>>from San Francisco. It's the Q covering pager duty. Summit 2019. Brought to you by pager Duty. >>Hey, welcome back. You're ready, Jeff? Rick here with the Cube. We're downtown San Francisco at the historic Western St Francis. A pager. Duty summit. It's the fourth year pager duty Summit, 30 year for the Q. Being here, I think they've about outgrown the venue. So he looked forward to seeing where we go next year. But we're excited to have somebody is at a very busy day. A lot of product announcements leading a lot of this effort. He's Jonathan. Randy, this s V P. Of product for pager duty. Jonathan, great to see you. Thanks for having me. So, congratulations. A lot of Ah lot of product announcements today. >>This is our biggest unveiling of the year. >>What s so I don't want you to pick your favorite baby, but what are some of the highlights? That goddess here today? >>Yes, a couple of big things today and tomorrow, not just today. >>Uh, >>first, we're really focused on applying. It is the buzzword of the sense of the new Millennium machine learning, but we're applying it across our entire portfolio, and we're doing it in a good way, not in a creepy way. We're doing in a good way to help organizations make sense of all the data they're getting. Tell him what's happening and, more importantly, what they could do to get better. And so that's something that we call our intelligence Dashboards is part of our analytics products. That's one big one, right? Right. And as you probably know, being here, pager duty is all about helping teams to be more effective in the moments that matter. And one of the other big announcements we have is intelligent triage. And so what is it way See with There's a lot of great companies here, partners that we're working with and whenever they're working, major issues within their companies were seconds, matter or even microseconds. They could lose millions of dollars that work in real time. They'll find out that there's multiple teams working on the same problems on Lee for one team to find out that somebody's undoing some of things that they're doing. So we focused in a huge way on building context, the visibility so that the teams in see what other issues air related That's what we call intelligent triage. So nobody needs to do double work, >>right? It's funny on the on the A I right in machine learning because they are the hot, hot, hot buzzword. But what I don't think are the hot buzzards, which is where all the excitement is happening, is it's the applied A I it's not Aye aye, for a eyes sake. Or were great. Aye aye company with an aye aye widget that we want to sell you. It's really leveraging a I within your core application space, your core domain expertise to make your abs do better things. And that's really what you guys have embraced. >>Absolutely. It's way have to be so empathetic to our users. Are users carry an unbelievable burden. They are on the front lines when things go down. They have, you know, minutes, seconds to make right decisions, and there's a lot of responsibility with that. So we're using a I in applied way to help them make sense of being overloaded with information, focus them in on the things that can make the biggest positive impact right, So it is applied a I in its purest form and >>the other part I found interesting is really anak knowledge mint that it's not just the people that have to fix the problem that needs to know about the problem, but there's a much larger kind of ecosystem that ecosystem around. That problem, whether it's sales reps executive for certain, is a whole bunch of people that should know, need to know, have value, to know beyond just the really smart person that I've now put on fixing the >>problem. You're bringing up a great point, which is a lot of people know page of duty because of how we help technical teams, developers and office people fix these incidents. When they happen right when a site goes down or when something search isn't working correctly but getting work done. We're taking that in its broadest context. It's beyond technical responders. First we have to service them. They're our core audience. They're why we're here today. But that unit of work getting work done goes beyond them as you're saying. It goes to what we call business responders who I could be working in a customer service team and while that incident is happening, I need that information so that I can ready my communication in case somebody calls up the sports desk and opens up a ticket. I need to know what to tell him right when it's gonna be fixed and how we're addressing their problems. Or I could be the CFO, a stakeholder and just want to know what's the real revenue impact of this outage of this time? So whether I'm taking action or I just need to know these air people outside of the sphere of the technical team and their business responders and stakeholders and we're automating the flow of information all of them so that they don't interrupt the poor responders team so they can focus on their work, >>right? Yeah. Another concept that kind of clarified today is all of your guys partnerships. You know, you've listened on your integration page on the Web site. It's clear. Well, data dog sales for Zenda Sumo AWS service now last CNN, IBM Blue mix. I mean, it's they can't go through the whole list. It's a huge list, but I think confusion in the market or maybe clarification is helpful is, you know, kind of where to those systems play versus your system when that Everyone wants to be a system of record, right? Everybody wants to be the database that has all the all the information. And yet you figured out a way to take your capabilities and augment all these other platforms and really puts you in a nice play across a really wide range of a problem. Sets. >>Yeah, it's it's so core to who we are way like to think of our pager duty platform. I always refer to it as it's a central nervous system, and what does that really mean? We always say it's a central nervous system and pager duty is about people. So all of those vendors, all of those companies, they're all valued partners. Many of them are customers of pager duty as well. They use us to keep their service is up on the monitoring world. But what