(upbeat music) >> Hey guys and girls. Welcome back to theCUBE's coverage of Coupa Inspire 2022, from the Cosmopolitan, in bustling Las Vegas. Lisa Martin here, and as I mentioned, day two of our coverage and fresh from the main stage, Raja Hammoud joins me, the Executive Vice President of products at Coupa. Raja, welcome back to theCUBE and happy 10th anniversary at Coupa. >> Oh, thank you, thank you, thank you, and welcome back to Inspire. >> Thank you. It's so great- >> We're so happy you're here. >> It's great to be here. So you're just about coming up on your 10 anniversary with Coupa. You showed some great photos of your time there but you've seen, you've lived the evolution that is this rocket ship that's Coupa. >> Raja: It's been incredible journey. I really couldn't believe at first it's been 10. This is the longest I've ever been anywhere. And I honestly feel more refreshed and excited than even when I joined back in the day 10 years ago. And so much has changed, but also so much has not. >> Lisa: Yeah. >> The size of course. We were like 60 people when I joined, the product development team was one person in, in a product, roughly 12 engineers, and fast forward to the scale that's today, it's phenomenal difference. But what has not changed is the, the core values, how, the hustle, how people love working with each other, how we support customers, how we keep stepping up our game how we believe none of us is as smart as all of us, and the community keeps getting stronger and stronger. It's been, it's been really exciting journey. >> The theme of none of us is as smarter as all of us, I'm not sure if I got that right, but the idea is you feel that when you're talking to Coupa partners, I've had the opportunity to talk with Coupa partners and customers and Coupa folks that, that is not just a value statement, people are living that. >> Raja: Yeah. It's, it's everywhere. In the, in the company walls, outside the company walls, you often see product people in different organizations where, they start living in an ivory tower, they think they know everything, I mean, back to what we were discussing earlier about Barbara, when she talked about, get out of your doors, right? A lot of people can tend to do that. We always, from the beginning, believed in the best ideas are out there and you collaborate with each other. And I truly, truly believe that the success that we have achieved today to our community is in a large, large part, because we believed in that. So like on Monday, we hosted, I can't keep track of the number now, so, so many in-parallel Community Advisory Board meetings, and just talking to the products managers and everybody is buzzing with new ideas. And when we go back, there's so much new innovation that has just been co-created here in this conference, and this keeps going on and on and on. >> Lisa: Yeah. I like how you call it, the Community Advisory Board. I'm still used to hearing CAB as Customer Advisory Board, but what Coupa has built, especially with the launch of the Moonshot, the, the community AI, is, is just that. >> Yes. >> It's a very collaborative community. One of the things that's around here, hashtags everywhere, but #United by the Power of Spend. >> Yes. >> What does that mean to you as the EVP of products, and what do you think that means to the community? >> When I think... What we are doing, we're building this platform that is powering all these businesses out there. And the reality of it is you can only, only do so much when you try to do things alone. When we are doing things together, we are way more successful, we are more profitable, we are more sustainable, we are more efficient. And community.ai from a technology standpoint, is making that happen, because what we are doing is taking AI, applying it to all this 3.3 trillion in data, and then bringing back prescriptions that we give back to each and every customer so that everybody can see where they are, how they up their games, and we connect them with other people like them. Now, people love coming to conferences like this, but even in conferences like this, if you think about it, the people you're going to meet, it's, some people are going to do matchmaking but you are also losing an opportunities of meeting the maximum number of people who've done exactly the thing that you did. But when you have the ability to look at all of that data and you can match make people. So we did that already with, for sourcing professionals. So if you are somebody who source a certain category, we can tell somebody else has done something like this in this geography and we offer you to connect to each other. >> Lisa: Wow. >> So this is incredibly powerful way where we are really uniting the whole community by spend, making everybody truly stronger together. >> Lisa: Matchmaker in, in a sense. >> It is matchmaking. >> But it's, but it's- >> It's Spend matchmaking. >> Spend matchmaking, but it's also the opportunity to unite professionals across sourcing, procurement- >> Raja: Yes. >> ... finance, treasury. >> Raja: Yes. >> To your point, and, and Rob said this in his keynote, and he said it here on theCUBE, you know, we've got to break down these silos. >> Raja: Yes. >> People and companies functioning in silos are not going to be successful. >> Raja: Yes. This has been one of the, probably one of the things that we were talking earlier, what has changed, what hasn't. This is one of the fundamental things that has never changed since I've joined. The vision has been very clear. The execution on it, of how we drive successful business spend management program is by breaking down the silos and this idea of sweet synergy, where in product, you start building these capabilities that helps these professionals in the different organizations to actually connect on the touch points, where, where things really matter. >> Lisa: Sweet synergy, was that thing from a concept perspective, did that come from the community, in terms of Coupa going, this is actually what's happening, this synergy across the BSM suite? >> Yes. So in the very beginning, it was early idea. I would say in the first two Inspires that we did, we hadn't given it actually the name itself, and we used to call it unified capabilities, and it started with the first silos we broke down. The first silos we broke down were procurement and AP. And they didn't even used to talk in the same room or even want to care about each other. So we started building so many capabilities that brought these teams together and little by little the community started to feel that and see the value of that. And then the community started to ask us to go break down more silos. So in the beginning, I would say the, the vision before I even joined, the company was on that trajectory. And the early customers saw that and they championed it and then they drove us to do more. So they came to us and said could you please do what you did here in contract? Could you please do what you did here in sourcing? And I was in a meeting last week, a leadership meeting, and one question was asked to leaders in the services team about what are they hearing about, from the customers, about a particular area. And it was music to our ears when we heard the customers are asking for more synergy, right? So, they even have the name for it and they're asking for more and more, and we have built hundreds of these already, but the reality is there is so much opportunity. >> Lisa: Right. >> The world is siloed, no technology has attempted to do that. And I think that's what's a exciting is to go and forge new grounds and do something very special to unite everyone together. >> You guys talked about the waves. Rob talked about the waves yesterday. You talked about it again this morning. And when I think of Inspired community, as that third wave, I see it on both sides. I see the Inspired community that is the Coupa community, but also what you just talked about, that flywheel of that sort of symbiotic relationship that you guys have with your customers as Coupa in and of itself being in a community inspired by the community that it has built. >> Raja: Yes, it's, it's very, very, it's a circular effect. Like it, we inspire one another, and we strengthen one another, and it's, it's just a beautiful, beautiful thing. One of the special things that we are starting to do is we want to take the whole product experience itself, to be a complete community experience. So anywhere you are going to Coupa, when it makes sense, of course, you are not only looking at your data, you are getting connected with people for that particular thing. So we've done that already for 15 different product areas and we're constantly doing more and more and more and more. You can imagine one day we can, where we can start within the product pages themselves, where we host community experts to talk via video and connect with others. So you bring that whole community experience alive in a product in enterprise software, which has not been done. >> Kind of like