>> Announcer: Live from Boston, Massachusetts, it's theCUBE! Covering IFS World Conference 2019. Brought to you by IFS. >> Welcome back to Boston, everybody. This is Dave Vellante with my cohost Paul Gillin. We're winding down day one of the IFS Conference, the World Conference here at the Hynes Auditorium in Boston. Paul Helms is here as the senior vice president of customer success at IFS, something that we've been talking about a lot, and Stefano Mattiello who's the senior vice president and the global head of consulting, also from IFS. Gentlemen, welcome to theCUBE. >> Thank you. >> Thank you very much. >> All right, Paul, let me start with you. So, kind of a loaded question. How do you define customer success? >> It's a question I get very often, and customer success, you can make out of it what you want to. The way IFS looks at it, it's not only me but IFS look at it is, how do we take our involvement into our customer's business outcomes beyond the go live. Okay, so, they buy software, they implement the software, they go live, and then what? So customer success is really looking into what is the quality of the relationship we have with our customers, and how deep and how integrated we are in that relationship. Understanding what success means to our customers because it's different for every customer. And then how do we back this up with the quality of service to really build that success and mine the value that is in the solution to the benefit of our customers. So it's this long-term relationship driven by business outcomes, that is customer success. So, historically in the software business success was defined as we're live. You know, service now bakes a cake, hey, success. That's not how you guys are defining success. >> No, I mean, it goes way beyond the go live. In fact, I mean we're talking about success as actually starting even before the implementation even starts, which is capturing what success means to that particular customer. In your business situation, what does success mean? Feed that in, we obviously want to get the customer live as quickly as possible, it's the time to value, and that talks to ROI. But that's just the beginning of the game, that's not the end of the game. So it's about what are we doing after the go live phase, what are the interventions that we're running in aid, delivering on that promise that we made right up front that says what does success mean, let's make sure that we deliver on that. But then more importantly is how do we kind of maximize that success. As the market dynamics are changing, as there's more pressure coming on your business, your business is changing, right? So how do we evolve your business model because success today might have a particular shape and a particular color, but in nine months or 12 months time it'll change, it'll morph into something else, so it has a different definition. So it's about that lifelong engagement, you know, how do we keep redefining success? >> So what stage does this success discussion begin? >> It's very much as I said in the early stages of what we would call the pre-sale cycle. So when we first start talking to a customer, is we really want to understand what are your business imperatives. All right, let's try to capture that. It's fundamental that we're not just selling technology for the sake of technology, but we're there to drive a business agenda. So it's really as early as we can do it, I think that's where we can capture and maximize the delivery of that success. What does it really look like? So, the sooner we do it, the better. >> And also looping that actually back into what do we see in our customers and the way they use the software and the way their business is changing in their environment, so to say, and bringing this back all the way into the product, okay. And how do we shape the roadmap of the product using the insights into how customers are being successful using our products. So, we are not there yet, but that is the ultimate goal, that we will build better products based on our customer success insights, and then turning this into a mature cycle to really drive and maximize customer value over their lifecycle. So it goes beyond just the service, it really is all the way back into the product, how that adds value, how do we deliver this, and all the way back again. >> And I always argue, I mean, unless you're sort of a nonprofit or, you know, if you're a hospital, you want to save lives, but if you're a for-profit company you want to increase revenue, you want to cut costs, you want to drop money to the bottom line, you want to rip the face off your competitors, and you want to do some good for your community. So I mean, you can take all these other factors whether it's better customer satisfaction, better productivity, et cetera, and it usually boils down to those things. Is that fair? >> Yeah, I mean, that's pretty much, you know, those are your business imperatives, yeah, that's what success looks like to you. But it's an iterative process, right. So what I was saying earlier is it doesn't start and stop there. I mean, things will change and the approach we want to take is let's not just do it once, let's keep revisiting this because once you've captured those objectives and you're actually on top of those, or you think you're on top of those, then as we improve the product, as the market dynamics change, then you'll have different priorities. So let's keep revisiting. And