(upbeat music) >> Announcer: Live from Las Vegas, it's theCUBE! Covering UIPath FORWARD America's 2019. Brought to you by UIPath. >> Welcome back, everyone, to theCUBE's live coverage of UIPath FORWARD, here in Sin City, Las Vegas Nevada. I'm your host, Rebecca Knight, co-hosting alongside Dave Velante. We have two guests for this segment. We have Kurt Carlson, Associate Dean for faculty and academic affairs of the Mason School of Business at the college of William and Mary. Thanks for coming on the show. >> Thanks you for having me. >> Rebecca: And we have Tom Clancy, the SVP of learning at UIPath, thank you so much. >> Great to be here. >> You're a Cube alum, so thank you for coming back. >> I've been here a few times. >> A Cube veteran, I should say. >> I think 10 years or so >> So we're talking today about a robot for every student, this was just announced in August, William and Mary is the first university in the US to provide automation software to every undergraduate student, thanks to a four million dollar investment from UIPath. Tell us a little bit about this program, Kurt, how it works and what you're trying to do here. >> Yeah, so first of all, to Tom and the people at UIPath for making this happen. This is a bold and incredible initiative, one that, frankly, when we had it initially, we thought that maybe we could get a robot for every student, we weren't sure that other people would be willing to go along with that, but UIPath was, they see the vision, and so it was really a meeting of the minds on a common purpose. The idea was pretty simple, this technology is transforming the world in a way that students, we think it's going to transform the way that students actually are students. But it's certainly transforming the world that our students are going into. And so, we want to give them exposure to it. We wanted to try and be the first business school on the planet that actually prepares students not just for the way RPA's being used today, but the way that it's going to be used when AI starts to take hold, when it becomes the gateway to AI three, four, five years down the road. So, we talked to UIPath, they thought it was a really good idea, we went all in on it. Yeah, all of our starting juniors in the business school have robots right now, they've all been trained through the academy live session putting together a course, it's very exciting. >> So, Tom, you've always been an innovator when it comes to learning, here's my question. How come we didn't learn this school stuff when we were in college? We learned Fortran. >> I don't know, I only learned BASIC, so I can't speak to that. >> So you know last year we talked about how you're scaling, learning some of the open, sort of philosophy that you have. So, give us the update on how you're pushing learning FORWARD, and why the College of William and Mary. >> Okay, so if you buy into a bot for every worker, or a bot for every desktop, that's a lot of bots, that's a lot of desktops, right? There's studies out there from the research companies that say that there's somewhere a hundred and 200 million people that need to be educated on RPA, RPA/AI. So if you buy into that, which we do, then traditional learning isn't going to do it. We're going to miss the boat. So we have a multi-pronged approach. The first thing is to democratize RPA learning. Two and a half years ago we made, we created RPA Academy, UIPath academy, and 100% free. After two and a half years, we have 451,000 people go through the academy courses, that's huge. But we think there's a lot more. Over the next next three years we think we'll train at least two million people. But the challenge still is, if we train five million people, there's still a hundred million that need to know about it. So, the second biggest thing we're doing is, we went out, last year at this event, we announced our academic alliance program. We had one university, now we're approaching 400 universities. But what we're doing with William and Mary is a lot more than just providing a course, and I'll let Kurt talk to that, but there is so much more that we could be doing to educate our students, our youth, upscaling, rescaling the existing workforce. When you break down that hundred million people, they come from a lot of different backgrounds, and we're trying to touch as many people as we can. >> You guys are really out ahead of the curve. Oftentimes, I mean, you saw this a little bit with data science, saw some colleges leaning in. So what lead you guys to the decision to actually invest and prioritize RPA? >> Yeah, I think what we're trying to accomplish requires incredibly smart students. It requires students that can sit at the interface between what we would think of today as sort of an RPA developer and a decision maker who would be stroking the check or signing the contract. There's got to be somebody that sits in that space that understands enough about how you would actually execute this implementation. What's the right buildout of that, how we're going to build a portfolio of bots, how we're going to prioritize the different processes that we might automate, How we're going to balance some processes that might have a nice ROI but be harder for the individual who's process is being automated to absorb against processes that the individual would love to have automated, but might not have as great of an ROI. How do you balance that whole set of things? So what we've done is worked with UIPath to bring together the ideas of automation with the ideas of being a strategic thinker in process automation, and we're designing a course in collaboration to help train our students to hit the ground running. >> Rebecca, it's really visionary, isn't it? I mean it's not just about using the tooling, it's about how to apply the tooling to create competitive advantage or change lives. >> I used to cover business education for the Financial Times, so I completely agree that this really is a game changer for the students to have this kind of access to technology and ability to explore this leading edge of software robotics and really be, and graduate from college. This isn't even graduate school, they're graduating from college already having these skills. So tell me, Kurt, what are they doing? What is the course, what does it look like, how are they using this in the classroom? >> The course is called a one credit. It's 14 hours but it actually turns into about 42 when you add this stuff that's going on outside of class. They're learning about these large conceptual issues around how do you prioritize which processes, what's the process you should go through to make sure that you measure in advance of implementation so that you can do an audit on the backend to have proof points on the effectiveness, so you got to measure in advance, creating a portfolio of perspective processes and then scoring them, how do you do that, so they're learning all that sort of conceptual straight business slash strategy implementation stuff, so that's on the first half, and to keep them engaged with this software, we're giving them small skills, we're calling them skillets. Small skills in every one of those sessions that add up to having a fully automated and programmed robot. Then they're going to go into a series of days where every one of those days they're going to learn a big skill. And the big skills are ones that are going to be useful for the students in their lives as people, useful in lives as students, and useful in their lives as entrepreneurs using RPA to create new ventures, or in the organizations they go to. We've worked with UIPath and with our alums who've implement this, folks at EY, Booz. In fact, we went up to DC, we had a three hour meeting with these folks. So what are the skills students need to learn, and they told us, and so we build these three big classes, each around each one of those skills so that our students are going to come out with the ability to be business translators, not necessarily the hardcore programmers. We're not going to prevent them from doing that, but to be these business translators that sit between the programming and the decision makers. >> That's huge because, you know, like, my son's a senior in college. He and his friends, they all either want to work for Amazon, Google, an investment bank, or one of the big SIs, right? So this is a perfect role for a consultant to go in and advise. Tom, I wanted to ask you, and you and I have known each other for a long time, but one of the reasons I think you were successful at your previous company is because you weren't just focused on a narrow vendor, how to make metrics work, for instance. I presume you're taking the same philosophy here. It transcends UIPath and is really more about, you know, the category if you will, the potential. Can you talk about that? >> So we listen to our customers and now we listen to the universities too, and they're going to help guide us to where we need to go. Most companies in tech, you work with marketing, and you work with engineering, and you build product courses. And you also try to sell those courses, because it's a really good PNL when you sell training. We don't think that's right for the industry, for UIPath, or for our customers, or our partners. So when we democratize learning, everything else falls into place. So, as we go forward, we have a bunch of ideas. You know, as we get more into AI, you'll see more AI type courses. We'll team with 400 universities now, by end of next year, we'll probably have a thousand universities signed up. And so, there's a lot of subject matter expertise, and if they come to us with ideas, you mentioned a 14 hour course, we have a four hour course, and we also have a 60 hour course. So we want to be as flexible as possible, because different universities want to apply it in different ways. So we also heard about Lean Six Sigma. I mean, sorry, Lean RPA, so we might build a course on Lean RPA, because that's really important. Solution architect is one of the biggest gaps in the industry right now so, so we look to where these gaps are, we listen to everybody, and then we just execute. >> Well, it's interesting you said Six Sigma, we have Jean Younger coming on, she's a Six Sigma expert. I don't know if she's a black belt, but she's pretty sure. She talks about how to apply RPA to make business processes in Six Sigma, but you would never spend the time and money, I mean, if it's an airplane engine, for sure, but now, so that's kind of transformative. Kurt, I'm curious as to how you, as a college, market this. You know, you're very competitive industry, if you will. So how do you see this attracting students and separating you guys from the pack? >> Well, it's a two separate things. How do we actively try to take advantage of this, and what effects is it having already? Enrollments to the business school, well. Students at William and Mary get admitted to William and Mary, and they're fantastic, amazingly good undergraduate students. The best students at William and Mary come to the Raymond A. Mason school of business. If you take our undergraduate GPA of students in the business school, they're top five in the country. So what we've seen since we've announced this is that our applications to the business school are up. I don't know that it's a one to one correlation. >> Tom: I think it is. >> I believe it's a strong predictor, right? And part because it's such an easy sell. And so, when we talk to those alums and friends in DC and said, tell us why this is, why our students should do this, they said, well, if for no other reason, we are hiring students that have these skills into data science lines in the mid 90s. When I said that to my students, they fell out of their chairs. So there's incredible opportunity here for them, that's the easy way to market it internally, it aligns with things that are happening at William and Mary, trying to be innovative, nimble, and entrepreneurial. We've been talking about being innovative, nimble, and entrepreneurial for longer than we've been doing it, we believe we're getting there, we believe this is the type of activity that would fit for that. As far as promoting it, we're telling everybody that will listen that this is interesting, and people are listening. You know, the standard sort of marketing strategy that goes around, and we are coordinating with UIPath on that. But internally, this sells actually pretty easy. This is something people are looking for, we're going to make it ready for the world the way that it's going to be now and in the future. >> Well, I imagine the big consultants are hovering as well. You know, you mentioned DC, Booz Allen, Hughes and DC, and Excensior, EY, Deloitte, PWC, IBM itself. I mean it's just, they all want the best and the brightest, and now you're going to have this skill set that is a sweet spot for their businesses. >> Kurt: That's the plan. >> I'm just thinking back to remembering who these people are, these are 19 and 20 year olds. They've never experienced the dreariness of work and the drudge tasks that we all know well. So, what are you, in terms of this whole business translator idea, that they're going to be the be people that sit in the middle and can sort of be these people who can speak both languages. What kind of skills are you trying to impart to them, because it is a whole different skill set. >> Our vision is that in two or three years, the nodes and the processes that are currently... That currently make implementing RPA complex and require significant programmer skills, these places where, right now, there's a human making a relatively mundane decision, but it's sill a model. There's a decision node there. We think AI is going to take over that. The simple, AI's going to simply put models into those decision nodes. We also think a lot of the programming that takes place, you're seeing it now with studio X, a lot of the programming is going to go away. And what that's going to do is it's going to elevate the business process from the mundane to the more human intelligent, what would currently be considered human intelligence process. When we get into that space, people skills are going to be really important, prioritizing is going to be really important, identifying organizations that are ripe for this, at this moment in time, which processes to automate. Those are the kind of skills we're trying to get students to develop, and what we're selling it partly as, this is going to make you ready of the world the way we think it's going to be, a bit of a guess. But we're also saying if you don't want to automate mundane processes, then come with us on a different magic carpet ride. And that magic carpet ride is, imagine all the processes that don't exist right now because nobody would ever conceive of them because they couldn't possibly be sustained, or they would be too mundane. Now think about those processes through a business lens, so take a business student and think about all the potential when you look at it that way. So this course that we're building has that, everything in the course is wrapped in that, and so, at the end of the course, they're going to be doing a project, and the project is to bring a new process to the world that doesn't currently exist. Don't program it, don't worry about whether or not you have a team that could actually execute it. Just conceive of a process that doesn't currently exist and let's imagine, with the potential of RPA, how we would make that happen. That's going to be, we think we're going to be able to bring a lot of students along through that innovative lens even though they are 19 and 20, because 19 and 20 year olds love innovation, while they've never submitted a procurement report. >> Exactly! >> A innovation presentation. >> We'll need to do a Cube follow up with that. >> What Kurt just said, is the reason why, Tom, I think this market is being way undercounted. I think it's hard for the IDCs and the forces, because they look back they say how big was it last year, how fast are these companies growing, but, to your point, there's so much unknown processes that could be attacked. The TAM on this could be enormous. >> We agree. >> Yeah, I know you do, but I think that it's a point worth mentioning because it touches so many different parts of every organization that I think people perhaps don't realize the impact that it could have. >> You know, when listening to you, Kurt, when you look at these young kids, at least compared to me, all the coding and setting up a robot, that's the easy part, they'll pick that up right away. It's really the thought process that goes into identifying new opportunities, and that's, I think, you're challenging them to do that. But learning how to do robots, I think, is going to be pretty easy for this new digital generation. >> Piece of cake. Tom and Kurt, thank you so much for coming on theCUBE with a really fascinating conversation. >> Thank you. >> Thanks, you guys >> I'm Rebecca Knight, for Dave Velante, stay tuned for more of theCUBEs live coverage of UIPath FORWARD. (upbeat music)

