>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019. Brought to you by VM Wear and its ecosystem partners. >> Hey, welcome back here and live here in Mosconi North. The Emerald 2019 Cube Live coverage on Shopping Day Volante Jr Jr. Who's here? EVP general manager, Telco and Edge of Cloud for Vienna. Where Thanks for coming on. Thanks for having me. I know you're super busy. We don't have a lot of time. Get right to it. Um five g a big part of the key. No discussion that's gonna enable a whole bunch of Pakal the pregame show pre gaming not even talk about that. Also. Telco on the Edge Computing Big part Michael Dell said, Edges the future Now these air to emerging areas for you guys. What's the positioning? What's the update? >> No, absolutely. I mean, if you look a tw telecom infrastructure. For the longest time, telcos have played a role just as pure basic connectivity providers. And with five g coming on board, they finally have an opportunity to break out of that and redefine the cloud off the future. So for us the big opportunity around five g is not just the better provisioning off like Higher Man With Service is to consumer for voice and data buy the whole set off new enterprise service is that can be provided on top of this five g network. And in order to be able to do that, you really need to go in with a virtualized telco Cloud architecture. Underneath that, and so we are working with carriers globally now preparing them for five G with an architecture that's going to help them deploy. New service is faster for both their consumer as well as enterprise. >> Going to be the white knight at, so to speak. For these telcos because they've been struggling for years over the top and any kind of differentiates service is even in the network layer. Exactly. I've had tons of rack and stack machine, so they're after their well, well stacked up in terms of computer storage. Also connectivity to the edge. That's the back hall. So you have back haul, which is connectivity. Companies that have massive expertise in scale but fumbling in operational cloud natives that >> by not just that, but I also think that having the idea off on application platform that allows them to go and deploy service is faster and then decide whether they're just going to play at the network connectivity level or at the application tear or a full SAS tear. These are all options that are open to them now with this notion off. Telco five G coupled with an NFI and cloud telco cloud infrastructure. Underneath that and never before have they had this option to doing that. And this is now open to them >> and the cloud native is there greenfield for AP supporter having applications on top of it. Exact icing on the cake, right? >> Exactly, Exactly. And so they're all looking at core architectures and then, potentially, their radio architectures now all being opened up toe deploying new service is that are much faster to provisions and then extending that to EJ and >> five G's deploying. So we know it's out there. So it is pre game is Pat, Guzman said. You know, not even an inning Yet in the metaphor of baseball innings, I >> gotta ask you get my phone. That's not that's fake ill. I know it >> did that with four g to >> skeptic e stands for evolution, which is coming soon. >> That's vaporware for tell Coke language. The surface area is going to radically get bigger with this capability. Yeah, security's gonna be baked in. This is the number one concern for io ti. And more importantly, industrial I ot We've been reporting on silicon angle dot com. This is a national security issue because we're under cyber attacks. Town's getting locked out with ransomware critical infrastructure exposed. We're free country, and I want to be free. We don't lock down. So you have security built into this new promiscuous landscape that is called the coyote Edge. Because you wanna have no perimeter. You want the benefits of cloud. But one whole malware is in there. One take over physical device could cost lives. >> Yeah, there's a big concern. Yeah. What's your thoughts? Yeah, No. So I think there >> are two ways of looking at it. One is the way you looked at it in terms of the security perimeter expanding and then us making sure that we have the right level off infrastructure security baked in to enable this to be an easier, manageable security architecture. This is sort of the pitch you heard from Mia Mary, even in the context of our acquisition of carbon black and how we're thinking about baking security into the infrastructure, the other way of looking at this is if you think about some of the concerns around providers off telecom infrastructure today and how there might be or might not be security back doors. This is happening in today's hardware infrastructure. Okay, so in fact, I would argue that a sick software defined architecture, er, actually ends up providing you greater levels of security. Because what you now have is the option off running all of these network functions as secured as software workloads in a policy envelope that you can introspect. And then you can decide what kind of security you want to deploy on what kind of workload. >> That's an innovative approach. But it doesn't change much, really, from an infrastructure standpoint, does it? Or does it? >> No, it does, >> because now, instead of having a hardware box where you have to worry, I mean, if it's a close, hard red box and you don't quite know what is happening there, the question is, is that more secure than a infrastructure radio running the software that you can actually introspect. I would argue that the software defined approach is more secure than having a hardware box that you don't know. >> I would buy the premise that certainly we know that supply chain concerned. You know the speculation Super Micro, which never was proved. >> It doesn't matter who the vendor is or what the country is. It really is a concern in terms of not being able to introspect what has happened Going inside >> for my tea shop. I'm running VM where operating I want developers. So now you're going to tell Coz you revitalize their business model? They had a rule out appy. Now what did you see? That connecting is gonna be connective tissue between >> I'll think about it. I didn't feel goto a telco. We look at really three stakeholders in there. One is I t the second Is there be to be or enterprise facing business and then the 3rd 1 is their core and access network or the CTO. We're now have a value proposition of having a uniform architecture across all three stakeholders with the uniform ability to create applications and drop it on top of each of these infrastructures with the ability to manage and secure these again in a uniform way, not just that, but also make this work well with other cloud infrastructures private, hyper scale, public as well as EJ. >> That's table stakes. You have to do that. These jokers have to operate whatever >> well it is, But it's not. I mean, if you think about what the infrastructure off a tailcoat today is, it's far from that, because it's it's sort of a closed environment. You can't access anything from a telco environment in order to go build an application to it, and it does not resemble anything like any club >> you could enable Telco. Just I'm just kind of thinking connecting the dots here real time in the Cube. If I'm a telco, hell, I'll take that VM wear on a deli and see model. Make me a cloud and I'll sell Cloud Service is to markets that kind of >> it is. Actually it's a very important part of our business model because most telcos would not move their own infrastructure from a network standpoint onto a public cloud. But they are eagerly awaiting the ability to operate their own network as a cloud, and if they can have somebody manage that for them, then that is very much within the >> you're enabling. An increase in the number of cloud service provides potentially the paint on the makeup of the telco tier one tier two tier three size. Pretty much >> potentially. I mean, it's taking an existing operator and having them operate in a more agile way and potentially increasing anew form off a cloud service >> provided telcos wouldn't move into the public cloud because of they want to control. And the cost is that right or it's >> mostly control. It's not about cost. It's about taking What is your sort of coordinating for, ah, packet corps or for a radio network? Yeah, and there is also an angle around competition, I think telcos our what in about the Amazons of the world and the azure eyes of the world potentially becoming a service provided >> themselves. And that's what I wanted to ask you about the business impact of all this discussion you guys were having is, you know, the cost for bits coming down. The amount of data is increasing faster. You got over the top providers just, you know, picking off the telcos. Telcos can't compete their infrastructures of so hardened. Will this all change that? >> Absolutely So. I think that it has the potential to changing all that. I don't think all the telcos will take advantage of it. Some off them might end up being more traditional and sort of sticking to where they were. But for those that are willing to make the leap, I mean, as an example, Vodafone is a customer that has actually gone in with this architecture with us. A. T and T is working with us with the Vela Cloud software from via Mary bringing a new form off branch computer branch connectivity through SD man. So these are all examples of telcos that are actually leading the >> charter. But if they don't lean in, they have this vision there either. Well, it's either because they're protected by their local government or they're going to go out of business. No, I would >> agree. I mean, it's sort of silly from our standpoint to be talking about five G and not thinking about this as the architecture for