the way we're looking at it is a project is no longer just the start and a stop, single-time event, it's an iterative process. >> Are you seeing priorities change, or maybe you don't have enough data to speak to this, but we saw 160 CEOs recently signed a petition, or a proclamation, if you will, that it's not all just about shareholders, there are multiple stakeholders they have. Are you seeing priorities with customers change over time? >> I think when, the conversations are changing, so when we talk about 10 years ago probably you talk about optimization, it was purely for getting more bang for your buck. So, how do I take cost out? How do I become more efficient, more effective? The conversation is changing now to how do I become more sustainable? You still need to optimize. You still need to deliver better and operate better. But it's not only for profit, it's also on how do I become more sustainable, how do I leave an environment for the youngsters in my company, that they still have a company by the time that they are at our age. (laughs) >> Benny often is very outspoken about that. >> Yes, he is. >> As you know, I'm just waiting for the day when the CEO misses three or four quarters in a row and says, "Yeah, but we're doing all this "great tech for good." But I do agree. Especially with millennials coming into the workforce, they want to see that their companies are doing good, they're giving back to the community and paying it forward. Question on swim lanes, you got I think 400 partners. What are the swim lanes between the services that you provide and your partners provide, and what's the overlap there? >> So this is the transition that we're in at the moment, is that historically IFS was trying to be an all things to all customers, right, so we'll do everything from A to Z. What we're doing now is we're saying, well, let us focus on what we do best which is our product. That's really what we do best. So what we want to do is we want to try and help the ecosystem, we want to help our partners in driving those efficiencies and actually implement as quickly as possible and drive value for our customers. So what we're doing is we're now moving into a position where we say, let us rather drive a value assurance discussion with our customers, let's safeguard projects, so we're working in a symbiotic relationship with partners, we're not competing with them, right. So we know what we do, we know what they do. >> So you have some new services, IFS Select, IFS Success, IFS tools and methodologies. So, there's knowledge transfer then between you guys and your partners, is that right? How does that work? I mean, this takes investment, it's got to be more than just a press release obviously. >> Yeah, yeah. We want our partners to know everything that we know, and we're a software company, we're not a services company, and we don't want to compete in the services space. We want to use services to enable software, and more software, because the faster we grow our software business the better for us as a company 'cause that is our core business. So there's no competition with partners. We want to share what we know. We put in tools and methodologies. We standardize knowledge. We share knowledge, we bring this out. We put our partners through the same training we put our own people, there's no secret little room back there where we give them the real stuff, (laughs) our own people. So we are very open with knowledge and experience and sharing them, and helping them enabling this. So we will work with a partner to say, okay, the first ones that you do you might not be that confident so let's be there in a more intense way, and as you go along and you build your confidence and you build your competence we can take a step back. And therefore we can still ensure quality for our customers while scaling through the ecosystem. So this is, you know, it sounds strange, but we really do not want to do the services business. We want to do the services business that we have to do, not as much as we can do. >> And I mean, just picking up on that as well, is it's not only about enablement, we're actually actively sharing our tools and methodologies with our partners. So whatever we use ourselves we're making available to our partners. And that's fundamental, right? That's exactly what Paul says, is we want the partners to do exactly what we're doing, to the same level of quality and the same standard. >> And we have a stated vision that says that the customer experience should not differ whether they use IFS as their partner or they use a service provider as partner in their journey because it's about the experience around the product, not around the service, that should make the difference for them. >> I think you have a dog fooding booth here. I call it dog fooding, I know that's kind of a pejorative, but you know, your champagne, drink your own champagne, but, you know, IFS runs IFS. It's sort of a big theme here. >> Right behind us. >> So you guys have implemented, and this is what you're talking about, the tools and methodologies you use for your own business. What have you seen in your own business? What kind of business impact has IFS had on your business? (guests laugh) >> So we implemented our own, as you say, we drank our own champagne within six months. We came from an environment which was quite disparate, historically speaking. Many different systems in different locations and regions, and we brought