>> Announcer: Live, from Miami Beach, Florida, it's theCUBE, covering UiPath Forward Americas. Brought to you by UiPath. >> Welcome back to Miami everybody, you're watching theCUBE, the leader in live tech coverage. We go out to events, we extract the signal from the noise. The signal here is all about automation, robotic process automation, software robots, we're seeing the ascendancy of that market space. I'm Dave Vellante with Stu Miniman. This is UiPath's Forward conference, big user conference, UiPath Forward Americas, about 1500 people here, Stu. They have conferences all over the world, I think I heard 14,000 people in the last year have attended such shows. They're intimate, there are a lot of partners here, they're loud, they're a lot of good energy. Ana Cinca is here, she's the Vice President of Enabling Technologies, and she's joined by old friend Tom Clancy, who's the Senior Vice President of UiPath Learning, both folks from UiPath, welcome. Thanks for coming to theCUBE. >> Thank you for having us. >> So Ana, let's start with you. VP of Enabling Technologies. What does that mean, what's that role? >> Well, my role in the organization is to generate a set of non-core products and programs that are creating an ecosystem that is actually contributing actively into accelerating the adoption of the core platform. And that would be through learning, through generating new products like the UiPath Go!, the Marketplace, or constantly engaging the community of users and so on. >> Okay, so you started the training program, correct? >> Ana: Yeah. >> How did that get started? What was your kind of mission, how'd you do it? >> Well it started from a very simple need. Back then, about two years ago, we were, a bunch of my team members were a bunch of RPA developers, who were losing their time only delivering training, so, two years ago about 500 trainings, five days per week, per year. That were a lot of training, so we said, we need to automate this, we need to do something about it. And the only thing that could come into our mind was to, we got inspired by the Udemy, by Coursera, by all the right courses out there, like platforms out there, which were very democratic in sharing the knowledge. So we said, how about we actually create a set of online courses that are really, really good, RPA focused, UiPath focused, courses, and put it out there? That's how it all started, we just wanted to get rid of these repetitive trainings, ultimately. >> Alright, so you had to do it for yourselves and then. >> Ana: Absolutely, yeah. >> So Stu, we heard today from Daniel, he kind of did the moon shot. He said we are going to train a million people in three years, right? >> Well, Tom, it seems like you've got a challenge in front of you to really scale this business. We've talked with you for years, back in your EMC days, your not just storage but new architectures, this convergent approach to the silos, and then cloud architects, really training kind of next generation of the work force in IT, give us a little bit, what's the same, what's different between what you did back at EMC and what you're doing now here with RPA? >> So the biggest difference between EMC and UiPath is EMC had a technology that a lot of people thought was kind of commodity, right? So, the excitement wasn't there when you started going outside of your partners and customers, right? This technology, there is passion about this throughout the entire globe. This is the next big wave, and so, if you're going to scale a program like this, you have to have a bunch of different factors on your side. What Ana just talked about is the academy, you have to bring value somehow, and that starts with having the right courses. If you don't have the courses built up, then you're starting from zero, right, from scratch. But, the other thing that's even more important, is the passion from the CEO. You know, when I first met with Daniel, it was actually sort of an interview, he was, he talked about, you know, employee training, partner training, customer training, but his passion and forty-five minutes of the hour was talking about educating the planet, right? And so he started with universities, which that was kind of a no brainer. And then he went to Youth in Action, under-represented groups, and so forth. The other factor that's really important is having the right team, so, at UiPath, the team is the company, everybody wants to do this. If you're the leader in India, Japan, China, the US, they're all coming to us saying "We need this program." Not just universities but all the way down to the youths. And then, you need a good academic alliance team. So the team that we're building is going to leverage academy, but we are bringing in some of those EMC academic alliance people, we're bringing in a person from Salesforce.com that was running a big piece of it, starts today. We're bringing in a VMware person, a Cisco person, so we're getting all the best. Those are the best programs in the industry. >> Tom, there's one underlying thing, that I saw, a similarity, is back when you talked about convergence or cloud, there was an underlying fear of "Oh my gosh, I'm not going to have the skills, I'm going to be out of a job." Automation's always been that thing "Oh wait, if I automate it, what's that mean for me?" How do you address that? >> Well, first of all, there's a report all that says by 2030, 1.5 billion jobs will be impacted. It doesn't say negative, it just says impacted. So, everybody is going to have to understand that this is coming, and how does it impact me? We're going to put together, as part of this, we'll have an upscaling rescaling, so everybody, it doesn't matter who you are, will be able to leverage the academy, and we'll be tweaking the academy courses, so if it's upscaling rescaling, they will take the courses in a different way, in a different format, than the university students, than the Youth in Action, so we'll target those different audiences, and the other, one other thing is marketing is hugely important, because you can't rely on the training group to get the word out. So, Bobby Patrick and his team, are working hand-in-hand with us to drive the awareness across the globe. >> So Ana, when we first heard about RPA and UiPath, we read the Forrester report, and said "Okay, there's a few leaders out there, let's "play with it, let's go download the software "and see how hard it is to do." Turned out, we could only get our hands on UiPath software, it was very easy to get our hands on the software, it was very open. Some of the other guys were like, "Why do you want to use it?" Forget it. But then we built some automations, and it was kind of, you know, it took a little, there was a little bit of a learning curve, but it was not a developer who did it, so it was relatively low code, or even no code. So, when you started this program and as you scale it, who are you targeting? Is it the hardcore developer, is it the, you know, RPA developer, is it the citizen developer, both? And how do you adjust the training correspondingly? >> Yeah, so, first of all, the way we set up the trainings, were, we wanted to make sure that, exactly like we did with the core platform, that was the first RPA software that had a trial version that was available for everyone, right? We had to do the same thing in learning and we're an academy, so what we said were we're launching courses which are free of charge, online, for everyone to use. But, moreover than that, what we wanted to do, is to, have courses that take someone from a very basic foundation level, of basic programming, and actually guide him or her through a learning curve that will get them to an expert level. So, the way we built the courses, are in such a matter that it is very easy to be followed by anyone, actually. And now, that's the reason why, now we're having not only courses for the RPA developers, the techie guys, or solution architects, or infrastructure engineers, but, moreover than that, we're tackling into the space of non-technical people who are equally very important in the RPA journey. Like business analysts, the RPA project managers, and so on. So we're trying to cover all the personas that are critical in an RPA COE set up. >> So it's interesting, Tom, hearing you say you're recruiting people from Cisco, Vmware, some EMC folks, a lot of the traditional, some would say legacy, enterprise companies, who are constantly in the process of reskilling, so I would think that these folks would be very receptive to that. Now you think about Vmware admin, Cisco certified engineers, Microsoft certifications, they sort of led to full employment for at least some period of time. Do you think RPA skills are going to be similar, in that they are going to be in such demand, if young people start to get trained in RPA they're going to essentially have full employment for life, or do you think it's more fleeting that that? You're thoughts? >> So I've been here for three months now, so I guess that makes me a veteran at UiPath, but robotics is going to be in everybody's job. So one of the things that it took me a while to kind of grasp when I was talking to Daniel the first time, the first meeting I mentioned, is he said that there will be at least one robot on every desktop moving forward. This is going to be, you know, when you had the flip phone before, well actually, when people went from the big cell phones and people were saying everybody's going to have a cell phone, you know, everybody looked like "That's kind of crazy," but then, next thing you know, you have a computer on your phone, and everybody has at least one phone. This is going to be the same way with robots. It's going to be ubiquitous across the entire industry. So, people will grow up understanding what robots are. That's why we're going after the youth, so they understand robots right from the get go. And then, it will integrated into everybody's job across the globe, so it's not fleeting at all, it's actually the complete opposite. >> How do you guys measure success? Obviously, you got to get to a million in three years, that's a lot of training. How else do you measure success? What kind of parameters do you set? Tests you take, how do you measure it? >> Want to take that one up for scaling? >> So, one of the things we did, well Ana, one of the things that Ana did before I got here, was they built certification. Certification is going to continue to get more and more important for us. You know, so, think Microsoft, Cisco, certification, and so forth, and so, we believe we will have the industry standard certification program, period. But one of the things we did, was we built our own certification platform, high stakes certification. So what that does is, we do not have to charge, or charge much, any of the people going through our courses and certification. So, today, because we had to go through a third party, we're charging 850 dollars per test. This quarter, through the end of the year, it's going to be zero, just to bring more people in. And then, going forward, it would be significantly lower than 150. What we want to do, and what we will do, is democratize learning and certification for robots. >> I think this is huge, go on you want to add something? >> Yeah, I really want to add one more thing, because what we're doing together, is actually, through the way we're approaching community, and through the spaces that we have already built so far like the academy, the forum, we're bringing now the UiPath Go! in October, the end of October, the project space, all holistically wrapped up in a new version of the community. What we're trying to get out there is an RPA developer getting trained on the academy, being certified, but then practicing within the UiPath universe. Ultimately, where we want to get to, is to measure success also through the number of community users, of end-users, who are not only certified, but we will be able to see what is their activity status, like reputation, and recognition, within the community itself. And, hence, ultimately, reaching up to a stage, where we will be able to pinpoint to a true UiPath expert elite of people throughout the world. >> I love that it's a community driven measurement. >> Everything goes into building up a holistic and global community. >> Very open-- >> If I could just say one thing on community if you just look at the education and the different audiences, you know, let's say, you know, people that do robotics and they get certified, all the way down to youth, we will have a community, where all these different organizations are talking to each other, and to professionals. So, you might have a ten year old in Bangladesh, that is on the community asking questions, and you might have an engineer in Romania at UiPath answering those questions because they're part of the community. Or, it could be a customer or partner, you know, in Philadelphia, but they're all part of the community, we're bringing all these people together. So, things like STEM, Women in Coding, one person came up to me last night, he was so excited, he said "I represent a lot of the black community when "it comes to education and I really want to get my teams "across the country involved in this." >> Phenomenal, now, the no cost training is available roughly when? >> Yeah, right now. >> It's today? >> Well no cost training has been available-- >> Since the beginning. >> That was a decision that Ana made 18 months ago. If somebody, if a customer wants to have a seminar, or something like that, we have third-party training companies that will go in, and they'll charge, but if you go online to the academy, 100 percent free. And the certification for the next quarter is going to be 100 percent free. >> That's unbelievable, because, you know, I got three kids in college and one of them is he's doing Python, he's doing R, he's doing Tableau and he's texting me, "Hey, these Tableau courses "are really expensive, can you pay for it?" And I'm like well, what's the ROI? And I'm sayin' learn about RPA, because it's going to change the world, you know, visualizations important and all that stuff's important, but that's, I think, a huge investment that you guys are making, and then also, helps me understand how you guys plan on staying ahead. So congratulations on getting this started, Tom, you basically came out of retirement, you know, quasi-retirement so it had to be pretty alluring. Extremely successful career at EMC, so great to have you back in the game. >> Thanks, it's great to be here. >> Thanks so much, you guys, for coming on theCUBE. >> Okay, thank you. >> Right there, everybody, you're watching theCUBE, live, from the Fontainebleau in Miami. We'll be right back, right after this short break, you're watching UiPathForward Americas, we'll be right back.