creating your own influencer network. >> Yes, yes, yes. And give people their voice and, and, and it becomes exciting. It is very different when you're just working on your own and driving goals, and you have no idea how good that can pass on the world. And then when right then and there, you get to learn that some people have hit that, some people have achieved these goals, you just get excited, "I want to hit that goal too. Who are these people? Connect me with these leaders. Let's have a conversation. How did they do it?" And they start creating best practices together. We even have started places where they collaborate on actual documents and templates, and they put them in the community exchange as a way for people to share with others, even taking templates from the product putting them back into a community exchange. So it is sharing, being enabled on the platform, platform itself. >> Lisa: How did you guys function during the pandemic, the last two years when we couldn't get together? >> Raja: Yeah. >> I know that your customers are really the lifeblood of Coupa and vice versa. >> Raja: Yes. >> But talk to me about some of the things that Coupa did with its customers, you know, by video conferencing, for example, that really helped the evolution and some of the innovations that you announced this morning. >> When we first... when the pandemic first hit I think like we all didn't believe what, what is going on. And there was this, I would call it a beautiful period in a way, despite how horrific that was, and that period was where everyone rose to the occasion, everybody wanted to help one another. Across Coupa everywhere, we started having documents of how can step up and help our customers, help our communities. We started to look at how we get PPE, and get it in the hands of our customers. We have access to suppliers. We started looking at helping suppliers with digital payments to speed things up. So, so many things we started doing as a community to just help each other. And then as we got to the next level, then we started, of course, starting to do things over, over zoom. And the big surprise, was we were incredibly productive. If anything, we were worried about people feeling burnt out. >> Yeah. >> Because they were just in it, completely in it. And it created a lot of new avenues for us because often you go and do these meetings in person. Now you could have a user experience session with a customer very easily, they're available more often than they used to. >> Lisa: Right. >> So we did not miss a beat with the community. We moved into virtual caps. We had the advantage of having them recorded as well, where we could have the global development teams learn and see exactly what the, what the customers are are co-creating together. And our goal lives accelerated, because a lot of these implementations, they used to happen in person, so schedules, they actually got accelerated- >> Lisa: Right. >> ...through that. Now of course, there is nothing that matches to this. You can do it, you can do a lot, but a ton of the collaboration comes from real life dialogue and kind of conversation. So it's that balance between the two that I think will be great. >> Lisa: What are some of the things that you've heard the last few days? You mentioned the Partners Summit and, and the Community Advisory Boards on Monday, yesterday, everything kicked off today. What are some of the things that you've heard in your meetings that really inspire you on say the next 10 years at Coupa? >> Raja: By far, by far, by far, it's a validation of, that what we are doing is, we're absolutely on target with it, and that, we just can do so much more. The silos are massive and there are so so many opportunities that you hear in every different areas that we could be doing this, we could be doing this together. So we can break down more and more silos. And using community.ai is just the tip of the iceberg of what we are, what we are doing. Yes, we created tens and tens of capabilities, helping, helping the community with all of that, but data drives everything. And when you look at that, every single process in every single silo can be informed by the power of data within your own company, and then even better, data across. And, and to the point where we're talking about concepts that customers are really excited about, even thinking about this community, they're customers of each other. And when you are a customer of each other what are the different ways as a community, you can help one another more. So we're talking about community netting as new types of concepts. >> Lisa: Talk to me a little about that. You mentioned the community netting this morning but I didn't quite... Help me understand. >> Raja: It is very simple terms is if, if we are buying from each other and we have to do money movements every time I have to pay you, I have to incur fees and likewise, but since we are part of this community we can manage that relationship. So we just pay the Delta, we net it out. So it, it saves reconciliation times it saves money movement. And these are tip of the icebergs of these very cool things that we're doing together. >> Wow. That's fantastic. Last question for you, as you talk with prospects who are in the early stages, or, or still determining, do we go through like a supply chain digital transformation? I mean, I think of companies that probably haven't now or need to get on the bandwagon. >> Raja: Yeah. >> What are some of the things that you advise to those customers to be able to do what Mick Ebeling talked about this morning and that is, commit and then figure it out? >> Raja: Yes. The number one thing is just make sure you don't do the analysis paralysis. There are just so many opportunities so many opportunities start with a project, get going, and it creates incredible momentum, and then you can move on from one to another, to another, to another, instead of trying to just go for a year or two, trying to look at how the world has changed in that process. And so often you could see that projects pay for themselves within the first month of go life. You do that, you'll create another one. And it's not like you are coming in to do something so new nobody has done. Hundreds and hundreds and thousands as a matter of fact, of other community members have done that. It is proven. So get started with those and then continue. Other things I will be talking to them about is to make sure that they understand the way we work is all about partnerships spread. Often people who haven't worked with us in the enterprise software, they're used to working with vendors. We are not that. We never were that. Like the number one, if we're not going to be real partners, honest, transparent and work with each other, we don't waste each other's time. >> Lisa: Well, Raja, it's been great having you on the program. I've really enjoyed your keynote this morning. Congratulations on your 10 years at Coupa. >> Raja: Thank you. >> I'm excited to see what the next 10 years brings for you. We appreciate your insites and everything that Coupa is doing in partnership with its customers is very evident in an event like this. >> Raja: Thank you. And thank you for coming and covering us as well. We really appreciate it. >> Lisa: It's our pleasure to be here. >> Thank you. >> For Raja Hammoud, I'm Lisa Martin. You're watching theCUBE's coverage, day two of Coupa Inspire 2022, from Las Vegas. (upbeat music)

(upbeat music) >> Hello everyone, welcome back to theCUBE's coverage of splunk.com 2021 virtual. We're here live in the Splunk studios. We're all here gettin all the action, all the stories. Garth Fort, senior vice president, Chief Product Officer at Splunk is here with me. CUBE alumni. Great to see you. Last time I saw you, we were at AWS now here at Splunk. Congratulations on the new role. >> Thank you. Great to see you again. >> Great keynote and great team. Congratulations. >> Thank you. Thank you. It's a lot of fun. >> So let's get into the keynote a little bit on the product. You're the Chief Product Officer. We interviewed Shawn Bice, who's also working with you as well. He's your boss. Talk about the, the next level, cause you're seeing some new enhancements. Let's get to the news first. Talk about the new enhancements. >> Yeah, this was actually a really fun keynote for me. So I think there was a lot of great stuff that came out of the rest of it. But I had the honor to actually showcase a lot of the product innovation, you know, since we did .conf last year, we've actually closed four different acquisitions. We shipped 43 major releases and we've done hundreds of small enhancements, like we're shipping code in the cloud every six weeks and we're shipping new versions twice a year for our Splunk Enterprise customers. And so this was kind of like if you've seen that movie Sophie's Choice, you know, where you have to pick one of your children, like this was a really hard, hard thing to pick. Cause we only had about 25 minutes, but we did like four demos that I