>>From the Bellagio hotel in Las Vegas. It's the cube covering UI path forward for brought to you by UI path. >>Hey, welcome back to Las Vegas. Lisa Martin, with Dave Volante, the cube is here, live at UI path forward for very excited to be here in person. Next topic, the smart factory, a couple of guests here to unpack that for us, Jason Brixton joins us the smart factory lead at Deloitte and Thomas Hanson, the CRO of UI path gentlemen, and welcome to the program. Thank you. Thank you for having us great to have you great to be in person. Let's talk about smart track factory factory Ford auto. What is it from Deloitte perspective and then UI path. >>So if you think about smart factory, it's really that transition from the old kind of analog manufacturing environment to the digital, digital operating type environment that we see today. So technology has really changed in the last three or four years. And as a result of that elevation of technology, we're able to do a lot more on the manufacturing floor than we ever could. So what used to be more analog or hybrid with a little bit of technology is now starting to shift really to end to end integrated manufacturing operations that are based on digital platforms and we're loving it. It's a great place to be >>Great. Tell us what's your perspective? >>Well, first of all, it's great to be here. Thank you for the invite. It's so nice to be away from soon calls or, or other type of, uh, of calls, right. And be in person. Uh, look, we have an amazing partnership with the lights. Um, we have worked together for years. We've done more than 400 joint engagements with the large companies across the world. And in that process, we've really gone deeper from a vertical and industry perspective and smart factory is really the starting point of going super specific and figuring out what does automation or how does automation rather play into, um, to a, to a smart factory, like a beautiful trombone, that music from a beautiful trombone. >>So years ago, we wrote a piece talking about the cloud as an opportunity and how to take advantage of it. And one of the, the premise of the piece was you've got to build ecosystems and maybe it's within an industry or within a practice and build data in different disciplines because the power of many versus the capabilities of one, this smart factory initiative that you guys have going, it feels like an ecosystem play. Can you describe that ecosystem? Who's involved? I know SAP in for AWS, but, but tell us more about the ECOS. >>Yeah, sure. So your, your hunch, there is a great one, right? We, we learned early on that trying to do this as Deloitte or Deloitte plus one just, wasn't going to get it done, right? You really needed to harness the power of the many. And so at the, at the core of what we're doing at the smart factory at Wichita, that you alluded to is about bringing an ecosystem to life. So we have 21 partners that are going to be participating out of the gate with the smart factory. Wichitan the intent is to show a seamless solution and actual end-to-end production facility that showcases 21 amazing technologies and partners. And we're just really thrilled about what we're able to show our clients. So, >>Yep. So Koch industries owns Inforce. So obviously that's the Wichita connection, is that right? So they got to be involved in this. I mean, they were amazing company, but what can you tell us about, uh, their, their involvement? >>Yep. So Coke, obviously the in for connection, uh, Dragos, which is another in four company as a founder within, uh, within the ecosystem, which is fantastic. There they play at the core. They're also an incredibly important client, right? So the Coke business on the whole is critical to how we think about manufacturing across a whole range of industries from discreet production to scale process. Um, they're fantastic partners and we've had a great time working with them. And you guys are just, >>It's about to launch through soft launch. Can you tell us more where you are in the progression? >>Sure. So soft launch started two days ago. Oh wow. So the building, we have the keys, uh, we are doing some visits with a handful of friends and family, that ecosystem partners that you mentioned, there'll be coming out, uh, to see it and to provide some feedback. And then we go live in earnest in January >>At Thomas where's UI path fit. >>Well, we fit in essay as a key part in this initiative. Um, look, we, as a company, we are part the preferred partner. First, we do all our business together with partners and we have right about almost 5,000 partners now, globally. And then there's a few, then there's a few in that 5,000 that are unique that really stand out. And Deloitte of course is one of those very, very special partners that we work with globally, but also locally here in the us, across all the states across all the industries. So we're thrilled to be part of this automation plays a key key part of smart factory. When you think about it, the evolution of work there's so much boring, mundane work on there. Humankind is better served, spending their time and effort on the non mundane on the innovative on the creative. And that's what we try to ensure that the humans in the loop so to speak are focused on the innovative work, the graded work, and we have software robots, RPA automation handle all that boring and mundane work, >>Right? Letting the folks focus on the value, add to themselves a value add to the organization, more strategic investments. Thomas question for