>>Live from Las Vegas. It's the cube covering UI path forward Americas 2019. Brought to you by UI path. >>We're back. You're watching the cube, the leader in live tech coverage. We go out to the events. This has been a great event. UI path forward three, the third North American event, and this is day two. We're just wrapping up. Brandon nod is here as a senior vice president with UI path and Kadar. Danny, who's the vice president of global accounts at UI path. So you guys got a store? >>Yeah, yeah, yeah, we do. Britta, what's the story you guys, one was a customer and customer that is to first customer. Um, so three years ago, something like that when you iPod, we just started out with a global expansion. We'd got our seed funding round in 2015 we started expanding and building our global sales team when he's 16. I joined in the UK, responsible globally for the banking financial services industry. And one, one fine day, I get a communication, an email from a prospective customer that, Hey, I want to talk to you about your platform. And it was a Brandon over here. Brandon, do you want to tell it? Tell them what a, how you found out about your iPad. >>Yeah, you bet. I was interviewing a couple of partners and looking at the different platforms and found that yeah, you, I've had really had what I was looking for, which is the openness of the platform, the ability to do training online and start my journey kind of on my terms. And so when I reached out to it was very much how can you help me get started? I've already made the business case internally, I'm ready to go. What year was this? 2016 and it's interesting, >>Daniel Donnez last night and his keynote said, you know, we really appreciate you guys who joined us in 2016 cause you know, the product didn't have all the features that we wanted. You know, it wasn't fully baked. This was my interpretation. That's right. But, but I, but I was saying earlier in the cube, the right move, that UI path made as you bet on simplicity. And he said, okay, let's get to market fast. Yeah. Simple. And that. And you said on your terms, what do you mean by that? >>So one of the things that I love about UI path is early on there was a principle of openness. Let people download the software. Don't be afraid, don't tease people, and then say, come to our site and we'll give you a call. Right? They said, come to our site, download, try it yourself. Here's what there's free training. And as UI path has grown, that principle is, is still very much precedent. You can go online right now and download, take free courses online. So what I wanted as a customer at that time was the ability to see it for myself. I wanted to make it real before I've made the investment. That was our experience. When Bobby Patrick first started, I said, you iPad today? He goes, go to the download a >>copy of our software, start building automations. I'm like, huh, yeah to it. And then go to automation anywhere, which by the way is the sponsor of ours. We love, we're an arms dealer. We love everybody. You know, go to blue prism, get their software too. So we tried, but we couldn't, you know, it was called the reseller will do pro what's your need? We just want to play with it, you know, so, so that's what you mean by bad on your terms and so yeah, that, that's worked pretty well for you guys, hasn't it? has and uh, you know, when we started off, right, community has always been a pillar within, within UI paths, you know, kind of strategy to to make sure that RPA is available to everyone. We call it democratization of, of automation and hence, you know, availability of the community edition. >>Uh, we go to the universities, students are able to download and use it for free and now we've tied up with certain universities to expand the education system with uh, getting, um, you know, when graduates pass out they come out ready knowing you want found RPA. Yeah, we had a, the college of William and Mary on and Tom Clancy, they were talking about that. Now I did my little review of the predictions in the morning. Guys predictions. He said that the students that come out of college, you're gonna force RPA on their companies. Most college kids don't know what RPA is. I got hit, I said it's gonna take a couple of cycles here, but, but so, okay, so run. Why did you join UI path? How did that all, you know, what drove you to say, okay, this is it. I'm going to have instead of applying the technology to make my existing company better, I'm gonna. >>So I ran operations for a mortgage company and we had already automated everything that we could using the classic tools and we are winning awards. And it was, you know, people were looking at the work that we are doing and they were impressed, but I still couldn't get past a certain point in my automations. So bringing in UI path allowed me to continue that journey to keep automating. And after a while, the more that I was working with you, I path weird, uh, I was a guest of, of them at conferences, speaking with guy Kirkwood and any number of folks. I looked at the culture of the company and thought this is a place that I want to be. And I looked at the roadmap and where the product was going and what I was able to do with it as a customer. And I thought, I want to help other people do this. I want to help them on their journey, get to this next level of automation that they're currently there. They're being kept at. >>Yeah, well a lot of people hop on the bandwagon. I saw folks from AWS, you know, have joined a gentlemen I know from Google, let's join them in these early leading companies and correct. So how are you guys spending your time these days? Special >> as I, my, my title suggests, you know, I'm responsible for the global account portfolio and I'm spending most of my time with our customers trying to help them on their automation journey. So these are some of the largest >>global customers, uh, big insurance companies, uh, automobile industry, uh, you know, Titans in that industry and they've all been our customers now for the last two years, in three years with a plan to kind of change the way they, uh, they run their business right. And RPA and you wipe out basically the automation platform that we have now with our new release come out as well, is giving these customers and end Duan a transformation engine. So it is our responsibility now to make them, uh, you know, more knowledgeable on how to apply that technology and get them successful with their plans for a, you know, transformation and automation of their business processes. Right. >>How are you spending your time, bro? I'm in product and in my focus is attended automation. So classically people are implementing unintended automation. This, this was the first big wave of RPA was really robots just working on a server somewhere. You don't, you don't interact with them. They just do their thing 24 hours a day. Now there's a huge push into attended automation, which is having a, a robot on your computer and the two of you working together, collaborating in real time throughout your day. So we're looking to save time to take out the the wasteful and small processes that nobody wants to do as well as creating an entirely new opportunities for value based on what the two of you can do together. How are you guys thinking about the way in which a user or worker interacts with that? That bot? Yeah, I think it's, it's more like a dance and and less like a task manager, right? >>So you might think in classic automation, you know, click a button, go do this thing, click a button, go do that thing that the automation is happening when you want it to. The way that our platform has written, the robot can listen to what you're doing. It can monitor for when you click on a specific button or for when you move files to a folder. So think about it less like a conscious effort to, to guide the robot and more as a collaborative effort where, where the robot is seeing what you're doing and taking action to help you and do things on your behalf and then letting you know when they're done. So it's the paradigm is changing for work and when you have a robot on your computer, it's going to open up a new way of doing your, your daily content. And the enabler there is what machine learning machine intelligence. >>It's a combination of things. So think about machine learning and AI as just one tool that that robot has to use both CR as well. You know, we did a demo earlier this week where we took receipts, moved him to a folder, the robot sees that you've moved receipts into a folder, can bounce it off and end point that and break apart those receipts using OCR, load that all into Excel and help you with your expense report. So think about things like this, you, things you need to do. You do what you would normally do, put receipts in a folder and the robot takes care of the rest. What, what things can, um, humans do that machines can't? Yeah, the ability to make on the fly judgment for complex cognitive tasks is very, very hard to replicate in, in AI right now because typically models are built on a set of specific information. >>We build our, our receipt and our invoice model off a ton of receipts and invoices. Therefore the robot can make quick work of those receipts way, way faster than we can, but present an unstructured problem or an open ended problem in an AI model might really struggle. Whereas a human can instantly make a judgment on that. So we want computers to do that. Those, those compiled activities and with the AI models that make sense for what they're doing and want humans to be thinking at higher levels, at creative levels, higher cognitive, cognitive and decision making levels. So this is as Daniel and others had mentioned, elevating the humanity when you think about it, >>but you definitely see some of your customers are certainly talking about this. This is robots taking action systems of agencies. Some people call it on behalf of the human and having to essentially make certain decisions. But you're saying those decisions are well understood and safe essentially. >>Absolutely. When you deploy a robot you don't, you don't just kind of hope for the best. Right? You have a very specific use case and you've coated the robot for that use case. I love it when when people say, you know, our compliance team is worried about the robots going wild or you know, we can have it gone the system, but he can't do anything that you haven't consciously told it to do, haven't written it to do. So it turns out it's actually even more compliant because it can throw off logs and a paper trail is as complex as you want it. So if I were a compliance officer, I would say get robots in immediately because I want more visibility into what's being done. >>So where do you see your customers going? So our customers say few. As Brandon was saying earlier, you know, customers started with this unattended robots first because everyone was trying to get an efficiency in their back office. We got a Y and that that is actually the core foundation for what comes next, which is the attended automation, the robot for every person vision that we have, we have fought for the, for the entire global customer community of ours. I mean the number of use cases where a human agent would with a robot. Now with having a robot on every desktop, I mean simple things like expense reports, time sheets or even simple things like downloading emails and reports on a daily basis. You don't need to engage with multiple systems. As a, as a human agent, you can get the robot to go ahead and do that for you. And as Brandon was saying, you know, you have much better control with the robot doing it. Then a human being who has a mind who could potentially, you know, cause certain security or compliance related issues because a human agent could go easily off track, do something different. Where as the robot has a certain set of parameters within which they work. >>Well guys, we've got to wrap, but so I'm going to ask each of you, give us the bumper sticker on UI path forward three a. When the trucks are pulling away from the Bellagio, what's the bumper sticker? Safe running. Try and keep up. >>Yeah, go, go big. Go big and go big now. >>Yeah, go bigger or go home. It's kind of seems to be the theme here. Well guys, thanks very much for. Congratulations on all the success you guys got a lot of work to do still for sure and best of luck. Thank you very much. Very welcome and thank you for watching everybody. It's a wrap from a UI path forward. You watching the cube, go to siliconangle.com check out all the news. We've got a bunch of in depth coverage of this show, RPA in general. We have five shows this week, so check that out and of course go to the cube.net to see what will be next week. Another big week. October has become the new may. So thank you for watching everyone. This is Dave Volante for the cube. Thanks guys. Great job today. We'll see you next time.