think landed really well. The first was what we call ingest actions and you know, there's customers that are using, they start small with gigabytes and they go to terabytes and up to petabytes of data per day. And so they wanted tools that allow them to kind of modify filter and then route data to different sort of parts of their infrastructure. So that was the first demo. We did another demo on our, our visual playbook editor for SOAR, which has improved quite a bit. You know, a lot of the analysts that are in the, in the, in the SOC trying to figure out how to automate responses and reduce sort of time to resolution, like they're not Python experts. And so having a visual playbook editor that lets them drag and drop and sort of with a few simple gestures create complex playbooks was pretty cool. We showed some new capabilities in our APM tool. Last year, we announced we acquired a company called Plumbr, which has expertise in basically like code level analysis and, and we're calling it "Always On" profiling. So we, we did that demo and gosh, we did one more, four, but four total demos. I think, you know, people were really happy to see, you know, the thing that we really tried to do was ground all of our sort of like tech talk and stuff that was like real and today, like this is not some futuristic vision. I mean, Shawn did lay out some, some great visions, visionary kind of pillars. But, what we showed in the keynote was I it's all shipping code. >> I mean, there's plenty of head room in this market when it comes to data as value and data in motion, all these things. But we were talking before you came on camera earlier in the morning about actually how good Splunk product and broad and deep the product portfolio as well. >> Garth: Yeah. >> I mean, it's, I mean, it's not a utility and a tooling, it's a platform with tools and utilities. >> Garth: Yeah >> It's a fully blown out platform. >> Yeah. Yeah. It is a platform and, and, you know, it's, it's one that's quite interesting. I've had the pleasure to meet a couple of big customers and it's kind of amazing, like what they do with Splunk. Like I was meeting with a large telco on the east coast and you know, they actually, for their set top boxes, they actually have to figure out in real time, which ads to display and the only tool they could find to process 15 million events in real time, to decide what ad to display, was Splunk. So that was, that was like really cool to hear. Like we never set out to be like an ad tech kind of platform and yet we're the only tool that operates at that level of scale and that kind of data. >> You know, it's funny, Doug Merritt mentioned this in my interview with him earlier today about, you know, and he wasn't shy about it, which was great. He was like, we're an enabling platform. We don't have to be experts in all these vertical industries >> Garth: Yep >> because AI takes care of that. That's where the machine learning >> Garth: Yeah >> and the applications get built. So others are trying to build fully vertically integrated stacks into these verticals when in reality they don't have to, if they don't want it. >> Yeah, and Splunk's kind of, it's quite interesting when you look across our top 100 customers, you know, Doug talks about like the, you know, 92 of the fortune 100 are kind of using Splunk today, but the diversity across industries and, you know, we have government agencies, we have, you know, you name the retail or the vertical, you know, we've got really big customers, they're using Splunk. And the other thing that I kind of, I was excited about, we announced the last demo I forgot was TruSTAR integration with Enterprise Security. That's pretty cool. We're calling that Splunk Threat Intelligence. And so That was really fun and we only acquired, we closed the acquisition to TruSTAR in May, but the good news is they've been a partner with us like for 18 months before we actually bought em. And so they'd already done a lot of the work to integrate. And so they had a running start in that regard, But other, one other one that was kind of a, it was a small thing. I didn't get to demo it, but we talked about the, the content pack for application performance monitoring. And so, you know, in some ways we compete in the APM level, but in many ways there's a ton of great APM vendors out there that customers are using. But what they wanted us to do was like, hey, if I'm using APM for that one app, I still want to get data out of that and into Splunk because Splunk ends up being like the core repository for observability, security, IT ops, Dev Sec Ops, et cetera. It's kind of like where the truth, the operational truth of how your systems works, lives in Splunk. >> It's so funny. The Splunk business model has actually been replicated. They call it data lake, whatever you want to call it. People are bringing up all these different metaphors. But at the end of the day, if you guys can create a value proposition where you can have data just be, you know, stored and dumped and dumped into whatever they call it stored in a way >> Garth: We call it ingest >> Ingested, ingested. >> Garth: Not dumped. >> Data dump. >> Garth: It's ingested. >> Well, I mean, well you given me a plan, but you don't have to do a lot of work to store just, okay, we can only get to it later, >> Garth: Yep. >> But let the machines take over >> Garth: Yep. >> With the machine learning. I totally get that. Now, as a pro, as a product leader, I have to ask you your, your mindset around optimization. What do you optimize for? Because a lot of times these use cases are emerging. They just pop out of nowhere. It's a net new use case that you want to operationalize. So balancing the headroom >> Yep. >> Or not to foreclose those new opportunities for customers. How are customers deciding what's important to them? How do you, because you're trying to read the tea leaves for the future >> Garth: A little bit, yeah. >> and then go, okay, what do our customers need, but you don't want to foreclose anything. How do you think about product strategy around that? >> There's a ton of opportunity to interact with customers. We have this thing called the Customer Advisory Board. We run, I think, four of them and we run a monthly. And so we got an opportunity to kind of get that anecdotal data and the direct contact. We also have a portal called ideas.splunk.com where customers can come tell us what they want us to build next. And we look at that every month, you know, and there's no way that we could ever build everything that they're asking us to, but we look at that monthly and we use it in sort of our sprint planning to decide where we're going to prioritize engineering resources. And it's just, it's kind of like customers say the darndest things, right? Sometimes they ask us for stuff and we never imagined building it in a million years, >> John: Yeah. >> Like that use case around ads on the set top box, but it's, it's kind of a fun place to be like, we, we just, before this event, we kind of laid out internally what, you know, Shawn and I kind of put together this doc, actually Shawn wrote the bulk of it, but it was about sort of what do we think? Where, where can we take Splunk to the next three to five years? And we talked about these, we referred to them as waves of innovation. Cause you know, like when you think about waves, there's multiple waves that are heading towards the beach >> John: Yeah. >> in parallel, right? It's not like a series of phases that are going to be serialized. It's about making a set of investments. that'll kind of land over time. And, and the first wave is really about, you know, what I would say is sort of, you know, really delivering on the promise of Splunk and some of that's around integration, single sign-on things about like making all of the Splunk Splunk products work together more easily. We've talked a lot in the Q and a about like edge and hybrid. And that's really where our customers are. If you watch the Koby Avital's sort of customer keynote, you know, Walmart by necessity, given their geographic breadth and the customers they serve has to have their own infrastructure. They use Google, they use Azure and they have this abstraction layer that Koby's team has built on top. And they use Splunk to manage kind of, operate basically all of their infrastructure across those three clouds. So that's the hybrid edge scenario. We were thinking a lot about, you mentioned data lakes. You know, if you go back to 2002, when Splunk was founded, you know, the thing we were trying to do is help people make sense of log files. But now if you talk to customers that are moving to cloud, everybody's building a data lake and there's like billions of objects flowing into millions of these S3 buckets all over the place. And we're kind of trying to think about, hey, is there an opportunity for us to point our indexing and analytics capability against structured and unstructured data and those data lakes. So that that'll be something we're going to >> Yeah. >> at