>> Narrator: Live from Orlando, Florida it's theCUBE covering PentahoWorld 2017. Brought to you by Hitachi Vantara. >> Welcome back to sunny Orlando everybody. This is theCUBE, the leader in live tech coverage, and this is our second day covering PentahoWorld 2017. theCUBE was here in 2015 when Pentaho had just been recently acquired by Hitachi. We then, let's see, around September timeframe we saw Hitachi rebrand, Hitachi Data Systems rebrand as Hitachi Vantara, bringing together three components of its business, the Hitachi Data Systems business, the Hitachi Insights business, and of course, the Pentaho Analytics platform. We heard yesterday from Brian Householder, the president and COO of Hitachi Vantara, what the strategy was. I thought he was a very crisp, clear presenter. The strategy made a lot of sense, it resonated. Obviously a lot of execution to be done. And then subsequently at the last two days we've heard largely from Pentaho practitioners who are applying this end to end analytics platform to really transform their businesses, to really become data driven supporting those digital transformations. So pretty positive story overall. A lot of work to be done. We got to see how this whole edge to outcome plays out. Sounds good. There's got to be some execution there. We got to see the ecosystem grow for sure. These guys got a great story. This conference should explode. >> It's really a validation for Pentaho. They've been on the market for more than a decade now as the spearhead for the open source analytics revolution in business analytics, and in predictive modeling, and in data integration, all of it open source. And they've come very far and they're really a blue chip solution program. I think this show has been a great validation of Pentaho's portfolio presence in the market. Now Hitachi Vantara has a gem of a core asset. Clearly, the storage market, the data center converged infrastructure, the core Hitachi Data Systems product lines, are starting to experience the low growth that such a mature space experiences. And clearly they're placing a strong bet on Hitachi Vantara that the IoT, that the edge analytics market, will just boom wide open. Hitachi Insight Group, which was only created last year by their corporate parent, was chartered to explore opportunities in IoT. They've got the Lumata platform. They had, Hitachi Next, their conference last month, focused on IoT. I think that's really the capstone, the Lumata portfolio, in this overall story. Now, I think what we're hearing this week is that great, they've got the components, the building blocks, of potential growth, but I don't think they're going to be able to achieve takeoff growth until such time, Hitachi Vantara, they have a stronger, more credible reach out to the developer community, specifically the developers who are building the AI and machine learning for deployment to the edge. That will require to have credibility in that space. Clearly it's going to have to be the new set of frameworks, such as TensorFlow, and MXNet, and Fee-an-o, and so forth. They're going to need some sort of a modeling framework or abstraction from it that sits on top of the Pentaho platform or really across all of their offerings, including Lumata, and enables a developer to using, the mainstream application developer to use code, whether it be Python or R or Java, whatever, to build the deep learning and AI models at the highest level of abstraction, the business level of abstraction, then to automatically compile those models, which are computational graphs, down to formats that are optimized and efficient to run on devices of all sorts, chip sets of all sorts, that are increasingly resource constrained. They're not there yet. I'm not hearing that overall developer story at this show. I think they've got a lot of smart people, including Brian, pushing them in that direction. Hopefully next year's PentahoWorld or however they may rebrand this show, I think they'll probably have more of that put together, but we'll keep on waiting to see. >> And that's something that I pushed on a little bit this week. In particular, that requires a whole new go to market where the starting point is developers and then you're nurturing those developers. And certainly Pentaho has experience with community editions, but that was more to get enterprise buyers to kind of try before they buy. As you know well, Jim, the developer community is, they're very fickle, they're persnickety, they're demanding, and they're super smart, and they can be your best advocates or they'll just ignore you. That's just kind of the way it is with developers. And if you can appeal to them you can get a foothold in markets. We've seen it. Look at what Microsoft has done, look at what Amazon has done, certainly Docker, you know, on and on and on. >> Community marketing that's full bore (mumbles) user groups, developer days, hackathons, the whole nine yards, I'm not seeing a huge emphasis on community marketing in that really evangelistic sense. They need to go there seriously. They need to win the hearts and minds of the next generation developer, the next generation developer who actually won't care about whether it's TensorFlow backends or the other ones. What they will care is the high level framework, and really a collaborative framework, that's a solution provider gives them for their teams to collaborate on building and training and deploying all this stuff. I'm not hearing from this solution provider, devops really, here this year. Hopefully in the coming years there will be. Other vendors are a bit further along than they are. We see a bit further along IBM is. We see a bit further along like Cloudera and others