>> Announcer: From theCUBE Studios in Palo Alto and Boston, connecting with thought leaders all around the world, this is a CUBE Conversation. >> Hey, welcome back, everybody. Jeff Frick here with theCUBE coming to you from our Palo Alto studios for a CUBE Conversation. We're talking about the Citrix Workspace Summit. It happened earlier today. And we've got one of the experts in the field, CUBE alumni and always a really fun guest to have on. Let's give a welcome to Tamara McCleary. She's coming to us from Colorado. She's the CEO of Thulium but you know her from social media and seeing her at all the conferences and speaking. And Tamara, it's great to see you again >> Jeff, it's so good to be here. Hey, next best thing to being in person, right? >> Absolutely. I mean, there is some good stuff. Neither of us had to get on an airplane today and we were able just to connect via the magic of the internet, which I think people forget how magic it truly is. So I looked up, we last spoke, it was mid-April. We were about a month into this thing after the kind of shutdown. And really the topic there was about this light switch moment on the work from home front. Now we're seven months into this, eight months into this, and clearly it's not going away anytime soon. And even when it does, it's not going to go back exactly to the way it was. So first off, how are you doing? 'Cause I know you spend a lot of time at conferences and traveling all over the world, so your life's been changed quite a bit. And then two, just your kind of perspective as we've moved from the light switch moment to the, that this is the new normal and will be the new normal going forward. Maybe not exactly how it is today, but we're not going back to the way that it was before. >> You couldn't be more spot on, Jeff. In fact, when you said April, to me, it almost feels like not seven months. It feels much longer ago. And since the last time I got on an airplane was the end of February, and that was a huge disruption to me in my life. I had always been in three, four cities a week, every week, and haven't traveled on an airplane since February. So the world is different, and it has shifted, and there's no going back. We can't step in the river twice and hit that same spot. I totally messed up that quote, but that's me. You're used to that already. >> Jeff: Exactly. >> But some things don't change. But I think when we look at work, and what we were talking about back in April is that now we're looking at the potential for kind of a hybrid approach, whether we're talking about work or even kids, some kids going back to school, there's a hybrid approach. And with that comes its own set of complexities that we have to consider. So not only has the culture shifted into a place where you have your workforce who has gotten used to working remotely, and there's a lot of things with working remotely that we didn't have when office was the centrical focus for the workplace. So there's a lot of flexibility when you work from home. And I think one of the interesting things with the Citrix Workspace Summit was when CEO David Henshall talked about how it's the people, right? So it's our workforce, our employees who are our most valuable, but also our most costly assets. So we have to make sure that the employee experience is one that is pleasing and helps us to have not only talent acquisition, but also talent retention in a really dynamic, competitive atmosphere. And I'm sure I just posed this question so we could go a million different places with this. Where do you want to go with it, Jeff? >> Well, I was going to say, and of course we can go forever, and we don't have forever, so at some point we'll have to stop talking at the end of this interview. But I just love having you on. And what I want to drill in is as we've talked about the new way to work for a very, very long time. This is not a new topic. And we've had remote work tools and we've had VPNs and we've had mobile phones now since 2007, but we didn't have this forcing function, and I think that's what's really different here is that now it wasn't a choice anymore. There was no more planning and talking about it and maybe or maybe not. Work from home was kind of a first-class citizen in terms of priority. COVID changed all that dramatically overnight. And it's driven home this other kind of concept which we talk a lot about generically in terms of the customer experience as they interact with our applications, which is the way that now they actually interact with the company. And we've talked a little bit about new way to work, but now it's really driven to the forefront, because as you said, there's a lot of benefits from working from home. You could eat dinner with your family, maybe can pick up a few more of the kids' activities, whether it's a sports game in the middle of the afternoon or something in the evening, but there's also a lot of stress. There's a lot of kind of this always on and this constant notifications, whether it's coming from email or text or Slack or Teams or Asana or whatever. So refocusing on the employee experience and elevating that up into a much more important thing, as you said, for both wellness and employee satisfaction, but also retention and getting new employees. It's really changed the priority of that whole set of, kind of point of view around the employee experience that wasn't there kind of pre-COVID. >> Absolutely. And I think you just tapped onto something that I think affects all of us who are juggling these multifaceted lives, and that is the constant interruption and distraction, and that costs money. And I think about that as the CEO of our organization is that how many of these distractions could be avoided to create efficiency and productivity. It also creates happiness for the individual. I don't think anybody likes to be constantly distracted, but when you have a bunch of different applications and you don't have them in one accessible place and you're constantly having to flip between these applications, it can cause a lot of friction and frustration. And I think genuinely that was my very first introduction to Citrix was the ability to really streamline and have everything in one place on a beautiful dashboard that was personalized to the individual. Not everybody in the organization needs to have all the applications, right? Some of your employees only need a few, and it just depends on who they are and what they're doing within the organization. And so I think decreasing that friction, making it easier for people, and certainly ensuring not only a frictionless experience at home but also ensuring security is huge. I mean, how many times have we talked about cybersecurity is not a bolt on afterwards. It has to be all the way up through the stack. And certainly we did have an increased threat landscape with work from home situations because there were all these security breaches and issues and vulnerabilities. So I know we're not talking security today, but I'm wild about it. But I think that all of these things, what I like about what Citrix is doing, and I enjoy the Summit, is the fact that they're blending everything into a single solution so that it just gets done. Work gets done from wherever you are, whether you're at home, you're in office, or in your car, work gets done. >> And not only work but I thought the theme that's interesting that came out in David's keynote is our best work. It's good work and high-value work. And there's really kind of two aspects of that. One, as you just said, is please help me with the distractions and use machine learning and artificial intelligence and this unified platform to decide whether I should or should not be distracted. Also help me prioritize what I should be working on kind of right now, which, again, a great opportunity for AI and ML to elevate that which is most important to the top of my inbox. But even more in one of the keynotes was integrating the concept of wellness, and not just wellness in the HR manual at the back after vision and dental and getting your health checks, but wellness even where the application suggests that you take a two-hour window in this particular period of time to be thoughtful and do some deep thinking. And someone mentioned the people we talk about in automation and getting rid of drudgery and errors and all the bad stuff that comes from doing crappy work, not only is it not fun, but super error prone. This is a really different to use technology to help the employee, as you said, not only just get work done, but get good work done, get high-value work