five, right? I mean, if you only focus on radio waves and your wireless network that's like a part of the problem, but you really need to have the ability to deploy these agile service's. Otherwise, you could get killed by >> the O. T. T. So how do you compete against the competition? What's the business plan that you have? C. Five G? We see that in the horizon that's evolving its evolution, so to speak. Pun intended on edge is certainly very relevant for enterprises, whether it's manufacturing or industrial or just people. Yeah, >> I'd say there are two things. One is a CZ. I'm sure you heard from folks at GM, where our vision is this notion of any any anywhere. We've talked about any cloud at any application that any device. So that becomes one of the strongest different chaining factors in terms of what V Amir can bring. Tow any of our customers compared to the competition, right? Nobody can actually make it really across these dimensions. If you then take that architecture and use that to deploy a telco cloud, we're now making investments that are telco specific that allow the tailcoat than take this and make the most out of it. As an example, we're investing in open stack we're investing in container ization. We just bought a company called Johanna and Johanna essentially allows the operator to go and provide metrics from their radio access networks. Use at that to train a learning engine and then feed that back so that the operator can tune their network to get like fewer dropped calls in the region. So if you combined technology like that with this, any cloud infrastructure that we have underneath that that's the best in class deployment methodology for any. Tell Cho to deploy >> five. Your business model metrics for you internally is get Maur deployments. What stage of development five G certainly is in a certain stage, but you know, edges there. Where is the Progress bar? If you're the kind of oh, >> it's actually mold phenomenally. I mean, every time we have conversations like this, we're moving about further in terms off. How many carriers are deploying on via mare on a telco cloud Architecture? How many subscribers are basically being serviced by an architectural like this? And then how many network functions are being deployed? Two of'em air architecture. So we are over 100 carriers now we are over. We have about 800 million subscribers, or so that about globally are being serviced by a V M Air supported network. On then, we have essentially over 120 network functions that >> are operating on top of you. Usually bring in all the same stuff that's announced that the show that stuff's gonna fold into the operating platform or Joe Chuckles have different requirements. Off course. It's >> both. We take the best of what is there from the sort of overall vehement factory and then as a team. My team then builds other widgets on top that are telco specific. >> How big is your your tam up Terry for you? >> Well, so the best way to look at it as telcos globally spend about a trillion dollars in capital investment and then probably to X that in terms of their operating expenditure over the course off all of the things that they do right? And out of that, I would say probably a tent off that. So if you take about $100 billion opportunity, opens itself up toe infrastructure investment in terms off the kinds of things that we're talking about now, they're not gonna move from like 0 200 of course. So if you take some period of time, I would say good subset off that $100 billion opportunity is gonna open itself up >> to it. This kind of business cases, eliminating that two x factor, at least reducing it. Is that exactly? That's not just that Service is that's, >> ah, cost reduction alternative. But then you have the ability to go deploy. Service is faster, so it's really a combination off both sort of carrot and the stick, right? I mean, the character here is the ability to go monetize More new service is with five G faster. The stick is that if you don't do it, Ortiz will get there faster and your costs off. Deploying your simple service is will increase his >> telcos, in your opinion, have what they have to do to get the DNA chops to actually be able to compete with the over to top OT T providers and be more agile. I mean, it's obviously sort of new skills that they have to bring in a new talent. Yeah, >> well, first and foremost, they need toe get to a point where their infrastructure is agile and they get into a business model off knowing how to monetize that agile infrastructure. So, for example, they could offer network as a service on a consume as you go basis. They could offer a platform as a service on top off that network in order for or titties to go build applications so they can do Rev shares with the forties. Or they could have offer. Full service is where they could go in and say, We are the conferencing provider for videoconferencing for enterprises. I mean, these are all models that >> the great conversation love to do. Your Palo Alto? Yes. Have you in our studio want to do more of a deep dive? We love the serious, super provocative, and it's important Final question for you. Though Pat Sr here on the Cube, lay asked him, Look back in the past 10 years. Yeah, look back in the next 10 years. What waves should everyone be riding? He said three things that working security and kubernetes humans being number one actually promoting convinced everyone for the ride, for obvious reasons, clouded. I get that, but networking Yeah, that's your world. That's changing. Which which events do you go to where you meet your audience out there in the telco because networking is a telco fundamental thing. Sure moving packets around. This is a big thing, >> eh? So far, operator networking related stuff, I would say. I mean the biggest shows that for us would be Mobile World Congress as an example, right? It's where many operators are. But I would also say that when we do our own events like this is the ember. But the movie forums in in Asia packers an example. A lot of the telco conversations I find they are best done one on one before. Yeah, the forums are our forums, but we will goto have one on one conversations or small group conversations >> with our telco customers. Locals Shakaar Thanks for spending. You get a hard stop. Very busy. >> Thank you. Thanks for having me >> here, Sugar Yaar, Who's here inside the Cube bringing down five G, which is still pregame. A few winning something first thing is gonna come up soon, but edges super hot. A lot of telco customers be back with more live coverage of the emerald after this short break

>> Live, from Las Vegas, it's theCUBE, covering Magento Imagine 2019, brought to you Adobe. >> Welcome back to theCUBE, Lisa Martin with Jeff Frick. We have been covering Imagine 2019 in Vegas, all day today, talking all things eCommerce, innovation, technology, the customer experience. Jeff, one of the biggest themes, I think, that we've heard today, from all of our guests, is how strong this community is, how naturally it was developed in the last ten years, and how influential it is to delivering exceptional customer experience technology. >> In fact, Jason said without the community, there would be no Magento. So it's, it's ingrained in the culture. It's ingrained in the DNA. I think, you know, doing some of the research, you know, there was people talking about the dark days of Magento, as it went into eBay, and apparently whatever that plan was, that didn't work. And then out of eBay into private equity. Out of private equity into, now, Adobe. And it sounds like the community's kind of been following along, and maybe they were holding their breath a little bit, a year ago, but it sounds like they kind of got through that, that kind of concern knothole, if you will, and kind of popped out the other side, and realized there's a whole lot of opportunity that comes to Magento, via being part of Adobe now that they didn't have before. So I think, it sounds like they're good with it, and they're ready to go, and nothing but opportunity ahead. >> Yeah, you know, I think with any acquisition, and, you know, we cover so many technology shows, and we've been part of acquisitions before at different companies. They're challenging. There's always, I think, natural trepidation. I think it's just a natural response that anybody, probably, from an executive to an individual contributor level, is going to have. But one of the things that came up so resolutely, was how organic the Magento community has been developed over time. That, like you said, as Jason was saying, without it, there is no Magento. Not only are they influential. It's very much a symbiotic relationship, that pleasantly, surprisingly, sounds like it's been integrated very nicely, into Adobe. And to your point, they now are seeing, wow, there's a tremendous amount of technology and resources that we didn't have the opportunity to leverage before. Talking about the experience, the digital experience business of Adobe's, which is growing. Grew 20% year over year, 2017 to 2018. On a very strong trajectory this year. A lot of opportunity to enable merchants of any size to have this really 360 degree of the customer experience, and manage it with analytics, and advertising, and marketing, and add the commerce piece, so that they can take that marketing interaction and actually convert it to revenue. >> Right, right. I mean, look at Adobe. I mean, they brought in Magento, which we know, late last year. They also brought in Marketo at almost about the same time, $4.7 billion. So they're making huge moves. And I think it's a pretty unique situation, where, again, they come from the creative, and now, with the data, and a sophisticated platform, and you talk about the AB testing, again. It used to be just AB, now it's AB times literally millions and millions of