this and consolidated this into a global template. This was hard. Harder than we probably thought it was going to be. Not technology-wise. Technology-wise it was, yeah, technology is what technology is, but from a change management point of view, and from a impact to the business, and to people's daily operations it was bigger than you thought. So that's a learning, we've captured this in our lessons learned. We have made some changes and brought in some new tools and methodologies and insights that we will share with our partners. But if you would now look at afterwards we're live, the impact it has on our business, it's transformational. It is giving us insights which we never had before. Given the efficiencies which we never had before. It opens up new things that we consider as doing as business and operating as a business which we never had before. So, yes, was it hard? Yeah, it was hard, that's not-- >> What were you transitioning from? >> All sorts. (laughs) >> So we had a-- >> One of everything? >> Yeah, I mean we literally had a cluster of independent systems that had all been modified, and I think this is another point, is that the historical approach to a lot of ERP installations is tell me what you want and I'll develop it for you, right? And even-- >> A lot of snowflakes. >> Yeah, exactly, and even if it means that we're actually going to build a square wheel, which is not, you know, not the best model, but that's what you want, so we're going to give you that. Whereas the approach we're taking now is, you know what, we've got enough capability and standard functionality from all of the years of experience that we have, go with kind of best, you know, best-in-breed approach. It's more than enough than what you need and it'll give you that ability to switch it on and go live and run with it immediately, rather than customizing it and spending three years and trying to get that square wheel, which is actually not what you really need. >> That seems to be the karma at the company, we've been hearing that all day about the value of not customizing. >> Correct, exactly. >> And the product itself and our solutions are very rich and we take this one step further and say, well actually, how can we get our customers to adopt quicker depending on the industry that they are in because we have to accept that the way you do a certain thing in one industry is not exactly the same as its best practice in another industry, for very good reason. So there's differentiation on how processes live in different industries. So, Stefano and team has been very busy building what we call the accelerators, and how do we bring those industry best practices together in two things, one is as a quick start. So, you know, here it is just use it and run with it and you're up and running in a very quick way. So that's our knowledge and experience that we share and we make it available through our partners as well. And secondly, it will allow us to keep that up to date as sort of the reference architecture for your industry to, as you go forward, you might, you know, be going one way with your implementation, we say this is industry best practice, and how do you derive value between the gap by adopting the gap between what is standard best practice and what you have in your solution. So, driving that value over the lifecycle as part of the success engagement. >> So you guys are senior executives at a global company, you talk to a lot of customers, so I wonder if I could get your take on sort of the macro from a spending standpoint. I mean, we see in the US, we're in the 10th year of a boom cycle. The IPO market here is kind of, the window's closed, I think at least for now, and Wall Street's rewarding growth, they don't care if you make profits. You know, things like cash flow, EBITDA, (laughs) they don't seem to matter. And so that's been going on now for the better part of a decade. When you look at Europe, it looks like it's softening, it's kind of overbanked, financial services, and no, you're exposed in financial services, certainly not in a big way. But, so what are you seeing across the globe just in terms of spending on tech and what does it mean for your business? I mean, you're a share gainer, you're taking share, so you should be somewhat insulated from any kind of flattening or softening, even though the softening is not precipitous. But I'm just wondering if you guys could give us your kind of anecdotal take on what's going on in the marketplace? >> You answer that? >> No, go for it. >> So I think, two things that we see happening. We see many more new customers coming on with us. So you saw this morning as well in the keynote, more than 50% of our revenue comes from net new customers to IFS. That is amazing. There's not another similar company that can claim that. We're outgrowing the market by more than three times the average. But that's one part of the story, the install base is the other part of the story. So the install base, what we see there is they are spending on the digital transformation, on getting ahead in their game. Tech is disrupting a lot of industries and it's enabling a lot of disruptors to enter markets that previously, and industries that previously were closed to them. In financial services you see that a lot, but also in the other industries, we see these young and upcoming disruptors coming. So, we see a lot of people and companies investing into the digital transformation, opening