you is in terms of you talked about this being horizontal across industries, but I'm curious about what some of the feedback is from some of your customers, 8,000 customers. Now you've got a very large what, 726 million ARR, huge lot of customers over a hundred million ARR. What's been the feedback from some of those guys. >>Well, so first of all, uh, personally, I I've been in enterprise software for more than 20 years. And what I've experienced over the years are most large scale enterprise software projects tends to be multi-year in nature, be rather complex. And the failure rate can be rather high. Then in comes RPA and automation, which is a complete different kettle of fish in the sense that from conceptualization of identifying a process, to getting it built, getting it tested, getting it into production, you're talking days and weeks only. So the path to seeing value is so fast. What I've learned yesterday and today from the 1516 customer meetings I've had so far is the same unique trend or learning across all industries and also from various parts of the world. And that is very fast realization of value, perhaps starting initially with 5, 10 20 processes and then scaling super fast because the find that return on investment incredibly quickly with our solution. So that's what unifies it across geographies and across industries. >>What'd you think about the smart factory? And one of the things we've learned during COVID is there's so much unknown. So sometimes these processes aren't linear like a trombone, you know, going back and forth in and out, but is there unknown in the smart factory processes or is it pretty well known? And you can do the process mining on that known base. What's the dynamic >>Back there. So there's a few different dimensions to it. So yes, it is well known because it's a controlled environment, but one of the things that we're doing is we're actually actively introducing a lot of unknown factors to try to let the bots and the process mining kick into effect. Right? So we're artificially, let's just say injecting opportunity for us to do that. The other thing that we're doing is, and what's really unique about the smart factory at Wichita is it's one of four across the globe for Deloitte. And so we're bringing data in from the other three sites, which is data, that'll be less controlled. We're going to do process mining on that. Just try to take advantage of some of the, some of the capabilities associated with the solutions. >>Okay. So, so w when you think about process mining, do you start there, or do you start with, I sometimes call it paving the cow path, you know, taking what you've known, that linear process that, that hit that as the quick win, and then worry about the process money, or do you step back and say, wait a minute, we have to rethink the entire factory experience. Where do you start? >>I think it depends in the case of the smart factory with that, we've got a few different places, so we're using it to do ingestion of orders. So that's obviously a very controlled environment. We're then using it to do a lot of work around inventory management and optimization as well as month end close plays, which will be a lot more we're learning as we go. Right. So I think on the spectrum, it could be on either end my personal belief. If you look at it more long-term or actually out in the real world is that this is all about learning new things. It's about generating insights from data that frankly, you don't want human beings to have to go do that. And so having the ability to take advantage of an intelligent automation solution, as powerful as UI path is really a great advantage. >>One of the things that's misunderstood, I think about UI path is they look at what happened post let's say 2015, 2016, and say, oh, just like, just like every other Silicon valley company, double, double, triple, triple. And that's not how you guys started. You sort of let things bake for the better part of a decade and then got product market fit and then exploded. Um, and so that's, that to me was a key to your success in scaling this. I feel like you guys are building a new offering here. This is not just doing a one-off the product market fit. It's not like a point product. It's a, it's a big thing. So can you talk about the go to market, your product market fit? You're testing it out now, your goals, are you trying to scale this up? What, what are some of the things that you can share about your aspirations? So >>The partnership from a UI path perspective to Deloitte is a critical partnership. One of the select few on a global level, uh, we have enjoyed tremendous, uh, amount of engagements together. I mentioned early on 400, and I believe we, we now have together right about 1000 developers trained within your organization on your iPod, right? That's right. Yep. So we have a strong base that, of course we want to build full and hopefully put a syrup behind the thousand to 10,000. And over time, we want to make sure that it's globally inclusive, that we can serve all the marketers across the world where we have giant presence. And there's a select number of verticals and industries where we really have had success together that we of course want to go and specifically shoe in on what would have caused now be manufacturing together. And of course, a classic vertical we've been very strong in together as BFSI bank and financial services industry. So those are good areas. >>Well, Jason, you're building a business out of this, right? I mean, you've got