are in putting together really a developer friendly ecosystem of components within a broader data lake framework. >> Yeah, and that's not been the historical Pentaho DNA. However, as you know, to reach out, have a community effort to reach out to developers requires resources and commitment, and it's not a one shot deal. But, it also requires a platform, and what we're seeing today is the formation of that. The reformation of Hitachi into Hitachi Vantara with a lot of resources that has a vision of a platform, of which Pentaho is a critical component, but it's going to take a lot of effort, a lot of cultivating. I presume they're having those conversations internally. They're not ready to have them externally, which is I presume why they're not having them. But that's something that we're going to certainly watch for in the coming years. What else? You gave a talk this afternoon. >> Yeah, AI is Eating the Edge, and it was well received. In fact, when I prepared my thoughts and my research about a month ago for this event I was thinking, "Am I way too far ahead?" This is Pentaho. I've been of course familiar with them since their inception. I thought, "Are there other users? "Are there developers? "Is their community going deep into AI "and all the IoT stuff?" And the last day or so here at this event it's like, "Whoa, everybody here is into that. "They know this stuff." So, not only was I relieved that I wouldn't have to explain the ABCs of all that, they were ahead of me in terms of the questions I got. The questions are, once again, what framework should we adopt for AI, the whole TensorFlow, all those framework wars, which I think are sort of overblown and they will be fairly soon, it'll be irrelevant, but those kinds of questions. Those are actually developer level questions that people are just here and they're coming to me with. >> Well, you know, I tell you, I'm no expert in frameworks, but my advice would be whatever framework you adopt you're probably not going to be using that same framework down the road. So you have to be flexible as an organization. A lot of technical leaders tell me this is look, technology is going to come and it's going to go. We got to have great people. We've got to be able to respond to the market requirements. We have to have processes that allow us to be proactive and responsive, and that your choice of framework should ensure that it doesn't constrict you in those areas. >> And you know, the framework that actually appeals to this crowd, including the people in my room, it's a wiki bot framework, it's also what Brian Hopkins of Forrester presented, the three tier architecture. There's the edge devices. There are the gateways or hubs. There's the cloud. We call them primary, secondary, tertiaries. Whatever you call them, you put different data, you put different analytics on each of those tiers. And then really in many ways in a modular fashion then you begin to orchestrate with Kubernetes and so forth these AI infused apps and these distributed architectures, like self driving vehicles or whatever. And the buzz I've been getting here, including in my session, everybody is saying, "Yeah, that's exactly the way to go." In other words, thinking in those terms prevents you as a developer from thinking that AI has to be some monolithic frigging stack on one single node. No, it actually has to be massively parallel and distributed, because these are potentially very compute intensive applications. I think there's a growing realization in the developer community that when you're talking about developing AI you're really talking about developing two core workloads. There's the inferencing, which is where the magic happens in terms of predictions and classifications, but even more resource consumptive is the training that has to happen in the cloud, and that's data, that's exabytes, petabytes intensive potentially. That's compute intensive. Very different workload. That definitely needs to happen in the cloud primarily. There's a little bit of federated training that goes out to the edge, but that's really the exception right now. So there's a growing realization in the developer community that boy, we better get a really good platform for training. And actually they could leverage, we've seen it in our research of wiki bot is that, many AI developers, many deep learning developers, actually leverage their Spark clusters for training of TensorFlow and so forth, because of in memory massive parallelism, so forth and so on. I think there will be a growing realization in the developer community that the investments they've been making in Hadoop and Spark will just be leveraged for this growing stack, for training if nothing else. >> Well, in 8.0 that was sort of the big buzz here. And you and I talked at the open with Rebecca, our other co-host, about 8.0 A lot of incremental improvements. But you know what, in talking to customers that's kind of what they want. They want Pentaho to do a good job of incorporating, curating, open source content, open source platforms and products, bringing them into their system, and making sure that their customers can take advantage of them. That's what they consistently kept asking for. They weren't freaked out about lack of AI and lack of deep learning and ML and Weka is fine. Now maybe it's a blind spot, I don't know. >> No, no, actually I've had 24 hours since they announced to chew on it. In fact, I have a SiliconANGLE article going up fairly soon with essentially my trip report and my basic takeaway. And actually what I like about 8.0 is that it focuses on streaming, bringing open source analytic streaming more completely into the Pentaho data integration platform, in other