customized experiences delivered to the client. And then now, again, I think really an interesting point of view is where then you bring the commerce to the point of engagement rather than trying to use the engagement as a way to drive people to commerce. I mean, they seem really well positioned, I think they're going to really enjoy people like Accenture, and some of the of the other big system integrators that now are going to be, you know, behind this platform. So it seems to be a fit, a marriage made in heaven. It almost makes you wonder why Adobe was so late to have an eCommerce platform, which is the thing that kind of surprises me, I think, the most. >> Yeah, well, it also gives them the opportunity to compete with Shopify and with Salesforce Commerce, and kind of harness this brand power. But you talked about something that we've talked about all day, and that's bringing the transaction and the commerce experience to me as a consumer wherever I am, whether it's in app shopping through Instagram. Rather than, you know, delivering me a personalized experience, leveraging the power of these technologies, to understand the right things about me as a consumer, to deliver me an experience that is frictionless. It's going to allow me to have a seamless experience. We talked about that with progressive web apps, and how that's going to enable next generation shopping for merchants of all sizes to enable. Don't just engage me on my mobile, if that's where I want to be. If you don't have the opportunity to convert me seamlessly to actually transact, there's a huge adjustable market or gap in converting that to revenue, which Jason Woolsey also talked about. Kind of thinking about next steps for Adobe and what they're going to be able to do to help those merchants capture in real time, leveraging the power of technology, emerging technologies like AI, in real-time to make that shoppable moment turn into dollars for the merchant. >> Right, lot of great things. I thought it was interesting having TJ Gamble on, and talked about coopetition. Right? Coopetition is such a fundamental part of Silicon Valley and the world in which we live in. And he said, you know, if you're making fat margin, as Jeff Bezos loves to say, your margin is my opportunity. You're going to compete with Amazon, but in the meantime, you got to compete with them. So to enable integration into the Amazon platform with your Magento store, the integration into Google Shopping, integration into Instagram purchases, in app purchases, I mean, these really opening up the opportunities for these smaller retailers, mid-sized retailers, to compete in a really complicated and super hyper-competitive world. But now they can, again, focus on their brand, which we hear over and over and over, focus on their experience, focus on their community, and leverage some of this special breed technology under the covers across platform, across different modes of buying. Because the other thing we hear over and over and over is you got to give people choice. You can't say no. So if they want to buy it through Amazon, let 'em buy it through Amazon. If they want to buy it through Instagram, let 'em buy it through Instagram. If they want to come to you eCommerce site, let 'em come to your eCommerce site But, you know, in opening up all those channels for the merchant to be able to execute their transactions regardless of how the customer got to them, or how, more importantly, they got to the customer. >> And, you know, the SMB front is really key that you brought up, because, in the last year, since the acquisition was announced, about a year ago, and completed, I think in September of 2018, there was not just concern from the community, that we talked about at the beginning of this segment, but also the small and the medium business. Like, well, Adobe has a really big presence in enterprise. Is that going to be cannibalized with this acquisition of Magento, who had such a strong presence with those smaller merchants? And you mentioned some of thee things with Amazon and Google that we heard yesterday and today. I think really assuaging some of those concerns that the smaller businesses had, but also, allowing these smaller merchants to sort of level the playing field, and have access to the power of a branded Amazon storefront that allows a smaller business to get some differentiation, whereas before they didn't have that. So I think we heard a lot about that today, and how, I think, those smaller brands are probably, maybe breathing a sign of relief, that this acquisition is really going to enable them, with a lot more tools, but not at the, you know, cannibalizing what they have been doing with Magento for so long. >> Right, right. And some other fun discussions. I really enjoyed the time with Tina, talking about influencer marketing. It's amazing how that continues to evolve at a really fast pace. Right? A derivation of professional endorsement, which is something we've known ever since Joe Namath put on stockings many moons ago. But to see it go from big influencers, to micro-influencers, you know. How do you sponsor people, give them money, engage as a brand, and still maintain that they legitimately like your product, use your product. I think it's a really fascinating space to, again, to be able to purchase within that Instagram application, I think, is really interesting. And then a lot of conversations about the post transaction engagement. You know, send them not one email confirmation that your items are coming, but send them two. And really to think about lifetime value of the customer, and engaging the customer via content, and, oh, by the way, there'll be some transactions in commerce as well. I think it's really forward-looking, and really enjoyed that conversation as well. >> I did too. I didn't know the difference between an influencer and a micro-influencer, and you kind of infer based on just the name alone. But also how brands have the opportunity to leverage data, to evaluate maybe we should actually make more investments in somebody with a thousand followers, for example, than somebody with a hundred thousand. Because the revenue attribution, or the website traffic lift that they're going to get from a micro-influencer could far outweigh the benefits, financially, than going with somebody, a celebrity or what not, that, as you said, back to, you know, Joe Namath, many decades ago. So that was interesting, but it's also a good use of using data to build brand reputation, build, increase customer lifetime value, but also get so much more targeted, and really understand how to operationalize the commerce portion of your business, and through whom, through which channels you're going to see the biggest bang for your buck. >> Yeah, it's really interesting times, you know, this idea that the apps follow you. I mean, my favorite example is Spotify. Super sophisticated app. Right? I can be listening to my phone. I get into my car. It follows me. I go into my office. It follows me on my computer. I go out on my bike. It follows me. It stays the same state. And so, for the commerce and the community to be able to follow you around is a really interesting idea. And again, it was Hillary Mason, actually, that first came up with the term that, you know, AI, and good recommendations done well are magic, and done poorly, are creepy. I think it's always going to be this interesting fine line. Again, I think the whole concept of, you know, using old data and how fast do you update it, and that's kind of the example. I've been looking at tents. I bought a tent. I don't want to see ads for tents anymore. Right? It's time to see an ad for a sleeping bag, or a camp stove. And these are really happening in real-time. You know, we've heard about Omnichannel. We've heard about 360 view of the customer, ad nauseam. You've been in this business for a long time. But it sounds like it's finally coming together, and it's finally where we have the data, we have the access to the data, the speed of the analytics, and just the raw horsepower in modeling that we can now start to apply this real-time, ML, to data, in-flight, to be able to serve up the not creepy but correct recommendations, at the right time to the right person. It's getting closer and closer to reality. >> It is getting closer, and as you were talking about that, one of the things that popped into my head is going from the creepy to the magic that is, you think, wow, is really leveraging this data and using the power of machine learning and AI, a great facilitator. Or is the bottom foundation order management? If you don't have the, or inventory management. If you don't have the inventory, it's great to have all these capabilities to transact in real time, but if you can't fulfill it, you're going to sink. >> Yeah. >> So Magento, with, you know, some of their core technology enabling this. Really enabling, not just enabling the 360 degree customer view, but being able to fulfill it. Those are table stakes, and game changers. >> Right. >> For merchants of any size. >> Right, and I think they do have to engage. I mean, they have to be brands. Right? Because a commodity item I can go get anywhere. There's got to be a reason to come. Lot of conversations, not so much here, but at the Adobe summit, in terms of the content piece, and having an ongoing dialog and an ongoing content relationship, with your client. Now you can slice and dice and serve that up lots of different ways based on who they are and the context. But if you don't have that, you can't just compete on price. You just can't compete on inventory, 'cause Amazon is going to win. Right? You can't stock, my favorite thing is, is shirt, shirt little pins in here. How do you stock those? You can't. They don't cost any money, and you don't sell that many. Amazon can. So, find you niche, you know. Engage your customers. Engage your community, and there'll be some transactions that come along with this. And I think it's really reinforced that, I think, its probably really timely for Magento to be part of Adobe, because eCommerce, just purely by itself, is going to be tougher and tougher to do unless you've got this deeper relationship with your customers, beyond simply transacting something. >> Exactly. So I enjoyed hosting, as I always do with you, Jeff. Learned a lot today, and excited to hear about what's next for this event, now that Adobe is leveraging the power of Magento. >> Well, we heard the announcements, Gary's going to make the announcement tomorrow. So hang out for the keynote tomorrow to find out more about Imagine 2020. We'll be there. >> 2020, yes. >> 2020, because we'll know everything in 2020. >> We will know. That's right. I can't wait. >> 2020 hindsight. >> I'm waiting for that. Well, Jeff, as I said, always a pleasure hosting with you. >> You too, Lisa. >> I brought the sea urchin necklace out. >> I like it. I like it. >> This is just for Jeff. It's making it's appearance on theCUBE. We want to thank you for watching, for Jeff Frick, I'm Lisa Martin, and you've been watching theCUBE live from Imagine 19 at The Wynn Las Vegas. Thanks for watching. (upbeat music)