a business plan around it and you're going to scale this thing. >>Oh, absolutely. Yeah. That's 100% the case. So we have smart factory at Wichita. That is part of our positioning in the marketplace. What we found is that telling people about tech and about solutions is one thing, showing it to them in a production environment is altogether different, right? Giving clients the opportunity to explore the art of the possible in a real setting like that is incredibly impactful. And so you talked about go to market, we see this relationship with the ecosystem and what we're trying to do in Wichita, that's sort of the epicenter of building an entire business, which ultimately will have huge global potential. >>We talk about speed for a minute. And the growth trajectory that UI path Thomas has been on for the last five years or so. I think I was reading, I think it was analysis that Dave wrote that in 2016 revenue was 1,000,020, 20, 15, 20, 20 600 million. So massive growth very quickly. My question, Jason is for you in terms of the speed. Ha how quickly are you looking to see the smart factory for Dato really impacting organizations around the globe because these guys are on a fast bulleted. >>Yeah. So I wish we had those growth rates. I will say though, selling and delivering these solutions holistically to manufacturers takes more time. So we think of our cycle as be measured, certainly in many months, certainly not years. We are starting to see an acceleration of that entire sales cycle and delivery cycle, just because of things like the pandemic driving organizations to just need to move faster. Frankly, if you're not moving towards digital manufacturing operations right now, you're probably behind. And so we're seeing that urgency from the market start to pick up, but we don't have that kind of growth rate, unfortunately. >>Well, what's it. What's interesting about Deloitte to me is you guys here, I think of you as a virtual company. I mean, I know you got a lot of bodies out there, but it's not like you've got a lot of physical locations. Right. And so now, but now you're just, you're investing in a physical plant essentially, >>Which is extremely exciting. We, we keep telling ourselves when we talk to folks, they own lots of buildings. So just because we're excited about our building doesn't mean they are, but you're exactly right, right. We're obviously a global services and products company. So this is one of a handful of buildings that are going to start to represent us as an organization. And we're really excited about what should we watch? >>It's kind of milestones for progress success. What are the markers that we should be paying attention to is independence. >>I think specifically on this, um, rapid experiment together, I think one of the key learnings we can take away that we can apply to other companies in the manufacturing industry specifically look from a UI perspective. We work with many large scale manufacturers around the world, but we've seen amazing fast progress with Bridgestone. For example, we implemented a smaller set of, uh, uh, bots that help them reduce their paperwork by 85% onto their branches with a Turkish e-commerce retailer called Archer. Lik I think I get the pronunciation correctly. They put 85 processes in place with our bots and are now to date transacting or running. I think it's 3 million e-commerce transactions with our processes. So the impact we can have in manufacturing together with the learnings from this, my factory, I think is just so exciting. Really? >>Yeah. The impact, the potential there is, is unlimited. Guys. Thank you for joining David, me talking to us about smart factory Ford auto, what it means for both businesses, how the partnership is evolving. It sounds like music from a beautiful trombone. Thank you so much for joining Dave and me today. Thank you For Dave Volante. I'm Lisa Martin. The Cubas live in Las Vegas at the Bellagio at UI path forward for we'll be right back.

>>from around the globe. It's the Cube with digital coverage of you. I path live the release show brought to you by you. >>I path Hi. Welcome back to this special R p A drill down with support from you. I path You're watching The Cube. My name is Dave Volante and Bobby CMO. You know I passed Bobby. Good to see you again. Hope you're doing well. Thanks for coming on. >>Hi, Dave. It's great to see you as well. It's always a pleasure to be on the Cube and even in the virtual format, this is really exciting. >>So, you know, last year at forward, we talked about the possibility of a downturn. Now nobody expected this kind of downturn. But we talked about that. Automation was likely something that was going to stay strong even in the downturn. We were thinking about potential recession or an economic downturn. Stock market dropped, but nothing like this. How are you guys holding up in this posted 19 pandemic? What are you seeing in the marketplace? >>Yeah, we certainly we're not thinking of a black swan or rhino or whatever we call this, but, you know, it's been a pretty crazy couple of months for everybody. You know, when When this first started, we were like everybody else. Not sure how it impact our business. The interesting thing has been that you're in code. It actually brought a reality check through. A lot of companies and organizations realize that it's very few tools to respond quickly, right? Bond with, you know, cost pressures that we're urgent or preserving revenue, perhaps, or responding to Ah, strange resource is, you know, in all