done, prioritize good stuff, and not just deal with the incessant henpecking that is the notification world that it's really easy to fall into if you don't turn some of that stuff off or at least tone them down a little bit. >> That's so true. I don't know if you saw this, but there a study by Stanford of, I think it was 16,000 workers, and over a nine-month period, they did this study, and it was a study looking at work from home and whether productivity was increased. And every, 'cause at first you remember what it was, Jeff. I mean, in the old regime, we would thought, oh dear, we don't want a remote workforce because everybody's going to be hanging out in their pajamas and screwing around and not doing work. And that's not true. What ends up happening is that this study showed that productivity increased by 13%. And, I mean, that's huge, right? So there was a huge bump in performance. And in this particular study, the variables that they cited was perhaps that they had a quieter workspace. I mean, you're not getting barraged by all the endless meetings, unless you have endless Zoom meetings, but that's a whole nother conversation. But you're having more time to focus and flexibility on when you work, which also increases focus. But I thought what you mentioned, the wellness piece was important, because then if you look at other studies, there was a Forbes article that cited that the average worker starts at 8:32 a.m. or something like that and works until 5:38 p.m. And I think the days of the week that were the most productive were Tuesday, Wednesdays, and Thursdays. But this was interesting, I thought. Telephone calls were up by 230%, so the calls that employees were making, and CRM activity was up by 176% and email up by 57% and chats up by 9%. So what we're seeing is that people are trying to find creative ways to remain connected and communicate, but in different ways. And I think that's where the wellness piece comes in and kind of what you were saying with that. I think it's a microapp that Citrix has on their Workspace, their workspace dashboard that pops up a reminder and says, hey, you think you should take a break or get up from your desk. But I think that what's nice about that is it's easy to get sucked into your computer all day. I'm guilty. I will definitely say I can start off pretty darn early in the morning or usually around by five and go till late at night. But, and it's all in front of the computer screen. So maybe I need that Citrix workspace solution to tap me on the shoulder and tell me to go take a meditation break. >> At least one of those watches that'll tell you to get up and twist around. Well, let's shift gears a little bit. They had Satya Nadella on, and Satya is a phenomenal executive, been super successful turning that big, very large boat, Microsoft, into really a cloud company and a SaaS company, and nothing but great success. Always happy to hear him. He had some interesting comments I want to run by you. One of them he said is we were dogmatic about work before, but don't replace what we were with just a new dogma. And what he really highlighted, A, obviously without the technology platform and cloud and all these tools that we have in place, this couldn't have happened. But more importantly, he said it really highlights the need for flexibility and resiliency, and to really, again, kind of elevate those as the first class citizens as to what you should be optimizing for. And really the highlight within this sudden shift with COVID that if you've got those capabilities, you're going to be successful, and if you don't, you're in real trouble >> I'm glad you brought Satya up, because he also said something really cool that I think is true, and that is we are running right now, currently we are running a global scale experiment. Do you remember him saying that? >> Yeah. >> And it's so true. I think right now the social scientists are going wild because finally they've got their captive collection of their study, their guinea pigs. But the other thing he was saying, too, is that we're going to be harnessing all these technologies to be able to re-skill and up-skill. And how long have we been talking about this, Jeff, with the future of work, that it will be a re-skilling and up-skilling of the workforce. He even mentioned holographic technology. He didn't go into it, but just the mention of it got me thinking about how we are currently using some of those nascent technologies to be able to up-skill and re-skill our workforces and also protect a workforce that doesn't necessarily need to be on scene on the edge of it all. And then he gave an example of an engineer being able to communicate with a first-line worker without having to be actually in the physical presence. And so I think this crucible that we're in called a global pandemic, forcing our hand, really, to do all the things that we've been talking about at all these conferences that we've been to, for me, maybe the past two decades, is that it's show, don't tell. So we're not talking about it anymore. We actually have to do it. And another thing that Satya said was that nine to five is definitely not true anymore with work. It's flexibility. And it's really... He also mentioned this EEG study into meeting fatigue. >> Jeff: Yes. >> I thought it was pretty wild. An EEG study into meeting fatigue. And I bet even without reading that study, all of us who are on video conferencing systems can probably tell what the outcome of that was. But concentration wanes very quickly. In fact, I think in that study it was after 20 minutes. But, so kudos to Citrix for putting on their summits, because did you notice for once we had the enjoyment of all these just really contents, deliciously packed segments that were short. >> Jeff: Right. >> Whereas at live events, they went on way too long. I mean, even customer stories went on way too long. And I really love the staccato nature of these customer stories and partnerships and what was working, and I just thought that they did a really nice job, and it was interesting because it met perfectly with staying underneath that 20-minute window before attention wanes. >> Right, right. And they even broke it up into three conferences, right? It was Citrix Synergy before. >> Right. >> Now it's workspaces, it's cloud, and then the third one will be security. But I want to double down on another concept. We talked about it last time with you and with Amy about measuring work and about kind of old work paradigms in terms of measuring performance that were really based more on activity than output. And this concept that work is an output, not a place. And it kind of makes you think of talking about cloud and a cloud-centric way of thinking about things. It's not necessarily the delivery method. It's about adopting quick change and rapid pace and having everything available that you need anywhere you are at the same time. So it seems strange to me that it took this to drive people to figure out that they should be measuring output and not activity. And were some early applications that came out when this all went down that are going to report back as to how often are you looking at your Zoom calls and how often are you sitting in front of your desk and all this silly stuff that just, again, misses the point. And I think this whole employee experience is, as you said, make 'em happy, make 'em feel fulfilled. They want to do meaningful work. They want to do high-value work. They just don't want to be an integration machine between the email system and the accounts receivable system and the accounts payable system. There's so much of an opportunity to get more value from the people, which, oh, by the way, makes for happier people. So do you think finally we're at a point where we can start getting away from just measuring activity unless that's your job to put a widget on a screw and really focus on output and high-value output and innovative output and deep thinking output versus just checking another box and passing the paper down the line? >> You know, Jeff, that reminds me of what Erica Volini, I think she's global human capital practice at Deloitte. I really loved her presentation. I also like the fact that I felt like she was speaking from her home, and she mentioned she's a new mom, and so there was this warmth and connection there which also I think is something really that we don't think about being, but it is a gift since we've all had to work from home is being able to see kind of executive individuals in a regular environment, and it humanizes it all, right? She said something