>>Live from Las Vegas. It's the cube covering UI path forward Americas 2019 brought to you by UI path. Hello. We've already welcome to Las Vegas. This is day two of the year. >>Path forward conference UI path forward three. So what UI Pat does is they named their events one two three last year we were at Miami in the year before was one. Their North American event, which was in New York city. Here is three at the Bellagio hotel in in Las Vegas. 3000 people here for this rocket ship company growing revenues, they've got over $300 million in annual recurring revenue. That's up from 25 million in 2017 so you're talking about greater than 12 X increase in annual recurring revenues over 3000 employees. Now, Daniel Dienes, the CEO just named the industries the tech industry's latest billionaire. He's now dressing like a billionaire last year. He's in a tee shirt this year. He looks more like a more like a CEO. So we're going to be interviewing him later on today, but let's get right into it. The keynotes today comprised God Kirkwood who gave some predictions and that's her. >>I'm going to go, I'm going to talk about his predictions. I'm going to make some comments on those predictions and give you some thoughts of my own. Maybe throw in a few predictions of from Dave Vellante and then Craig LeClaire from Forrester gave a keynote. He was on the QBs today. Very knowledgeable analysts, probably one of the industry's top analysts, and I'll make some comments on some of the things he said. So let me get right into it. You got Kirkwood when you do these predictions, you know I put 'em out there. Of course it is smart. He's going to do these things and make them somewhat self-serving for RPA and UI path. So I'll make some comments on that as first one. One those was, there'll be a global economic downturn. I can't remember if he actually pinned a date, but I think he said it's in paint pending. >>Let's let's say 2020 he said that's good for RPA. Why would that be good for RPA? Because if there's an economic downturn, people are gonna want to get more. For less, and they're going to want to automate. They're gonna want to spend money and get fast ROI. And RPA potentially is a way to do that. It's not necessarily good news for low wage workers. They're doing mundane tasks. But nonetheless, he made the statement that it's good for our RPA. I would say this, I think a lot of this is going to depend on 2020 and the election in the United States as to what happens. I think it's very unclear right now. You saw the democratic debates last night. It's very clear that there's a, there's a swing to the left. Elizabeth Warren is, is kind of appears to be the front runner. So I would, I would make this prediction. >>I actually think Trump was gonna win the election. You know, don't hate me for saying that all you Trump haters, but I think whatever happens, maybe, maybe doesn't win the election. Maybe he wins the election and then, and then the subsequent election goes to the Democrats. But I think there's going to be a major swing back to the left. And I think that what that's gonna do, it's gonna open up the checkbooks and put more pressure on debt and I don't think there's a real issue right now of too fast economic growth of inflation. It's obviously something that economists watch, but if interest rates start rising back to the Clinton era levels, that means big trouble for the economy. But I don't see that necessarily happening in 2020 I think 2020 we'll see some moderation. I definitely think we're seeing less tech spending expected for Q four and I think that'll spill into 2020 based on the ETR and enterprise technology research data that we see. >>But I think it's actually a healthy pullback. I kind of agree with guy on that front. I actually think it is good for RPA. I think RPA is one of those sectors that you see in the ETR surveys that is gaining share relative to other tech spending and I think that will continue in any downturn. So I expect softness. However you define downturn, I don't think it's going to be falling off the cliff or a disaster, but I definitely think spending will be more tepid. Second thing he said is RPA will become the YouTube for automations. Think of YouTube as a container. I am not going to spend a lot of time on this one. A YouTube and RPA. I think no one's a consumer, but his, his analogy was around a container for automations, just like YouTube was a container for for video. I think they have aspirations to scale like YouTube, but if you look at RPA is a right now a back office, B2B business function and I think it'll stay that way for a couple of years. >>I'll make some statements on that. Automations will move from snowflake to snowball. What does he mean by that? Well today automations are all unique. Every company, and he made this statement feels like it's automations are a snowflake there. Everyone is different and what he's predicting is that over time these automations will become, there'd be more commonality in those automations. I think that's true. I do think while there are definite business processes that are unique to companies that there are a lot of similarities. Things like the UI path marketplace will allow people to share automations and I think there will be much more commonality. I think it's critical for scale. Number four, he said students entering the workforce will force employers to use automation. He didn't give a timeframe on this, but I'll tell you one thing. At a 2020 I've got three kids in college with two kids in college, one that's recently, recently graduated, who does something. >>Most kids in college have no clue what robotic process automation is, let alone what the acronym RPA stands for. So this is going to take some time. asked a hundred college kids what RPA is and I bet you maybe one or two have heard of it, even know what it is. So that's not happening today. I think that'll take probably another two cycles of graduate's before that really hits. We heard from the college of William and Mary yesterday where Tom Clancy and the college have partnered to really push in RPA into the curriculum and I think that's great. I'm going to talk, Tom Clancy's, a expert in the area of training and education that's going to take some time to bake out. So I would put that again. Guy didn't give a timeframe, but I would, I would say that's, that's five to eight years away. Number five, we'll continue to be surprised by the intelligence of machines and the stupidity of humans. >>Well, what he meant by that was there are some things that humans do that are repetitive, that are mistakes. They make the same mistakes over and over and over again, and machines won't necessarily do that. I do think this, that the gap or the number of things, if you make a list between the number of things that humans can do versus what robots can do with a physical or software robots, that gap is closing. There's no question about it. It's, you know, short few years ago, robots couldn't even climb stairs and now they can and you're, you're seeing things like chatbots improving. There's still, you know, a lot of them are still crap frankly, but, but you're going to see a lot of money go into chatbots. And so I do think that that gap will, will close. And I think it's, it's gonna, it's gonna come down to education and creativity in terms of the impact on job loss. >>And I'll make some comments about that in a moment. The six prediction, there are seven overall, so bear with me here. Automation will be discussed in the United nations con and the context will be jobs, wages and global economics. That's already happened. It's already happening. People are concerned about the impact on productivity and, and so, you know, that's a lock. The last one was consolidation amongst RPA vendors and automation led services will accelerate. I totally agree with this. He mentioned work fusion and amp works as two companies that are gonna. We're going to where we're going to see consolidation. We've already seen it. SAP got bought Contexto so you see in the big whales come into this market in four talks a lot about RPA. Anytime there's a fast growing software segment like RPA and as a leader like UI path, would you other companies all you know on their tail automation anywhere and blue prism automation anywhere in UI path have a ton of dough. >>You're going to see the big software companies say, wait a minute, I need a piece of that pie. Because software companies generally feel like every dime that's spent on software should go to them. That's the mentality of an SAP or an Oracle or even IBM and so either, unquestionably, you're going to see some consolidation. You mentioned service providers as well. Companies like symphony. I've been making a lot of comparisons this week between what I see in the UI path ecosystem and what I saw way back in the early part of this decade in the service now ecosystem. You had a company with Fritz like cloud sharper, which nobody ever heard of. They were a service management ITSMs expert and Accenture eventually snapped them up and came in. You saw DXC or CSC at the time do the same thing. And so I think you'll see the same thing here in this ecosystem. >>This ecosystem here is happening. It's buzzing, but it's got to grow and, and you're already seeing Deloitte and cognizant and E Y and PWC. The big guys could have jump in here. I often say that SIS love to eat at the trough and they know where the money is and the money appears to be in RPA because really there's so many screwed up processes inside companies. RPA is actually can give them a quick ROI. Now let me turn to some of my thoughts on this. Let me talk about the job impact of automation the vendors would have. You believe that it's all good, that people love this and and when they bring in software robots, it makes their lives better because they're doing less money, less money, less of the mundane tasks, and they're able to focus on new, more strategic things to our customer that we've talked to here in the cube. >>And also privately. This is true, people do love your software. Robots. When we were Jean younger yesterday from security benefit. If you Civ most excited she's ever been, you know, having said that, Craig Le Claire's research shows that over the next 10 years we will see a 16% job loss of jobs will disappear, rolls will disappear, and by the way, foresters at the low end of the spectrum of that forecast. Most forecast say 30 40% of jobs are going to get disrupted. I tend to believe that Craig's number is probably a better one at the lower end of that spectrum, but that's still a huge number. You are going to see unquestionably job impact from automation. Absolutely. No question in my mind. I think you're already seeing it now. Look it. Humans have always been replaced by machines, but for the first time in history we're seeing Keith cognitive functions replacing humans and as going to have a big disruptive impact on the workforce. >>And the other piece of this I would predict we are going to see a productivity boost. I think a significant productivity boost. Let me share you some data with the Bureau of labor statistics, which you know, you may look at that, you know in question some of their methodologies, but over the longterm, I think it's a viable metric from 2007 to 2018 productivity grew at 1.3% that's an anemic rate from from 1947 to 2018 productivity grew at 2.1% so Oh seven to 18 half the longterm productivity gain, 2000 to 2007 2.7% and then from, and then what we saw in Q one of 19 3.4% uptick in productivity. Is that sustainable? I think it is. I think we're now entering a, a new phase of productivity growth and I think it's gonna be driven by things like RPA and other automation. So that is going to have an impact back to the earlier statements on job loss. >>Okay. The other thing is I want to talk about the forecast, the market. Last year at UI path two in Miami, I said that I thought that forecast was low. They had like $4 billion by 2020 and I sort of called out Craig LaClaire on that, you know, and so I said this could be 10 billion by 2020 now he clarified that today up on stage. I was including services in, in my prediction, correct. Declares follows this market much more closely than I do. So I'll defer to him on, on on