up new channels, opening up new markets that were not there before, but now with tech, and the tech that is available, is there. At the same time they need to create space in an investment, you know, nobody has unlimited resources. So they're looking at optimizing what they have so that they can free up some cash and capital to invest into some of these disruptive things. So it's really an exciting time to be part of the industry and really exciting time to be part of a challenging and a challenger company like IFS that really goes out and focuses on its industries, focuses on its tech stack where it matters. We're not trying to be everything to all men all of the time. We're really going after what we know we are good at and I think the numbers show for themselves that's-- >> Half of the transactions are new adoption of IFS, right? That's enormous. >> Paul Gillin: Capital license revenue. >> Paul Helms: That's from our license revenue. >> Okay, yeah. I mean unless there's a huge proportion leaving your install base which it doesn't sound like that's happening, that if people are just even spending flat with you guys it's a growth story. >> It's very, I mean, my opinion is it's all about choice. Customers want choice. They want an alternative, right? And what I think we're doing right, well at least, what I like to think we're doing right, is that we focused on business outcomes. That's really what it's about. We're talking their language, talking to their agenda, and we're giving them an alternative. >> And we're not forcing them to go into the cloud. We give them the option to go into the cloud if they want to, but they can also stay on-premise. We don't force them to go subscription model. The option is there, but they can also choose full perpetual. So it's really about giving them choice, talking to the customer business outcomes, and engaging in a really customer-centric and customer-intimate way along their journey. And it's working. >> So given the success you're having in, specifically in Europe, how do you feel about your ability to export that success to North America? >> Well, we're doing that already, I mean it's happening, and we're seeing growth globally, right? Yes, I mean, in certain regions it's accentuated and larger but there definitely is, it's a global phenomenon, we are seeing that. And I think a lot of it is also coming back to our focus. And I think you made the point to this, we're not trying to be all things to all people. Where we focus, that's where we really excel. So, the kind of answer to your question is less about the geography, is it more about the industry, is that what you want to focus on regardless of where they are? That's the approach we're taking. >> And also the capabilities we're bringing into the field. So there's management, has been a very healthy growth area for us. You saw this morning, again, we just announced the acquisition of Astea that will further enhance our capabilities in this place, they're really a leader in what they're doing. So that level of focus makes us win in our industry and our marketplace. >> I mean, that looks like a good acquisition. That starts to lever a relatively small company but, and you picked it up from what I can tell pretty cheaply, but the impact to your business is significant. So, that's good, congratulations. All right, gents, I know we're probably keeping you from important customer dinners and touring Boston, so thanks very much for coming on theCUBE, It was great to have you, we really appreciate it. >> Thank you. >> Thank you very much for having us. >> All right, thank you for watching. Paul, it's great working with you, and that's a wrap here. >> As always, Dave. >> From IFS World in Boston, and this is theCUBE. Go to siliconangle.com for all the news. Go to thecube.net for all these videos. And we'll see you next time. (futuristic music)

>>live from Madrid, Spain. It's the Q covering HP Discover Madrid 2017 Brought to you by Hewlett Packard Enterprise >>Welcome back to Madrid, Spain. Everybody, this is cute. The leader in live tech coverage And we have a day to HP discover Madrid. My name is Dave Volonte with my co host for the week Peter Verse. Jeff, Carla is here. He's the senior director of solutions. Go to market system integrators at Hewlett Packard Enterprise and Kalyan Gara Mela. Who is the i o t manager? Deloitte. Yes, Gentlemen, welcome to the Cube. Thanks for coming on, You bad love too deep here. It's always a great time. Yes. So you know, when you come on with Deloitte, we always sort of mentioned you guys. One of the top system integrators in the planet. You got deep expertise and vertical industries. You guys bring the technology expertise. Last time we were talking about manufacturing. This time we're gonna talk about retail. Yes. Why? Retail, You know, retails in turmoil. Everybody's got numbers on war room. But you guys are going after that, helping some of your customers so to take advantage of their physical presence, bringing in an online presence move into digital. Is there hope there's hope, their retail dead? You know, >>I hear all the time about this retail apocalypse retail is dead, and in reality, it's not dead at all. Still, 85 to 90% of purchases were being going through a brick and mortar store problem here, and the apocalypse will happen to those brick and mortar retailers that don't change. They don't digitize and change to the changing demands of a consumer and the