>> Announcer: Live from Las Vegas, it's theCUBE covering Magento Imagine 2019, brought to you by Adobe. >> Hey, welcome back to Las Vegas. Lisa Martin with Jeff Frick. We're coming to you live from Magento Imagine 2019. Welcoming to theCUBE for the first time Gary Specter, the VP of Commerce, Sales and Customer Success at Adobe. Gary, welcome to theCUBE! >> Thank you, I'm thrilled to be here. >> So there's about 3,500 people here, you guys have, from 60-plus countries. >> Gary: That's right. >> I think 100 sessions, 150 speakers. People coming down from ceilings, up from the floor. >> Gary: And we're streaming live. >> First ever live stream, yes. >> On the general set, first ever. That's right. Someone tweeted out that there are 35,000 people watching. >> Marketing probably loved that and then had a heart attack at the same time. >> Yeah, I'm sure they did. Not exactly accurate but I'll take what I can get. >> Tell us about the event, the spirit of the event. This is kind of, yesterday evening things kicked off. What of some of the things you've hearing from customers, partners, developers? >> So, I think the thing that's really unique about Imagine is that it does involve partners, the community, developers, along with Magento and our customers and our prospects. And it makes it really different because the developer community and our partners are so passionate about Magento. And I think everybody feels really good about the marriage of Adobe and Magento. You had technologies that were very well aligned, not overlapping. It enables us to extend the capabilities of what we can do from both the Adobe side or the Magento side. I like to say that the color palette got a lot bigger, and I think there's a lot of excitement around that and what that means to all of these people, developers, partners, the ecosystem, customers, prospects. So the energy is really high. I think obviously people are, what's next? And what does this mean for Magento? And I think it means investment, I think it means a higher rate of agility and an expansion of what we do. Acceleration of our roadmap. So I think people are very, very positive. And this is my fourth Imagine, and it's really, I've never felt the energy higher than at this Imagine. So it's exciting for me. >> Gary, one of the interesting ways that you talked about community and everybody wants developer communities, right? And you guys also have open source as a passion. But you phrased it in a way I've never heard before, is that you like going to sleep at night knowing that there's a whole bunch of other CEOs betting their business-- >> That's right. >> On this platform. >> Yeah. >> And it's not just you guys, so it's a really different way to think about open source. We often think of the developers and there's smart people outside your four walls contributing code. But it's not often couched in terms of the business terms. >> No. >> If there's are other people betting their business, thinking about how are they gonna help grow your business by building their business on top of Magento. >> That's what drives the passion of the community. These people realize that there's a symbiotic relationship here. If Magento successful, the ability for them to be successful is very broad. And if Magento's not successful, then you have to ask yourselves did I make the right bet? So a lot of our tech partners have build these great solutions on top of Magento, and it's a partnership. And you don't have that anywhere else, and again, I sleep better at night, to your point. I don't know where you got that quote, but it's actually mine, it's phenomenal. >> No, no, I think I got it from your Argentina 2017 talk perhaps. >> Actually, it's true. I know that all of these tech partners, these CEOs, they have my back. I'd like them to know I have theirs. And I don't think Adobe has any, there's no reason or rhyme why that would ever change. I think Adobe will enhance it. And I think that's why there so much excitement here. >> Well, and it's really a validation and what we talked about before, the prior segment, was now to bring the marketing tools, and the AI and all the power that's in that big building in San Jose, free the commerce transaction, really, to your point, adds so much more horse power to the total solution. >> Like I said, color palette just got a lot bigger. There's so many more things that we can do and so many more colors we can use to create these great experience for our brands and our customers, that we could've done before but it was a lot of work, but now we've got all of the makings of a platform that will enable that and we're already pretty far along in taking the Adobe experience cloud and making that work. And I'm just really excited about the future and what this offers for our customers and our brands. >> We've heard a number of guests that talk about just what you were referring to a minute ago, and that was really this symbiosis of Adobe, the power that Adobe brings, the data that Adobe brings, along with Magento, So a new Adobe commerce buy was just launched a couple of months ago, at Adobe Summit powered by Magento Commerce, but you look at it as analytics, advertising, marketing, commerce, fundamentals for managing what is a changing and highly demand customer experience, 'cause we want more and more things accessible from right here. So some of the feedback from customers, partners, developers since that announcement and now going "Ahh, okay now I can actually touch and see and play with this two symbiosis machines coming together." >> Yeah, I think it's not a hard thing to get. I think when the acquisition first happened, there's a little let's wait and see and make sure they get it right. And I think what I feel today, or what people have given to me today is the feedback that they're believers. They know that we're gonna execute on this strategy, and this strategy is gonna allow us to extend our lead on our competitors, which in return, allows these brands and these commerce players to extend their lead on their competitors. >> Let's talk about the small/medium business folks for a minute. When the announcement was made last year, the intention, right after Imagine 2018 I believe, for Adobe to acquire Magento, and then right after they acquired Marketo, there was some concern for is Adobe gonna kind of shift what Magento has been doing, so successfully for so long, away from focusing on those smaller merchants to the enterprise folks. Yesterday and today, we heard some great, exciting announcements with what you guys are doing with Amazon Sales Channel, with Google Shopping, and it sounded like the small and medium business size folks were going "Yes, this is what we need." Talk to us a little bit about that. >> I mean, you mentioned two, along with PWA and some of the other things that we're doing. While these can be leveraged in the enterprise, they were built for the mid-market in the SMB space. And there is no doubt that Adobe and Magento both understand how important SMB and the mid-market is. And in fact, we've seen acceleration in the SMB space since the acquisition, from the Magento side of the house. And Adobe is fully committed and knows that there's market share there to be had. And the application or the business problems that we solve at the enterprise, are still applicable for the mid-market and the SMB space. They're handled in a little bit different of a manner, but they have same aspirations. And the solution's gonna be able, when you look across everything that you're gonna be able to do, it plays for both markets. And Adobe has an incredible opportunity to really drive market share in this mid-market. They don't have a big footprint there today. Even if you capture just a small portion of it, and its our plans to capture a large portion of it, but even a small portion of it is gonna make a big impact on Adobe. So I think that we will see acceleration in the mid-market and in the SMB space with what we're doing, what we're developing together, and the different types of products that we can offer to those markets that Adobe has in its broader portfolio. >> And of course on the enterprise side, what we don't see here that we saw at Adobe Summit a couple weeks back are some of the really big integrators who have huge practices built around and on top of the Adobe tool set that now you get to leverage. I'm sure you're pretty excited about as running field. There's, again, a whole nother group of people, not necessarily CEOs, but managing partners, who have bet their jobs, bet their livelihood, bet