words, their stronger interoperability with Spark streaming, with Kafka, and so forth, but also they have the ability within 8.0 to better match realtime streaming workloads to execution engines in a distributed fabric. In other words, what I think that represents not only in terms of Hitachi Vantara's portfolio, but in terms of where the industry is going with all things to do with big data applications whether or not they involve AI is streaming is coming into the mainstream, pun intended, and data at rest platforms are starting to become marginalized in a lot of applications. In other words, Hadoop is data at rest par excellence, so are a fair number of other no SQL platforms. Those are not going away. Those are the core of your data lakes. But most development is being developed now, most AI and machine learning is being developed for streaming environments that increasingly are edge oriented. So Pentaho, Hitachi Vantara, for 8.0 have put in the right incremental features for the market that lies ahead. So in many ways I think that was actually a well thought out release for this particular event. >> Great. Okay, some of the highlights here. We had a lot of different industries, gaming, we had experts on autonomous vehicles, we had the NASDAQ guys on, that was a very interesting segment, the German police interview you did, the chief data officer of community colleges in Indiana. So, a lot of diversity, which underscores the platformness of Pentaho. It's not some industry specific system. It is a horizontal capabilities platform. Final thoughts on the show, some interesting things that you saw, things you learned? >> Yeah, on the show itself, they did a really good job. Hitachi Vantara, of course it's a new brand, but it's an old company, and it's even an old established set of product teams that have come together in a hurry essentially, though it's really been two years since the acquisition. They did a really good job of presenting a unified go to market message. That's a good start They've done a good job of the fact that they had these two shows in a rapid sequence, Hitachi Next, which was IoT and Lumata, but it was Hitachi Vantara, and now this one where it's all data analytics. The fact that here in the peak of fall event season they had these two shows really highlighting their innovations and their romance for those two core of their portfolio, and have done a good job of positioning themselves in each case, that shows that the teams are orchestrating well in terms of at least go to market presenting their value prop. I think in terms of the actual, we've had a lot of great customer and partner interviews on this show. And I think, you mentioned gaming first, I wasn't actually on the gaming related CUBE interview, but gaming is a hot, of course it's a hot, hot market for AI increasingly. A lot of AI that gets developed now for lots of applications involves simulations of whatever scenario you're building, including like autonomous vehicles. So gaming is in many ways a set of practices that are well established and mature that are becoming fundamental to development of all AI, because you're developing synthetic data based on simulation environments. The fact that Hitachi Vantara has strong presence as a data provider in the gaming market I think in many ways indicates that they've got ... It's a crowded marketplace. They have much larger competitors and deeper pocketed, but I think the fact is they've got all the piece parts needed to be a roaring success in this new era, and they've got strong and very loyal customers I'm discovering, not discovering, I've known this all along. But, since I've rejoined the analysts' space it's been revalidated that Pentaho how strong in blue chip they are. Now that they're a new brand in a new era, they're turning themselves around fairly well. I don't think that they'll be isolated by ... Clearly, I mean, with AI ... AI right now belongs to AWS and Microsoft and Google and IBM to some degree. We have to recognize that the Hitachi Vantaras of the world right now are still a second tier in that arena. They probably have to hitch their wagon to at least one of those core cloud providers as a core partner going forward to really prevail. >> Dave: Which they can do. >> Yeah, they can do. >> Alright. Jim, thanks very much for closing with me. Thanks to you all for watching. theCUBE puts out a lot of content. You can go to SiliconAngle.com to see all the news. theCUBE.net is where we host all these videos. Wikibon.com is our research site, so check that out, as well. We've got CrowdChats going on, CrowdChat.net. It's just unbelievable. >> Unbelievable. >> Rush of content. We're all about the data, we're all about sharing, so check those sites out. Thanks very much to the crew here. Great job. And next week a lot going on. We're in New York City. We've got some stuff going on there. Want to thank our sponsor, without whom this show, this CUBE show, would not be possible, Hitachi Vantara slash Pentaho. >> Thank you to sunny Orlando. It's great and wonderful. >> This has been theCUBE at PentahoWorld 2017. We'll see you next time. Thanks for watching. (techno music)