pager duty is always focused on is ensuring that people two people collaboration to get real work done based on the information coming from those folks. So a lot of those vendors out there they play such an invaluable part of the ecosystem. They let us know they provide all the telemetry in the information in the data way, make sense of it and then engage people Finish that work. So in a way, you know that central nervous system is taking all these impulses just like a really central nervous system. And we're engaging the right people to help them effectively get the right right, and we couldn't do it without them. So the famous 350 plus way couldn't do what we do without them, and they're all here today. You >>didn't think I was going to read the whole hunt 350 >>Hope. That would be a long way >>Hades in desk on. And I know that was part of the new customer service and has been getting, you know, kind of your value kind of closer to the actual customer transaction. It's always in support of the customer transactions. The website's down transaction close, but this actually has taken it to the next level toe. Have a direct contact to the person who's actually engaged with the client to give them or inside is what's going on as being resolved in these type thing with a two way communication pattern. >>Yeah, it's something I'm personally really excited about. Where customer of zendesk as well. So we use end us and they use pager duty. So we get a lot of feedback on what's working, what's not working, which informed us and what we were doing. But there's two big problems in the industry that I've seen over, you know, two plus decades, which is customer service and support teams. They're dealing also on the front lines. Having them communicate and get information from development teams isn't always easy. And so both of us are really interested in kind of breaking down the walls between those organizations. But doing so in a way that's not interrupting those teams when they're doing their work that they have, right, so one, that's what we wanted to accomplish. How can we share information seamlessly automatically? So both teams are in sync, but they're not pestering each other and then to that work that's being done on the development side, when something does go wrong in a devil apps world, now, the customer support agents, the service agents they can get ahead of those cases that are being opened up, so they're not in the dark. They're not being flooded by tons of cases being opened up and they don't know what to say. They ready their communications and push it out because they're insane. >>It's really you think pager duty and notifications were surrounded by all these dashboards and computer stuff, but you made a really instant comment. It's all about the people you guys commissioned. A study called I'm gonna read an unplanned work, the human impact of an always on world and really going after unplanned work. Now it's funny, because everyone always talks about unplanned maintenance and on scheduled maintenance and the impacts on aircraft and the impacts on power generation and aircraft. This is the first time I've ever heard anyone couch it as as unplanned, which is completely disruptive fours on people and their lives, not to mention their service workers. And, according to the study, 2/3 of her pissed off and not too happy the way things are going at work anyway, with what kind of was zenith of that. And that's a really great way to reframe this problem into something much more human. >>The genesis of this all came from the concept that a CZ you'll read a lot we say we're always on. Let's keep it that way. Let's help help everyone. Keep it that way. It's a mantra with pager duty, and it comes from again when I say Genesis, it comes from even within our platform way. Don't have me Windows. We are on 24 7 360 days a year way have to be up when other service's aren't because of that. Whenever we work with organizations or vendors that that we pay for. And they say we have a maintenance window like a maintenance window my partner in crime runs engineering team are meant for. He always says maintenance Windows air for cars, not SAS software like there are no maintenance windows. And what that means as a first step is, if that's the case, there's no maintenance windows you're always on. Then you have to answer this question of how much time are you really spending unplanned work interruptions, right? So we really started taking not the heart. We really started trying to figure out what is the percentage everybody's trying to innovate more. That's planned war, right? Is it? 10% is a 20%. Is it 50%? The best organizations we see our 20 to 25% is unplanned work. We'll >>need 25% for the best organization. >>Yeah, so means not. So best organizations are very different, right? And so way feel that we uniquely can help organizations get way better at cutting down that time so that they can innovate more, Right? They're not firefighting. They're actually innovating and growing their business right. That's a big part of how we help people in these organizations do their job better. >>God, that's before you get in contact. Switching and pressure and disruption and >>way found some amazing statistics in my prior life. Iran Engineering. And it was at a sauce company. And what I found was whenever customers, whenever my top engineers would be put on Call Way, didn't have pager duty at the time, and they would be on call and interrupted on consecutive nights in the middle of the night. First, I would typically hear about when somebody was burned out is when I would see a resignation letter on my desk or somebody way no, after two or three or four successive interruptions in someone's personal life that goes on where they feel they're not being productive. One, they aren't productive at work either, to they're a huge retention risk. So way have that kind of data. We can look at it, and we can help management and organizations help them. And their teams take better care of their teams so that, you know, they're they're being more humane, humane knots, not human off pain, All right. And how you deal with those most expensive precious resource is in your company, which are your people