their practices on this, and now you getta take advantage of those resources as well. >> Absolutely, and I think that a lot of the large integrators and partners, I think everybody's starting to understand that commerce is very different now than it was five or 10 years ago, right? I call it bite small, chew fast. And HP is a great example, where they started in some of the smaller APAC countries and then went to Brazil, and they're looking at the US last, but they're taking it a step at a time. One country, one country, one country. And a lot of our big retailers or brands that wanna expand globally are doing the same things, or companies that have portfolios of brands, one at a time. Bite small, chew fast. Launch, be successful, launch, be successful. And I think the SIs, including the large partners, understand that and they're changing the way that they look at businesses holistically. So I think right time, right place. >> Yeah, we had Gillian Campbell from HP on right after her keynote this morning, and it was an interesting kinda POC program. And I said what was some of the market dynamics that identified APAC as the right market to start in. And part of that, I think, was that from a historical legacy perspective of using Magento on the HP Inc. side. But some of the things I found interesting to them was that leveraging the data to understand the cultural e-commerce differences snd how different cultures interact with different social media platforms or purchasing platforms differently, and how important it is to really understand those commerce patterns and start to drive conversions from there there and then go success, roll it out, rinse and repeat. >> And she nailed it right? I mean, buy online, pick up in store versus having it delivered to your home, if you live in the middle of India, what's the reality of you getting that delivered in an hour? And if you look at country like Russia, which is very spread out, right, so there's not a high density outside of a lot of their major cities and you have a lot of the same issues. If you're gonna have it ship to your home, how long is it gonna take? It might be easier just to go pick it up in the store. And I think it's different in every region. And it's good to be able to have access to that data to get a good read on what are the things our customers want specifically to drive the experience they need within that region. >> Right, key for a company whether it's something the size of an HP Inc. or not, to be able to scale globally, but also have that sort of local market adaptation where you're able to react, understand the preferences in your markets, and deliver exactly what those consumers want. So having a tool like Magento as the power to enable that global scale regional adaptation, it's a driver. >> And I think you start to add complexity when you look at do they use their phone, do they use their computer? Do they use social networks and buy buttons? I have an interesting dynamic in my own house where I've got a 13-year-old, and the way that she would shop online is different than the way that my wife would shop online, which is very different from how I would shop online. I browse and go to the store. My wife uses her computer. My daughter shops on Pinterest, or Instagram, or Facebook. Very different journeys for the three of us, and we could be buying the same thing, and we're all gonna do it differently. So it crosses generations as well. >> So, Gary, it feels like kinda the dust has settled post-Adobe acquisition where everybody feels kinda comfortable, and it's been a year and everything didn't go bananas. So as you look forward now, after things have kinda settled, what are some of your priorities over the next year, If we sit down a year from now, what are you working on? >> I can tell you that for me, the biggest priority for me is to make sure that the mid-market and the SMB flywheel is effective, the way that we go to market, the way that we target that segment. And it's not that I'm not interested in the enterprise. I'm extremely interested in the enterprise. But we have a lot of people that are working on the enterprise. And Adobe doesn't have deep domain expertise around the mid-market. But with Marketo and Magento, you now do. So for me personally, I wanna make sure that that flywheel is well-run, it's well-oiled, it's set up for success, that operationally, the things that we do to drive market share in that segment run as effectively as the rest of Adobe on the enterprise side. It's a new sales motion for Adobe. But the good news is I think Adobe understands that. We understand that as a company, and I think over the next year, for me, that's where my focus is gonna be. >> So if we keep looking out to the next year, this is your fourth Magento Imagine. >> It is. >> Is there gonna be a Magento Imagine 2020? >> So I will tell you that there will be an Imagine 2020, and I will share details around that Wednesday. I've been asked to help close Imagine out, and when I do, I will be thrilled to announce our plans for Imagine 2020. >> So can folks watch that on the livestream tomorrow, Wednesday, that 15th? >> They can. >> Are you gonna be coming up from the floor, the ceiling? >> I think I'm probably just gonna dance on out. I have been invigorated, I love being here. Imagine is the one opportunity every year where I come out of this thing just feeling really good about the opportunities that we had ahead of us. And by Wednesday, although tired, I'm usually really happy to be going back and getting in the field with my teams and just driving opportunity. And I think we had an amazing one. >> Well, we'll be all watching. Is it imagine.magento.com to watch the livestream ? Or magento.imagine.com. go to to the Magento.com site, Wednesday tomorrow in the afternoon, you're gonna be able to hear more about what's to come next year. Gary, thank you so much for giving us time today. >> Thanks for having me, enjoy it. >> Our pleasure. >> It's great to meet you all. >> Excellent >> Thank you. >> For Jeff Frick, I'm Lisa Martin. Tou're watching theCUBE live from Magento Imagine 2019 from Vegas. Thanks for watching. (upbeat music)

>> From San Francisco, it's theCUBE, covering Girls in Tech Catalyst Conference. Brought to you by Girls in Tech. (upbeat music) >> Hey, welcome back, everybody. Jeff Frick here with theCUBE. We're in Downtown San Francisco at Bespoke. It's in the Westfield Shopping Mall, kind of a cool event space up on the fourth floor, and we're at Girls in Tech Catalyst. We were last here a couple years ago in Phoenix, and we're excited to be back. 700 people, really great event, and the program's pretty simple. You've got great women leaders telling their story, and the stories are varied and really cool, and we just got out of Christina's story. She's Christina Kosmowski, global head of customer success at Slack. >> That's right. >> Christina, really good job up there. >> Thank you. >> There was a couple of things I wanted to really kind of jump on that I thought were so important. In the first one you talk about early in your career and raising your hand. When opportunities come up, don't be afraid, raise your hand, go for it. >> Yeah, absolutely. I was always saying, yes to everything. And now I work on saying no to some things. (laughs) >> That's a whole other conversation-- >> I think it's really important that you know there's all those cliches around the fact that you know you've got to go through the window sometimes or you know opportunities are masked and they really are and so just saying yes to everything and really being open to trying new things and learning new experiences will give you opportunities you didn't even realize you had. And so, I always raised my hand, you know, in college to start the soccer team. I raised my hand in my first job to go to Europe and start the London office. I raised my hand to come to Salesforce, at every single point, Salesforce had something new, I said, oh I want to do it and so I was kind of known as the person who always liked to start and build things from scratch. And so, I always wanted to be that yes person and experience these new opportunities. >> And that was huge, I think you said when you started Salesforce, revenue was like 20 million and when you left it was-- >> Almost 10 million, yeah, it's crazy. It was quite a ride, quite a ride. >> But great, cause then you get those opportunities. >> Yeah. >> Another story you were telling which I thought was pretty impactful was, your college soccer experience, you're a soccer player and you know, the difference between putting in your own work and time to achieve something and, you know, nobody ever sees the work that happens when they're not there, but more importantly, bringing along the team. >> Yeah. >> And getting everybody else to buy into your work ethic to raise the performance of the team. I wonder if you can expand on that a little bit. Cause then you said you've used that throughout your career over and over again. >> I have, it was an important lesson. I think, for those that didn't see that speech, I talked about the fact that my freshman year in soccer, it was the first year of the varsity program. We won three games and I was very angry about that and so I spent the next year kind of working my butt off. And so I got to this level but my rest of the team didn't get to the level and so I was able to challenge them to match my level and we were ultimately able to get, you know, into the top six team in the country at the end of my career and that was the first time that I realized it's not just about me. And I've seen that in every step in the way is, I can get there, I can get my idea there, I can work as hard as I can but if I can't empower the team and I can't bring all the cross-functional leaders along with me, we aren't going to achieve