>> Live from Orlando, Florida It's the que covering service now. Knowledge seventeen Brought to you by service now. >> Welcome back to Sunny Orlando. Everybody, This is the Cube, the leader Live tech coverage. My name is Dave Volonte, and I'm here with my co host, Jeffrey Walter Wall coverage of service now. Knowledge seventeen. Jason, Johannes. Here he is. A long time cube along Lamis, a managing director at Accenture. Jason, great to see you again. >> Thanks so much. Appreciate it. >> So when Jeff and I did our for our first service now knowledge in twenty thirteen, we walked around the floor. We saw a company called Cloud Share pose. Uh, we said, you know, for this company to become a billion dollar company, they really have tto evolve the ecosystem, and that's exactly what's happened. But But before we get into that, take us through how you got to Accenture. >> Yeah. So let's see, I had an eleven year career Att. IBM decided tto leave that for no good reason other than to go try something new and way were responsible for a small company called Navigant. Nah, Vegas was one of the first service now partners in the ecosystem. We thought maybe if we had a few good years there, we might pick up some VC funding or something like that. Things moved a lot faster than we had expected. And one one twenty, thirteen We're required by Cloud Sherpas. I became president of service now, Business Unit was a new line of business in Cloud Sherpas, which was really aspiring and was a cloud services brokerage across sales force, Google and service. Now and then, of course, the good news here at the twenty fifteen, we move on to extension er and then I get the opportunity to lead the global platform team for service >> now at Accenture. So before we get into that, when you were a navigates, did you ever do a raise or did you not have two? >> Didn't have to be police tracked it all the way through. So >> what sort of people in our audience are always interested in fascinated the entrepreneur get started? That was with sort of customer funding and sort of getting getting projects, >> you know, it started like a lot of partners did at that point in time. I mean, really, the ecosystem was served by partners nobody ever heard of. Right, And, uh and so they all started kind of one deployment at a time and you see some companies that might have been doing implementations for other it some tools or something of that nature started to gravitate to this thing called service hyphen now dot com at the time, right? And, uh, couple logo changes elimination of Iife in later. Here we are over a billion dollars in the service now ecosystem and on their way to four billion by twenty twenty. >> And you guys were there early. So what advantages that did that give you? >> So I think what it taught us early on is kind of how to build, uh, and create service now, consultants, which was, you know, something that the very little of the ecosystem had at that point in time. Um, it wasn't is quite a straightforward. It's just saying, Let's take somebody who did Platform X or or, you know, application Why? And go, you know, go work on service now The first people that were rolling through while they had big company logos, they they did tend to be early adopters and those types of folks that would be kind of earlier in line. So, you know, there's kind of a whole different requirement. Hold this a different necessity. At the time, I would say two thousand, two thousand. It was really kind of the anti other platforms or other tools kind of crowd. And then we move into where we are today, which is, you know, market leading Sim tool moving rapidly into other spaces. HRC sm etcetera. So >> do you find they're still on expertise? Shortage in the marketplace? And >> there is >> How are you feeling? Not >> so. I consider US Foundation Lee a learning organization. We were back then, and we are now with over a hundred certified trainers on service. Now we had fifty of them here at the event, training on behalf of service, now largest of any partner, and we've turned that internally. So while we've very publicly recently made several acquisitions, one in Europe one in Germany are UK, Germany and, of course, Canada. We also organically, in the last fourteen months, crew Accenture's sort of Haitians more than one hundred thirty percent. So we have that training capability, and we can use that to incubate our next consultants that our next certified resource is on the platform. Did you guys know platforms are so broad? You really have to, you know, be broad and deep to be successful, like kind of scale we're at right now. And so it's important that we're kind of climbing down as deep as we can the platform as quickly as possible since Agent and did a century by Cloud services an accelerator or really, Was that there their first kind of big play with service? Now there's quite a big business case around it, because at the time he was a sales force company of with company and a service down company. So I think the answer is a little different for each of the platforms. But I'LL give you the service now platform. So what we did is we took a practice in Cloud Sherpas that was about the same size of centuries practice, and we brought them together, right. We unified the organization, which is kind of a different model for X ensure having a global platform lead on a global platform team where there's a direct line management relationship versus managing across the axes, but what that gives us an ability to kind of globally incubate skills globally moved to, You know where the center of gravity needs to be now versus where it needed to be then and so it came together quite nicely. On top of that, you see us making these few acquisitions. We'd just be three in the last six months. And it's, you know, kind of round out our global presence and capability. So we saw as we brought the organisations together, there were few. Geography is where we needed toe accelerate, Right? I mentioned we were accelerating our certifications one hundred thirty thirty percent more than doubled their staff in that time. We now have more than fifteen hundred certified Resource is in two thousand service now, resource is an extension. And, uh and that was largely