is really important >>when they walk out the door every night, you know? So you gotta take care of him. So they come back the next day. It is? Yes. All right, Jonathan, last question is you as we wait, we're not quite done with some yet, but as we come to the closest on her arm really busy year. The AIPO. You guys have done amazing things, but you kind of flipped the calendar. Look forward. What are some of your kind of priorities as we as >>we move forward? Yeah. So it's been a crazy year. A lot of change and a couple things going forward. One were big partners with Amazon in a W S S O were attending reinvent. That's a big event for the company, but also at this event. As I mentioned before, it's probably our biggest unveiling of new innovations and products for our entire 12,000 plus customers. So for us, it may seem like it's an end. It's really just the beginning, because all of these products and intelligent triage business response, intelligent dashboards, these products that are apart, his capabilities that are part of our analytics and events intelligence on the pager duty, platform way have to keep evolving This we have to keep kind of moving forward because the world is always on and we've got to keep it that way. >>What? Andre just had a great line in his keynote about being scared is the generator of wisdom. But here it is, right here. Fear is the beginning of wisdom. Not necessarily fear, but fear getting caught. Keep moving that we have ahead of the pack. All right, Jonathan, Thanks for taking a few minutes and congratulations. I'm sure tough getting all those new babies out this week, but what a great what a great job. Thank you so much. All right. Pleasure. He's Jonathan. I'm Jeff. You're watching the cube. Where? Pager duty Summit in San Francisco. Thanks for watching. We'll see you next time.

>>From San Francisco. It's the cube covering PagerDuty summit 2019 brought to you by PagerDuty. >>Hey, welcome back everybody. Jeff, Rick here with the queue. We're at PagerDuty. Simon in downtown San Francisco at the Western st Francis. I think we've just about busted the seams in this beautiful old hotel. Thousand people. Fourth conference. We're excited to be here. And the big announcement today is around, you know, PagerDuty getting closer to the revenue, getting closer to the customer, getting beyond just break fix and incident response. And a huge partner. Big announcement of that was Zen desk. So we're happy to have today from Zendesk. Luke Benkei, the VP of product. Lou, great to see you. Yeah. Hey Jeff, thanks for being here. Thanks for absolutely. So before we get into the announcements and some of this stuff with the, with PagerDuty, give us kind of an update on Zendesk. We're all happy to see as Zen desk email in our inbox have been, someone's working on are working on my customer service issue. >>But you guys are a lot more than that. We are, yeah. Thanks for asking. Yes. So Zendesk started in, you know, it as a great solution for customer support and solving customer support issues. And we've really expanded recently to think more about the overall customer experience. Uh, and so that means, you know, launching more channels where customers can reach out beyond just emails and tickets to live chat and messaging and really rich experiences to communicate with your customers. But it also means, uh, you know, getting into the sales automation world and kind of helping sales and success work together, uh, on the whole customer experience and the customer life cycle. And underneath all of it, uh, our new sunshine platforms and as sunshine, it's a CRM platform that allows you to bring in a ton of information about the customer. You know, the, the products that customer owns. >>Um, you know, how they, how you've done business with them across all the different systems you have, right, that you do business with. Some, most companies we talked to have hundreds of different systems that store a little bit of information about the customer elusive three 60 degree. I mean, the single view of the customer. You know, I talked to a customer recently that said, Oh, I have 12 CRMs. Like are you going to be my 13th? And we said, no. You had to bring the right bits of information into Zandesk in order to make the right kind of actions that you want to take on behalf of that customer. Whether it's routing them to the right agent at the right time, whether that's making sure this is a VIP customer that has a, a hot deal with your sales team and you want to alert the sales rep if there's an incident that's affecting that customer open right now. >>Or maybe you want to have a bot experience that really solves a lot of the customer, uh, pain with knowing who that customer is, what products they own, et cetera. Right? So, right. That's really been what we've been trying to do with sunshine is, is move beyond just customer support into, uh, a full blown CRM solution. The one, you know, one place where a lot of your customer information can live to deliver that experience. Okay. So then we've got PagerDuty. So PagerDuty is keeping track of have more incidents, not necessarily customer problems per se, but system system incidents and website incidents and all these. How does that system of record interface with your system of record to get a one plus one makes three? That's it. I mean, so you know, if PagerDuty is the source of truth where your dev ops team and your developers and your product team are when there's an incident, you know, I've been part of this, uh, unfortunately we've, you know, if we have an incident at Zendesk, I'm, I'm in there as well kind of understanding what's happening, you know. >>But what's really missing there is that customer context and who's affected, you know, and even as good as our monitoring might be, sometimes customers tell us they're having problems, uh, or, or the extent of the problems they're having before we've fully been able to dig into it. Right? And so taking those two systems, the incident management portal and the customer record on the customer communications portal and bringing those two together, you know, it's better for the dev ops teams. They can learn. Like maybe we're getting some insight from the field about