least start prototyping pretty soon. And then lastly, machine learning, you know, I'd say, you know, to use a baseball metaphor, like in terms of like how we apply machine learning, we're like in the bottom of the second inning, >> Yeah. >> you know, we've been doing it for a number of years, but there's so much more. >> There's so, I mean, machine learning is only as good as the data you put into the machine learning. >> Exactly, exactly. >> And so if you have, if you have gap in the data, the machine learning is going to have gaps in it. >> Yeah. And we have, we announced a feature today called auto detect. And I won't go into the gory details, but effectively what it does is it runs a real-time analytics job over whatever metrics you want to look at and you can do what I would consider more statistics versus machine learning. You can say, hey, if in a 10 minute period, like, you know, we see more errors than we see on average over the last week, throw an alert so I can go investigate and take a look. Imagine if you didn't have to figure out what the right thresholds were, if we could just watch those metrics for you and automatically understand the seasonality, the timing, is it a weekly thing? Is it a monthly thing? And then like tell you like use machine learning to do the anomaly detection, but do it in a way that's more intelligent than just the static threshold. >> Yeah. >> And so I think you'll see things like auto detect, which we announced this week will evolve to take advantage of machine learning kind of under the covers, if you will. >> Yeah. It was interesting with cloud scale and the data velocity, automations become super important. >> Oh yeah. >> You don't have a lot of new disciplines emerge, like explainable AI is hot right now. So you got, the puck is coming. You can see where the puck is going. >> Yeah >> And that is automation at the app edge or the application layer where the data has got to be free-flowing or addressable. >> Garth: Yeah. >> This is something that is being talked about. And we talked about data divide with, with Chris earlier about the policy side of things. And now data is part of everything. It's part of the apps. >> Garth: Yeah. >> It's not just stored stuff. So it's always in flight. It should be addressable. This is what people want. What do you think about all of that? >> No, I think it's great. I actually just can I, I'll quote from Steve Schmidt in, in sort of the keynote, he said, look like security at the end of the day is a human problem, but it kind of manifests itself through data. And so being able to understand what's happening in the data will tell you, like, is there a bad actor, like wreaking havoc inside of my systems? And like, you can use that, the data trail if you will, of the bad actor to chase them down and sort of isolate em. >> The digital footprints, if you will, looking at a trail. >> Yeah. >> All right, what's the coolest thing that you like right now, when you look at the treasure trove of, of a value, as you look at it, and this is a range of value, Splunk, Splunk has had customers come in with, with the early product, but they keep the customers and they always do new things and they operationalize it >> Garth: Yep. >> and another new thing comes, they operationalize it. What's the next new thing that's coming, that's the next big thing. >> Dude that is like asking me which one of my daughters do I love the most, like that is so unfair. (laughing) I'm not going to answer that one. Next question please. >> Okay. All right. Okay. What's your goals for the next year or two? >> Yeah, so I just kind of finished roughly my first 100 days and it's been great to, you know, I had a whole plan, 30, 60, 90, and I had a bunch of stuff I wanted to do. Like I'm really hoping, sort of, we get past this current kind of COVID scare and we get to back to normal. Cause I'm really looking forward to getting back on the road and sort of meeting with customers, you know, you can meet over Zoom and that's great, but what I've learned over time, you know, I used to go, I'd fly to Wichita, Kansas and actually go sit down with the operators like at their desk and watch how they use my tools. And that actually teaches you. Like you, you come up with things when you see, you know, your product in the hands of your customer, that you don't get from like a CAB meeting or from a Zoom call, you know? >> John: Yeah, yeah. >> And so being able to visit customers where they live, where they work and kind of like understand what we can do to make their lives better. Like that's going to, I'm actually really excited to gettin back to travel. >> If you could give advice to CTO, CISO, or CIO or a practitioner out there who are, who is who's sitting at their virtual desk or their physical desk thinking, okay, the pandemic, were coming through the pandemic. I want to come out with a growth strategy, with a plan that's going to be expansive, not restrictive. The pandemic has shown what's what works, what doesn't work. >> Garth: Sure. >> So it's going to be some projects that might not get renewed, but there's doubling down on, certainly with cloud scale. What would advice would you give that person when they start thinking about, okay, I got to get my architecture right. >> Yeah. >> I got to get my playbooks in place. I got to get my people aligned. >> Yeah >> What's what do you see as a best practice for kind of the mindset to actual implementation of data, managing the data? >> Yeah, and again, I'm, I'm, this is not an original Garth thought. It actually came from one of our customers. You know, the, I think we all, like you think back to March and April of 2020 as this thing was really getting real. Everybody moved as fast as they could to either scale up or scale scaled on operations. If you were in travel and hospitality, you know, that was, you know, you had to figure how to scale down quickly and like what you could shut down safely. If you were like in the food delivery business, you had to figure out how you could scale up, like Chipotle hit two, what is it? $2 billion run rate on delivery last year. And so people scrambled as fast as they could to sort of adapt to this new world. And I think we're all coming to the realization that as we sort of exit and get back to some sense of new normal, there's a lot of what we're doing today that's going to persist. Like, I think we're going to have like flexible rules. I don't think everybody's going to want to come back into the office. And so I think, I think the thing to do is you think about returning to whatever this new normal looks like is like, what did we learn that was good. And like the pandemic had a silver lining for folks in many ways. And it sucked for a lot. I'm not saying it was a good thing, but you know, there were things that we did to adapt that I think actually made like the workplace, like stronger and better. And, and sort of. >> It showed that data's important, internet is important. Didn't break, the internet didn't break. >> Garth: Correct. >> Zoom was amazing. And the teleconferencing with other tools. >> But that's kind of, just to sort of like, what did you learn over the last 18 months that you're going to take for it into the next 18 years? You know what I mean? Cause there was a lot of good and I think people were creative and they figured out like how to adapt super quickly and take the best of the pandemic and turn it into like a better place to work. >> Hybrid, hybrid events, hybrid workforce, hybrid workflows. What's what's your vision on Splunk as a tier one enterprise? Because a lot of the news that I'm seeing that's, that's the tell sign to me in terms of this next growth wave is big SI deals, Accenture and others are yours working with and you still got the other Partnerverse going. You have the ecosystems emerging. >> Garth: Yep. >> That's a good, that means your product's enabling people to make money. >> Garth: Yeah. Yeah, yeah, yeah. >> And that's a good thing. >> Yeah, BlueVoyant was a great example in the keynote yesterday and they, you know, they've really, they've kind of figured out how, you know, most of their customers, they serve customers in heavily regulated industries kind of, and you know, those customers actually want their data in a Splunk tenant that they own and control and they want to have that secure boundary around that. But BlueVoyant's figured out how they can come in and say, hey, I'm going to take care of the heavy lifting of the day-to-day operations, the monitoring of that environment with the security. So, so BlueVoyant has done a great job sort of pivoting and figuring out how they can add value to customers and do, you know, because they they're managing not just one Splunk instance, but they're managing 100s of Splunk cloud instances. And so they've got best practices and automation that they can play across their entire client base. And I think you're going to see a lot more of that. And, and Teresa's just, Teresa is just, she loves Partners, absolutely loves