through organic efforts Post cloud Sherpas acquisition. Now we layer in these additional acquisitions on top really gives it that full global capability. >> And obviously extent you had a sales force business yet folding that didn't have ah, Google businesses. Well, >> yeah, So platforms and of course, you know, absent in e mail, etcetera. So you know, they're on their way and kind of kind of re adjusting or kind of Swiss Ling for that practices. Well, but obviously my my interest in my >> phone is the service now, Okay. And then you said two thousand a trained now, professionals, >> just over two thousand service. Now, resource is in our platform team over fifteen hundred service now. Certifications. >> Uh, okay. And that's obviously global. Yeah, And then the other thing, the other big team we're hearing is that service now starting to penetrate, you know, different industries. And that's where you guys come in. I mean, you have deep, deep industry knowledge and expertise when if you could talk about how the adoption of service now is moving beyond sort of horizontal, I t into specific industries. >> So that's our big pivot. And that's the future of service. Now is a platform, not an I t. Sm tool, in my opinion. And I think the one of the foundational tenets behind the acquisitions, you see, with, like, dxy and of course, uh, of course, you know, cloud Sherpas to Accenture. Um, one of the things service that has to do to reach their market capitalization has become more than just a ninety seven, too will become a platform. Um, when you start have this platform conversations, you start having conversations that air well outside of it, they'd become business conversations. I'm sure you made the keynote this morning and heard about going horizontal across that full very often. Silas size departments in business. That's the way work gets done. And that's where the opportunity is. We find that most commonly when we're talking to prospects and customers, they want to talk about others in their sector, in their domain. What have you done with customers like me somewhere else and you end up having a conversation. So we did this here. We did that there. We did this over here, right across that whole platform. We're going deep into service now. Catalyst Model, which they just released here at acknowledged seventeen. And the reason for that is because that's where we're moving. We're creating an entire conversation across the platform, so we're certainly gonna have an industry lends to the same conversation. But we're going to bring more to that. We're gonna bring the integration stacked that we're gonna be in the custom ap Stop to that. We're gonna be the configured abstract to that. Of course you're gonna bring those outside of T APS to that. >> And the catalyst is what the gold standard of partners. >> Yeah, it really is. I mean, the service now just release the program to the partners just a few days ago. There are three partners that have catalyst today. There'LL be more of a course in time. Ours is focused on the financial sector, which we have really found to be a high growth area for us in the platform. And we also had a significant amount of domain and intellectual property in that space. That was easy for us to aggregate and really hit the market running with that one. But we'LL have more intime retail and a few others coming very quickly. And so that's where you're building a solution on top of service. Now you got exactly right cell as a solution across the platform. So just it's important not to think of it as just a new individual app or just a individual integration. But it's important to think of something much bigger >> than that. And then, you know, we're obviously it feels like we're on the steep part of the S curve. You predicted this a couple years ago that the future of service now is beyond me. But you were there doing the heavy lifting with getting people to buy into a single c M d b. Adopt the service catalog, you know, do a host things that were necessary to really take leverage. And in the early days, there was some friction in order to get people to do that. It was political, didn't really see, you know, the long term benefits, that they would maybe do it in a little pocket of opportunity. Has that changed as it changed dramatically? And how has that affected your ability to get leverage with customers, specifically the customers themselves getting leverage in other areas? >> You know, customers they're all trying to digitize, right? Everyone's trying to digitize, and it's a digitize, er die moment. It really has been digitized by moments for the last several years. Um, there's only so many places going to be able to do that. And what's so important about service now is the ability to actually bring that across work flows across organisations to relate to people in a user interface and a design that they're familiar with. You know, service now does a fantastic job. That's why we've been here in this sector. So order this software so long. But, you know, it's it's, uh, it's it's imperative anymore. It's not something that are seeing our clients have an option, too, except a reject. It's a demand. >> Yes, I want to I want to stay on this, uh, point for just a minute. I've said several times today and Jeff, you and I have talked about this that in the early days, the names that you saw in the ecosystem, you know, no offense, but like cloud Sherpas, you know, it was not a widely known brand. And now you've got the big I mean, except yours. You know, not number one, number one or number two. And what what you do on. So that lends an air of credibility. Two customers, they feel the comfort level. You've got global