exactly who's affected and it's great for the customer support team because they don't have to sit there and tapping the, the engineer on the shoulder like have you fixed it yet? Right. What's the latest? Right. They can write within Zendesk with the new integration that that the PagerDuty Zendesk integration that we are, that we announced today, right. >>Within Zendesk, you know, reps can see a support, reps can see exactly what's happening in, in pretty close to real time with that incident so that they can keep customers proactively up to date. You know, before the customer reaches out, I have a problem, you know, they can say, Hey, here's the latest, you know, we're working on it. We estimate a fixed in this amount of time. Okay, now we've launched a fix. You should start to see things coming back up. Right. Okay. That that's a one plus one equals three. Okay. This is a two way communication. It's a two way writing. Yeah. I'm just curious, how does it, how does it get mapped? How does this particular Zen desk issue that I just sent it a note that I'm having a problem get mapped to, you know, this particular incident that's being tracked in PagerDuty. >>We got, you know, a power outage at a, at a distribution center right place. How do I know those two are related? So it's a, it's a two way integration, right? So it's installed both into the PagerDuty console as well as into Zendesk support where your agents are. And so, uh, you can create a really, it's all about the incident number and so you can create that out of, out of PagerDuty and then start attaching tickets, uh, as they come in to that incident or a customer's. Our rep could create an incident in PagerDuty, right through Zendesk. And so, you know, you're really working off of that same information about that incident number and then you're able to start attaching customers and tickets and other information that your customer support rep has to that incident number. And then you're all working off the same, you know, the same playbook and you're all understanding in real time if, if the developers are updating what's happening, the latest, the latest on it, you can sort of see that right in Zendesk and it's all based on that, that incident. >>So that's gotta be a completely different set of data and or you know, kind of power that the customer service agent has with this whole new kind of dead data set of potential if not root causes, at least known symptoms. Yeah, exactly. That's right. I mean, you know, part of our job on the product team at Zendesk is to sit with real customers and watch them shadow agents, watch them do their job every day and it's an ma even sometimes I log in and actually field tickets myself for Zendesk and it's an incredible experience to sit there and you log in and customers just start reaching out to you and they want answers, they want information. And you know, we've, we deliver a lot of automation and, and products like that, but still it's up to that customer support rep to quickly get back to that customer. >>And so to have some data right in front of them, Oh, it looks like this customer uses a certain product, that product is affected by this outage. Right. To be able to immediately have that customer support rep kind of alerted there is an outage. It might be effecting this customer, here's the latest information I can give that customer, you know, that's just less back and forth and round trips that they have to do to solve that customer's problem. Right. You know, as customers ourselves, we don't want that. We don't want to have to sit and wait or do they even know my tickets open? Do they have an update for me? I've been waiting 20 minutes, you know, to cut that down to give the agents context, it's, it's huge. It really helps them do their job. And of course the Holy grail is to not be reactive, to wait for the ticket, but to get predictive and even prescriptive. >>That's it. So where's that kind of in terms of, of your roadmap, how close are we to know adding things where we can get ahead, you can get ahead of the clients can get ahead of we see this coming down the road, let's get ahead and nip it in the bud before it even becomes a problem. Yeah, I mean, you know, we all are accustomed to whatever the last great experience we had with a company that suddenly just becomes what we expect next. And I think a big trend we're seeing in the last year or two is really customers want to get more proactive. And so we launched the Zendesk sunshine platform, which is all about bringing more of that data in. And the vision there then is really being able, which a lot of our customers are doing today. You know, they're able to say, I know which customers are using a certain product and when that product has an issue, send a proactive ticket. >>You know, before they even reach out to you were aware of an issue. You might be seeing these symptoms, here's some troubleshooting advice and here's our latest update and we'll keep this ticket up to date. We'll keep this conversation up to date as we learn more. You know, customers are already doing that was NS, but you're exactly right. That is more and more customers are trying to get there because it's becoming expected. You know, customers don't want to have to uh, log in and find that something's down and then try to troubleshoot unplugged re, you know, figure out, maybe it's me, maybe it's them. They want to know, okay, I get it. I can now plan around that. Maybe I'll go have my agents go work on a different, um, you know, updating some knowledge content or maybe put them on a different channel for a little bit or move people around depending on what's happening in the business. >>You know, the other thing that came up in the keynote that I think it's pretty saying that I don't know that people are thinking about is that there's more people that need to know what's going on than just the people tasked with fixing the problem. Whether it's account reps, whether it's senior executives, whether it's the PR team, you know, depending on the incident, there's a lot of people that aren't directly involved in fixing the incident that's still need that information and that seems like a super valuable asset to go beyond the ticket