really interesting in her talk. She was talking about rearchitecting the future of work, and she was talking about essentially, the premise was that human beings need, crave, have to have work that's meaningful and real. And part of this whole experience piece, part of this removing the friction from the experience of the employee and providing opportunities, stimulating growth opportunities for employees to give them that sense of meaning. But also she talked about the relationships. I mean, work is a huge part of the relationships in our life. And so this meaningful relationships and connections and in her architecting the work of the future, it's harnessing technology in service to humans to do a better job. And I think the word she used was augmentation, right? So the augmentation piece would be as we think about reinventing or re-imagining or re-architecting, we look at what's going to happen when we have the human working with the machine, but the machine in service to augmenting that human being to do, potential is what she was talking about, to really reach their potential. And so it's not about being replaced by technology. It's not being replaced by artificial intelligence, with machine learning algorithms. It's actually working in tandem so that technology potentiates the human that is using the technology. And I think that was a really good way of putting it. >> Right, right. I mean, we talk, it's one of our taglines, right? To separate the signal from the noise. And the problem is with so many systems now, and I forget, you may know off the top of your head, the average number of applications that people have to interact with every day to get their job done. >> Too many. >> Too many. >> Too many. >> It's a lot. So, so there is a lot of noise, but there's also some signal. And so if you're not paying attention, you can miss the signal that might be super, super important because you're overwhelmed by the noise. And so I think it is a real interesting challenge. It's a technology challenge to apply the machine learning and artificial intelligence, to sort through the total flow, to be able to prioritize and separate the signal from the noise to make sure we're working on the stuff that we should be working on. And I think it's a growing challenge as we just seem to always be adding new applications and adding new notifications and adding new systems that we have to interact with versus taking them away. So Citrix has this approach where we're just going to bring it all in together under one place. And so whether it's your Salesforce notification or your Slack notification or Zoom meeting, whatever, to have it orchestrated as a single place so I don't have 18 tabs, 14 browsers, and two laptops running just to get my day job done. >> You're going to make me self-conscious of all the tabs I have right now. Thanks a lot, Jeff. But, it's kind of, I like hearing stories, right? I think stories communicate to me kind of these practical applications. And I think Citrix did a brilliant job in the Workspace Summit of highlighting some of these customer stories that were really inspiring during the pandemic. One of 'em was City National Bank and Ariel Carrion? This is a test of my memory. He's the CTO, right, of City National Bank. And he's talking about that they had already had a partial migration to the cloud prior to the pandemic. So obviously there was an advantage for those organizations that already had their toe in the water. So, but when the pandemic hit, then it really catalyzed that movement all the way into the cloud and essentially creating a digital bank. And what was really interesting to me is that they funded 9600 loans and taking on new clients during that time of transformation to a digital bank. And one of the coolest things that he said to me was that in a regular program, it would've taken, mind you, get this. It would've taken 14 years, 14 years to accomplish what they did in three months. >> That's a long time. >> I was blown away, right? Just to me, that speaks a lot, because what we're talking about here is their clients are small business, and who do you think was impacted most during the pandemic? Small business. So the ability to get loans was critically important to the survival of a lot of companies. And the same story they had with eBay and David Lessor was talking, he's a senior manager in the office of the CIO, I think I remember. And he was talking about how obviously eBay is a digital platform, right? But if you think about the pandemic when we were all had these shelter in place orders, lots of people were able to still make money and earn a living because they were able to do business on eBay. And both eBay and City National Bank are obviously customers of Citrix. But I just found this to be really inspiring, because for eBay pre-pandemic, it was like, I don't know. I think they said they had 11,000 connected users prior to the pandemic, and a lot of those were in physical call centers. >> Jeff: Right. >> And then post-pandemic, I think he was reaching, saying end of Q4 was going to be something like 14,000 connected users. That's huge from 11 to 14. >> Yeah. >> And again, to your point, it's kind of forcing our hand into really not only pivoting, but increasing our speed in this ever-changing dynamic environment. >> Right. >> You know, one of the other things that came up, before I let you go, that it's always nice to have frameworks. Sometimes it just helps us organize our thoughts and it's kind of a mental cheat sheet. And they talked about the four Cs, connectivity, content, collaboration, and culture. And I would have to say they're in inverse order of how I would potentially have prioritized them. But I just wanted to zero in on the culture piece, 'cause I don't think people focus enough on culture. And one of the things I think we talked about in April, and I've certainly talked about a number of times going through this thing in leadership in these crazy times is that the frequency and the type and the topics in communication within your internal world have gone up dramatically. I think we had the, we had a CMO on the other day, and she said internal comms, this is a big company, prior to COVID was important, but not that important within the list of the CMO's activity. But then once this thing hit, right, suddenly internal communications, again, in terms of frequency and the types of topics you're talking about and the forums that you talk about and the actual vehicles in which you talk about, whether it's a all hands Zoom call or it's more frequent one-on-ones with your manager, really, really increase the importance of culture, and then I think probably is going to show over time the people that have it right, getting some separation distance from the people that got it wrong. I wonder if you could just talk about, 'cause you're a big culture person and you know how important the people part of the whole thing is. >> Yeah, culture drives everything. You're right. And that was Citrix's CIO who gave those four Cs, I think, Meerah Rajavel. >> Yeah, yeah. >> She gave those four Cs. And you couldn't be, you couldn't have tapped into something that I think is the soft underbelly of the organization, which is what is the culture. And anyone who's worked in an organization with a sick culture knows that it's just, it's cancerous, right? It grows and it causes decay. And I don't care how much innovation you have. If the culture is sick, you just, you're going to lose your best people. It's hard to work in a sick culture. And so I think what we had to do is when we all started working remotely, that was a culture shift, because we were siloed off of it. We weren't actually hanging out in physical space. Some of the things that we enjoyed about meeting with other human beings physically changed. And so it really behooved organizations to take a look at how they were going to foster culture digitally, how they were going to create that sense of bonding between not only those within your departmental area, but cross over into other areas. And I think that creating that culture that says I don't have to be in the exact same physical space, but we can still connect. I mean, you and I are doing this. We're not in the same physical space. >> Jeff: Right. >> But I'm still going to feel like we met today. >> Jeff: Right. >> You can create that for your employees. And it also means that we learned that we don't have to be in that same physical space, right? And I thought that was a really interesting position when Hayden Brown, the CEO of Upwork, was talking at the