that. But he put in the services number and he showed the services to license ratio of around, you know, three X or so. But he actually had this very serial number about 10 billion by 2020 so I felt, felt good about that. That kind of bat my back of napkin prediction. I used to do this stuff at IDC for a living. >>So you know, actually got a little knack for that on an analog basis. Then he showed sort of his, his forecast for the market, you know, growing at a very linear rate. Now I'll say this, I think hot markets like RPA, they generally don't grow at a, at a, at a linear steady rate. If you look at some of the emerging forecasts that I, you know, for instance, IDC had in my years there, we would always have these linear like smooth growth forecasts. You know, some of those big markets, you know, think, you know, early days of the PC, the, the, the, the internet flash storage, you know, things of that nature. They tend to, these disruptive technologies tend to grow in an curve or an S curve. So what you see is sort of this momentum building where the market is being seeded. Know Gardner has RPA now in the trough of disillusionment. >>So you're seeing some of this, okay, the little engine that could, and then what you see is this steep part of the S curve growing and then after it explodes and hits escape velocity, it's sort of stretches out into maturity. And I think that's what you're going to see with RPA. But some things have to happen before that happens. And one is specifically the RPA has to move from the back office to the front office. It has to move from only really dealing with pretty simple, mundane tasks to more complicated automations. It's got to be able to deal with unstructured data. It's gotta be able to handle on attended or rather attended bots where you're injecting humans into the equation and you're actually using machine learning and artificial intelligence to to learn and then identify other areas of automation and actually have systems of agency that can act. >>In other words, a bot will call another bot that actually can complete a transaction and so you're going to see a lot of money spent here. This is a big chasm. I think that RPA has to cross. We're going to talk to Daniel DNAs about this. He's a big ticker. He's a go big or go home guy, and so I think those things I would predict those things actually are going to happen because you're going to see so much effort and money and emphasis put into AI and for competitive advantage that I actually think that RPA can lead that and then again come back to the consolidation. I think you will see some consolidation. I think you're seeing UI path. Try to take the lead automation anywhere is kind of pressing the lead if you will. Both companies have raised a couple of billion dollars if you combine them and I think the way this market shakes out is any and you're going to have some of the big whales come in like SAP. >>I think the way this happened is you're going to see one or two specialists emerge. I think UI path is on its way there automation anywhere as well and and the number one player is going to make a lot of money. The number two players going to do two. OK the number three player is going to struggle and everybody else is kinda be either break even or they're going to bundle it in like SAP as part of their overall portfolio and compete on that basis. So I would predict that UI path will maintain its lead. I think its got the culture to do that. I think automation anywhere also could company is going to keep pressing that lead and those should are two companies you know that you need to watch me. Interesting to see. Blue prism, I think they are somewhat under capitalized. They went to the public markets. >>The spending data actually shows all three of these companies as well as some of the legacy companies like Pega systems actually gaining could have more share relative to other initiatives. So I think even some of these legacy companies are going to continue to chug along and actually do pretty well in the business. But, but the real darling, you know, I think it's going to be UI path. All the bankers are hovering around earlier on this week trying to get their business. They know there's an IPO coming at some point. Again, we'll ask Daniel Dienes about that today. You have it. That's my intro. Some of my predictions. Some a guy Kirkwood's predictions. Wall-to-wall coverage on the cube today, day two at UI path forward three from Las Vegas. We'll be right back right after this short break.

>> Announcer: Live from Miami Beach, Florida It's theCUBE! Covering UiPathForward Americas. Brought to you by UiPath. >> Welcome back to South Beach everybody. You are watching theCUBE, the leader in live tech coverage. I'm Dave Vellante, Stu Miniman is here. This is UiPathForward Americas. UiPath does these shows all around the world and they've done, I don't know how many. But they've reached 14,000 customers this year. But Bobby Patrick knows, he's the CMO of UiPath. Bobby, great to see you again. >> It's great to be on again. >> So, how many of these events have you done in the last 12 months? >> We've probably done a dozen, all major cities. We still have Beijing and Dubai coming up. Over 14,000 people at our events alone. We go to a lot of other industry events obviously, but yeah, at our own events, every single event we break our records. We're always undersizing our events, it drives everyone nuts. >> You're always riding the wave, Bobby. You hit Cloud, right as the wave was building. How did you find this company? >> Yeah, so I was the HP of Cloud, they were, split assets off and took a little time, got a call and robotic process automation. Of course, I thought of physical robots. I look online and say wow that's interesting. I did some search terms on it and I saw RPA kind of sky rocketing in search and my background is actually in integration, data integration before Cloud. And then I met Daniel and I fell in love with Daniel and this was a year ago. I was employee 270, right? We'll have 2,000 by the end of the year. So, it's been everything I expected which was a rocket ship, has completely, constantly I've underestimated, it's amazing. >> So, you're the one who turned me onto this whole space. You sent me the Forrester Wave, >> Bobby: Right >> Where it was last year's and you guys were third this year, you leapfrogged into first. >> Bobby: Right. >> And then we said wow that's kind of cool. Let's download this and play with it. And we tried to download the other ones but we couldn't. You, know it was kind of too complicated. They wanted us to talk to resellers and, it was like, no no no. you guys were, like, really open. >> Bobby: It's part of our culture. >> And we found it super simple to use. It was, one of our guys wasn't a coder. Smart dude, but it was low code, no code type of situation. You were explaining to me at Legal Seafoods last week that you actually have written some automations. So, it's pretty simple to get started but there's a spectrum, right, and it's pretty powerful too. >> Yeah, it's an epiphany that hits everybody. This is the part where I see it, even in myself, when I realized every morning I was getting up and going to Google Trends and I was looking at us versus Automation Anywhere versus Blue Prism and we're pulling away. It's great, I'll get happy in the morning and I'll screen shot it and then I'll go to Slack and send it to the comp team. Why am I doing this? So, in 20 minutes now I have a robot everyday, every morning that does it for me. And I get a text and I get an email. We have, in marketing, a dozen of these. I've got one that does our Google Ad Words around the world. I've got one that takes all of our 30,000 inbound new contacts a month, in different languages, translates, finds out what country they are in, and routes them to the right country. These are simpler examples, but once you realize that anything you do that's routine and mundane that a robot can do for you. It brings, it makes you happy first of all, right? And you realize the vision we have for a robot for every person, its a very realistic vision and its two, three years out. >> Bobby, one on the things that has really interested me today is talking about what this means for jobs and careers. Dave and I were at Splunk earlier this week, talking about Splunkers, data is at the center of what they do and everybody comes to them, how do I leverage my data? I did operations for a bunch of my career and I'd spend lots of time with my team saying, what do you hate doing, what are you manually doing? What can you get rid of and there's a collaboration between, I hear, that your customers. It's not just oh some consultancy comes in and they cut something away and they took it away from you. Oh no wait, you're actually involved with this, it seems like an ongoing process and you're making people's jobs better. Can you talk a little about that dynamics of how this transforms a company? The vision for, I hear from UiPath, is that you're going to change the world. >> Yeah, so you have to sit in, you're talking about the future of work, or digital, you have to sit in a conference room and watch a bunch of workers sit around and I'll give you an example. At DISA, big federal government agency, federal government has lifetime workers, right? In the room, where 30 workers, who everyday download assets and then they compile them and then they analyze them. They have their best, fastest kind of human go against the UiPath robot that they automated. In 15 minutes, the human downloaded two assets or archives and the robot did 17. The entire room of 30 cheered! Cheered. No longer do we have to do that crap ever again. And this is, we see this in every industry. It's so much fun because you see just, people just radiating with excitement, right? Because, I was out with a customer today that says they can't even fulfill today with the humans they have, the 25% of the work they got. So, your robots are creating capacity, they're filling the void. You probably heard about Japan, right, and the aging population? And RPA and UiPath addressing suicide rates. This about making society better. This is about robots doing the work that we hate, right? One of our great customers, Holly Uhl from State Auto, said on stage that, you know, robots do the work nobody misses. And, I think that's trivial. Now what about job impacts, right? So, we worry everyday about what this means, right? So, we spend a lot of time on our academy, making it easier to train people, build digital era skills. We announced our academic alliance, right? We hired an amazing Chief of Learning Officer. You saw Tom Clancy. You know him and his team. We're going to train a million students in three years. You know, we're worried about the middle class. We're worried about people who are farther along in their careers and helping them re-skill. So, we take that as a part of our job as a company to figure out how to up-skill people and make them a part of this. And I'm really excited because a year ago when I joined, everybody said, the big problem you have is people going to worry about taking away jobs. I don't hear that from the 1500 customers in here today. >> Well, isn't a part of that re-skilling? Learning how to apply automation, maybe even learning how to apply RPA? Maybe even doing some automation? >> Yeah, so obviously there is-- World Economic Forum came out two weeks ago with a study that said, automation will add net 60 million jobs, I think that was for the people that losses, it will two x gains in jobs. Now those are different jobs in some cases. Some of those jobs are digital era skills, some of those jobs are AI, data science. So, I think that there's... But there are some cubicle jobs that will be affected, right? There are some swivel chair jobs that will be affected, but no different than when they automated toll booths, right? Or automated different parts of mundane work that we've all seen throughout our lives, right? So I think the speed at which this is happening is what worries people. Unlike, in the past, it took a little longer for automation or industrialization to impact jobs. But we're focused on this, right? We're going to put money towards this and we're just not seeing that today. Maybe it's