to a much broader kind of communication of the issue. As we actually, as we started to work, uh, with PagerDuty on expanding this integration with Zendesk and PagerDuty, we were talking to their team and we both have the same mantra, which is that the customer experience, it's a team sport. You know, it's not just the developers who are trying to fix the problem on behalf of the customers and it's not just your front line customer support reps who are fielding all those inquiries, right? >>It's everybody's job. In the end, as you said, the sales rep wants to know what's happening with my top accounts. Do I need to get in touch with them? Do I need to put in a phone call? Uh, you know, do I need to alert other teams? Maybe we should stop the marketing campaign that we were about to send. Cause the last thing you want is a buy more stuff, email when the site is down right now. So let's really start to think about this as a team sport. And I think this integration is a really great, uh, you know, how customer support and product and dev ops and engineering can kind of work together to deliver a better customer experience. It's, it's, so, it's, so Kate, you know, kind of multifaceted, so many things that need to happen based on that. Really seeing that single service call, that single transaction. >>Awesome. Well Luke, thanks for uh, for sharing the story and yeah, it's great to hear the Zendesk is still doing well. We are like, I like Zen desk emails like, yeah, I know. The next thing that we'll do is I will start to solve your problem before you even have to get us on that split up. Like we'll be working on your behalf even when you're not getting it. Okay. So Luke, thanks. Thanks Jeff. Appreciate it. See ya. Alright, he's Luke. I'm Jeff. You're watching the cube where PagerDuty summit in downtown San Francisco. Thanks for watching. We'll see you next time.

>>From San Francisco. It's the cube covering PagerDuty summit 2019 brought to you by PagerDuty. >>Hey, welcome back everybody. Jeff, Rick here with the cube. We're in downtown San Francisco at PagerDuty summit, the fourth year, the show third year. The cube being here. I think they finally outgrown the Western st Francis. We've got to have a better, a bigger venue but we're really excited to have our next guest doing super, super important work. We learned about this company a couple of weeks back at AWS. Imagine non profit, the Polaris company and we are happy to have Nancy Maguire. She's the CEO. >>Oh Nancy, great to see you Jeff. It's fantastic to be here. Thanks so much for having me and it's great to be back at the PagerDuty summit a second year in a row. Last year I was here last year. I'm on the big stage, is it? I've grown the venue. Are we ready to move to a larger, possibly a larger venue next year? They're doing incredible work. So really a really fortunate to interview Brad a couple of weeks ago. So for people that didn't see that, don't know players. Give us kind of the overview about what you guys are up to. What's your mission? Absolutely. So Polaris is an organization dedicated to ending human trafficking and restoring freedom to survivors. So for those that may not know what we're talking about when we talk about human trafficking is three main categories. Anybody who is forced to work against their will by means of force, fraud or coercion. >>Any adult in the commercial sex trade by means of force, fraud or coercion, and any minor, anyone 17 or younger in the commercial sex trade. And the way we think about this issue is in two halves that are complimentary. One is on the response side, we've got 25 million people around the world who fit that definition that I just described. And so it's about individual case management and helping to get them out of those situations. The way Polaris works on the response side of the issue is by operating to U S national human trafficking hotline. This is the nerve center for the anti-trafficking movement in the United States where we work 24 seven to connect to victims and survivors to the services they need to get help, stay safe, and began to rebuild their lives. So that's half of the story. The other half of the story is we recognize that the response side, while absolutely invaluable, doesn't get at solutions to the problems. >>So we work on longer term solutions to the issue of human trafficking. And the way we do that is through data and technology. So we haven't asked one of the largest data sets on human trafficking in the U S and we've mined that data for insight about how trafficking works. So we've learned there are 25 distinct types in the U S alone. We've then dug deeper to understand what are the legitimate businesses and industries that traffickers are using for their crimes. And those include social media, hotels, motels, transportation, financial services among others. And then we take those insights. We work with private sector companies, public sector, and law enforcement to get to upstream strategies to prevent and disrupt this issue at scale. So, unfortunately we don't have three days to dig through the that good list. But let's, let's unpack some of it cause it's super, super important on the, uh, on the data side, cause we're here at PG. >>So what are the types of data that you guys are looking at? The buildings mall and it was fascinating, Brad's conversation about the multiple kind of business models that you guys have have defined as was, was it lightning for sure. So what types of data are you looking at? Where are you getting the data? What are you doing with it? Yeah, absolutely. So I think the first thing to know is that this is a clandestine issue. And for so long the field has been data poor and it's been really hard to unpack what we mean by sex trafficking and labor trafficking to wrap our arms around the problem. And so we've had these really significant breakthroughs just in the last few years with a, by understanding that there are these 25 types. And that was through mining over 35,000 cases that we worked on on the national hotline over the years. >>And that our second major research initiative was to augment that with surveys and focus groups with survivors. So those with lived experience have now informed the data