summit and saying that even when we look at creating culture with employees who aren't necessarily, maybe it's a workforce from all over the world that you're using, a remote workforce. And when you're using things like employees, if you've got work to do and you can find a really good talent and you can grab them for what it is that you need, you're actually increasing your ability to be able to deliver on things versus having to worry about whether you have that person in house, but you still can create that culture where everyone is inclusive, where someone can be in Australia and someone's in San Francisco and someone's in the UK, and you still have to create a cohesive, inclusive culture. And it matters not anymore whether or not you are a full-time employee or if you're a contract worker. I think in today's space, and certainly in those future of work conversations, it's more about, to the very first thing you said at the beginning, it's more about output. How's that for tying it back up again? >> Jeff: Yeah, very good. >> And that was totally unplanned. But it is about output, and that's going to be the future of work culture. It's not going to be the title that you have, whether or not you're a full-time employee or a part-time employee or a contract worker. It's going to be who are you meeting with? Who are you having these digital interfaces with and Slacking with or using any sort of platform application that you want to use. It's remaining in touch and in communication, and no longer is it about a physical space. It's a digital space. >> Right, right. All right, well, I'm going to give you the last word. You are a super positive person, and there's reasons, and for people that haven't watched your TED Talk, they should. I think it's super impactful and it really changed the way I look at you. So of all the negatives, wrap us up with some positives that you see as we come out of COVID that going through this experience will make in our lives, both our work lives as well as our personal lives. >> Well, since you're going to allow me to go deep here, I would say one of the things that COVID has brought us is pause. It caused us to go in. And with any dark night of the soul, we have to wrestle with the things that are real for us, and the things that fall away are those that were false, false perceptions, false ideas, illusions of even thinking who we are, what we're doing. And we had to come home to ourselves. And I think one of the things that COVID gave us through uncertainty was finding a center in that uncertainty. And maybe we got to know our beloveds a bit more. Maybe we got to know our kids a bit more, even if they drive us crazy sometimes. But in the end, I think maybe we all got to know ourselves a little bit more. And for that, I think we can harness those seeds of wisdom and make better choices in the future to co-create together a future that we are all pleased to wake up in, one that is fair, one that is equal, one that is inclusive, and one that we can be proud to have contributed to. And that's what I hope we've taken from this extremely hard time. >> Well, Tamara, thanks for sharing your wisdom with us. Really appreciate it. And great to see ya. >> Good to see you, too, thank you. >> All right, she's Tamara, I'm Jeff. You're watching theCUBE. Thanks for watching. We'll see you next time. (bright music)

>>Live from Seattle, Washington. It's the cube covering Smartsheet engage 2019 brought to you by Smartsheet. >>Welcome back everyone to Seattle, Washington. We are here at Smartsheet engaged 2019 I'm your host, Rebecca Knight along with my cohost Jeff Frick. You're watching the cube. We are here with a cube alum, a cube veteran, Dion Hinchcliffe, VP and principal analyst at constellation research at at Washington DC. Thank you so much for returning to the cube. Absolutely. Thanks for having me. So we're here to talk with you about the future of work, which is a huge topic but a fascinating one. I want you to start by giving sort of a broad brush of what you see are the biggest changes right now happening in the workplace is driven by the new, the rise of digital technologies. >>Sure. I mean while it digital is infusing everything in the workplace these days, right? And so we've had the past waves of productivity tools and then mobile devices came through and then eventually augmented reality and virtual reality are going to literally change how we perceive the workplace. And then we have just everyday trends like remote working. And now people can work from anywhere, right? It's fantastic. And that's, that's really revolutionized a lot of things. There are things in 2% of the workforce per year is becoming a remote work force. Companies like ADP have a quarter of their workforce working from home, right? Accenture, same thing. They're getting rid of office space and they, they work out of their house unless there's a client site. And because you can create a, create the experience that you want. And one of the really big trends is this is this trend towards being able to shape the employee experience the way that you want to, using the tools that you prefer. >>And some people call this shadow it, other people call it innovation, right? And so that's one of the, one of the big changes. And then we have things like the gig economy, which is allowing people to build the lifestyles they want doing any kind of work they want when they want to, when they feel like it on their own terms. And that's, that's really quite exciting too. So all these, this confluence of forces all enabled them driven by technology. But it's also leading to a lot of what we call cognitive overload workers that are not lifelong learners are feeling overwhelmed by this. And that's another big challenge. >>Well, you also get this tools proliferation, which they're just not, they're just not word and, and Excel anymore. But you've got a tab open with Salesforce, you've got a tab open with Slack, you've got Gmail open, you've got docs open and you've got Smartsheet open. You might have a JIRA open. I mean, so how is that gonna sort itself out as we just kind of keep adding new tabs of apps that we have to keep up >>and we need all this technology to do better work. I mean the, these apps provide value except that it's increased in the onboarding time for workers. It's making it hard for us to train people. In some companies it's hard to retain people because they feel like they have to go to work and there's this onslaught of technologies they have to have tabs open and get their jobs done. And they do. And so we're seeing things like, you know, we're at the Smartsheet conference where, you know, how can we centralize work a little bit better, streamline it by integrating the tools and creating more focus in on what we're doing. And that's a very big trend. So my latest digital workplace trends report, we say this, we're seeing these hubs form, you know like Slack is another work hub that's become very popular inside of organizations. >>They have over 1100 application integrations that allow people to spend their time in one place and kind of work through all these other systems from one hub. So we're dealing with this complexity, you know, starting to be able to do this now, but it's early days still a big challenge. So what's a, what are you seeing now? So what's the, what is the answer then? I mean we have you just described all of these trends that are taking place that are making, making the work modern workplace so much more complex, dealing with workers who have, they're dealing with cognitive overload leaders who want more with less. What are some of the answers? What are some of the most exciting tools that you're seeing right now? We talked already about Smartsheet and Slack. We see the new digital experience platforms are emerging and low code and no code is also becoming popular. >>I'd be able to take the pieces of the applications you want and create more streamline experiences. So the CIO of Accenture, Andrew Wilson, solve his problem right away there. They're knowledge workers are just being choked by all of these tools, but yet we need the value they provide. So he began to divide up the employee experience, the 100 top moments and then he built experiences that enabled, you know, project management and onboarding and all of these key activities to be friction-free built out of their existing applications, but streamlined to just what they needed to do. And he used this as his top priority as a digital leader is to say, we've got to take as much complexity away so we can get at the values