because the economy is doing so great. People have a workforce shortage, but we're just not hearing it. >> Well, I mean, maybe a number of factors. I mean, there's no question, machines have always replaced humans. This is the first time in history of replacing humans in cognitive functions. >> Bobby: Augmenting >> Yes, absolutely, but It does suggest that there's opportunities for whether it's for education, you guys are investing there, training, and re-skilling whether it's around creativity and that's really where the discussion, in our view anyway, should be. Not about, okay lets protect our future, the past from the future. You don't want to just repave the cow path and use another bromide. You got to move forward and education is a key part of that. And you guys are putting your money where your mouth is. >> Yeah, we are and I think our academy that we launched a little over a year and a half ago has a quarter of a million people in it. They are already diplomas on LinkedIn. I watch everyday, people post their new diplomas, the different skills they've earned, right? Go through the courses, it's free. Democratization runs at the heart of this company, it's why we're growing so much faster than at automation anywhere, right? It's why we are a different kind of company. They're a very commercial minded kind of company. They're a marketplace, you have to be a customer. If your URL when you type in your email isn't a customer, you can't go to their store and do anything. We're free, open, share your automations and it's a very different mindset and community runs at our heart. If you're a small business, you know, under a million dollars, you get to use our software for free. And you can run your robots and we have one of our orchestrators run a manager. So, I think all of this is helping get companies and people more comfortable with our technology. There are kids and students now, we had University of Maryland up here. The professor, he's building whole classes now at the University of Maryland. All in the business school, all using our technology. Every student should have a robot, through their entire career, through their entire time at University of Maryland. That's every university, this is going to go so fast, Dave and Stu, so fast. And when I think back again, a year ago, I mean next year when we do this again, right? At our big flagship event, at three or four thousand people, you'll have felt that progression but the year I've been here, it's night and day already. >> Alright, so Bobby you know we're big fans of community. The open source stuff, you've for a long background in that. Help us put together some of these stats here. When I looked in your keynote, you said there's 114,000 certified RPA developers out there across the globe. 139 countries, 250,000 people have downloaded. You've only got at UiPath about 2,000 customers. So, you know, we talk business model and how your business grows, the industry grows, you know? Help us understand that dynamic. >> These are going to go exponential. So, we have large companies now that are committing to deploy UiPath to every employee. Every employee becomes a user then, so you're going to see that user number go like this. While the enterprise customer number goes like this. We're adding six new customers a day right now. The real opportunity for us is every one of our customers, very few are down their journey like an SMBC is. SMBC, RPA is in their annual reports, right? They say 500 million dollars already, right? It's a societal thing. They actually in Japan share together, to help each company. Here, in the U.S., we're a little competitive, right? Banks don't share with other banks typically, right? But, this is kind of what we're driving. It's, when you make an automation at UiPath. While we're not open source as a platform, the automation is open source. You put it on go, I can take that, you can take that. I had the same kind of problem. Put in the studio right away, modify it a bit and you're good to go. Now you've sped your implementation which is already fast by 70, 80, 90%. This is, we're just getting started. So, you're going to see companies adopting across HR, across supply chain, contact centers, you know. Today we're, for the most of our customers we're in one division. So, the opportunity to grow within a company, where we were barely 5% penetrated in our biggest client. >> And you've seen my prediction. A lot of the market forecast are under counting this space. >> Bobby: Right. >> There is a labor shortage, a skilled labor shortage There's more jobs than there are people to fill them. They don't have the right skills today. There is a productivity problem >> Bobby: Right. >> Productivity line is flat. RPA is going to become a fundamental component of digital transformations. It's about a billion dollar business today. I got it pegged at 10X by 2023. >> Craig at Forestry upped his guidance today, he may have told you all, to a 3.3 billion dollar market in 2021. Now I was a little disappointed, it was 2.9 before. I think he's still way under shooting it. But nevertheless, to grow 10% in one year, in his mind, is still pretty big. >> Yeah, a lot of those market forecasts are kind of linear. You're going to see, you know, an S curve, like growth in this market. I think there's no question about it. Just, in speaking to the customers today, we've seen this before in other major industry trends. We certainly saw it at ServiceNow, we saw it at Splunk, we saw it at Tableau. UiPath feels like a very similar vibe here. In Tenex, when we did the show here. I just feel an explosion coming, I already see it. It's palpable. >> One other reason for the explosion which is a little different than say most of the open source tech companies is that they were in IT sales. You don't have to use code to automate your tasks, right? The best developers for us are actually the subject matter experts in finance, in supply chain, in HR. So suddenly we've empowered them. Because IT everywhere is constrained, right? They're dealing with keeping systems current. So suddenly this these tools of software is available to any employee to go learn and automate what they do. The friction we've removed between business have to go to IT, IT be understaffed, IT have to get the requirements. All that's gone! So you create robots overnight, over the weekend. And make your life better. Again, most of the world still does not understand what's going on. I mean you can feel it now. But it's an epiphany for anyone when they see it. >> Well the open mindset that Daniel talked about today, he said, you know our competitors are doing what we do and that's okay. The rising tide lifts all boats kind of thing. That puts pressure on you guys to stay ahead of the pack. Big part of what Tom Clancy is doing is the training piece. That's huge. Free training. So you got to move faster than the market. You're confident you can do that. What gives you confidence? >> I think, one, is our product is simpler to use. So I think, you know, you go to Automation Anywhere and you need the code, right? You don't have to code with our design tool. We're told, we're about 40% faster to implement. And that's, look at the numbers. We shared our numbers again today. 100 million we announced in July 1st, for our first half of in ARR, 140 now, right? We are telling our numbers, we're open and transparent. Our competitors, well Blue Prism is public, right? We know they're growing slower. Another difference is the market, requirements are not created equal. Blue Prism only works in an unattended robot fashion, only in the back office. So, if you have front office automation, with call centers and customer service, they don't have the concept of an attended robot. You know, this idea of so, they lack the ability to serve all the requirements of a customer. I, think, it's just architecturally, I think what we're seeing in terms of simplicity and openness. And then market coverage very different then either Automation Anywhere or BluePrism. >> Alright Bobby, let me poke at something. So, if I look at, you came out this morning and said accelerate everything. One of the concerns I have is say okay, if I take existing processes, a lot of the time if you look at them, they're not ideal. They were manual in nature, it's great to do that but, how much do you need to wait and revisit and get consultants in to kind of fix things rather than just say oh okay. Faster is better for some things but not necessarily for all things unless you can make some adjustments first. >> You don't want to automate a bad process, right? So, we're not encouraging anyone to do that. So, you see a combination of... One thing about RPA is which great, is you don't have to go in and say, I'm going to go do procure to pay like Traditional IT guy. And so you can go into that process and say, oh look at all these errors, these tasks, these sub processes, these tasks. Where this huge friction and you can go automate that and get huge value. >> Almost like micro services. >> Yes, exactly. You're able to go in and that's really what people are doing. On the more ambitious projects, they're saying I'm also going to go optimize my process, think differently. But the reality is, people are going in, they're finding these few parts of a bigger process, automating it, getting immediate outcomes, immediate outcomes. And paying back that entire project in six months, including the fees on extension or PWC or other. That doesn't exist anywhere in technology. That kind of, you know, speed to an outcome and then payback period. It just doesn't exist. >> Well, the fact that the SIs are here. Yeah, we heard 15 day payback today. Super fast, ROI. The fact that the big SIs are here, especially given the relatively early days says a lot about the potential market size. I always joke, those guys like to eat at the trough. This is big business and it's important for you guys because they're strategic, they're at the board level. You need the top down support, at the same time, it sounds like there's a lot of bottom up activity. >> Bobby: Right. >> And that's where the innovations going to come from. What's next for you guys, you taking this show on the road again? >> Right, so the next Forward is in London. So, we had one in Europe and one in the U.S. We do what we call togethers, which is more intimate. Or all around the world, which are country specific or industry. I mean, we're going to go and call it the Automation First Tour. And we're going to go start our next tours up all through next year. Hit all the cities again, probably three times this size, each city. You know, I looked at Washington D.C. with federal government, we started federal government in January. Federal government for us next year should be a 60 million software business. For our partners, give them 6, 8, 10X on services on top of that. That's meaningful, that's why you see them here. That same calculation exists in every vertical and in every country. And so it's good for our partners. It's great, we want them to focus on building their skills though. Getting good skills and quality. So, we do a lot with them. We host a partner Forward yesterday with 500 partners, focusing on them. Look, we are investing in you, but you got to deliver quality, right? So, I think we amplify everything we did this year because it worked for us well. We amplify it big time and Forward in a year from now, whether it's Vegas or Orlando or we'll announce it soon, willl be substantially larger. >> Well, any company that's digitally transforming is going to put RPA as part of that digital transformation. It's not without its challenges but it's a tailwind. You better hop on that wave or you going to end up driftwood as Pat Gelsinger likes to say. Bobby, thanks so much. >> Bobby: Thank you Dave. >> Thanks for having us here. This has been a fantastic experience and congratulations and good luck going forward. >> Thank you. >> Alright guys, that's a wrap from here. This is theCUBE. Check out theCUBE.net Check out SiliconeANGLE.com for all the news. Cube.net's where all the videos are, wikimon.com for all the research. We are busy Stu, we're on the road a lot. So again, look at the upcoming events. Thanks for watching everybody. We'll see you next time.