what we need to achieve. And at Slack, I've even seen that to be even more of the case, because I've come into a function that's brand new, it started very much as a product-based company versus Salesforce was a little more sales focused. And so it's really important that people understand what our mission is, why it's important, how we can bring these other organizations with us. >> Right, so a great kind of business theme that touched both on Salesforce and at Slack, it's kind of the subscription economy. >> Yes. >> And we've done this conference and we all switched over to our paid Adobe subscription versus trying to find a friend who'll get you a license for a deal at the end of the year. (laughs) But I think the really important thing that you touched on, when you go to subscription economy it really changes the dynamic between you and your customer. And you run customer success. >> I do. >> Because it's not just take the check and send 'em the 15% maintenance bill anymore, now you've got to build a relationship, you've got to deliver value each and every month cause they're paying you each and every month. And so you've translated that into actually building an organization that supports this very different relationship. >> That's right. >> So why don't you tell us, you know, how did that transform? How hard of a sell was that and what's the ultimate outcome with your relationship with the customers? >> I think it's so important to realize that technology is really important, but if we can't apply that into the business setting and to specific outcomes and use cases, it doesn't become valuable over time. And so, we've built an organization that really focuses on customer maturity and value. And so we take it in steps. And so we look at what are those things we can do to give value and outcomes and affect people the way they're working today? And then what does that look like tomorrow, how do we build upon that, and then what does it look like to, they can get to this fully transformed state, and we've done that through a combination of working with product to build features and in-app education, we work with all of our customers to understand what are their needs, we bring people to the table, we bring one to many programs, we've really created this champion network where we are able to allow these peer to peer relationships, and really have this network effect with our customers, and so there's lots of different methods and vehicles that we're doing to really ensure that our customers are getting that outcome. >> Yeah, it's interesting, we cover a lot of the AWS shows and, you know, Jeff Bezos will talk about them just being maniacally customer focused, and lots of companies like to talk about being maniacally customer focused, but most of them are not, they're product focused or they're competitor focused or they're kind of opportunity focused, they're not customer focused. So, how do you build that culture, can you switch if it's not there or does it got to be from the top down at the beginning? >> You can, you can, I think, you know, at Slack, we've been really fortunate it also has that extreme customer focus, but our organization started about 15 months ago, so we brought even more rigor to that, and so there's lots of programs you can do to affect the culture. So, one of the programs we have is a red account program, and one of the things there is really about bringing all the company together to swarm around issues or risks that our customers might have seen, and that's one way that we can start to talk about customer importance. >> What do you call it? >> We call it the customer red account program. >> Red account, so red like treble, because, so you basically-- >> We swarm. >> Swarm, swarm, what a great, swarm meaning a lot of people from a lot of different places. >> Lot of different places, and there's full accountability on all parts of the organization to solve it, because my organization can't solve everything, we're really just the advocates and the facilitators back into, back into Slack, and so that's important that we have that accountability, and we're swarming all around the customer. We have product feedback sessions where we're able to bring that advocacy back, we have a lot of surveys and that promoter score, things where we're measuring and looking for accountability about how we're doing with out customers, and so there's lots of different programs that you can help bring this to light, even in just tactical ways that help ultimately build this culture of customer success. >> See, so like I said, you've got a lot of sniffers in the system to see when you need to call a code red. So, I'm just curious, when you get everyone together, are people surprised where the problems are, is it like, oh, I thought we were doing a great job, and this group's like, no, no, no, you know, you're the problem? >> Sometimes, sometimes, but I think it is really around it being a team effort and really understanding that when issues or challenges expose themselves, there's multiple root causes and you can really understand, okay, part of it could be a product, part of it could be how we supported them, part of it could be in some of our marketing and messaging. And how do we all solve that in a more universal experience? >> All right, last question before I let you go. Just your impressions of the Catalyst today, you said it's your first time here. >> This is my first time here, I am blown away by the energy and excitement and really the quality of speakers and conversations that are happening, I've been hanging around all morning, and just really powerful conversations, and I think I said this in my speech, but we are in a really fortunate time right now, and I think our time is now, and it's so great to see all these women come together, and we, you know, we're the ones that can do this. >> Excellent, we'll see you Amplify later this year. >> Absolutely. >> All right, Christina, well, thanks for stopping by and sharing your story. >> All right, thanks. >> All right, she's Christina, I'm Jeff, you're watching theCUBE, we're at Girls in Tech Catalyst in downtown San Francisco. Thanks for watching. (upbeat music)

>> From San Francisco, it's theCUBE, covering Girls in Tech Catalyst Conference. Brought to you by Girls in Tech. (upbeat music) >> Hey, welcome back, everybody. Jeff Frick here with theCUBE. We're in Downtown San Francisco at Bespoke. It's in the Westfield Shopping Mall, kind of a cool event space up on the fourth floor, and we're at Girls in Tech Catalyst. We were last here a couple years ago in Phoenix, and we're excited to be back. 700 people, really great event, and the program's pretty simple. You've got great women leaders telling their story, and the stories are varied and really cool, and we just got out of Christina's story. She's Christina Kosmowski, global head of customer success at Slack. >> That's right. >> Christina, really good job up there. >> Thank you. >> There was a couple of things I wanted to really kind of jump on that I thought were so important. In the first one you talk about early in your career and raising your hand. When opportunities come up, don't be afraid, raise your hand, go for it. >> Yeah, absolutely. I was always saying, yes to everything. And now I work on saying no to some things. (laughs) >> That's a whole other conversation-- >> I think it's really important that you know there's all those cliches around the fact that you know you've got to go through the window sometimes or you know opportunities are masked and they really are and so just saying yes to everything and really being open to trying new things and learning new experiences will give you opportunities you didn't even realize you had. And so, I always raised my hand, you know, in college to start the soccer team. I raised my hand in my first job to go to Europe and start the London office. I raised my hand to come to Salesforce, at every single point, Salesforce had something new, I said, oh I want to do it and so I was kind of known as the person who always liked to start and build things from scratch. And so, I always wanted to be that yes person and experience these new opportunities. >> And that was huge, I think you said when you started Salesforce, revenue was like 20 million and when you left it was-- >> Almost 10 billion, yeah, it's crazy. It was quite a ride, quite a ride. >> But great, cause then you get those opportunities. >> Yeah. >> Another story you were telling which I thought was pretty impactful was, your college soccer experience, you're a soccer player and you know, the difference between putting in your own work and time to achieve something and, you know, nobody ever sees the work that happens when they're not there, but more importantly, bringing along the team. >> Yeah. >> And getting everybody else to buy into your work ethic to raise the performance of the team. I wonder if you can expand on that a little bit. Cause then you said you've used that throughout your career over and over again. >> I have, it was an important lesson. I think, for those that didn't see that speech, I talked about the fact that my freshman year in soccer, it was the first year of the varsity program. We won three games and I was very angry about that and so I spent the next year kind of working my butt off. And so I got to this level but my rest of the team didn't get to the level and so I was able to challenge them to match my level and we were ultimately able to get, you know, into the top sixteen in the country at the end of my career and that was the first time that I realized it's not just about me. And I've seen that in every step in the way is, I can get there, I can get my idea there, I can work as hard as I can but if I can't empower the team and I can't bring all the cross-functional leaders along with me, we aren't