way they want purchase something, give you an example, my son or even myself. Now I increasingly want to do things through an experience. My computer, my mobile phone. I do research. I I want to understand. I want recommendations. I want personalization. I want to be catered to. I don't want to go stand in line. Well, that experience can be done but are unique. Ability. Is taking that experience in a planet into a brick and mortar environment? >>Well, I got to say I love going Cabela's with my kid with my wife. I mean, I could spend all day. Hey, get that on Callie and tell us about your you're rolling. The Lloyd, obviously specializing in the retail practice. What, Your background? >>Yes, my name's Kalyan. Gotta Mila being a coyote manager from the >>delight you >>practice based out of San Francisco, and we have been working with our partners and friends. Hitch be Aruba over the past year or so, helping them dollar, I ot go to market projects, products that can be that we can take to market on Dhe. Recently. We're just working with manufacturing and retail industry. >>So what's the conversation >>like with your customers? As I said, everybody's got an Amazon war room they're trying to figure out. Okay, >>how do we leverage our physical presence as an advantage? What were the conversations like with clients with >>our clients? Mostly that talking about How did the mimic our online channels? Right. If I go to an online retailer, you know, if I go open, say amazon dot com, they know exactly what item I am for chasing where I'm going next. What? How much time I'm spending. So in order to differentiate the brick and mortars in order to differentiate themselves from the fellow retailers, they have to offer that customized shopping experience in order to get given a reason for the customers to come in store and make that purchase. So they're trying to look at what new technologies that we can can we can help with. What are some of the new processes that we can help with? And that's where most of our conversations have been going on, >>Really experience. Problem >>it is. And you talk about the bells and I moved into a new house, ready to buy my big >>lazy boy chair and watch Sunday >>football, and I'm not gonna go online just by here. I want to touch and feel that I was late and I want to understand. Well, that is a perfect opportunity of providing an experience. Allows me to do the research, get suggestions, go into a brick and mortar store. Try it out, then guess what? I'm getting personalized. Hey, you know what? There's a nice beer stand that I could put right next to that table. Be calm, perfectly complemented. Hey, there's a light that can look over So we have that ability of actually tying together and experience, actually predicting in advance what the customer really doesn't know they want next. But they really do want example. We just walked out of a client engagement. Beautiful example. Plan Engagement sells high end women's fashions, right dresses and shoes and accessories. Everything. And he's He basically said, We're dabbling around with R F I. D tags, um, inventory management, but we don't know what to do, right? Bingo. We now have a proven, referenced architecture called the Connected Consumer. This is a preview to be announced to be soon, but that can allow, actually that client to integrate and optimized and digitized the solution for a number of different use cases that spans a unique customer experience in store operations and efficiencies, and then providing insights through analytics in store analytics to make decisions quickly. So you've got by using this architecture building of solutions based with Deloitte Competence season capabilities in HPD Aruba technology. We can deliver that to increase top line revenue, increase basket side, decrease inventory costs, lost inventory and provide much greater brand loyalty to those customers by having a nice, personalized teachers. They know me by name. They know what I'm looking for in advance. Beautiful solution. >>So the online retail world did two crucial things. One is provided new way of customer to buy something and number two, it provided a new way for the retailer to learn something about the customer. Very, very powerful. But as you said, we're still last time. I checked physical things that move through space that used physical senses, too. Make decisions, Tactile. Do I like the color? You know the experience. I mean, I remember having arguments with people about whether the Apple stores are ever gonna have any impact in the world. And, boy, did they prove that experience of physically being there matters. So in many respects we're talking about, We're talking about creating spaces, the correspond to the experience that a customer wants in a way that doesn't force them into another channel. >>I think that is excellent. Thank you will hear security and character talks about who these are Aruba team. And they are renowned for taking a space and providing using technology and I, t and software and security to provide a total experience, an immersive experience for those that are occupying that. >>But that's not how retailers used to think. What they used to think was this is the space where I put my inventory where I show my product and then I'll put the catch register over here. What you guys I presume we're trying to do is show how. Show them how they could turn that physical space into a place that can bring in the online digital