with streamlining and simplification. And we now have tools that allow that shaping to happen very quickly. It's almost reminds me of kind of the competition for Deb's right now. >>It's the competition for employees. And then we've talked a lot about the consumerization of it in mobile devices for the customer experience, but there hasn't been as much talk about leveraging that same kind of expected behavior, right? Or expected inner engagement interaction with the apps on the actual employee engagement side, which is probably as fierce of a battle as it is to get customers. Cause I think there's a lot more than 2% customers out available. But yeah, we only get 2% unemployment in the Bay area. Now it's creating effectively negative unemployment, right? Anything under 3%. So this is the challenges. Employee experience is usually low on the priority list for CEOs. They usually have analytics and cloud and cybersecurity and all these things that they have to get done that are higher priority. Yet customer experience is, is one of those priorities. But how does an employee give a good customer experience when they have a poor experience to deliver it with? Right. We're seeing you can do with talented people, is expecting to do a great job. And then give them a bunch of hard to use tools, right. Which is what's happening. So we are now finally seeing that prioritization go up a little bit because employee experience is part of delivering great customer experience and it's how you, how you create that experience to begin with. So small >>and leaders are seeing that as a priority of retaining their top people because they understand that their workers need to feel satisfied with their work life. >>Yeah. And now we have data on a lot of these things we didn't have before and I'm sure you've seen the numbers that are, most employees are disengaged at work. The majority, right between 50 and 60% depending on whose data you're looking at. That's an enormous untapped investment that workers are not performing the way that they could if they had better employee experiences. And what's disengaging is, as I mentioned, you know, giving a talented person allows you tools or allows you experience, right and expect them to do great is right. It doesn't happen. >>How much do you think AAL or excuse me, AI and machine learning will be able to offload enough of the mundane to flip the bit on how engaged they are in their job. >>Yeah, it's, it's interesting cause there's, you know, there's two sides of the coin there. Some people like a, a job that they can just kind of phone in and it's kind of rote and they can come in, they don't have to think too hard and then they can go home to their family and some people are hired on that basis. Right. Um, because that's the challenge. AI and machine learning will absolutely automate most rote work. If you look at like Adobe sensei, I was at the Adobe conference and, and they were talking about how all of these creative types, you'll have all these mundane tasks automated for them. And I could see everybody looking at each other going, I get paid to do. >>Right, right. >>So you know, it, you'll see things like robotic process automation is working. I mean, I hear anecdotes all the time from CIO is how they had, they cut like 25% out of their call center because they handed it over to the box. Right. You know, as bill processing, that's one of the, and sorting and matching bills, the invoices, it's a manual job even in today's world until very recently. So we are seeing that happen about the most rote level and it just, but it's just going to climb up from there. >>What do you see down the road though? I mean in terms of those, in terms of those employees who are raising their saying hands saying weed, I kind of want that job. I are you, are you seeing what's going to happen to those people? Are they going to have to learn new skills? Are they, are they going to be invested in by their companies? >>Well you hope so. You know, it's interesting. We see that all the big vendors now have these big education programs. Salesforce has Trailhead. SAP just announced open SAP where they giveaway massively open online courses. And you know, Microsoft has done this with Microsoft developers network way back in the day, trying to educate people. I mean you can get re-skilled for nothing for free now if you want to do it. But this is the challenges. Even though every technological revolution in the past, and it looks like this one too has totally changed the employment picture. Uh, uh, by and large it creates more jobs than we lose. And that looks like it's going to happen here. But the people who lose the jobs aren't the ones that tend to gain the jobs, the new jobs, right? Yeah. The, it's hard to take somebody who's, who's sorting bills and say, I need you to develop a new AI algorithms because that's where the next strategic jobs are going to be directing the AI to do all these things. Right. And so I think the short term is going to be dislocation and it's happening so fast that unless society, government, and enterprises really intervene that to upskill these folks, we are going to have a challenge. >>Well, we're in this really weird time too, in between, I mean, the classic one is long haul trucking, right? Which is perfect for autonomous vehicles, you know, to carry a lot of that freight and everyone pretty much agrees that's going to happen. At the same time, there's, there's a huge shortage of available truck drivers today. Uh, like there never has been. So as these weird, and again, it's probably not the best thing for a young kid to get into, right? Because it's not, doesn't have a lot great long. >>Right? Right. >>Well, and you know, you look at Uber and their stated direction is, is they want to get rid of all these drivers, right? They want it, they want self-driving taxis. And you know, we're getting close to where that might actually happen, right? Uh, and so the unskilled labor is going to be hit by far the worst. You have to become skilled labor in, in the digital economy. Uh, and so a big part of the future of work is going to be finding ways to, to get the skills into people's hands. You know, like Facebook and other large organizations don't even require a college degree. What they want people, the people that can deliver, they can take these things and create the, you know, the, the great products of the future. And so, you know, those everyone has to become a knowledge worker. >>And, and as Laird Hamilton said on the main stage today, it's the, it's the, the formula of learning to really understand when you're starting from a point of, wow, I don't know much about that. I bet. I guess I'd better learn about it. And then learning a lot about it along the way. We all have to be able to adapt and adopt those new, >>no, absolutely. Now the, uh, uh, and so w we see up-skilling and cross skilling becoming more transdisciplinary. So business people are becoming it folks now and it folks really business people, you know, we've had this business, it divide for a long time and cracks me up. I still go to big companies in the it departments using its own building. Right. But those days are going away. And now seeing that, you know, now as it people over on the business side that live there now. Right. You know, so we're seeing this kind of, this blending where digital is infusing everything and so you have to become digitally competent. Uh, and this is where we have to make that simpler. This is going back to the, you know, the, the, the digital workplace, the average user has had the number of applications they have to learn double or triple in the last just the last five years. Right. So it's a big challenge. >>So what should kids be majoring in today? What's your, >>Oh, a game design. Know the gaming industry is bigger than the movie by a large, large margin. Right. And, and that, that's where all the experience of these immersive experiences in virtual reality and augmented reality really come from. And then you can go into business. Right. You know, >>even sociology majors can design games. >>Yeah. It's just, you know, it's just get, like you said, it's, it's the poor tweeners right. That get bumped on the old and aren't necessarily in a position to take care of the new, yeah. I'll have to take care of. And unfortunately, uh, not a lot of great record of retraining today, but maybe that's going to have to be a much more significant investment because there just aren't the people to fill those positions, period. Right? Yeah. Well, and there's these big market places now you