set and some examples of what we've learned, how our traffickers using hotels and motels for their operations, how do they use credit cards, how do they use buses and planes and trains and rideshares and how are victims recruited on social media. And conversely, how can they reach out for help, including through our hotline. Um, and so we're starting to really get granular about the nature of this problem. And then where are those key intersection points? Where do we have leverage? And a big part of the answer is, is the private sector, right? Right. So, uh, you know, the kind of the intersection from the clandestine in the dark and secret, you know, to, to the public, as you said, were things like credit cards or they need to get on planes. >>So they need hotels. It's a pretty interesting way to address the problem because there are these little, little, little points where they pop up into the light. Absolutely. So when you're doing that in your building, the longer term strategy one, it's to get the other, the people out of there. But are you trying to change the business models? I mean, how, what are some of these kind of longer term reservoirs? Absolutely. So right now the equation that traffickers perceive is this is the financial crime, right? It's not just a human rights abuse, right? Right. The equation they perceive is that this is high profit, low risk. We've flipped that equation. For instance, when financial institutions are tuned into, I have the built in red flag indicators for all the different types of trafficking that they might see. So it makes it simply too difficult for, or too risky for traffickers to bank and move their money. >>So that's one example. Another is in the realm of social media. So we've understood how traffickers are exploiting victims on social media. It can look like anything from grooming and recruitment on in sex trafficking to um, fake, uh, job ads on social media as well. So as we can help to inform social media companies, again working in tandem with victims and survivors to put those lived experiences into and leverage those insights into solutions, we can make change that equation for traffickers to it is simply too difficult and too risky to recruit online and push them to sort of more old school systems of recruitment that those are the sorts of upstream things that we believe are really going to change. Change the game, right? So it's recruiting, it's taking their money away, it's making it expensive for them to operate a lot of those types of, exactly. >>And the real focus is on these six systems and industries that we've identified. And tech is really a crucial, obviously social media companies, hotels, motels, transportation. Um, and for instance, one of the, one of our partners is Delta airlines and so they have been, I think one of the exemplars and really looking at this issue holistically and being all in from the CEO on down and leveraging again, why we think the private sector is so crucial is they've got the resources, the customer base, the engaged employees. Um, they've got the brand. And so for instance, what Delta does is they've trained all 60 plus thousand employees on how to, how to spot and detect human trafficking and what to do. They engage their customer base through PSA is and people can donate miles including that ended up, um, helping victims and survivors on our hotline to get flights to get out of their situations, um, and resources to, to support the hotline to scale. >>Um, and so it really takes that, we think the private sector is a huge piece of, of the puzzle and sort of bringing it back to the tech industry. The tech industry is uniquely position again with the tools, the resources that know how to actually supercharge this movement because it's going to be data in technology that's going to get us to scale. Right? Yeah. The, the Delta story is amazing. If for people that haven't seen it, um, you know, the CEO got completely behind this, basically train the entire company and other passengers to look for these anomalies. And, and what came up, some of the conversations in Seattle is it's really not that hard because you've got your business travelers and you got your families and you got these things that don't really fit. And that's, I don't know what percentage of the total flights, but it's a lot. >>So these things, if you're paying attention, it should be a lot easier to identify. So PagerDuty specifically, what are you guys doing with PagerDuty? Absolutely. Polaris and the broader anti-trafficking movement is engaged in a digital transformation. And so for us, that's on the response side, both on our hotline and on our data side so we can supercharge that learning and insight development. PagerDuty is central to our ability to, um, increase our efficiency on the hotline. It's, it's uh, uh, the hotline itself is composed of a number of different technologies. We cannot have any of those technologies go down because minutes and seconds matter on a crisis hotline. So PagerDuty helps us be as efficient as we can be in escalating urgent issues so they can immediately begin being worked on by our technical team. We don't lose those seconds and minutes and hours, um, as in sort of the, the old school model. >>So it's, it's part of our broader strategy and we've already been able to identify significant efficiency gains as a result when, when it's a response situation that someone's, someone got the number, they've got it, they got an opportunity to try to get out. What's the total time? Usually between they pick, picking up the phone and you giving them some action, which I don't know what the action is, runaway or somebody coming to get you or you know, it really depends on the situation. Um, of course if we're talking about a minor or a situation with imminent harm, um, but we can be talking about something, you know, an extraction or somebody getting to help within a matter of minutes. In other instances, safety planning at the victim and survivors wishes takes place over a period of calls over a period of contact. Sometimes it takes, it can take months or years to work up the courage to get to that point. >>So we do have ongoing communications with victims and survivors over