elements, complimented in a way that makes that door a source of different jack >>experience in the brick and mortar store and allows the comfort of Yeah, you know >>that makes it differentiated so that someone wants to go there, because that is a valuable experience in and of itself. >>And sadly, retailers of the past 40 years have always relied on big brand names to attract customers. If I have the best brands in the world, customers will come to me back. That scenario doesn't hold true anymore. You need to give them a reason. A personalized, curated experience for them to come in >>well, not least of which is the digital technology allows us to spin up new brands like overnight and so also so there's a there's it's having an erosion of effect on the other side of the inventory. So tell us a little bit about where you think over the next few years that differentiated in store experience is gonna be what is going to constitute great retail. >>I'll start enough shit. >>First and foremost, the expectations of millennials and other generations is more of that online experience. So I think I think retailers of the future have to be able to provide that customized experience. To be able to provide predicted people are not waiting in line is not an option in the future, right? I mean, even you. You look a waiting in line is not an option. I think that ability of you have to have more instantaneous gratification but allowing, if you will, the personalization being covered. I think that one expectation for those that want to sustain a business in retail in the future >>and add on to that right. I mean, the marketing managers are the store managers of the past have always relied on opinions rather than data and insights to make this better business stations. Where do I place my product? Where are my customer spending most of my time? It's just guess it's most of it was guessing. Now there is a technology out there where we can actually monitor what's happening inside your retail store and dead. While you can make better business nations to help you with your customer journeys, >>traffic, foot traffic, you know through video analytics and the data someone's hanging around the Nike booth or whatever you know financially, and you can purposely point them and give them suggestions of 20% off. And so you can personalize that experience. >>So wait. See Io client on DDE that's in the retail space on the way he described it is, you gotta break the whole thing down. Let me test you guys. You have a period of I want the experience of shopping on. The example that he gave me was a bike company a number of years ago who used flexible manufacturing to collapse the time high end bike to collapse, a time from order in the bike, getting the bike down to a few days. And they failed because the customer like waiting the process of buying, reducing time. Simple, straightforward, but also what they said. And this is the kind of flexibility we're talking about is some people don't wanna walk out of the store with the product they want to deliver to their home, so the store is again, not the place where the inventory is. It's the place where you experience the product and that they create an option. How would you like that? I like to be delivered to my house. No problem. There you go. Is that the kind of thing that we're talking about in the future? >>Absolutely. We call it the unified commerce of the Arm and channel shopping experience. You want to give the customer all the options available. Like you said, I could buy online shipping in store O. R. I can buy in store get into my house all the different options that a customer is looking for. A non online channel, which is easy and convenient. We want to do that in a brick and mortar as well, and our solution can help you do that as well. So you >>guys encounter a client that is, you know, declining same store sales management is concerned about, You know, the future. It seems like it's a tired sort of experience and, you know, that's sort of the end of the spectrum. And you want, you know, the to be his future. Stefano, the talk about where do you start so >>who brings what experts is. >>Actually, I'm gonna repeat what I said last time. Our mantra is First off, you gotta think big. Then you start small and then you scale fast. And what I mean, that what we mean by that is with the Lloyds capability. It's been a week and jointly come in and help a retailer. Let's think it through. Let's think you have how many branches looking to wear? What are your problems? What your inventory leak age. You know what your current experience, but you're in store WiFi. We can build a plan on what we can do. But the next big problem that we see is not about the technology is about the people in the process. How do you convince its How do you commit? Some who invest to change well, this through our proof of concept capabilities, we have the ability of starting small. Let's just go in and we can do through this architect modular proven architecture. We could do a starting Well, let's just start with some R F I. D tags and tags and start small. We can deliver the business value and calculate that and extrapolate that out if we apply that to your all your stores and scale fast. So we're making it. This be an on ramp for those retailers because they're saying what I do. I know I need to change, but what do I >>So you do like a test store model, right? Okay. And then what? That's your POC is