can build the career of your dreams. You'd go to Upwork or Gigster. I mean, these are big job markets where you can go and find work and do it from anywhere using a tablet you bought for $50 off Amazon. Right, right. You know, it just that most of you aren't even aware of that. They can do that. Right, right, right. >>So it's this fast changing world. Put a few bucks away for insurance and you've put a few bucks away in your 401k and you, yeah. You know, not just living off the cash plus a little bit to cover your costs, which unfortunately a lot of their, like the Uber drivers and the Lyft drivers are anyway, you know, they're not really banking that thing for building a, a career. Well, I've crawled to those platforms and it's interesting, entrepreneurial activities, very common in places like Asia, right? Where if, you know, they come here, they build businesses right away. Right. And they're used to that. So w and we lost some of that, but I think we were gave a economy is giving a lot of that back to us. We have to relearn it again, you know? Right. >>Well Deon, thank you so much for coming on the cube. It was a pleasure having you. Absolutely. Thanks. So Jeff. Thanks Rebecca. I'm Rebecca Knight for Jeff Frick. Stay tuned to more of the cubes live coverage of NJ engaged 2019.

>> From the Hard Rock Hotel in Las Vegas, It's theCUBE, covering HoshoCon 2018. Brought to you by Hosho. >> Okay, welcome back everyone. We're here live in Las Vegas for theCUBE's exclusive coverage of HoshoCon. This is the first inaugural event of its kind. It's the first security blockchain conference, where all the top minds in the security blockchain decentralized world come together to try to work on, solve, and enhance the security profile of how the world's running. As we know blockchains run the infrastructure, and we need security. I'm John Furrier, co-host of theCUBE. I'm here with David Johnson, the CEO of Latium. Welcome to theCUBE thanks for joining me. >> Thanks for having me John. >> So, you're one of the brain trusts in the industry here at this event, trying to solve the security problems. Let's get into it, but first take a minute to explain what you guys do. What does your company do? What's your purpose to exist? Why are you in business? >> Well our main goal is trying to help get the message of crypto out and increase adoption in the space. We do a lot of things, we're a multifunctional platform. We're trying to make it easy by putting everything in one place. We believe that there's a lot of complexity, there's a lot of technical knowledge required. I mean, I've been in technology for 30 years, and it's really complex to use crypto. And we just think everyday people probably will not learn that. It's like they don't know why their car moves when they press the gas pedal, but they know that it does, and we're trying to solve that for crypto. >> It's like a car, imagine having to open the hood up, throw a switch, put the screwdriver on this, get a charge, go back in, run in, I mean just turn the key, come on. >> It's asking a bit much, at least that's our philosophy. >> Okay, so when you say moving a lot of complexity into the platform, are you talking about custody, are you talking about tech stack? What specifically are you guys doing? Is it technology stack, is it a framework, is it software, is it? >> It's a platform, it's a platform as far, it is a community where they can come in. It's a multicurrency wallet, it's an exchange. They can work for crypto, they can hire for crypto. So, again we're taking it from the client side, anything they would want to do with crypto, we'll try to put that in one place. >> So, you're trying to build a multipurpose platform where someone can run turn key. >> Exactly. >> A full end to end life cycle of crypto. >> That's correct. >> And why would they do that, build an app, marketplaces, is it business model driven? So what's your target customer looking to do? Are they developers, are they big businesses? >> Well, our target market is the everyday person who wants access to crypto, they're hearing about crypto, but they don't know how to participate. So, it starts off easy for them. They can come into the platform and they can perform a task on our platform, and now they're immediately a crypto holder, right? So, we just want to expose that space and make that access point as easy as possible. >> That's where they get people into crypto, is give the crypto away. >> And that's kind of what we're doing, we're giving them crypto for their production. >> All right, so give me an example. We're into crypto, we're doing a little CUBE crypto. How do we get involved? What do we do, how do we use you? >> Well one way you could use it, is you could use us if you were trying to, say promote something. That would be one way to do it. You want the community to get behind something? You want feedback. Say you have a website and you want feedback. You need Beta testers, right? You could list a task on our platform, our community base would see that listing, they could decide, I want to perform this task, and be paid in crypto. >> So you guys are looking at the, the Upwork-like crypto model. >> Similar, similar. >> So WorkCoin is another, is they competitive to you guys? >> I don't really feel like anybody in the space is a true competitor. There's crossover in some functionality, but because we're approaching the whole solution, as a wallet, an exchange, and a tasking platform, I don't really see anybody as direct competition. >> That's good, I like the platform approach. So having platforms that are open versus closed is what people are concerned about these days. How are you handling the open versus closed question? You guys let people own their own data. How is that working on the platform? >> Well, as it stands right now, we're a hybrid between blockchain and centralization and the reason for that is for scalability purposes. Blockchain tech is just not there. I know we all want it to be there. >> That's true, that's fair. >> But if we're honest, we're not there. So we're trying to build an enterprise application and we know that if that's 100% pure blockchain right now that you're going to run into scale issues. >> And for liability, many issues, we all know that. >> Yes, and data ownership is definitely a sensitive topic. As far as our approach on that, we're pretty open on what we're storing. Our biggest data point is really a TrustScore and you have full control over that by how you participate within the system. You know, good actors get the benefits of being a good actor and there's consequences if you're a bad actor in the system. And the way that we do that is, we have a verification system that's using biometric data, off of your face, and we're creating a unique digital profile tied back to the user. So unlike other platforms where they could just make a new account, become a bad actor, you can't do that on our system. So that's one space that's very unique. >> I think crypto's got a lot of opportunities to manage bad actors, if you can make the incentive costly, that's an interesting dynamic. Is that kind of what you guys are thinking too? Bad actors, always the problem is in web it's easy to be anonymous. >> That's it. >> You start a bot and get killed, you create a new one, respawn. >> I always say that the internet gave us this amazing platform for communication and networking and opened up a whole new world, but it removed trust, totally removed trust. There is no concept of trust. >> Yeah, reputation and trust. Reputation and trust are scattered. >> It's a big issue. >> A lot of people in crypto are struggling with two things. I want to get your thoughts and reaction to. One is community. >> Yes >> And the other is marketplaces. You're a classic marketplace. If you're doing tasks, gig economy, >> Yes. >> We know what that means, you share, you're open you're publishing. >> Sure. >> It's open, so check on the marketplace. Community is another one, how do you build a community? >> Sure. >> People raise these big ICOs and they say, hey I need a community. >> Yes. >> You can't buy a community. >> No, no you have to have something people want. And so that's the question, I mean in any business model you got to define what it is that you're building that someone wants. If you can't define that, then you don't have a business. >> All right so here's a pressure question for you. What's the hallway conversations like that you're overhearing and also you're participating in here at HoshoCon? A lot of smart people, I've overheard a bunch of conversations I just want