centers, or or built to support. You know, the surge in in, um, in the healthcare community. And so r p a became one of those tools that quickly waas knowledge and adopted. And so we went out two months ago to go find those 1st 1st use cases. Talk about him, then. You know, 1st 30 days we had 50 in production, right? Companies, you know, great organizations like Cleveland Clinic, right? You know where they use their parking lot? Give the first tests the swab tests, right of, uh, well, who have proven right? You know, they had a line of 88 hours by, you know, putting a robot in place in two days. They got that line down by 80 or 90% right? It is a huge hit as we see that kind of a kind of benefit all across right now in the world. Right now we have. We were featured in The Wall Street Journal recently with nurses and a large hospital system in Ireland called Matter. The nurses said in the interview that, you know they have. They were able to free up time to be a patient's right, which is what they're there for, anyway, thanks to robots during this during this emergency. So I think you know, it's it's definitely raise The awareness that that this technology is provides an amazing time to value, and that's it's pretty unprecedented in the world of B two B software. >>I want to share some data with you in our community is the first time we've we've shown this. Guys would bring up the data slide, and so this is ah, chart that e. T are produced. There's enterprise technology research. They go out of reporter. They survey CIOs and I T practitioners and a survey in different segments and the use of methodology Net score. And this is sort of how method how Net scores derived. And so what this chart shows is the percent of customers that responded there were about 125 You I path customers that responded. Are you adopting new U I path? Are you increasing spending in 2020? Are you planning on flat spending or decreasing spending? Are you replacing the platform of beacons? And so basically, we take the green, uh, subtract the read from the green, and that gives us net score. But the point is that Bobby abouts about 80% of your customers are planning to spend Maurin 2020 than they spent in 2019 and only about 6% of planning on spending less, which is fairly astounding. I mean, we've been reporting on this for a while in the heat nous in the in the automation market generally and specifically. But are you seeing this in the marketplace? And maybe you could talk about why? >>Well, we just finished our first fiscal quarter into the end of April, and we're still privately held, so we can be, uh, find some insights of our company, but yeah, the the pace of our business picked up actually in in the mark. April timeframe. Um, customer adoption, large customer adoption. Um, the number of new new companies and new logos were at a record high. And, you know, we're entering into this quarter now, and we have some 20 plus $1,000,000 deals that are like that. It closed, right? I mean, that's probably a 30% increase Versus what? How many we have today alone. Right? So our business, you know, is is now well over 400 million and air are we ended last year, 3 60 and the growth rate continues fast. I think you know what's interesting is that the pace of the recode world was already fast, right? The the luxury of time has kind of disappeared. And so people are thinking about, you know, they don't have they can't wait now, months and years for digital transformation. They have to do things in days and days and days and weeks. And and that's where our technology really comes into play. Right? And and and it actually is also coming to play well in the world of the remote workforce. Reality two of the ability for remote workers to get trained while they're home on automation to build automation pipelines to to build automation. Now, with our latest release, you can download our podcast, capture and report what you're doing, and it basically generates the process definition document and the sample files, which allow for faster implementation by our center of excellence. So what's really happening here? We see it is a sense of urgency coming out of this. Prices are coming down the curve. Hopefully, now this is of urgency that our customers are facing in terms of how they respond, you know, and respond digitally to helping their business out. And it varies a lot by industry, our state and local business was really thinking was not going to be the biggest laggard of any industry picked up in a significant way in the last couple of months, New York State, with Governor Cuomo, became a big customer of ours. There's a quote from L. A County, see Iot that I've got here. They just employed us. It's public, this quote, he said. Deputy CIO said Price is always the mother of invention. We can always carry forward the good things they're coming out of this crisis situation. He's referring to our P A is being a lesson. They learned hearing this, that they're going to carry forward. And so we see this state of Oklahoma became a customer and others. So I think that's that's what we're seeing kind of a broad based. It's worldwide. >>You're really organizations can't put it off anymore. I think you're right. It sort of brought forward the future into the present. Now you mentioned 360 million last year. We had forecast 350 million was pretty good for you guys released, so it's happy about that. But so obviously still a strong trajectory. You know, it might have been higher without without covert. We'll never know, but sort of