time to support them, uh, to, to leave when they're, when they're ready. Right. Well, Nancy, it's such, it's such important, important work, not necessarily the most positive thing, but I'm sure there's a lot of great positive stories when you're helping these, these people get out of these crazy stories. Well, absolutely. And I think, you know, there was so much reason to be optimistic. This is a really unique moment in time and it's part of why I joined Polaris and joined this anti-trafficking movement is we're seeing, we're seeing unprecedented engagement from the private sector that I mentioned I think is absolutely critical to solving this issue when we've had real breakthroughs with the data so that we can get so much more granular and understanding how it works. So there's now really, as the time, I mean as, as as Jennifer said, she talking about digital transformation this morning, being a team sport, we think the anti-trafficking movement needs to be a team sport, right? >>We want to draw that circle a much bigger stick. Who's in that? Then we invite private sector technology companies and all of you out there to join us. Good. Well, hopefully we're helping get the word out and um, and again, you know, thank you for, for, for what you're doing. It's super important and it's much more pervasive and broad than, than I had ever imagined, perhaps some of these conversations. So thanks a lot. Thank you so much. All right. She's Nancy. I'm Jeff. You're watching the cube. We're a PagerDuty summit in downtown San Francisco. Thanks for watching. We'll see you next time.

>>From San Francisco. It's the cube covering PagerDuty summit 2019 brought to you by PagerDuty. >>Okay, welcome back everybody. Jeffrey here with the Q. We're in San Francisco at the Western st Francis historical hotel. It's our third year coming to PagerDuty sound, but I think it's the fourth year of the show. Jennifer tahana just finished the keynote. You can see those places packed with people packed with energy. We're excited to be back and have our first guest of the day. He's Josh Cade and chief evangelists at Cherwell. Josh, great to see you. Great to see you. Thanks for having me today. Absolutely. So have you been to a PagerDuty, sung it before? This is actually my first event with PagerDuty. What do you think yeah, I mean they've really grown. I mean Patriot and he's been a partner of ours for awhile, but they have grown so much so rapidly and I think, you know after the IPO especially, you know, they've, they've really grown pretty crazy. >>A lot of gasoline on the fire with the IP. Exactly right. So let's jump into with the Cherwell for people aren't familiar with Cherwell, what are you guys all about? So Sheryl software is a company that we specialize in it service management and enterprise service management. So we recognize that the world of what we used to know is like help desk management and whatnot has grown. You know, digital transformation means that more people are involved in more revenue bearing activities across the company. And just like PagerDuty recognizes, you're always on, you've got to keep doing all of these things across the company. And so what we do is we act as a system of record to move request to move orchestration across an organization across all teams. So it's not just an it focus and we build a platform basically to enable the building out of all of your processes, automation, orchestration, et cetera. >>We focus in ITSs because the it group is, is the best entry point for this kind of functionality inside of an organization because they have the best broad kind of horizontal view across all departments. Um, but again, we've got customers that use it in a pretty much any kind of way from running public housing development to all kinds of just uses that we never even imagined. Right. Okay. So I think what's confusing to people, certainly the layman certainly me, is you know, there's kind of all these competing system of records, it appears from the outside and we know ITSMs space, we've covered it for a long time. You know, you need to have a single system of record to know what the answer is. And yet, you know, PagerDuty announces all these integrations with all these systems like Cherwell. How do those systems work together to still maintain kind of system of record integrity and yet leverage the capabilities of the different platforms? >>Yeah. You know, it's an interesting thing because we're seeing so much convergence in the industry and we're seeing that, you know, pretty much all of our software has to talk to all of our software, right? And so what we're seeing a lot is system of record doesn't necessarily mean the same thing that it used to. You may have a system of record for your customer data, you may have a system of record for your financial data, you may have a system of record for your request management and workflow data. And the key is really making those things talk to each other. And so, you know, between the, you know, the cloud and all of the growth that we've had there and, and the way that software just works, it's really about being able to handshake and talk to other companies. Software. Okay. And you know, so it's also about companies, one of the problems that happens in a lot of companies is you choose too many systems of record and you know, so you've got this team that all has different data. >>So I think that's part of what we'll see the kind of the future battle of the next few years is either we all got to talk together or somebody has to, you know, become more prevalent and become a bigger system of record if you get what I mean. So what are some of the use cases where the two systems, PagerDuty system, the Cherwell system would interact around a particular type of customer interaction? Yup. So there's a couple of different entry points, but uh, one of them is, so let's say a customer has a request so it's not even an incident for example. So they have a request and you've got SLS where you've got to fulfill a request very quickly. Um, you know, Sharewell is great at getting that request, interacting with the customer, making sure that they know, you know what to expect and whatnot. PagerDuty is great at getting the