Partners. And that was just obvious. You could, you could hear it in her voice. You could see it in her body language, you know, when she talked about Partnerverse. So I think you'll see us start to really get a lot more serious. Cause as big as Splunk is like our pro serve and support teams are not going to scale for the next 10,000, 100,000 Splunk customers. And we really need to like really think about how we use Partners. >> There's a real growth wave. And I, and I love the multiples wave in parallel because I think that's what everyone's consensus on. So I have to ask you as a final question, what's your takeaway? Obviously, there's been a virtual studio here where all the Splunk executives and, and, and customers and partners are here. TheCUBE's here doing all the presentations, live by the way. It was awesome. What would you say the takeaway is for this .conf, for the people watching and consuming all the content online? A lot of asynchronous consumption would be happening. >> Sure. >> What's your takeaway from this year's Splunk .conf? >> You know, I, it's hard cause you know, you get so close to it and we've rehearsed this thing so many times, you know, the feedback that I got and if you look at Twitter and you look at my Slack and everything else, like this felt like a conf that was like kind of like a really genuine, almost like a Splunk two dot O. But it's sort of true to the roots of what Splunk was true to the product reality. I mean, you know, I was really careful with my team and to avoid any whiff of vaporware, like what were, what we wanted to show was like, look, this is Splunk, we're acquiring companies, you know, 43 major releases, you know, 100s of small ones. Like we're continuing to innovate on your behalf as fast as we can. And hopefully this is the last virtual conf. But even when we go back, like there was so much good about the way we did this this week, that, you know, when we, when we broke yesterday on the keynote and we were sitting around with the crew and it kind of looking at that stage and everything, we were like, wow, there is a lot of this that we want to bring to an in-person event as well. Cause so for those that want to travel and come sit in the room with us, we're super excited to do that as soon as we can. But, but then, you know, there may be 25, 50, 100,000 that don't want to travel, but can access us via this virtual event. >> It's like a time. It's a moment in time that becomes a timeless moment. That could be, >> Wow, did you make that up right now? >> that could be an NFT. >> Yeah >> We can make a global cryptocurrency. Garth, great to see you. Of course I made it up right then. So, great to see you. >> Air bump, air bump? Okay, good. >> Okay. Garth Fort, senior vice president, Chief Product Officer. In theCUBE here, we're live on site at Splunk Studio for the .conf virtual event. I'm John Furrier. Thanks for watching. >> All right. Thank you guys. (upbeat music)

>> Announcer: It's theCUBE covering the Virtual Vertica Big Data Conference 2020, brought to you by Vertica. >> Hi, everybody. Welcome to this digital coverage of the Vertica Big Data Conference. You're watching theCUBE and my name is Dave Volante. It's my pleasure to invite in Ben White, who's the Senior Database Engineer at Domo. Ben, great to see you, man. Thanks for coming on. >> Great to be here and here. >> You know, as I said, you know, earlier when we were off-camera, I really was hoping I could meet you face-to-face in Boston this year, but hey, I'll take it, and, you know, our community really wants to hear from experts like yourself. But let's start with Domo as the company. Share with us what Domo does and what your role is there. >> Well, if I can go straight to the official what Domo does is we provide, we process data at BI scale, we-we-we provide BI leverage at cloud scale in record time. And so what that means is, you know, we are a business-operating system where we provide a number of analytical abilities to companies of all sizes. But we do that at cloud scale and so I think that differentiates us quite a bit. >> So a lot of your work, if I understand it, and just in terms of understanding what Domo does, there's a lot of pressure in terms of being real-time. It's not, like, you sometimes don't know what's coming at you, so it's ad-hoc. I wonder if you could sort of talk about that, confirm that, maybe add a little color to it. >> Yeah, absolutely, absolutely. That's probably the biggest challenge it is to being, to operating Domo is that it is an ad hoc environment. And certainly what that means, is that you've got analysts and executives that are able to submit their own queries with out very... With very few limitations. So from an engineering standpoint, that challenge in that of course is that you don't have this predictable dashboard to plan for, when it comes to performance planning. So it definitely presents some challenges for us that we've done some pretty unique things, I think, to address those. >> So it sounds like your background fits well with that. I understand your people have called you a database whisperer and an envelope pusher. What does that mean to a DBA in this day and age? >> The whisperer part is probably a lost art, in the sense that it's not really sustainable, right? The idea that, you know, whatever it is I'm able to do with the database, it has to be repeatable. And so that's really where analytics comes in, right? That's where pushing the envelope comes in. And in a lot of ways that's where Vertica comes in with this open architecture. And so as a person who has a reputation for saying, "I understand this is what our limitations should be, but I think we can do more." Having a platform like Vertica, with such an open architecture, kind of lets you push those limits quite a bit. >> I mean I've always felt like, you know, Vertica, when I first saw the stone breaker architecture and talked to some of the early founders, I always felt like it was the Ferrari of databases, certainly at the time. And it sounds like you guys use it in that regard. But talk a little bit more about how you use Vertica, why, you know, why MPP, why Vertica? You know, why-why can't you do this with RDBMS? Educate us, a little bit, on, sort of, the basics. >> For us it was, part of what I mentioned when we started, when we talked about the very nature of the Domo platform, where there's an incredible amount of resiliency required. And so Vertica, the MPP platform, of course, allows us to build individual database clusters that can perform best for the workload that might be assigned to them. So the open, the expandable, the... The-the ability to grow Vertica, right, as your base grows, those are all important factors, when you're choosing early on, right? Without a real idea of how growth would be or what it will look like. If you were kind of, throwing up something to the dark, you look at the Vertica platform and you can see, well, as I grow, I can, kind of, build with this, right? I can do some unique things with the platform in terms of this open architecture that will allow me to not have to make all my decisions today, right? (mutters) >> So, you're using Vertica, I know, at least in part, you're working with AWS as well, can you describe sort of your environment? Do you give anything on-prem, is everything in cloud? What's your set up look like? >> Sure, we have a hybrid cloud environment where we have a significant presence in public files in our own private cloud. And so, yeah, having said that, we certainly have a really an extensive presence, I would say, in AWS. So, they're definitely the partner of our when it comes to providing the databases and the server power that we need to operate on. >> From a standpoint of engineering and architecting a database, what were some of the challenges that you faced when you had to create that hybrid architecture? What did you face and how did you overcome that? >> Well, you know, some of the... There were some things we faced in terms of, one, it made it easy that Vertica and AWS have their own... They play well together, we'll say that. And so, Vertica was designed to work on AWS. So that part of it took care of it's self. Now our own private cloud and being able to connect that to our public cloud has been a part of our own engineering abilities. And again, I don't want to make little, make light of it, it certainly not impossible. And so we... Some of the challenges that pertain to the database really were in the early days, that you mentioned, when we talked a little bit earlier about Vertica's most recent eon mode. And I'm sure you'll get to that. But when I think of early challenges, some of the early challenges were the architecture of enterprise mode. When I talk about all of these, this idea that we can have unique databases or database clusters of different sizes, or this elasticity, because really, if you know the enterprise architecture, that's not necessarily the enterprise architecture. So we had to do some unique things, I