underscores the strength of the space. Um, and February you guys, there was an article that so you're essentially Theo Dan, Daniel Hernandez was quoted. Is that on hold now? Are you guys still sort of thinking about pressing forward or too early to say right? >>Yeah. I mean, I think I think the reality is we have a very, very strong business. We've raised, you know, significant money from great investors, some of which are the leading VCs in the world. and also that the public company investors and, you know, we have, ah, aggressive plan. We have an aggressive plan to build out our platform for hyper automation to continue. The growth path is now becoming the center of companies of I, T and Digital Strategies, not on the side. Right. And so to do that, you know, we're gonna want capital to help fuel our our our ambitions and fuel Our ability to serve our customers and public markets is probably a very, very logical one. As Daniel mentioned in a in a A recent, uh, he's on Bloomberg that he definitely sees. That is ah, maybe accelerating that, You know, we're late Last year, we started focusing on sustainable growth as a company and operational regular. These are important things in addition to having strong growth that, you know, a long term company has to have in place. And I can tell you, um, I'm really excited about the fact that we, you know, we operate very much like a public company. Now, internally, we you know, we do draft earnings releases that aren't public yet, and we do mock earnings, earnings calls, and we have hired Thomas Hansen is runs our chief revenue officer with storage backgrounds. And so you're gonna interview as well. These are these are these are the best of the best, right? That joint, they're joined this company, they're joining alongside the arm Kalonzo the world that are part of this company. And so I think, Yeah, I think it's an AR It's likely. And and it's gonna We're here to be a long term leader in this decade of automation. >>Well, and one of the other things that we forecast on our breaking analysis we took a look at the total available market kind of like into it. Early days of service Now is you know, people were really not fully understanding the market and chillin C it is is quite large, so video. So when we look at the competition, you know, you guys, if I showed you the same wheel with automation anywhere, it would also look strong. You know, some of the others, maybe not a strong but still stronger than many of the segments. I mean, for instance, you know, on Prem hardware. You know, compared with that and you know the automation space in general across the board is very, very strong. So I wonder if maybe you could talk a little bit about how you guys differentiate from the competition. How you see that? >>Yeah, I think you know, we've We've come a long way in the last three years, right? In terms of becoming the market leader, having the highest market share, we're very open and transparent about our numbers with We've long had the vision of a robot. Every person, uh, and and we've been delivering on that on on that vision and ah, building out a platform that helps companies, you know, transform digitally enterprise wide. Right. So, you know, I don't see any of our competitors with a platform for hyper automation like this. We have an incredible focus on the ability to help people actually find the ideas, build the pipeline, score the pipelines and integrate those with the automation center of excellence. Right? We have the ability now with our latest release to help test automation testers now not only in the world of art A but actually take robotic robots and and architecture into doing test automation. The traditional test automation market in a much better and faster way So you know, we're innovating at a pace that that it is, I think, much faster than I don't. I don't know automation anywhere. I won't share any their numbers. You know, who knows what the numbers are. We have guesses, but I'm fairly certain that we continue to gain share on them. But you know, what's most important is customer adoption, and we've also seen a number of customers switch from some of our competitors to us. Our competitors are undercapitalized and middle. Invest in R and D. This is an investment area, really build a platform out from our competitors have architectures that are hard to upgrade, right? This has been a big source of pain for companies that have been on our competitors. Where upgrades are difficult requires them to retest every time where our upgrades are very rolling, you know, are very smooth. We have an insider program which you know, I don't think any of our competitors have. If you go inside that you had pat that your customer every single bit every single review betting, private preview, public preview and general availability, you can provide feedback on and the customers can score up new ideas. They drive our our roadmap. Right. And this is I think we operate differently. I think our growth is a is a good indication of that. And, you know, and there are new competitors like Microsoft. But I think you know, you know, medium or long term, you know, they're gonna make effort around our, um and you know, they're behind the, um, automation is really hard. The buried entry here is not it's not. Not easy. And we're going to keep me on that platform, play out, and I think that's ah, that's what makes us so different. Um and ah, you know, we have the renewal numbers, retention numbers, expansion numbers and and the revenue numbers to