to bust in and listen. >> Yeah >> I feel rude, but I'm just leaning in. Interesting people here, great dynamics. What are some of the hallway conversations that you're overhearing, and some that you're participating in? >> Well I think there's a lot of focus on the security levels of the contracts. There's been quite a few hacks just in the last couple days so that's been a buzz, and I think it's kind of interesting that we're at a security conference and then we have hacks going on. So there's been a lot of buzz around that. >> 'Cause people have been traveling on a plane, they attack when all the security guys are traveling. (laughing) >> Absolutely. >> Social engineering at it's best. >> Yeah, that might be the case, yeah. >> All right anything else, sessions you've been to? >> As far as the sessions go, I mean I think that Max put on a great session today. He's always an eloquent speaker. And so that was a great speech as far as I was concerned. You know, I think that it's nice to see that we're moving in the direction of acknowledging that security is a big deal in the space and I think it's great that Hosho's bringing that out. >> What's the biggest surprise this week for you here? >> I would say that the biggest surprise for me is just how well organized the event is. You know, I've been to quite a few events and the Hosho team has done a great job organizing this event. >> Yeah, and it's not too crowded either. It's the right mix of people. Of course, you know, they're video taping all the sessions so just lettin' everyone know, we'll put those videos up in theCUBE cloud and make them searchable for HoshoCon. So we're going to help get those videos out as well. Cool, so what's new at the business? How's things going? Give us the update, funding status? Employees? >> Things are going really well, we've actually seen exponential growth this month. We're registering between a 1,000, 3,000 registrations a day now. We've got about 22,000 verified members in our system and when I say verified, it again means that they've actually gone through a verification process so they can't duplicate accounts. >> And they've got a wallet, they're downloading. >> Exactly. >> They've got the wallet. >> Exactly, it's all in one. You register, you get multicurrency wallet off the bat. So we've seen a lot of growth and a lot of attention so far in this month. >> And which blockchain are you using? >> Again, we're a multicurrency, so we're tied-- >> You don't care. >> Well, our token is a ERC-20, but as far as how we deal with other blockchains, right now we have Bitcoin integration, Tether integration, Ethereum integration, and we're going to be adding ERC-20s. >> So you're using the ERC-20 mainly for smart contract on the transaction? >> Yeah, we're using the ERC-20 for our own tokens, yes. >> Okay got it, and the tokens for the gigs, the work, utility tokens? >> Yes, that's our token. >> That's your token, okay got it. >> That's correct, so they're getting, but they can take that immediately and they can change it out for Bitcoin if they like or they can hold our token. >> That's the exchange piece. >> Correct, it's all there. >> So multipurpose, yeah that's interesting. Great, well hey congratulations, David Johnson, he's the CEO of Latium, check him out. End to end exchange, getting work done, tasks. We certainly could use some UI on our project so can we put that in there? >> There you go, there you go. (laughing) >> Get some business down here, theCUBE, bringing you live coverage here at HoshoCon. Stay with us, we've got two days of wall to wall coverage. We'll be back with more after this short break. (techno music)

>> Narrator: Live from Washington D.C. it's The Cube, covering .comf 2017. Brought to you by Splunk. >> Welcome back to the district everybody. We are here at .comf 2017. This is The Cube, the leader in live tech coverage. I'm Dave Vellante with my co-host George Gilbert. Doug Merritt here, the CEO of Splunk. Doug, thanks for stopping by The Cube. >> Thanks for having me here Dave. >> You're welcome! Good job this morning. You are a positive guy, great energy. You got the fun T-shirt, I like big data and I cannot lie. The T-shirts I love, so great. You guys are a fun company. So congratulations. >> Doug: Well thank you. >> How's it feel? >> It feels great. You're surrounded by 7,000 fans that are getting value out of the products that you distribute to them and the energy is just off the charts as you said. It's truly an honor to be able to be surrounded by people that care about your company as much as these people do. >> Well one of the badges of honor that Splunk has at your shows is spontaneous laughter and spontaneous applause. You get a lot of that. And that underscores the nature of your customer base and the passion that they have for you guys so that's a pretty good feeling. >> From the very beginning, from the first code that Erik Swan and Rob Dos pushed out, the whole focus has been on making sure that you please the user. The attendance that they created to drive Splunk still stand today and I think a lot of that spontaneous laughter and applause goes back to if you really pay attention to your customer and you really focus all your energy on making sure they're successful, then life gets a lot easier. >> Well it's interesting to watch the ascendancy of Splunk and when you know, go back to 2010, 2011, everybody was talking about big data, it was the next big thing, Splunk never really hopped on that meme from a narrative standpoint. But now you kind of are big data. You kind of need big data platforms to analyze all this data. Talk about that shift. >> I still don't think that we are the lead flag waver on big data. And I think so much of that goes back to our belief on how do you serve customers? Customers have problems and you've got to create a solution to solve that problem for them. Increasingly in these days, those problems can be solved in a much more effective way with big data. But big data is the after effect. It's not the lead of the story, it's the substantiation of the story. So what I think Splunk has done uniquely well is, whether it's our origins in IT operations and systems administration or our foray into security operations centers and analytics and security analyst support. As we started with what is the problem that we're trying to solve. And then because we're so good at dealing with big data, obviously we're going to take a unstructured data, big data approach to that problem. >> So about two years in, you were telling us off camera about the story of Splunk has a tendency to be a little ADD. You came in, helped a little prioritization exercise, but what have you learned in two years. >> Ah, infinite. You have to have an hour for that. I think part of the ADD is because the platform is so powerful, it can solve almost any problem. And what we need to do to help our customers is listen to them and figure out what are the repeat problems so that we can actually scale and bring it to lots of different people. And that's been part of that focus problem or focus opportunity we have, is if you can solve just about anything, how do you help your customers understand what they should do first, second and third. I think that's part of the dilemma we see in the big data space, is people started with I want to just amass all the data. And I think that was a leftover to where big data, George and I were talking about this, where those big data platforms started from. If I'm Yahoo, if I'm Google, if I'm LinkedIn, if I'm Facebook, the guys that originated MapReduce and the whole Hadoop ecosystem, my job is data. Literally, that's all I have, that's all I monetize and drive. So I both have the motivation and the technical engineering knowhow to just put every bit of data I possibly can somewhere for later retrieval. But even those organizations have a hard time really optimizing that data. So if the average or ar-din-e-ah start in a different spot. It's not just put everything somewhere that I can later retrieve it, it's what problem are you trying to solve, what data do I need to solve that problem and then how do I use it, how do I bring it into something and then visualize it so that I get immediate payback and return and that's, I think you guys talked to Mike Odi-son on the show, he was in my keynote, that's a lot of the magic he brought to Get-lick and to Dubai Upworks is, let's just start with can we get people through security in five minutes or less? What data do we need? And then you can move on to the next problem and the next problem. But I think it's a more