think, to overcome that, right, early. To get around the rigidness of enterprise. >> Yeah, I mean, I hear you. Right? Enterprise is complex and you like when things are hardened and fossilized but, in your ad hoc environment, that's not what you needed. So talk more about eon mode. What is eon mode for you and how do you apply it? What are some of the challenges and opportunities there, that you've found? >> So, the opportunities were certainly in this elastic architecture and the ability to separate in the storage, immediately meant that for some of the unique data paths that we wanted to take, right? We could do that fairly quickly. Certainly we could expand databases, right, quickly. More importantly, now you can reduce. Because previously, in the past, right, when I mentioned the enterprise architecture, the idea of growing a database in itself has it's pain. As far as the time it takes to (mumbles) the data, and that. Then think about taking that database back down and (telephone interference). All of a sudden, with eon, right, we had this elasticity, where you could, kind of, start to think about auto scaling, where you can go up and down and maybe you could save some money or maybe you could improve performance or maybe you could meet demand, At a time where customers need it most, in a real way, right? So it's definitely a game changer in that regard. >> I always love to talk to the customers because I get to, you know, I hear from the vendor, what they say, and then I like to, sort of, validate it. So, you know, Vertica talks a lot about separating compute and storage, and they're not the only one, from an architectural standpoint who do that. But Vertica stresses it. They're the only one that does that with a hybrid architecture. They can do it on-prem, they can do it in the cloud. From your experience, well first of all, is that true? You may or may not know, but is that advantageous to you, and if so, why? >> Well, first of all, it's certainly true. Earlier in some of the original beta testing for the on-prem eon modes that we... I was able to participate in it and be aware of it. So it certainly a realty, they, it's actually supported on Pure storage with FlashBlade and it's quite impressive. You know, for who, who will that be for, tough one. It's probably Vertica's question that they're probably still answering, but I think, obviously, some enterprise users that probably have some hybrid cloud, right? They have some architecture, they have some hardware, that they themselves, want to make use of. We certainly would probably fit into one of their, you know, their market segments. That they would say that we might be the ones to look at on-prem eon mode. Again, the beauty of it is, the elasticity, right? The idea that you could have this... So a lot of times... So I want to go back real quick to separating compute. >> Sure. Great. >> You know, we start by separating it. And I like to think of it, maybe more of, like, the up link. Because in a true way, it's not necessarily separated because ultimately, you're bringing the compute and the storage back together. But to be able to decouple it quickly, replace nodes, bring in nodes, that certainly fits, I think, what we were trying to do in building this kind of ecosystem that could respond to unknown of a customer query or of a customer demand. >> I see, thank you for that clarification because you're right, it's really not separating, it's decoupling. And that's important because you can scale them independently, but you still need compute and you still need storage to run your work load. But from a cost standpoint, you don't have to buy it in chunks. You can buy in granular segments for whatever your workload requires. Is that, is that the correct understanding? >> Yeah, and to, the ability to able to reuse compute. So in the scenario of AWS or even in the scenario of your on-prem solution, you've got this data that's safe and secure in (mumbles) computer storage, but the compute that you have, you can reuse that, right? You could have a scenario that you have some query that needs more analytic, more-more fire power, more memory, more what have you that you have. And so you can kind of move between, and that's important, right? That's maybe more important than can I grow them separately. Can I, can I borrow it. Can I borrow that compute you're using for my (cuts out) and give it back? And you can do that, when you're so easily able to decouple the compute and put it where you want, right? And likewise, if you have a down period where customers aren't using it, you'd like to be able to not use that, if you no longer require it, you're not going to get it back. 'Cause it-it opened the door to a lot of those things that allowed performance and process department to meet up. >> I wonder if I can ask you a question, you mentioned Pure a couple of times, are you using Pure FlashBlade on-prem, is that correct? >> That is the solution that is supported, that is supported by Vertica for the on-prem. (cuts out) So at this point, we have been discussing with them about some our own POCs for that. Before, again, we're back to the idea of how do we see ourselves using it? And so we certainly discuss the feasibility of bringing it in and giving it the (mumbles). But that's not something we're... Heavily on right now. >> And what is Domo for Domo? Tell us about that. >> Well it really started as this idea, even in the company, where we say, we should be using Domo in our everyday business. From the sales folk to the marketing folk, right. Everybody is going to use Domo, it's a business platform. For us in engineering team, it was kind of like, well if we use Domo, say for instance, to be better at the database engineers, now we've pointed Domo at itself, right? Vertica's running Domo in the background to some degree and then we turn around and say, "Hey Domo, how can we better at running you?" So it became this kind of cool thing we'd play with. We're now able to put some, some methods together where we can actually do that, right. Where we can monitor using our platform, that's really good at processing large amounts of data and spitting out useful analytics, right. We take those analytics down, make recommendation changes at the-- For now, you've got Domo for Domo happening and it allows us to sit at home and work. Now, even when we have to, even before we had to. >> Well, you know, look. Look at us here. Right? We couldn't meet in Boston physically, we're now meeting remote. You're on a hot spot because you've got some weather in your satellite internet in Atlanta and we're having a great conversation. So-so, we're here with Ben White, who's a senior database engineer at Domo. I want to ask you about some of the envelope pushing that you've done around autonomous. You hear that word thrown around a lot. Means a lot of things to a lot of different people. How do you look at autonomous? And how does it fit with eon and some of the other things you're doing? >> You know, I... Autonomous and the idea idea of autonomy is something that I don't even know if that I have already, ready to define. And so, even in my discussion, I often mention it as a road to it. Because exactly where it is, it's hard to pin down, because there's always this idea of how much trust do you give, right, to the system or how much, how much is truly autonomous? How much already is being intervened by us, the engineers. So I do hedge on using that. But on this road towards autonomy, when we look at, what we're, how we're using Domo. And even what that really means for Vertica, because in a lot of my examples and a lot of the things that we've engineered at Domo, were designed to maybe overcome something that I thought was a limitation thing. And so many times as we've done that, Vertica has kind of met us. Like right after we've kind of engineered our architecture stuff, that we thought that could help on our side, Vertica has a release that kind of addresses it. So, the autonomy idea and the idea that we could analyze metadata, make recommendations, and then execute those recommendations without innervation, is that road to autonomy. Once the database is properly able to do that, you could see in our ad hoc environment how that would be pretty useful, where with literally millions of queries every hour, trying to figure out what's the best, you know, profile. >> You know for- >> (overlapping) probably do a better job in that, than we could. >> For years I felt like IT folks sometimes were really, did not want that automation, they wanted the knobs to turn. But I wonder if you can comment. I feel as though the level of complexity now, with cloud, with on-prem, with, you know, hybrid, multicloud, the scale, the speed, the real time, it just gets, the pace is just too much for humans. And so, it's almost like the industry is going to have to capitulate to the machine. And then, really trust the machine. But I'm still sensing, from you, a little bit of hesitation there, but light at the end of the tunnel. I