improve that, uh, you know, we're number one. >>Well, so I mean, there's a lot of ways to skin the cat, and you're right. You guys are really focused, you know, you automation anywhere really focused on this space, and you shared with us how you differentiate there. But as you point out Microsoft, they sort of added on I had talked to Allan, preferably the day from paga. You know, those guys don't position themselves as our PC, but they have r p A. I talked to, you know, our mutual friend Robert Young John the other day, right? They're piling onto this this trend, right? So why not? Right, It's it's ah, it's hot. But so, you know, clearly you guys are innovating there. I want to talk about your vision before we get into the latest product release two things that I would call out the term hyper automation with, I think is the Gartner term. And then it will probably stick. And then this this idea of a robot for every person How would you describe your vision? >>Yeah, I mean, we think that robots can and improve, you know, the the lives of of or pers everywhere, right? We think in every every function, every role. And we see that already, the job satisfaction and the people don't want to do the mundane, repetitive work, right? The new hires coming out of college, you know, they're gonna be excel and sequel server. We're no longer the tools of productivity. For them, it's it's your path. We have business. Schools that have committed top tier business schools have committed to deploying your path or to putting you're passing every force in the school these students are graduating with the right path is their most important skill going into companies. And they're gonna expect to be able to use robots within their companies in their daily lives. A swell. So, you know, we have customers today that are rolling out a robot for every person you know. We had Ah, Conoco Phillips on just earlier in our launch, talking about citizen developers, enabling says, developer armies of developers and growing enterprise wide. See, Intel was on as well from Singapore, the large telco. They're doing the exact same thing. So I think you know, I think this is this is this is this is about broad based digital transformation. Everybody participating And what happens is the leading companies to do this, you know, they're going to get the benefit of benefits out of it. It can reinvest that productivity, benefits and data science and analytics and serving customers and in, you know, and and, ah, new product ideas. And so, you know, this is this. You know, automation is going to fuel now the ability for companies to really differentiate and serve their customers better. And it's only needed enterprise wide view on it that you really maximizing. Take Amazon, for example, a great customer during during this prices. You know, they're trying to hire hundreds of thousands of people, right? Help in the fact that in their in their distribution centers elsewhere, this all served demand to help people who like you and I home or ordering things that we need, right? Well, they're use your path robots all throughout their HR hr on boarding HR recruiting HR administration And so helping them has been a big during this prices surge of robots is helping them actually hire workers. You know another example of Schneider Electric and amazing customer of ours. They're bringing their plants, their manufacturing facilities, implants back online faster by using robots to help manage the PPE personal protective equipment in the plant allow people workers to get back to work faster. Right? So what's happening is is, you know in that in those cases is your different examples of robots and different functions, right? In all cases, it's about helping grow a company faster. It's about helping protect workers. It's about helping getting revenue machines back up and running after Kobe is going to be critical to get back to work faster. So I'm I'm really excited about the fact that as people think about automation across the organization, the number of ideas and Aaron opportunities for improvement are are we're just starting to tap that potential. >>Well, this is why I think the vision is so important because you're talking about things that are transformative. Now, as you well know, one of the criticisms of RPS. So you have people, the suppliers and just yeah, we, you know, looking at mundane tasks, just automating mundane tasks like sometimes paving the cow path and say, you're very much aware of that criticism. But if I look at the recent announcements, you're really starting to build out that vision that you just talked about. They're really four takeaways. You sort of extending the core PAP platform, injecting AI end some or and more automation end to end automation really taken that full lifestyles lifecycle systems view and the last one is sort of putting it talks to the robot. For every person that sort of citizen automation, if you will, that sort of encompasses your product announcements. So it wasn't just sort of a point Announcement really is a underscores the platform. I wonder if you could just What do we need to know about you guys? Just that out. >>So we think about how we think about the rolls back to a division of robots person how automation can help different roles. And so this product launch $20 for this large scale launch that you just articulated, um, impacts in a fax and helps many different kinds of new roles Certainly process analysts now who examined processes, passes performance improvements. You know, they're