>> Narrator: Live, from Miami Beach, Florida it's theCUBE covering UiPathForward Americas. Brought to you by UiPath. >> Welcome back to Miami everybody. You're watching theCUBE, the leader in live tech coverage. I'm Dave Vellante with my cohost Stu Miniman. We got all the action going on behind us. We are seeing the ascendancy of Robotic Process Automation, software robots. one of the leader's in that industry, one of the innovators, Daniel Dines is here, he's the founder and CEO of UiPath. Hot off the keynote, Daniel, thanks for coming on theCUBE. >> Daniel: Thank you for inviting me. >> Dave: You're very welcome, so, the great setup here, the Fontainebleau in Miami's an awesome venue for a conference this size; about 1500 people. In your keynote, you talked about your vision and we want to get into that but, go back to why you started UiPath. >> Daniel: I started UiPath to have joy at work, to do what I like, and to build something big. >> Dave: And you're a Developer, right? I mean you code-- >> Daniel: I am a Software Engineer. >> Dave: I mean, I can tell by the way you're dressed. (laughter) Developer CEO. >> Daniel: Yeah. >> Dave: Yeah, okay, so but you have a vision. You talked about a robot for every person. You mentioned Bill Gates, the PC for every person. I said a chicken for every pot, Harry Truman. What is that vision? Tell us about it. >> Daniel: Well, in our old day they work, we do a lot of menial stuff, repetitive, boring stuff. It's-- that is not human-- it's not human-like. Why not having this robot that we can talk to, we can command and just do the boring stuff for us? I think it's no-brainer. >> Dave: Right. >> Daniel: We just didn't think it's possible. We showed with our technology this is possible, actually. This is an angle of automation that people didn't think it was possible before. >> Dave: Well, so I neglected to congratulate you on your early success, I mean, you said one of your tenants is you're humble. So you got a lot of work to do, we understand that. But you've raised over $400 million to date, you just had a giant raise, we had Carl Eschenbach on in our Palo Alto studios. He was-- he was one of the guys in the round. So that's confirmation that this is a big market, we've pegged it at around a billion dollars today, 10x growth by 2023, so very impressive growth potential. What's driving that growth? >> Daniel: It's all from the customers. When they see it working, it's a "wow," it's different, they won't go back to the same way of delivering work. It's changing how people really work. You see people becoming joyful when we show them the robot, and they say, "I don't need to do this stuff anymore? Wow." Imagine people doing the same reports every day, going through hundreds of page and clicking the same-- this is, this is nirvana. >> Dave: And we saw customers, UnitedHealth was on stage today, Mr. Yamamoto has a thousand robots, Wells Fargo's up there, you had some partners. So you're doing that hard integration work as well. Stu, you noted that the global presence of this company was impressing you. You're thoughts on that. >> Stu: Yeah, absolutely, I mean first of all, company started in Romania, we had-- you know you don't see too many American keynotes where there's a video up there in a foreign language. It's Japanese with English subtitles, you've got customers already starting with a global footprint. What's it like being a founder in a start-up from Europe playing in a global marketplace? >> Daniel: Well, actually it help us to become-- we've been born global. We are one of the first start-ups born global from day one. We've been this company, with Japanese talent, Indian talent, Romanian talent, American talent. And being from this remote part of Europe help us... think big, because really are-- we cannot build this start-up only with Romanians. That's clear, we don't have the pool of talent. So why not just go in global, get the best talent we can and spread global? And we are one of the few companies in the world that has their revenue split equally across the three big continents. >> Stu: Yeah, Daniel, the other thing that struck me-- you're growing the company very fast. We talked about the money, but you said you're going to have over 4,000 employees by 2019. You know, I play a lot in the open source world, it's often small-team, you've got to go marketplace, how come you need so many employees for a software company? Maybe explain a little bit that relationship with a customer, how much you, you're technical people, what they need to do to interact and help them to grow these; is it verticals, you know, what's that dynamic? >> Daniel: Well, first of all, we hire more than 1,000 people in last year alone. We started from 200 and now we are 1,400. We need all these people because this technology is at the intersection of software and services. We need to help our customers scale, and we need to inject a lot of customer success people making our customer successful. My, my way of building a company is customer first. We want to offer this boutique type of approach to our customers, and they are happy. And they-- and we build this trust relationship. This is why we need so many-- We have 2,000 customers. Next year, we have 5,000 customers. We need our people to help them grow. >> Dave: We're going to have Craig Le Clair on a little later. He's the Vice President of Forrester Research. They've done a deep dive in this marketplace in the last couple years now. UiPath has jumped from number three to number one in the Forrester wave, and when you look at that report, really, the feature and function analysis shows you guys lead in a number of places. In listening to your keynote, I discerned several things that I wonder if you could explain for our audience. It sounds like computer vision is a key linchpin to your architecture, and there seems to be an orchestrator and then maybe a studio to enable simple low code, or even no code automations to be developed. Can you describe, so a layperson-- your architecture, and why you've been able to jump into the lead. >> Daniel: Well, we've done everything wrong as a start-up. We spent like seven years building a computer vision technology that-- it was of little use, back then. We did it just because we liked it. And now, this is our powerful weapon, because, what's important for this robot is to be accurate, and to be able to work in any situations. Why our technology works better, is that we do way better the extra mile of automation. 80% of the job anyone can do, even with free software. But the last 20% is where the real issues is. And with the last 20% there is no automation. And we are doing way faster. So all our signal sources-- the fact that we've done something against Lean, against every principal in start-up, we had the lecture in building so many years technology, without even envisioning the use. But when we found the market, and it was a great product market, then we scale the company. >> Dave: There are a couple key statistics that I want to bring up and get your thoughts on. We know that there are now more jobs than there are people to fill those jobs. We also know that the productivity hasn't been increasing, so your vision is to really close that gap through RPA and automation. So your narrative is really that you're not replacing humans, you're augmenting humans, but at the same time, there's got to be some training involved. You guys are making a huge commitment in training. You're going to train a million people, that's the goal, within three years. We have Tom Clancy on next. We're going to ask him how he's going to do that. But talk about that skills gap and how you're embracing re-training. >> Daniel: Well, we realize that at some point that change management, it's kind of the key-- it's the cornerstone of delivering this technology. Because there is inertia, there is fear, and-- if we bring, at the same time, automation and training, it solves this-- that solve this issue. And we have to think big; this is why: one million is a big goal, but we will achieve it because we-- I love my way to think big. I was thinking small for so many years, and thinking big it's like, it's like liberty. You sat down and realize, "Yes, you can." >> Stu: Daniel, we talk a lot about digital transformation. The automation often doesn't get talked, but in big companies; Microsoft, Oracle, SAP, seems a natural fit, I saw some of them are your partners, you came from Microsoft, maybe talk about that dynamic about how some of the, you know, big players that, you know, have the business process applications, how your solution fits with them, you know, are they going to be paying attention to this space? >> Daniel: Well, digital transformation, it's a big initiative for everybody. And RPA, it's actually right now, recognizes the first step in digital transformation. And obviously that if was RPA, AI, big business applications, it's not one single angle, but we covered the last mile of automation. We've covered the impossible, before, before this. And our automation first view of the world is beyond digital transformation because companies will exist after they build for digital transformation. But automation first is a, is a mindset. It's rethinking your operations by applying automation first. >> Dave: You have an open mindset, which is interesting. You even said on stage that, "Look, our competitors are beginning to mimic "some of our features and functions and our approach." And you said, "That's okay." I was surprised by that, especially given your Microsoft background, which was like, grind competitors into the ground. What's changed? Why the open mindset and why do you believe that's the right approach? >> Daniel: Look at Microsoft, Microsoft has changed. This is the-- it's much better, it's-- you feel better as a human. When you can offer something, "This is up, take it, give me feedback." We've been able to build way faster than them, having our open and free community. Open the software-- It gives you more joy as a developer seeing thousands of people than just guarding my little secret just for fear someone will copy it. It's way better. >> Dave: Now, you said on stage that a lot of people laughed at you when you were starting this company, you dream big. Somebody once said, Stu, that, "If you believe you can do it, "or you don't believe you can do it, you're right." "So you got to believe," was one of the things that you said. >> Daniel: That's the first thing. >> Dave: Yeah, so share with the young people out here who are dreaming big, everybody in their early 20's, they're dreaming big. Tell us about your story, your dreams, people who laughed at you, what were they laughing about and how did you power through that? Where did you get your conviction? >> Daniel: Well, first of all, they don't dream big enough. It's very difficult to big dream enough because you have your, you know-- it's the common sense that comes into the picture and it's the fear of other people laughing at you. And we haven't dreamt big enough. For 10-- for the first 10 years, we just wanted to make a good technology, the best technology that we can but that's not big enough. Big enough is change the world, big enough is bring something that makes people life better. This is big enough. If they think making people lives better, that's big enough. Nothing else is big enough. >> Dave: Well I love the fact, Daniel, that your mission-driven; that's clear. You're having some fun. You know this-- these apps are really a lot of fun. Do you still code? >> Daniel: No but I do a lot of software design and review. >> Dave: Okay, so you help, so the coders, they-- how do-- what's that dynamic like? You have-- obviously experienced developer. Do you sort of, tell them which path to go down or which path not to go down? Do you challenge them? What's your style, as a leader? >> Daniel: I challenge them to do things faster, always. They-- I ask them, let's do this feature and they say, "Two month." "No, two days." Why not? And then we go and break that one and it's a lot of conversation but usually we will deliver. Fast-- fast is also a way of being. Fastest company wins, and fast is a-- it's not easy to change the mind. Because you want-- maybe you want to be very organized, very sophisticated. If you are fast, you have to be ready to make mistakes, reverse your decision going, but you will go fast in the end. >> Dave: So that is kind of Steve Jobs-like, set a really challenging goal, and people somehow will figure it out, but culturally, you seem friendlier, nicer. It's not grinding people anymore, it's inspiring them. Is that a fair assessment? >> Daniel: My goal is to have the happiest team employees everywhere. Hap-- I like to be happy. I started this company for the joy of doing what I like, why not, this is, this is what I want for everyone. And we are-- we recently scored in comparably as one of the best company in terms of people happiness. >> Dave: Well congratulations, thanks so much for coming on theCUBE. >> Daniel: Thank you very much for inviting me. >> Dave: Really a pleasure having you. Alright, Stu and I will be back with our next guest. Right after this short break, we're live from UiPath... in Miami, you're watching theCUBE. Stay right there. (electronic music)