wonder if you can comment? >> Sure. I think the light at the end of the tunnel is even in the recent months and recent... We've really begin to incorporate more machine learning and artificial intelligence into the model, right. And back to what we're saying. So I do feel that we're getting closer to finding conditions that we don't know about. Because right now our system is kind of a rule, rules based system, where we've said, "Well these are the things we should be looking for, these are the things that we think are a problem." To mature to the point where the database is recognizing anomalies and taking on pattern (mutters). These are problems you didn't know happen. And that's kind of the next step, right. Identifying the things you didn't know. And that's the path we're on now. And it's probably more exciting even than, kind of, nailing down all the things you think you know. We figure out what we don't know yet. >> So I want to close with, I know you're a prominent member of the, a respected member of the Vertica Customer Advisory Board, and you know, without divulging anything confidential, what are the kinds of things that you want Vertica to do going forward? >> Oh, I think, some of the in dated base for autonomy. The ability to take some of the recommendations that we know can derive from the metadata that already exists in the platform and start to execute some of the recommendations. And another thing we've talked about, and I've been pretty open about talking to it, talking about it, is the, a new version of the database designer, I think, is something that I'm sure they're working on. Lightweight, something that can give us that database design without the overhead. Those are two things, I think, as they nail or basically the database designer, as they respect that, they'll really have all the components in play to do in based autonomy. And I think that's, to some degree, where they're heading. >> Nice. Well Ben, listen, I really appreciate you coming on. You're a thought leader, you're very open, open minded, Vertica is, you know, a really open community. I mean, they've always been quite transparent in terms of where they're going. It's just awesome to have guys like you on theCUBE to-to share with our community. So thank you so much and hopefully we can meet face-to-face shortly. >> Absolutely. Well you stay safe in Boston, one of my favorite towns and so no doubt, when the doors get back open, I'll be coming down. Or coming up as it were. >> Take care. All right, and thank you for watching everybody. Dave Volante with theCUBE, we're here covering the Virtual Vertica Big Data Conference. (electronic music)

>> Announcer: Live from Las Vegas, it's theCUBE covering Magento Imagine 2019, brought to you by Adobe. >> Welcome to the theCUBE, I'm Lisa Martin at The Wynn, in Las Vegas for Magento Imagine 2019. This is a three day event. You can hear a lot of exciting folks networking behind me, talking tech, talking e-commerce innovation and we're pleased to welcome fresh off the keynote stage a couple of guests from HP. We've got Gillian Campbell, the Head of Omni-channel Strategy and Operations. Gillian, thank you for joining us. >> Thank you for asking us. >> Our pleasure and Herriot Stobo, Director of Omni-channel Innovation and Solutions, also from HP. Welcome. >> Thank you very much. >> So Gillian fresh off the keynote stage, enjoyed your presentation this morning. >> Gillian: Thank you. >> Everybody I think in the world knows HP. Those of us consumers going, you know what actually, that reminds me, I need a new printer. >> We can help you. >> Thank you, excellent. Whether I'm shopping online or in a store. So you gave this really interesting keynote this morning talking about what HP is doing, starting at Apache. You really transform this shopping experience. Talk to us a little bit about HP, as I think you've mentioned it as a $50 billion start up and from a digital experience perspective, what you needed to enable. >> Yeah, so as I said, HP have been around for 80 years and in 2015, we became our own entity, HP Inc., and really started looking at how do we enable digital to be pervasive through everything that we do. Our internal processes are reached to customers and identified a great opportunity to really take leading edge and our digital commerce capabilities and we already had some early proof points and APG so we launched a global initiative and we're now on that journey to enable that best in class experience through the digital platforms. >> So Herriot talk to us about, you're based in Singapore. >> Yes. >> What were some of the market dynamics that really made it obvious that this is where we want to start building out this omni-channel strategy starting in Apache? Is it, you know whether, Gillian you mentioned it before. We started retail spaces, some being expensive. Is it more mobile experience and expectations on consumer's part? >> I think we've got a mix of different starting points across Asia. We've got some mega cities like Hong Kong and Singapore rising, Tokyo. And then we've got you know emerging markets across South-East Asia. We don't necessarily have any single market place that controls the entire market as we might see in other regions and so we've had a lot of runway to go and experiment and try new things. We also have an ecosystem of branded retail in Asia. Not in all markets, predominantly in India but also in some markets in South-East Asia that allow us to really blend the experience across both offline and online and to give customers choice at the end of the day. Let them decide how they want to shop and interact with our brand. So we have been running Magento 1 since we first launched our online store businesses in Indonesia and Thailand about six years ago and then we moved into China, replatformed, lexi-platform onto Magento 1 and then that was really the foundation of what we decided to go and build upon to become a global program. so we already had some proof points under our belt with Magento so. >> And what were some of those early wins that really started to make this really obvious that this omni-channel experience, the ability to give customers choice? Whether they want to start the process online, finish it in store, vice verse, or at least have the opportunity to have a choice? What were some of those early wins and business outcomes that you started to see? >> I think even just from because we're all, customers are people. Whether you're a corporate customer, a small business, or a consumer, we're all people and we all know that we shop that way. So essentially the storyline on that back to HP was we have to enable experiences that we would want to experience as well and it was quite a shift for a tech company who were really all about the products to be thinking about, well, how do we really enable that end to end experience? And as Herriot said, the runway was open. We already had some proof points. I was new in the job so I was like all listening to, you know, what the team were telling me. We have a great opportunity here and took that formered as a new concept for the company. We got funding approval and you know the rest is the history and the journey that we're on. So I think it was just taking a different perspective and a different approach and working with a team who already had the, built some of that credibility and others proof points with the earlier deployments and I think we kind of took a risk at the time when we started the engagement with Magento. They weren't in that leadership quadrant and we took a risk to say, let's partner with an energizing company and do something a little bit different and we're still here working towards it so I think that for me was the breakthrough, was just having the tenacity to say, we're gonna drive this path forward. It may not be how we would have done things in the past, but we're a different company now. and we had much more thinner air cover to be able to do that. >> Little bit more agility and flexibility. >> Yeah, absolutely. So you guys, you talked about, Gillian about all the buyers. We are the consumers and we have this expectation, growing expectation that I want to be able to get any and transact anything that I want to buy, whether I'm a procuring person for a company and I'm traveling but I need to approve expenses or I'm a salesperson maybe sitting next to a medium-small business customer. I need to have the option at least to have this store front. What are the things that you guys launched in Apache, leverage be the power of Magento Commerce was click to collect. So tell me a little bit about from maybe an e-commerce cultural perspective, what is it that makes people want to have the ability to start online and actually complete the transaction in a physical location? >> Essentially I was in the Advisory Board yesterday and one of the other customers of Magento said, "Until we can invent a way to touch and feel online, "there's always gonna be a need to have, "outlets where you can go