a user of our process mining solution in our past. Find a solution that helps speed on our way. Arpaio engine, no testers and quality engineers. Now they can actually use studio pro and actually used test robots are brand new, and our new test manager is sort of the orchestration and management of test executions. Now they can participate in in leveraged power of robots and what they do as well. And we kind of think about that, you know, kind of across the board in our organization across the platform. They can use tools like you have path insights in Europe. If you're an analyst or your, uh ah. B I, this intelligence person really know what's going on with robots in terms of our wife for my organization and provide that up to the, you know, sea levels in the board of directors in real time. So I think that's that's the big part. Here is we're bringing, and we're helping bring in many, many different kinds of roles different kinds of people. Data scientist. You mentioned AI. Now data scientists can build a model. The models applied to ai fabric an orchestrator. It's drag and drop by our developer in studio, and now you can turn, you know, a a mundane, rules based task right into an experience based ones where a robot can help make a decision right. Based on experience and data, they can tweak and tune that model and data scientists can interact, you know, with the automation is flowing through your path. So I think that's how we think about it, right? You know, one of the great new capabilities, as well as the ability to engage line workers, dispatch out workers If you're a telco or or retail story retail store workers you know the robots can work with humans out in the field. We've got one real large manufacturer with 18,000 drivers in a DST direct store delivery scenario. And you know the ability for them to interact with robots and help them do their job in the field. Our customers better after the list data entry and data manipulation, multiple systems. So I this is this makes us very unique in our vision and in our execution. And again, I don't I have not heard of a single ah example by competitors that has any kind of a vision or articulation to be able to help a company enterprise wide and, you know, with the speed and the and the full, full vision that we have. >>Okay, so you're not worried about downturns. You can't control black swans Anyway, you're not worried about the competition. It feels like you know, you're worried about what you're worried about. You want about growing too fast. Additionally, deploying the the capital that you've raised. What worries you? >>Yeah. You know, we're paranoid or paranoid company, right? And when it comes to the market and and trying to drive, I think we've done a lot to help actually push the rock up the hill in terms of really, really driving our market, building the market, and we want to continue that right and not let up. So there's this kind of desire to never let up, right? Well, we always remind ourselves we must work harder, must work harder. We must work harder. And that's that's That's sort of this this mentality around ourselves, by the smartest people. Hire the smartest people you work with our customers, our customers are priority. Do that with really high excellence and really high sincerity that it comes through and everything that we do, you know, to build a world class operation to be, you know, Daniel DNS. When I first met him, he said, You know, I really want to be the enemy of the great news ecology company that serve customers really well. And it was amazing things for society, and and, you know, we're on that track, but we've got, you know, we're in the in the in the early innings. So, you know, making sure that we also run our business in a way that, um, you know, uh, is ready to be Ah, you know, publicly successful company on being able to raise new sources of capital to fund our ambitions and our ideas. I mean, you saw the number of announcements from our 24 release. It reminded me of an AWS re invent conference, where it's just innovation, innovation, innovation, innovation. And these are very real. They're not made up mythical announcements that some of our competitors do about launching some kind of discovery box doesn't exist, right? These are very real with real customers behind them, and and so you know, just doing that with the same level of tenacity. But being, you know, old, fast, immersed and humble, which are four core culture values along the way and not losing that Azeri grow. That's that's something we talk about maintaining that culture that's super critical to us. >>Everybody's talking about Okay, What What's gonna be permanent? Postpone it. I was just listening to Julie Sweet, CEO of Accenture, and she was saying that, you know, prior to Covic, they had data that showed that the top 25% of companies that have leaned into digital transformation were outperforming. You know, the balance of their peers, and I know question now that the the rest of that base really is going to be focused on automation. Automation is is really going to be one of those things that is high, high priority now and really for the next decade and beyond. So, Bobby, thanks so much for coming on the Cube and supporting us in this in this r p. A drill down. Really appreciate it, >>Dave. It's always a pleasure as always. Great to see you. Thank you. >>Alright. And thank you for watching everybody. Dave Volante. We'll be right back right after this short break. You're watching the cube. >>Yeah, yeah, yeah, yeah.