>>from >>around the >>globe. It's the Cube with digital coverage of pager duty. Summit 2020. Brought to you by pager duty. Hey, welcome back to Brady. Jeffrey here with the Cube in Palo Alto studios today. And we're talking about an upcoming event. It's one of our favorites. This will be the fourth year that we've been doing it. And it's pager duty summit. And we're excited to have from the pager duty team. She's Caroline Gus, the VP of corporate marketing from pager duty. Caroline, Great to see you. >>Hi, Jeff. Great to see you again. >>Absolutely. So, you know, I was thinking before we turn on the cameras we've been doing pager duty for I think this will be like, say, our fourth year that first year was in the cool, um, cruise ship terminal pier. I gotta written appear 27 which was which was nice. And then the last two years, you've been in the, you know, historic Westin ST Francis in downtown San Francisco, which is a cool old venue, but oh, my goodness. You guys were busting at the seams last year. So this year, year to go virtual. There's a whole bunch of new things that that you could do in virtual that you couldn't do in physical space. At least when you're busting out of the seems so First off, Welcome and >>talk a little >>bit about planning for virtual versus planning for a physical event from, you know, head of marketing perspective. >>Absolutely. I mean, the first thing that's changed for us is the number of people that can come. It's five x the number of people that were able to join us, the Western last year. So we have, uh, we we expect to have 10,000 people registered on attending age duty summit. The second thing is thea share number of sessions that we can put on. Last year, I think we had around 25 sessions. This year we have between 40 and 50 on again. That's because we're not constrained by space and physical meeting rooms, so it's being a really exciting process for us. We've built a fantastic agenda on. It's very much personalized, you know, developers come to our event. They love our event for the opportunity to learn mixed with their peers, get best practices and hands on experience. So we have many more of those types of sessions when we have done previously, and that things like labs and Bird of Feather Sessions and Emma's. But we've also built a whole new track of content this year for executives. Page Julie has, um, many of the Fortune 500 on 4100 customers. We work very closely with CEO CTO, so we have built sessions that are really designed specifically for that audience on I think for us it's really opened up. The potential of this event made it so much broader and more appealing than we were able to do when we were, As you say, you know, somewhat confined by the location in downtown San Francisco. >>I think it's such an interesting point. Um, because before you were constrained, right, If you have X number of rooms over a couple of days, you know you've got to make hard decisions on breakouts and what could go in and what can't go in. And, you know, will there be enough demand for these for this session versus another session? Or from the perspective of an attendee, you know, do they have to make hard tradeoffs? I could only attend one session at one oclock on Tuesday and I got to make hard decisions. But this is, you said really opens up the opportunities. I think you said you doubled. You doubled your sessions on and you got five X a number of registrations. So I think, you know, way too many people think about what doesn't happen in digital vs talking about the things that you can do that are impossible in physical. >>Yeah, I think at the very beginning. Well, first of all, we held our Amir summit events in London in July. So that was great because we got Thio go through this experience once already. And what we learned was the rial removal of hurdles in this process. So, to your point about missing the session because you're attending another session, we were calling this sort of the Pelton version of events where you have live sessions. It's great to be there, live participate in the live Q and A, but equally you have an entire on demand library. So if you weren't able to go because there was something else at the same time, this is available on demand for you. So we are actually repeating live sessions on two consecutive day. So on the Monday we're on everything on the Tuesday I ask because show up again for life Q and A at the end of their sessions. But after that it's available forever on an on demand library. So for us, it was really removing hurdles in terms of the amount of content, the scheduling of the content on also the number of people that content in attend, no geographical boundaries anymore. It used to be that a customer of ours would think, Well, I'll send one or two people to the page duty summit. They could learn all the great innovation from page duty, and they'll bring it back to the team that's completely changed. You know, we have tens of 20 signing up on. All of them are able to get that experience firsthand. >>That's really interesting. I didn't didn't even think about, you know, kind of whole teams being able to attend down instead of just certain individuals because of budget constraints, or you can't send your whole team, you know, a way for a conference in a particular area. But the piece to that you're supporting that were over and over is that the net new registrants goes up so dramatically in terms of the names and and and who those individuals are because a lot of people just couldn't attend for for various reasons, whether it's cost, whether it's, uh, geography, whether it's they just can't take time off from from from leaving their primary job. So it's a really interesting opportunity to open up, um, the participation to such a much bigger like you said five x five X, and increase in the registration. That's pretty good number. >>That's right. Yeah. I mean, that crossed boundaries gone away. This event is free on DWhite. That's actually meant is, as I say, you know, larger teams from the same company are attending. Uh, In addition, we have a number of attendees who are not actually paid to duty customers right now to previously. This was very much a community event for, you know, our page duty users on now we actually have a large number of I asked, interested future customers that will be coming to the event. So that's really important for us. And also, I think, for our sponsor partners as well, because it's bordering out the audience for both of us. So let's >>talk about sponsors for a minute, because, um, one of the big things in virtual events that people are talking about quite often is. Okay, I can do the keynotes, and I could do the sessions. And now I have all these breakout sessions for, um, you know, training and certification and customer stories, etcetera. But when it comes to sponsors, right sponsors used, you know, go to events to set up a