touch and feel." and I think with the click and collect, some of our products are, you know, high-end PCs and gaming devices and printers that is hard to get a good appreciation of what it looks and feels like online. So if you're gonna be spending you know, a significant money you may want to go in and be able to see the colors, feel the finish. You know some of our newer products with the leather portfolios is not something you can truly appreciate without touching it. So I think we have to enable again those customers who do want to experience, feel the weight, you know feel the finish, see the color scheme 'cause its usually important, again not for all customers. Some customers are quite happy to spend thousands of dollars on an online purchase without seeing it and then making sure they have a good facility to be able to, well if they wanted to, to return if they got the normal the product. >> As we look though at like we talked about, this consumerization of everything where we have this expectation and the numbers, I think you even mentioned it maybe in your keynote, Gillian, the numbers of, or somebody did this morning, like upwards of half of all transactions are starting on mobile so we got to start there. What are some of the things that you guys have seen in region in terms of mobile conversions? >> So there's still a massive gap between desktop and mobile conversions, first of all. I mean we're not anywhere near parity between the two. But obviously we're seeing a huge volume of traffic coming in as well and it's shifting that way, so you would expect it to drop as result. I think with Magento what we've seen over the, you know, past few deployments that we've been running and that were over 8% improven. But the desktop conversions are far higher. I mean in terms of improvement and actual conversion so we've still got a long way to go. There and that's a naturative process, that's a journey that probably never ends in terms of ongoing optimization and experimentation. So yeah a lot happening there. I think just on the click and collect topic as well that you were asking about people wanting to start their journey online and then come into bricks and mortar. We're seeing a huge uptake on it just by experimenting, by piloting. Over 26% of our consumer notebooks in India that we've put onto this program were being collected in store and this is in environments which are inherently chaotic on the streets. You don't want to go out there but actually I'm passing that way anyway so it's just easier for me to pick it up on the way home and probably quicker 'cause I can collect in two hours. So it's just giving people customer choice, no additional incentive and it seems to take. So now we're expanding out regionally. >> So you said there's, this morning, Gillian, in your keynote eight markets covered, mostly Apache, but also in Latin America. >> We just started in Latin America, again, the development process is not just as simple as we're switching on. So we've been doing a lot of work for this past six months with Latin America. The team there, they're super excited to get launched. There's some differences there, we've talked about the regional variation around fulfillment models that we have to adapt towards but the intent is to get Latin America deployed, leveraging some of the layer lengths from what we've done in Asia specific and then starting to move around into more the near region and then ultimately back into the US and Canada. >> So as you look forward and of course you've mentioned we're on this journey right, what are some of the key learnings that you're going to apply? You mentioned this morning, something that was very intriguing and that was, respect the integrity of the Magento platform. Talk about that in context of some of the other learnings that you'd recommend for colleagues and similar or other industries to be able to achieve what you have on a global scale. >> I think from the outset, there was this kind of like baggage of deployments of capabilities not just in commerce but deployment of capabilities across HP that we had not respected the integrity of the platform. We had adjusted the code and developed on the code to make it HP specific and with the new HP Inc. company one of the guided principles was no, when we buy the leverage software applications respect it for what it is and adjust business processes and adjust integration rather than adjust the core so that we can get the advantage of the longer term opportunity without creating such like. So it was really just a foundational, you know, let's not go in here with a mindset that we know better than the core. The core is there for a reason and then build around that and ensure the integration and I think you know with Herriot's leadership, we've been able to you know, just keep that firm is why we can be successful and be successful longer term as well. So that all the, and one of the things we talked about yesterday also is the excellent capabilities that are coming with Adobe and the integration that we talked about the recommendation of Adobe Sensei and integrate that with Magento Core. If you don't keep to the respect the integrity, those upgrades and capabilities become really hard to take benefit of so we're really excited about, you know, again, sticking with the core and enabling and growing with the core with Magento and Adobe. >> I would just build on it, I mean I think its never gonna be easy running a global commerce platform. Single instance, multiple countries, you know, 27 markets to get started with. Who knows where we're gonna end. Its always gonna be a challenge so we have to keep it as simple as possible. These upgrades are fast and furious and that's great and we all gets lots of benefit but if we start going down our own path, we've lost it. We've lost the benefit. >> And that's one of the things too that Jason Wolfsteen said this morning was that the word Magento was gonna be enabling businesses to achieve without getting in their way and it kind of sounds Herriot, like you're saying the same thing. That we've gotta be able to respect the technologies that we're building so we don't get in our own way and we keep it simple as we wanna expand globally. Ultimately at the end of the day, you're creating these personalized experiences with consumers and that personalization is so important because it's more and more not only are we transacting or wanting to on mobile but we want our brands like HP to know us. We want you to know our brand value, you know our average order value so that we can become part of the experience but also ideally get rewarded for being loyal. >> Yeah. >> Yeah, I mean, I mean just coming to mobile again but you know, 2.3 delivers the native PWA capabilities which we're super excited to get started with. You know we've got so many used cases for this straight away, right out the box but you know we've got to do it gradually, do it the right way. I think we're also aware that we're not gonna be able to run with PWA in all markets straight away 'cause not all markets are ready for it quite frankly. User behavior- >> Is that a cultural thing? >> It's purely cultural. Maybe technical and just technical ecosystems as well. Places like China in particular, where, you know, customers use app stores but they use app stores from every single phone manufacturer right there. That's where the customer is. We can't just move away from that so we need to keep some of those legacy approaches for a little while and then yeah test in other regions and then take the learnings when we're ready to adopt it. >> Exciting so here we are at, this is the first Magento Imagine since the Adobe acquisition. Gillian, let's wrap things up with you. What are your, you mentioned you were part of the Customer Advisory Board yesterday, just some of your perspectives on this years' event now that Magento is powering the Adobe commerce cloud. >> I actually attended the Adobe Summit a few weeks ago here also in Vegas and started to see the thread of commerce coming into that conference and then seeing the Adobe, the experience, coming into Magento and I just think it's a perfect combination of opportunities especially for a company like HP where we were linked in to connect, you know, marketing and sales and support across the customer journey and the capabilities with Adobe and some of the marketing stack, and then the commerce stack, and there was support bringing that together is a super exciting opportunity for us. You know the partnership that we have with both Adobe and Magento again as one as I really, they were just starting what the next journey was gonna look like. >> We feel that about so many things, we're just starting, but Gillian, Herriot, it's been a pleasure to have you on theCUBE for Magento Imagine 2019. Thank you both for your time. >> Thank you, thank you. >> Our pleasure. I'm Lisa Martin and you're watching theCUBE live from The Wynn Las Vegas at Magento Imagine 2019. Thanks for watching. (light music)