actual. >>Yeah, And then So I wanna go back a little bit on this whole coyote offering. It's a composite offering, right? It takes a lot of technologies coming together and a lot of SMEs subject matter experts to come in and help you to build a whole solution. And that's where I think our solution is where it's ready to go, where all the pieces have been put together and can be easy from day one. The time to market has been drastically reduced because of this. Right? So we see a lot of value in that. >>So So you're able to say Okay, what kind of target customer? What kind of inventory? What's the cost of it? What's the turn? Take all those business attributes and then say we can map that back into a set of physical and system components that you can scale fast >>really comes around you. Three buckets were doing this to optimize an increase revenue, basket size conversions, everything timed revenue, decrease costs, efficiencies and inventory logistics people, uh, labor. And then providing a much greater experience of brand loyalty, which will also affect both costs and >>capture and capture additional data. So, for example, returns means two things costs, but also, somebody had a problem. >>So, uh, we're out of time, but so summarize kind of where you guys were at, >>uh, your solutions when it's gonna be available, you go to market, give us the >>tickets. That right now we're here at HP discovered we're previewing this connected consumer architecture. We're will deploy it. Calendar quarter one of next year will be the full announcement. We have contact information. We would love to engage in clients and start that discussion now around doing proof of concepts on dhe. We're going to be not only driving this collective retail solution that could be extrapolated into different use. Cases in markets were also continued to drive the Moorman industrial Internet of things and manufacturing offering around predicting maintenance, asset monitoring, maintenance that we talked about in Vegas. >>Great. Well, I hope next next Vegas come back with some examples and some a customer, and we could go through so that one of impact you've had, maybe you'll be through a POC. At that point. I'd >>love to get the cube into one of their poc >>a well loved. All right, guys. Thanks very much for coming on the Cube. All right. Good >>to see you. See? All right. Thanks. Keep it right there, >>buddy. We'll be back with our next guest day. Volonte for Peter Burke alive from Madrid 17.

>> Announcer: Live from Orlando, Florida. It's theCube covering PentahoWorld 2017, brought to you buy Hitachi Ventara. >> Welcome back to theCube's live coverage of PentahoWorld, brought to you of course by Hitachi Ventara. I'm your host, Rebecca Knight, along with my cohost James Kobielus. We are joined by Stephano Celati. He is a Pentaho Solutions consultant at BNova. Thanks so much for coming on theCube, Stephano. >> Thank you for having me. >> So I should say congratulations are in order because you are here to accept the Pentaho Excellence Award for the ROI category on behalf of LAZIOcrea. Tell us about the award. >> Yes, as I was saying, I'm really proud of this award because it is something that is related to public administration savings, which is a good thing, first of all for me as a citizen, let's say. This project is about healthcare spending. In Italy the National Healthcare Services allows the drugstore to sell medicines to total or partial reimbursement by NHS itself. And they also have the possibility to replace the medicine with a generic drug which normally costs less to the people and also to the health service itself. So a couple of years ago (speaks in foreign language) which is the political area to which Rome belongs just to explain, launched a new project to monitor, analyze and inspect the spending flow in drugs. So we partnered with LAZIOcrea to create a business analytics platform based on Pentaho obviously, and which collects all the data coming from the prescriptions and store it in an analytical database that is Vertica, and uses PDI/ETL tools to store this data. >> That's for Pentaho Data Integration. >> Yes, PDI is Pentaho Data Integration, good point. And after that we present the data in terms of reporting, analysis, dashboards, to all the people that are interested in this data. So we talk about regional managers, we talk about auditors, and also to local district users which are in charge of managing the expenditure for drugs. The outcome of this project was real impressive because we had an expenditure fell by 3.6%, which in a region where we have more than 200 million prescriptions every year means 34 million Euros in a years. >> Rebecca: Wow. >> So it was really huge result. We were very happy about that. And it was so simple because simply monitoring better the expenditure, monitoring how they deliver the drugs out, what kind of medicine they prescribe and targeting what pharmacies sell to the end user just gave these impressive results. And this year they are forecasting for 41 million Euros in savings more, so it's a huge result. It's something that is for us really a good result. >> So here in the U.S., I mean we have problems very similar to what you just described in Italy. And just putting the transparency around the data would be a huge revelation for the United States, too. How big a departure was it in Italy? >> Well, it was a really a big problem to start because they didn't have any system to collect