practical and more effective way of looking at big data is through a customer solution lens. >> Dave: Yeah great story Dubai Upwork. Go ahead George. >> When you look at the customer adjacencies, are you looking at what is the most relevant next batch of data relative to what I've accumulated for the first problem? Or is it an analytic solution that addresses a similar end customer, similar department? How do you find those adjacencies and attack them? >> So the good news and the beauty of Splunk is it's not difficult to get data into the platform. When you do the surveys on data scientists and I think Richard talked about this in his keynote, they all unanimously come back and say, "We spend 60 to 80% "of our time just trying to wrangle data." Well that's not super hard for them. How do you get data in quickly? So we've always been effective at getting massive amounts of data because of the way that we architect the system in. The challenge for us is how do you marry domain expertise and the different algorithms, queries or usage the data so you get that specific solution to a problem? So we've built up a whole practice of looking at the data sources that are in. What do we know from our customer base that says here are the top end use cases that have been able to take advantage of those data sources for these outcomes. And that's how we try to work with customers to say, "Alright you've already brought server logs, "firewall logs and API streams from these four "A to B odd services into Splunk. "I've already got this benefit. "What are the next two things you can do "with that data to get additional benefit?" >> So in a sense, you've got a template for mapping out a customer journey that says, "Here are the next steps." It's like a field guide to move them along in maturity. >> Dave: And you can codify that? >> That's been the hard part is both creating the open source contribution framework, for lack of a better word, what are all these different uses? But the final mile or final inch that most of these customers are trying to drive to is different for every single customer. And that's again, part of what the challenge is with AINML and what we were highlighting on stage this morning. There's two different dimensions, three different dimensions you're dealing with simultaneously. One is what data sets are you bringing together? And as you add different data it radically changes the outcome. What algorithms are you driving? And as you tweak an al-go, even on the same data, it radically changes the outcome. And then what functional lens are you putting in place? And so if you want to solve baggage handling at the airport like one of Michael Epperson's guys, you need some rich aviation and logistics experience to actually understand that to mean how do you bring that to main set together with the actual data that the algorithms and the data sets you get that rapid piece. And so creating enough of those so they're easily digestible and easily actionable by our customers, that is the horizon that we're trying to pierce through. >> And that leads to an ecosystem question, does it not? >> Doug: It does. >> Is that the answer or part of the answer for that mile or last inch that micro vertical. >> That's a huge chunk of the answer. Because you just go back to I need that domain expertise. And pharmaceutical drug exploration expertise is different than general healthcare medical expertise. If you're not able to bring that practical experience with the ability to easily wrangle data and some data scientists that can write these really interesting and effective ML routines, then it's difficult to get that value. >> So I know you'll jump in here in a second, so what are you guys doing explicitly on that front? Where does that fall in the priority list? Is it percolating? >> So many points made Splunk unique from the very beginning. A whole host of things. But one is we made it accessible for an average person to get data in, to store data and to extract value. A lot of the technologies that are out there, you can cobble together and eventually get to Splunk but it's really long, painful and difficult. If you take that same orientation around this now over-hyped MLAI world, it's the same thing, how do you raise the bar so that an average person on an average day with domain expertise and some understanding of data can find ways to get value back out. So I think there's certainly a technology problem because you've got to be able to do it at scale, at speed with integrity. But I think it's almost as much or maybe more of a user interface, an approachability problem 'cause there's just not enough data scientists and data experts that are also computer science experts to go around and solve this problem for the world. >> So it sounds like there's two approaches. There's the customer specific last mile and then what you were talking about earlier, sort of in the keynote and the (mumbles) breakout, which is try and find the horizontal use cases that you can bake into what Richard called curated experiences, which is really ML models that need minimal, light touch from the customer. >> Doug: Yes. >> So help us understand how those can build out with the customer last mile and then the customer wakes up with a platform. >> We have over 1,500 solutions as part of Splunk base which really are those mini curated experiences. From my Palo Alto environment, a combination of Palo Alto, us and third parties created Palo Alto Solution that is able to read data in from the different Palo Alto technologies and provide Dash, Borge, Alert, Remediations how to really assist the Palo Alto team doing their job more effectively. So there's over 1,500 of those in Splunk base. What Rick and the IT operations and App Dev arena and high end security arena are responsible for is how do we continue to gen up the ecosystem so we get more and more of those experiences? How can we extend from Palo Alto firewalls to overall network and perimeter visibility? Which is a combination now of breeding in Palo Alto firewall logs plus the other firewall technologies they likely have, plus network data, plus endpoint data so we can get visibility. And that almost always is a hyper heterogeneous environment, especially when you start to drive the applications (mumbles), maybe some in GCP, maybe some in Azure. They all have different formats. They've got different virtualization technologies that represent all those different on prime renditions. So I think that the world continues to get more complex. And the more that we can help the community, corral the community into here are buying centers and here are pinpoints, use the technology to finish and deliver that curated experience, the easier it is and the better it is for our customers. >> Doug I know you're super busy and you got to go, so last question. We've seen Splunk go from startup, pre IPO, successful IPO, couple bumps along the way. Now you guys are over a billion dollars. I feel like there's much more to come. The ecosystem is growing, the adoption is really, really solid. The richness of the platform continues to grow. Where do you see it going from here? >> I really do believe in my heart, my deepest heart, that this is the next five, ten, 20 billion dollar organization out there. And it's less the money than the representation of what that means. Reaching millions to tens of millions to hundreds of millions of people with these curated experiences, with these solutions within sights across hundreds of thousands to potentially millions of different entities out there, organizations, whether it's non-profit, governmental, commercial. We are, Mark Endreessen is famous for saying, "The world is becoming a software world." I agree. I take it one step further. I think the world is becoming a data driven and a data inside world. Software is key to that but you implement software so you can get insights and be intelligent and sense and respond and continue to iterate and grow. And I believe that Splunk is the best position company and technology on the planet right now to lean in and make this practical and approachable for the millions of end users and the hundreds of thousands of organizations that need that capability. >> So much more to talk about with Doug Merritt. Thanks so much for coming brother. >> Thank you. >> Really a pleasure having you. >> Thank you George. >> Alright keep it right there everybody, we'll be back with our next guest. This is #splunkconf17, check that out. Check out #cubegems. This is The Cube. We're live, right back from the D.C. Bye bye. (electronic pulse music)