going to come in to that process to respond to either a problem or an opportunity, are already much more prepared to be successful quickly, efficiently, and effectively. >> So you've shortened it and you've increased the probability of success dramatically. >> Exactly. And maybe you don't even need a person. That person can go off and do other more important proactive work. >> But you're all about people. And we first met when you were at Keynote and we brought you out for a Women in Tech interview. So you had a thing on Tuesday night that I want for you to share. What did you do Tuesday night? >> I was just super moved and inspired and excited. I've had the opportunity to attend lots of diversity events, lots of inclusion events, a lot of support groups, I'm asked to speak a lot on behalf of women and under-represented minorities, and I appreciate that, and I see that as my own civic duty to help lead the way and set an example, and reach back for other people and help develop younger women and minorities coming up. But I've found that a lot of these events, it's a bunch of women sitting in a room talking about all the challenges that we're facing. And I don't need to spend more time identifying the problem. I understand the problem. What I really wanted to do was bring together a group of experts who have seen success, who have a demonstrable track record for overcoming some of these barriers and challenges, and have taken that success and applied it into their own organizations, and sort of beating the averages in terms of building inclusive, diverse teams and companies. So Tuesday was all about one, creating a fun environment, we had cocktails, we had entertainment, it was in a great venue at Dirty Habit, where we could have a proactive, constructive, action-oriented conversation about things that are working. Things that you can hear from a female leader who's a public company executive, and take that directly back to your teams. Expert career advice, how some of these women have achieved what they have. And we just had a phenomenal lineup. Yvonne Wassenaar, who's the CEO of Airware, and Andreessen Horowitz come, theCUBE alumni, previously CIO at New Relic. We had Merline Saintil, who's the head of operations for all of product and technology for Intuit. Sheila Jordan, the CIO of Symantec. We had Alvina Antar, who's the CIO at Zuora. And, I'm missing one ... Oh, Rathi Murthy, the CTO at the Gap. And so, just quite an incredible lineup of executives in their own right. The fact that they happen to be a diverse group of women was just all the more interesting. And then we surprised the organization. After about 45 minutes of this discussion, sharing key learning, sharing best practices, we brought in the San Francisco Gay Men's Chorus, who are just embarking, in the next 10 days, on a trip called the Lavender Pen Tour, where they're looking to spread love, hope, and social justice, and proof that diversity delivers results, in the southern states, where equality equals gender equality, and I think challenges for equal opportunity for the LGBTQ community are really significant. And Mikkel Svane, who's the CEO of Zendesk, introduced me to Chris, the director there, about a week before, and I was so inspired by what they're doing. This is a group of 450 volunteers, who have day jobs, who perform stunning shows, beautiful music together, that are going to go on four buses for 11 days around the Deep South, and I think, make a big difference. And they're taking the Oakland Interfaith Gospel Choir with them. So just really cool. So they came, and I mean, when's the last time you went to a diversity event and people were singing, and dancing, and toasting? It was just really different, and everybody walked away learning something new, including the number of male executives, champions that I asked to come as my special guest, to support people in building sponsorship, to support these women and these under-represented minorities in finding connections that can help them build their own careers, they learned a lot at the event. It was incredible. I'm really proud of it, and it's the start of something special. >> I love it. I mean, you bring such good energy, both at your day job, and also in this very, very important role that you play, and it's great that you've embraced that, and not only take it seriously, but also have some fun. >> What's the point if you're not going to have fun? You apply the growth mindset to one of the biggest problems in the industry, and you hack it the same way you would a deeply technical problem, or a huge business problem. And when we get constructive and focused like that, amazing things happen. And so I now have people begging to be on the next panel, and we're trying to find the next venue, and got to come up with a name for it, but this is a thing. >> And oh, by the way, there's better business outcomes as well. >> I mean, I did a ton of business that night. Half that panel were customers that are continuing to invest and partner with PagerDuty, and we're excited about the future. And some of those women happen to be machine learning experts, for instance. So, great opportunity for me to partner and get advice on some of the new innovation that we've undertaken. >> Well, Jennifer, thanks for inviting us to be here. We love to keep up with you and everything that you're doing, both before and in your current journey. And congrats on a great event. >> My pleasure. Absolutely. Thanks for having me. >> She's Jennifer Tejada, I'm Jeff Frick. You're watching theCUBE from PagerDuty Summit. Thanks for watching. (upbeat music)