all this data. So they had to set up everything from scratch, let's say, just by acquiring the paper where the physician writes the recipe, so it was not that easy to build it from scratch. But after that the region has had the opportunity to monitor this data and also to publish this data, which is something that in Italy is really relevant in this moment because we are talking about open government, we are talking about open data, and so again, the result was really impressive. >> Do you see any follow on opportunities to use this data for other purposes other than the initial application? >> Yes, we already experienced a different usage of this data because during the last major earthquake we have in 2016 in this area, those guys from LAZIOcrea were able to produce a list of mostly the drugs in that area just in a couple of hours, just by using the ETL and setting up this list that somehow help the first aid units in giving the right assistance on time. And next steps will be about hyper prescriptions because we want to monitor if there are any doctors that prescribe drugs that are not really necessary. And we also try to move our inspection also to hospitals because when you do a surgery, you get medicine, you get a lot of assistance in the hospital. So we want also to monitor that kind of the aspect, which is again in charge of the health system. >> To make sure that the right medicines are being distributed to the right regions at the right time for the intent to likely-- >> Yes, this could also lead to something that is a correlation analysis, meaning what is your pain and what are you assuming so that they can have an historical data they can use to prescribe better medicines. >> But the anecdote he was sharing about the earthquake too is really compelling too, if you think about a public health crisis and outbreak of some sort, to be able to get drugs quickly to those in needs, it's really astonishing. >> Again, this morning we were talking about data lake. This is a sort of data lake. We found several ways to use that data, to fish them back from the data, let's say from the lake, and it's really impressive what you can do if you have the right information and you know how to use it. >> How do you see the market developing over the next year, next five years? >> Yes, the problem in Italy is that the market is not so responsive to innovation like others, let's say U.S. or U.K. and Europe. So for this reason my company Bnova set up annual event which is called Big Data Tech, and the purpose of this event is to spread knowledge about big data systems, products, architecture and so on, which helps companies in knowing better what they can do with these platforms. So in the next month we see a lot of opportunities. Generically speaking data mining field, we start talking about predictive analysis, we start talking about smart cities and other stuff like that. So again, we will need maybe to enter in a new phase of let's say (mumbling) because companies like BNova and others that operate in this field of business analytics need to put to general knowledge what other innovative companies are doing. So in the next month we will for sure move to newer architectures, new technology, and we will have to support all the companies with this kind of stuff. >> In terms of the new technology you're moving to, is there a role for the internet of things, both in your plans and really in terms of the Italian market. What sort of potential applications are there for IOT related perhaps to the use of it with health data going forward in Italy? >> Yes, also for healthcare, but in Italy the IOT team is a parallel line that is growing thanks to a governmental initiative which is called Industry 4.0, which encourages the usag of interconnected machines, connected to the internet, so classical approach of the IOT field. So with this new approach and the government sustain we believe that the IOT will have a big improvement in the next years. Again, we are talking about Italy, so we are not so fast in growing. But again, we are starting to talk about smart cities for energy saving, sustainable energy and other stuff in which the IOT plays a key role. So as far as our business is concerned, that is business analytics, so on top of that we see a lot of opportunities coming from predictive analysis, which means to prevent the maintenance of a machine, for example, or to use virtual reality to simulate a laboratory test and other stuff. So with these opportunities for sure the usage of data mining tools, such Wake Up when we're talking about Pentaho Solutions, could be a great advantage because you will apply the knowledge to your data. So you will not only analyze the data, but you will also extract some sort of knowledge from the data which can help companies. >> Of course, Italy is where the renaissance began, and it just sounds like you, I mean renaissance use of analytics to help the Italian people and the Italian economy to continue to grow and innovate. >> Stephano: Yes, yes. >> So I want to see not a data lake, a data colosseum, that should be on your to do list. >> I want a data gallery with lots of data masterpieces hanging on the walls all around Italy. >> Exactly. >> You'll be the new Leonardo and Michelangelo. >> Stefano , I love it. Well, thank you so much for coming on theCube. >> Thank you for having me. >> I am Rebecca Knight for Jim Kubielus. We will have more from PentahoWorld just after this.