team together and getting people together to fulfill those things. >>And so there's that kind of transition point where that request goes to PagerDuty and PagerDuty gets to bring the team together, work on fulfilling that thing and get back to the customer, Hey, your thing has been fulfilled. Okay. So another one that happens, a great use case is, you know, we have a lot of links to different event monitoring. You know, just like PagerDuty does. But a lot of times those things will come to our system and turn into, uh, incidents, you know, in our system. So we're able to send that data over to PagerDuty and basically with up the team and get things moving so that we can resolve that event. And we have a upcoming integration to basically share that back and forth. I believe we're actually officially announcing it next week at our conference in Nashville. Um, but so we have an upcoming integration so that we'll be pushing stuff to directional and getting things from pager duty and pushing things back in. >>Great example. That's a great uh, example cause what you're basically doing is breaking the problem down into the pieces that each of the different software takes care of and PagerDuty's really good at figuring out kind of who the team needs to be pulling together the teams and having a relatively low impact, uh, task group to come in and fix that, that the resolution. Well, and you know, while being a system of record for request management and workflow and whatnot, you know, one of the things that we see in the industry is so many of the customers want best of breed. They don't necessarily want one piece of software to come in and try to be everything cause nobody can be everything. Right? And so that key of lets you know, PagerDuty does what they're really good at. We do what we're really good at. Um, our customers really like that. >>So that's how we partner with other companies. Okay. So later today I think you're giving a session on low code. Um, what does low code, I mean I I have an opinion but share would, do you guys think it's low code or why is low code so, so low code is really important for a few reasons, but the first is really, I would say time to value. So when you have to spin up a development team and spend a lot of time to build everything that you want to do in your organization, just a simple business process that can take a lot of time and expense. So the Sharewell platform is built in a low code way. Most of the things that you can do in our software you do through drag and drop interfaces. And a lot of times we'll have people a little skeptical. >>You know, when they first encounter us, no, we need to write Java script or we need to write some language and we bring them into the system and they find, no, not only do not have to, but you can accomplish what you needed to before you got done planning what code you were going to go. Right. You know, forget testing and all that kind of stuff. So most of what you can do in Sharewell is actually no code, but we call it low code because when it comes to integrating, oftentimes you need to speak to other API. So you know, not every piece of software out there is no code. So talking to rest API is talking to other API APIs, you know, integrating things together. That's where a little bit of code comes in. But we also have, you know, basically drag and drop interfaces for even integrating to other things. >>We have something in tune of 80 partnerships right now, partners that we integrate with and that number is growing all the time. Okay. So is the main benefit of low code just the existing developers being able to move faster or we're hearing a lot of conversation about is really kind of democratization and letting people at maybe kid code in the ed are not qualified to do that last integration step, but the start to build absolute lows and processes without having to figure out if I'm doing it in Java or Perl. Yeah, no, it's, it's definitely both of those things. I mean, you know, so you know, the time to value aspect is important for those devs, but often, you know, companies can be utilizing those resources in a much more fruitful manner. And so if you allow the service owners or business analysts to be able to go in and actually affect those processes, just like you're saying, that democratization really helps speed up a business. >>Right? So in terms of engines for your guys' growth, you know, there's a bunch of them that are talked about all the time. There's dev ops, um, which, which is clearly the right bet to make 10 years ago. There's cloud, which has worked out pretty well. Um, and then this whole thing, that digital transformation that everyone is, is, is a, is trying to get done. Yup. No. Which of those three do you think are most important? How do you see those kinds of playing out in your business? So, you know, I think all three are very important. I think digital transformation though is, you know, if you don't transform your business and take advantage of digital transformation right now, you're liking amoeba in the primordial goo. Watching those first fish walk on land and laughing at, that's just a trend. You know, I think all businesses need to transform themselves and take advantage of the digital technologies that they can get ahold of. >>So I think for us, you know, being an accelerator for that being a way that you can bring inputs and outputs into a singular platform and basically, you know, speed up that ability to transform and make it more predictable, uh, utilizing governance and auditability and all those things that don't generally happen in a dev ops or a transformation environment. Right. That's really our key and that's, I think where we're going to see the industry. You know, everybody has to transform to stay competitive and so we're focused on that transformation or I'm distracted. Jen just walked by the star of the show and really make it. Absolutely. All right, Josh, thanks for taking a few minutes. Good luck on your talk. No brag, good luck at your event in Nashville. Awesome. Thank you so much. Thanks for having me, Josh on Jeff here watching the cube words PagerDuty summit at the historic Wetsons de France. Thanks for watching. We'll see you next time.