going to achieve what we need to achieve. And at Slack, I've even seen that to be even more of the case, because I've come into a function that's brand new, it started very much as a product-based company versus Salesforce was a little more sales focused. And so it's really important that people understand what our mission is, why it's important, how we can bring these other organizations with us. >> Right, so a great kind of business theme that touched both on Salesforce and at Slack, it's kind of the subscription economy. >> Yes. >> And we've done this conference and we all switched over to our paid Adobe subscription versus trying to find a friend who'll get you a license for a deal at the end of the year. (laughs) But I think the really important thing that you touched on, when you go to subscription economy it really changes the dynamic between you and your customer. And you run customer success. >> I do. >> Because it's not just take the check and send 'em the 15% maintenance bill anymore, now you've got to build a relationship, you've got to deliver value each and every month cause they're paying you each and every month. And so you've translated that into actually building an organization that supports this very different relationship. >> That's right. >> So why don't you tell us, you know, how did that transform? How hard of a sell was that and what's the ultimate outcome with your relationship with the customers? >> I think it's so important to realize that technology is really important, but if we can't apply that into the business setting and to specific outcomes and use cases, it doesn't become valuable over time. And so, we've built an organization that really focuses on customer maturity and value. And so we take it in steps. And so we look at what are those things we can do to give value and outcomes and affect people the way they're working today? And then what does that look like tomorrow, how do we build upon that, and then what does it look like to, they can get to this fully transformed state, and we've done that through a combination of working with product to build features and in-app education, we work with all of our customers to understand what are their needs, we bring people to the table, we bring one to many programs, we've really created this champion network where we are able to allow these peer to peer relationships, and really have this network effect with our customers, and so there's lots of different methods and vehicles that we're doing to really ensure that our customers are getting that outcome. >> Yeah, it's interesting, we cover a lot of the AWS shows and, you know, Jeff Bezos will talk about them just being maniacally customer focused, and lots of companies like to talk about being maniacally customer focused, but most of them are not, they're product focused or they're competitor focused or they're kind of opportunity focused, they're not customer focused. So, how do you build that culture, can you switch if it's not there or does it got to be from the top down at the beginning? >> You can, you can, I think, you know, at Slack, we've been really fortunate it also has that extreme customer focus, but our organization started about 15 months ago, so we brought even more rigor to that, and so there's lots of programs you can do to affect the culture. So, one of the programs we have is a red account program, and one of the things there is really about bringing all the company together to swarm around issues or risks that our customers might have seen, and that's one way that we can start to talk about customer importance. >> What do you call it? >> We call it the customer red account program. >> Red account, so red like treble, because, so you basically-- >> We swarm. >> Swarm, swarm, what a great, swarm meaning a lot of people from a lot of different places. >> Lot of different places, and there's full accountability on all parts of the organization to solve it, because my organization can't solve everything, we're really just the advocates and the facilitators back into, back into Slack, and so that's important that we have that accountability, and we're swarming all around the customer. We have product feedback sessions where we're able to bring that advocacy back, we have a lot of surveys and that promoter score, things where we're measuring and looking for accountability about how we're doing with out customers, and so there's lots of different programs that you can help bring this to light, even in just tactical ways that help ultimately build this culture of customer success. >> See, so like I said, you've got a lot of sniffers in the system to see when you need to call a code red. So, I'm just curious, when you get everyone together, are people surprised where the problems are, is it like, oh, I thought we were doing a great job, and this group's like, no, no, no, you know, you're the problem? >> Sometimes, sometimes, but I think it is really around it being a team effort and really understanding that when issues or challenges expose themselves, there's multiple root causes and you can really understand, okay, part of it could be a product, part of it could be how we supported them, part of it could be in some of our marketing and messaging. And how do we all solve that in a more universal experience? >> All right, last question before I let you go. Just your impressions of the Catalyst today, you said it's your first time here. >> This is my first time here, I am blown away by the energy and excitement and really the quality of speakers and conversations that are happening, I've been hanging around all morning, and just really powerful conversations, and I think I said this in my speech, but we are in a really fortunate time right now, and I think our time is now, and it's so great to see all these women come together, and we, you know, we're the ones that can do this. >> Excellent, we'll see you Amplify later this year. >> Absolutely. >> All right, Christina, well, thanks for stopping by and sharing your story. >> All right, thanks. >> All right, she's Christina, I'm Jeff, you're watching theCUBE, we're at Girls in Tech Catalyst in downtown San Francisco. Thanks for watching. (upbeat music)

>> From Phoenix, Arizona, The Cube at Catalyst Contracts. Here's your host, Jeff Frick. >> Hey welcome back everybody, Jeff Frick here with The Cube. We are in Phoenix, Arizona at the Girls in Tech Catalyst Conference. It's funny, seems something about Phoenix that this is where all the great women in tech conferences are. We were here two years ago for our first Grace Hopper and it's really fun to return now to this one, the Girls in Tech Catalyst Conference, which, a little bit smaller, about 400 people, their fourth year, but again it's all about empowering girls, empowering women to think differently, to take charge and to be more successful so really excited for our next guest, Jim McCarthy, brought in to motivate the troops. >> That's right. >> So first off, welcome. >> Thank you. >> So-- >> Thanks Jeff. >> Your keynote was all about a career without regret, have a great impact on what you care about. That is so topical right now, and especially these people that talk about, you know, the millennials and you know, kind of the younger generation coming up, they want to do things that they care about >> Yeah, I think all the research indicates millennials, more than maybe prior generations, really are looking for work that has impact and has meaning. >> Is it because they can? You know, that things are a little bit easier, they know they're not necessarily y'know, suffering to get by? Why do you think there's the change and then once you've made that decision, how do you implement that in kind of your day to day life? >> Well I'm not sure I could explain how the millennials are perhaps different, maybe they just see some of the challenges in our world like climate change for example and realize wow, there's some very serious challenges we face. That might be why they're looking for more of an impact, but in terms of what to do to find more meaning in life I always encourage people to do work that they really love, that they're passionate about, and in this conference a lot of the women have talked about passion and what you're good at and really doing that 'cause that's what you're going to be most successful at. >> Right, but that's a really common theme >> Yeah. >> We've heard that forever, to close your parachute, y'know, if you could find something that you get paid well and you're passionate about, but often times there's a conflict, right? Sometimes it's just harder, people get stuck in something that they're not happy with, but they're not really willing to make the change, not really willing to make the investment or take the chance so what are some of the things you tell people that are specific actionable, that will help them y'know, make those changes to get some place where they're y'know, feeling better about what they're working on? >> Well, so for me part of my talk was I talk about how I had a career in Silicone Valley, early employee at Yahoo! and different internet companies and then about three and a half years ago I was diagnosed with cancer and that was a big wake up call for me. And even though my health seems to be okay right now, it really sort of helped me realize that wow, I'm not going to live forever and by embracing my mortality I've started living much more fully and I decided okay, if I wanted to be a motivational speaker, I always wanted to, never had the courage to do it, I thought okay, I'm not going to live forever, I might as well dive into it, have the courage to try even if I fail. But at least I'll be happy and I'm not living a life with regrets. >> Right. >> So that was part of my workshop yesterday. >> So that's really interesting and a powerful story I mean, we