(energetic music) >> Live from Miami Beach, Florida. It's theCUBE covering UiPathForward Americas. Brought to you by UiPath. >> Welcome to Miami everybody. This is theCUBE the leader in live tech coverage. We're here covering the UiPathForward Americas conference. UiPath is a company that has come out of nowhere, really. And, is a leader in robotic process automation, RPA. It really is about software robots. I am Dave Vellante and I am here with Stu Miniman. We have one day of coverage, Stu. We are all over the place this weekend. Aren't we? Stu and I were in Orlando earlier. Flew down. Quick flight to Miami and we're getting the Kool-Aid injection from the RPA crowd. We're at the Fontainebleau in Miami. Kind of cool hotel. Stu you might remember, I am sure, you do, several years ago we did the very first .NEXT tour. .NEXT from Nutanix at this event. About this same size, maybe a little smaller. This is a little bigger. >> Dave, this is probably twice the size, about 1,500 people here. I remember about a year ago you were, started buzzing about RPA. Big growth in the market, you know really enjoyed getting into the keynote here. You know, you said we were at splunk and data was at the center of everything, and the CEO here for (mumbles), it's automation first. We talked about mobile first, cloud first, automation first. I know we got a lot of things we want to talk about because you know, I think back through my career, and I know you do too, automation is something we've been talking about for years. We struggle with it. There's challenges there, but there's a lot of things coming together and that's why we have this new era that RPA is striking at to really explode this market. >> Yeah, so I made a little prediction that I put out on Twitter, I'll share with folks. I said there's a wide and a gap between the number of jobs available worldwide and the number for people to fill them. That's something that we know. And there's a productivity gap. And the numbers aren't showing up. We're not seeing bump-ups in productivity even though spending on technology is kind of through the roof. Robotic Process Automation is going to become a fundamental component of closing that gap because companies, as part of the digital process transformation, they want to automate. The market today is around a billion. We see it growing 10 x over the next five to seven years. We're going to have some analysts on today from Forester, we'll dig into that a little bit, they cover this market really, really closely. So, we're hearing a lot more about RPA. We heard it last week at Infor, Charles Phillips was a big proponent of this. UiPath has been in this business now for a few years. It came out of Romania. Daniel Dines, former Microsoft executive, very interesting fellow. First time I've seen him speak. We're going to meet him today. He is a techy. Comes on stage with a T-shirt, you know. He's very sort of thoughtful, he's talking about open, about culture, about having fun. Really dedicated to listening to customers and growing this business. He said, he gave us a data point that they went from nothing, just a couple of million dollars, two years ago. They'll do 140 million. They're doing 140 million now in annual reccurring revenue. On their way to 200. I would estimate, they'll probably get there. If not by the end of year, probably by the first quarter next year. So let's take look at some of the things that we heard in the keynote. We heard from customers. A lot of partners here. Seen a lot of the big SIs diving in. That's always a sign of big markets. What did you learn today at the keynotes? >> Yeah, Dave, first thing there is definitely, one of the push backs about automation is, "Oh wait what is that "going to do for jobs?" You touched on it. There's a lot of staff they threw out. They said that RPA can really bring, you know, 75% productivity improvement because we know productivity improvement kind of stalled out over all in the market. And, what we want to do is get rid of mundane tasks. Dave, I spent a long time of my career helping to get, you know, how to we get infrastructure simpler? How do we get rid of those routine things? The storage robe they said if you were configuring LUNs, you need to go find other jobs. If you were networking certain basic things, we're going to automate that with software. But there are things that the automation are going to be able to do, so that you can be more creative. You can spend more time doing some higher level functions. And that's where we have a skills gap. I'm excited we're going to have Tom Clancy, who you and I know. I've got his book on the shelf and not Tom Clancy the fiction author, but you know the Tom Clancy who has done certifications and education through storage and cloud and now how do we get people ready for this next wave of how you can do people and machines. One of my favorite events, Dave, that we ever did was the Second Machine Age with MIT in London. Talking about it's really people plus machines, is really where you're going to get that boom. You've interviewed Garry Kasparov on this topic and it's just fascinating and it really excites me as someone, I mean, I've lived with my computers all my life and just as a technologist, I'm optimistic at how, you know, the two sides together can be much more powerful than either alone. >> Well, it's an important topic Stu. A lot of the shows that we go to, the vendors don't want to talk about that. "Oh, we don't want to talk about displacing humans." UiPath's perspective on that, and we'll poke them a little on that is, "That's old news. "People are happy because they're replacing their 'mundane tasks.'" And while that's true, there's some action on Twitter. (mumbles name) just tweeted out, replying to some of the stuff that we were talking about here, in the hashtag, which is UiPathForward, #UiPathForward, "Automation displaces unskilled workers, "that's the crux of the problem. "We need best algorithms to automate re-training and "re-skilling of workers. "That's what we need the most for best socio-economic "outcomes, in parallel to automation through "algorithm driven machines," he's right. That gap, and we talked about this at 2MA, is it going to be a creativity gap? It's an education issue, it's an education challenge. 'Cause you just don't want to displace, unskilled workers, we want to re-train people. >> Right, absolutely. You could have this hollowing out of the market place otherwise, where you have really low paid workers on the one end, and you have really high-end creative workers but the middle, you know, the middle class workers could be displaced if they are not re-trained, they're not put forward. The World Economic Forum actually said that this automation is going to create 60-million net new jobs. Now, 60-million, it sounds like a big number, but it is a large global workforce. And, actually Dave, one of the things that really struck me is, not only do you have a Romanian founder but up on stage we had, a Japanese customer giving a video in Japanese with the subtitles in English. Not something that you typically see at a U.S. show. Very global, in their reach. You talked about the community and very open source focus of something we've seen. This is how software grows very fast as you get those people working. It's something I want to understand. They've got, the UiPath that's 2,000 customers but they've got 114,000 certified RPA developers. So, I'm like, okay, wait. Those numbers don't make sense to me yet, but I'm sure our guests are going to be able to explain them. >> And, so you're right about the need for education. I was impressed that UiPath is actually spending some of it the money that it's raised. This company, just did a monster raise, 225-million. We had Carl Ashenbach on in theCUBE studio to talk about that. Jeff Freck interviewed him last week. You can find that interview on our YouTube play list and I think on out website as well. But they invested, I think it was 10-million dollars with the goal of training a million students in the next three years. They've hired Tom Clancy, who we know from the old EMC education world. EMC training and education world. So they got a pro in here who knows to scale training. So that's huge. They've also started a 20-million investment fund investing in start ups and eco-system companies, so they're putting their money where their mouth is. The company has raised over 400-million dollars to date. They've got a 3-billion dollar evaluation. Some of the other things we've heard from the keynote today, um, they've got about 1,400 employees which is way up. They were just 270, I believe, last year. And they're claiming, and I think it's probably true, they're the fastest growing enterprise software company in history, which is kind of astounding. Like you said, given that they came out of Romania, this global company maybe that's part of the reason why. >> I mean, Dave, they said his goal is they're going to have 4,000 employees by 2019. Wait, there are a software company and they raised huge amounts of money. AS you said, they are a triple unicorn with a three billion dollar valuation. Why does a software company need so many employees? And 3,000, at least 3,000 of those are going to be technical because this is intricate. This is not push button simplicity. There's training that needs to happen. How much do they need to engage? How much of this is vertical knowledge that they need to get? I was at Microsoft Ignite two weeks ago. Microsoft is going really deep vertically because AI requires specialized knowledge in each verticals. How much of that is needed from RPA? You've got a little booklet that they have of some basic 101 of the RPA skills. >> I don't know if you can see this, but... Is that the right camera? So, it's this kind of robot pack. It's kind of fun. Kind of go through, it says, you got to reliable friend you can automate, you know, sending them a little birthday wish. They got QR codes in the back you can download it. You know, waiters so you can order online food. There's something called Tackle, for you fantasy football players who help you sort of automate your fantasy football picks. Which is kind of cool. So, that's fun. There's fun culture here, but really it's about digital transformation and driving it to the heart of process automation. Daniel Dines, talked about taking things from hours to minutes, from sort of accurate to perfectly accurate. You know, slow to fast. From very time consuming to automated. So, he puts forth this vision of automation first. He talked about the waves, main frames, you know the traditional waves client server, internet, etc. And then, you know I really want to poke at this and dig into it a little bit. He talked about a computer vision and that seemed to be a technical enabler. So, I'm envisioning this sort of computer vision, this visual, this ability to visualize a robot, to visualize what's happening on the screen, and then a studio to be able to program these things. I think those are a couple of the components I discerned. But, it's really about a cultural shift, a mind shift, is what Daniel talked about, towards an automation first opportunity. >> And Dave, one of the things you said right there... Three things, the convergence of computer vision, the Summer of AI, and what he meant by that is that we've lived through a bunch of winters. And we've been talking about this. And, then the business.. >> Ice age of a, uh... >> Business, process, automation together, those put together and we can create that automation first era. And, he talked about... We've been talking about automation since the creation of the first computer. So, it's not a new idea. Just like, you know we've been talking on theCUBE for years. You know, data science isn't a new thing. We sometimes give these things new terms like RPA. But, I love digging into why these are real, and just as we've seen these are real indicators, you know, intelligence with like, whether you call it AI or ML, are doing things in various environments that we could not do in the past. Just borders of magnitude, more processing, data is more important. We could do more there. You know, are we on the cusp of really automation. being able to deliver on the things that we've been trying to talk about a couple of generations? >> So a couple of other stats that I thought were interesting. Daniel put forth a vision of one robot for every person to use. A computer for every person. A chicken for every pot, kind of thing (laughs) So, that was kind of cool. >> "PC for every person," Bill Gates. >> Right, an open and free mind set, so he talked a about, Daniel talked about of an era of openness. And UiPath has a market place where all the automations. you can put automations in there, they're all free to use. So, they're making money on the software and not on the automation. So, they really have this... He said, "We're making our competitors better. "They're copying what we're doing, "and we think that's a good thing. "Because it's going to help change the world." It's about affecting society, so the rising tides lift all boats. >> Yeah Dave, it reminds me a lot of, you know, you look at GitHub, you look at Docker Hub. There's lots of places. This is where code lives in these open market places. You know, not quite like the AWS or IBM market places where you can you can just buy software, but the question is how many developers get in there. They say they got 250,000 community members already there. So, and already what do they have? I think hundreds of processes that are built in there, so that will be a good metric we can see to how fast that scales. >> We had heard from a couple of customers, and Wells Fargo was up there, and United Health. Mr. Yamomoto from SNBC, they have 1,000 robots. So, they are really completely transforming their organization. We heard from a partner, Data Robot, Jeremy Atchins, somebody who's been on theCUBE before, Data Robot. They showed an automated loan processing where you could go in, talk to a chat bot and within minutes get qualified for a loan. I don't know if you noticed the loan amount was $7,000 and the interest rate was 13.6% so the applicant, really, must not of had great credit history. Cause that's kind of loan shark rates, but anyway, it was kind of a cool demo with the back end data robot munging all the data, doing whatever they had to do, transferring through a CSV into the software robot and then making that decision. So, that was kind of cool, those integrations seemed to be pretty key. I want to learn more about that. >> I mean it reminds me of chat box have been hot in a lot of areas lately, as how we can improve customer support and automate things on infrastructure in the likes of, we'll see how those intersections meet. >> Yeah, so we're going to be covering this all day. We got technologists coming on, customers, partners. Stu and I will be jamming. He's @Stu and I'm @Dvellante. Shoot us any questions, comments. Thanks for the ones we've had so far. We're here at the Fontainebleau in Miami Beach. Pretty crazy hotel. A lot of history here. A lot of pictures of Frank Sinatra on the wall. Keep it right there, buddy. You're watching theCUBE. We'll be right back after this short break. (energetic music)