capabilities, got the ability to go deeper. So where do you see >> stay? Tune? It's also validation. I mean, when you're a start up company, that is a tremendous validation that a company like a century, they don't make small bets, you know, they're not going to They're not going to come and try to build a practice around your solution unless they feel like they could make some serious >> coin. So it feels Jason like we're on the cusp of Ah, you know, decade, Plus, you know, opportunity Here. You feel that way? >> I think there are other platforms that kind of paved the way of what you should expect to see out of the service now. But in my opinion service now does it better? Um, you know, I'm envisioning a place where, as service now is moving towards, you know, there's four billion mark that we're moving. We're having comments to our stack to write in that process and and the type of industrialization and rugged ization that you'd expect to see in a digital kind of movement in a digital world, you know, the least single a platform of records, a single place of record. It becomes so important for so many reasons, people adopted service down because the best of what it did, and it's extremely capable platform. But just start layering things like a I and chat bots and some of these things as well, especially a I. It needs a single source of record to make its best decisions. And if you don't have that someplace, you're not going to get the value out of a I. So not only the service now happy automate now very tactically kind of down your Peredo chart, but it's set you up for the future because it gives you that contacts that place where you can warehouse the information and let your automated solutions get in there and kind of ripped and release the best of of the solutions that they have a party available. >> I wonder if we get a riff on the sort of structure of the software business for a minute. I mean, you know, it's much different today. Like you said, everybody's going, going digital. You've got this whole big data trend going on, and a eyes now seems to be really. But if you look at some previous examples, I mean, Salesforce's an obvious example. You got used to have a sales force practice. I still do. I was in your company in your smaller company, and and I guess Oracle is the other one I look at. They had the system of record with the database ago. Probably go back to IBM Devi, too, but it was sort of that database was the main spring, uh, and then you know, Salesforce's sort of came from from C R M. But sales force It seems like there it's not the greatest workflow engine in the world. It seems like there's a lot of called the sex where service now seems to have the potential to really permeate throughout the organization. I wonder if you could give us your perspectives from you know, your your experience and in these businesses, how do you compare service now? Other software companies? >> Well, you know, a lot of software companies. Um, there's a lot of room, right? So it's It's very regular that we see successfactors workday or sales force and service now in office and azure. All kind of kind of sitting in the same place is a W s et cetera. Um, you know, those are just going to be natural. There's gonna be those that grow and scale and those that do not. But one of the things that I think it's most powerful about a service now, is it my opinion? It's got the best workflow capability to span across those different stacks, and that gives you your Swiss army knife, right? That gives you your ability too almost integrate with anything you want to in a meaningful way by directionally uniter, actually etcetera to bring that data in an enriched away into a single repository and then the layer these other things like Aye, aye and chat bots. On top of that, you get that console experience. A lot of the executives I'm talking to you right now are wrestling things with things like universal cues or a single approval Q. Or things of that nature search now does that really easy. That's an easy thing to do. What isn't easy right is making sure you aggregate all those things up in a meaningful way to a single source and then putting in somebody's hand that they can actually do something with contacts. But it's in St John. Donnie in the Kino talked about what? What's cool about centric? Uh, entry is you cross all those different silos where, if you're coming in, is the CIA right amount for your coming in as a marketing automation after you're coming in as a pick, your favorite silo SAS app. You don't have the benefit of being involved in so many kind of cross silo processes where service now came in, uh, check. They said it is our homies, uh, Frankie, So to say so you're already kind of touching, which gives you a better footprint from which to now go up into those. There are many organisations in a business that understand their underlying technology. But tonight, T Wright brothers, they kind of understand the blueprint. But, you know, I've seen a lot of articles about the rise of the chief digital officer. Anything like that. Reality is the CEO is a digital officer. Now, if they're not, they're not gonna be that CEO very long. And they need to be able to work within the context of digitizing everything. >> Well, this gives him a platform to actually deliver that value across the enterprise. So Alright, Jason, Hey, it's great to see you again. Thanks so much for coming on. Sharing your perspectives and congratulations on all the great success and continue. >> Appreciate it. Thank you very much. And >> I keep it right there, buddy. Jeff and I'll be back with our next guest right after this. We're live from service now. Knowledge seventeen. This is cute