often hear when there's these, y'know, kind of life changing events, these big moments, y'know that is the catalyst. Does it take that to make the change? Can people do it without the change? I mean, we can't hardly get anyone to lift up their face out of email. (laughing) I mean, how do we do it without that or does it really take that? I mean, is that really what happens, whether it's yourself or a loved one or someone you care about, it's interesting 'cause that's powerful catalyst >> Yeah so, I think for some people it does take getting, y'know, hit with a ton of bricks like that in order to really realize what they need to do and have the courage to do it and just realize y'know, this may not work out but I'm just going to go for it. In part of my workshops I try to help people think about their mortality, think about if you were to die today, how would you feel about your relationships. If you were to die today, how would you feel about the work that you've done. And then I always have them write out action plans for okay, based on what I wrote, based on what we discussed, what do you want to change in your life and what's the deadline to do it? So that's kind of the process that I use in my workshops so it's not just nice story and inspiration but it's really okay, how can we bring this back to what am I going to do with my career, what am I going to do with my relationships and there's also very practical things that people can do that I think will help them a lot, one is mindfulness to reduce their stress, one is affirmation in which you can actually train your brain to be much more positive thinking and there's a lot of neuroscience behind that today which shows that you can actually sculpt your brain to have a much more positive attitude. So those are some and then the goal setting is important too. So -- and then gratitude, I'm sorry, there's another practice. So these are very, this is not just nice ideas but actually daily practices you can do, mindfulness and meditation, gratitude and affirmations, these are all things that can really have a daily impact in a very positive way. >> Right, and I'm sure people say, "Jim, that sounds great, I printed it out, it's on my fridge, but jeez, I wake up, I have 472 unread emails, the boss is calling me," how do I really actually do it? I want to do it but I'm drowning in email, whoever invented email is problematic, I'm glad that young kids don't use it 'cause it's going to die soon. (laughing) But y'know, practically, what do you tell folks? >> What I tell people is if you meditated 10 minutes a day, that's about 1% of your waking hours and that 1% would improve the other 99% of your waking hours and meditation used to be very weird and funky and new-agey and now you see more and more people saying, "No actually, 10 minutes of mindfulness or meditation or breathing or whatever can make a huge positive impact on your health both physically and mentally". There's all sorts of very serious scientific research, neuroscience, which underscores that. So if you invest 10 minutes of your day in being at peace, reducing stress, focusing on your breathing, then the other 99% of your day is going to be calmer, you're not going to be freaking out so much, you get an email in your inbox that you may not like but you can say, "okay, let me breath, okay let me think about this, okay", don't have to do an immediate flame mail response and then you're doing a lot less damage control in your life and you're being much more focused on how do I want to spend my day. And so that is one way to reduce your stress and yet still get stuff done, the most important stuff done. >> It's interesting, I have an unwritten book that I always wanted to write, kind of on some of the things you said before about y'know, don't forget your death bed, 'cause at some point you're going to be laying on your death bed-- >> That would be the title of your book? >> And you're going to have those questions. >> Yeah >> Yeah Y'know, did I do what I want to do? Did I spend too much time at the office, or too much time at the beach or too much time with the kids or not? >> Well if I can say, there's a woman who wrote a book named "The Top Five Regrets of the Dying" and regret number two was "I wish I had worked less". And every single man in her survey that she talked to said "I wish I had worked less". And these are men on their deathbeds. But it applies to a lot of women as well. >> So I want to shift gears a little bit, back to your tech days, >> Yeah (laughing) >> Just looking at your background, obviously some of our homework and you y'know, you did a summer at McKenzie, you're kind of at the leading edge of business and smart people and you -- >> You're too kind Jeff, okay? (laughing) >> No, and then you decide I haven't finished the story, and then you go to San Jose Mercury News to work in classifieds. >> Actually to do marketing. >> To do marketing >> Yeah >> But you were involved in classifieds and I only bring up the classifieds 'cause it's interesting because then you left and went to Yahoo!, right at the main, I mean really at a pivotal time in the transformation of classifieds moving from the newspaper to online. >> Yes >> So you lived kind of this digital transformation long before Uber and some of the other examples that are so often cited. >> Yeah. >> So I'd just love to get kind of your perspective on, y'know, kind of digital transformation, it happened, this was 97 so what 20 years ago, I can't believe it's 20 years ago, to now and then in the context of what you're doing now. >> So I graduated from business school in 1996, and went to the San Jose Mercury News and was doing marketing things. But right when I was graduating I was like, "Oh jeez, y'know this internet thing is going to be huge!", and after a few months at the Mercury News, I said, "Look, I really want to do something with internet", and they said, "Sorry, can't do that, keep helping us sell papers." And I said, "Well screw this!", and so I went to Yahoo! In July 1997, I was employee number 258 and I was hired to be a product manager for Yahoo! classifieds, so realizing, 'cause I remember sitting in the Mercury News at my computer and looking at, wow, Yahoo! has some like, online classifieds for autos? And careers? And this is way better than the newspaper! I can have long descriptions here and you can even see pictures of things, so I went to Yahoo! classifieds and out of that we created Yahoo! Autos, Yahoo! Careers Yahoo! Personals, Yahoo! Real Estate. And yes, this absolutely-- And then later there was the category killers where there was Match.com, where there was Monster or Monster Board, and on down the line-- >> Monster Park, remember Monster Park, one of the first sponsored stadiums back in the day. >> Yeah, yeah. >> After 3Com. Excuse me, I'm sorry to interrupt. >> No it's okay. So it was an amazing transformation and it was one of these things where the internet just does things so much better and you could say it also sort of helped destroy an industry, right? I mean, I'm certainly a big believer in the power of local newspapers and investigative journalism, and that's really been damaged a lot from the last 20 years, but sometimes it's like this technological imperative where the web is so much better, people have to figure out different business models, different ways to fund their journalism, different revenue models that work. But I mean it's just amazing to see what's gone on with how classifieds has developed, e-commerce has developed. I worked later on Yahoo! Auctions and Shopping, you can talk about that more if you want. >> Yeah, a friend of mine works at the Yellow Pages, I was like dude, you probably need to get a new job. >> Really? Still? >> It's YP.com now. Well turns out they have a huge online business which is good for them. No still, I was like c'mon, (laughing) You need to get out of that. >> Gosh (laughing). >> So, anyway. It's just interesting, the digital transformation that we're under now y'know, has happened over and over again, we just happen to be kind of in the current iteration, sometimes people forget-- >> Yes, yeah. >> That there was a time before Google, it was called AltaVista (laughing) or WebCrawler if you want to go back even further. Anyway, we regress. So Jim, what're you working on now, what're you looking forward to in the next six months, any special projects? You just traveling the country and spreading good word? >> I travel the country and I travel internationally doing my workshop. So basically the workshop's where I teach companies how to build happy, high performance teams. >> Awesome. >> And in the workshop, some of them are a little bit more, much more sort of inspirational and about mortality and about what you want to do for life purpose, I have a workshop called, "Happiness Workshop: Keep Calm and Get Stuff Done" and then so there's ones which are much more goal setting, there's more which are inspirational and yeah, I travel and teach companies how to -- whether it's an hour workshop or a six hour workshop, that's what I do. >> Jim, thanks for stopping by, it's a great story and I think it's just so important, y'know there's a lot of great inspirational stories out there but really y'know, how you do you help people, give them actionable things that they can put on the fridge, put on their calender and-- >> And have in their daily routine. >> Right and do it right, and do change behavior 'cause it's hard to change attitude, really hard, and the way you do it is you change behavior, that you can actually change. Thanks for-- >> Yeah, yeah. >> Thanks for sharing a few minutes with us. >> Thank you Jeff, very kind of you. >> Absolutely >> Thank you >> Jim McCarthy, I'm Jeff Frick, we're in Phoenix, Arizona at the Girls in Tech Catalyst Conference, you're watching The Cube. Thanks for watching.