booth and hand out swag and wander badge. Right? And it really was feeding kind of a top level down funnel. That was really important. Well, now those have gone away. Physical events. So from the sponsor perspective, you know, what can they expect? What? What do you know the sponsor experience at pager duty Summit. Since I don't have a little tiny booth at the Westin ST Francis given out swag this year. >>Yeah. So one important thing is the agenda and how we're involving our sponsors in our agenda this time, something that we learned is we used to have very long keynotes. You know, the keynote could be an hour long on involved multiple components and people would stay in that room for a now er on did really stay and watch sessions all day. So we learned in the virtual format that we need to be shorter and more precise in our sessions on that opened up the opportunity to bring in more of our partners, our sponsorship partners. So zendesk Salesforce, Microsoft some examples. So they actually get to have their piece of both of our keynote sessions and of our technical product sessions. I'm really explain both the partnership with pager duty, but also they're called technology and the value that they provide customers. So I think that the presence of sponsors in content is much higher than it was before on we are still repeating the Expo format, so we actually do have on Expo Hall that any time there's breaking between sessions, you could go over to the Expo ball, and it actually runs throughout as well, and you can go in and you can talk to the teams. You can see product demos, so it's very much a virtual version of the Expo Hall where you went and you want around and you picked up a bit of swag, >>so you mentioned keynotes and and Jennifer and and the team has always had a fantastic keynotes. I mean, I just saw Jennifer being interviewed with Frank's Luqman and and Eric Juan from Zoom By by Curry, which was pretty amazing. I felt kind of jealous that I didn't get to do that. But, um, talk tell us a little bit about some of the speakers I know there'll be some some, you know, kind of big rally moment speakers as well as some that are more down to technical track or another track. Give us some highlights on on some of the people. I will be sharing the stage with Jennifer. >>Absolutely, I said. I think what's really unique about Page duty Summit is that we designed types of content for different types of attendees. So if you're a developer, your practitioner, we have something like this from Jones of Honeycombs, who's talking about who builds the tools that we all rely on today, and how do they collaborate to build them together in this virtual world? Or we have J. Paul Reed from Netflix talking about how to handle the stress of being involved in incidents, So that's really sessions for our core audience of developers who are part of our community and pager duty really helps them day to day with with that job. And then we have the more aspirational senior level speakers who could really learn from a ZA leader. So Bret Taylor, president and CEO of Salesforce, will be joining us on the main stage. You'll be talking about innovation and trust in today's world on. Then we have Derrick Johnson. He is president of N A A. C P, and he'll be talking about community engagement and particularly voter engagement, which is such an important topic for us right now. Aan den. We have leaders from within our customers who are really talking about the way they use pager duty thio drive change in their organization. So an example would be porches, bro. He runs digital for Fox on, and he's gonna be talking about digital acceleration. How large organization like Fox can really accelerate for this digital first world that we find ourselves living in right now, >>right? Well, you guys have such a developer focus because pager duty, the product of solution, has to integrate with so many other, um, infrastructure, you know, monitoring and, uh, and all of all those different systems because you guys were basically at the front line, you know, sending them the signals that go into those systems. So you have such a broad, you know, kind of ecosystem of technology partners. I don't know if people are familiar with all the integrations that you guys have built over the years, which is such a key piece of your go to market. >>That's right. I mean, we we like to say we're at the center of the digital ecosystem. We have 203 170 integrations on. That's important because we want anyone to be able to use page duty no matter what is in their technology stack technology stacks today are more complex than they've ever been before, particularly with businesses having to shift to this digital first model since we all began shelter in place, you know, we all are living through digital on working and learning through digital on DSO. The technology stacks that power that are more complicated than ever before. So by having 370 integrations, we really know that we conserve pretty much any set of services that your business. It's using. >>Yeah, we've all seen all the means right about who's who's pushing your digital transformation. You know, the CEO, the CEO or or covert. And we all know the answer to toe what's accelerated that whole process. So okay, but so before I let you go, I don't even think we've mentioned the date. So it's coming up Monday, September, September 21st through Thursday, September 24th not at the West End Online and again. What air? What are you hoping? You're kind of the key takeaways for the attendees after they come to the summit? >>Yeah, a couple of things. I mean, first of all, I think will be a sense of belonging. Three attendees, the uses, a pager duty. They are really the teams that are at the forefront of keeping our digital services working on. But what that means is responding to incidents we've actually seen. Ah, 38% increase in the volume of incidents on our platform since covert and shelter in place began. Wait 30 >>38% increase in incidents since mid March. >>That's correct. Since the beginning of on bear in mind incidents. Prior to that in the six months prior, they were pretty flat. There wasn't instant growth. But what we've also seen is a 20% improvement in the time that it takes to resolve an incident from five minutes down to four minutes. So what that really means is that the pager duty community is working really hard. They're improving their practices. Hopefully our platform, our platform is a key part of how, but these are some people under pressure, so I hope that people can come and they can experience a sense of belonging. They can learn from each other about experiences. How do you manage the stress of that situation on what are some of the great innovations that make your job easier in the year ahead? The second thing that we don't for that community is that we are offering certification for P. D. You page due to university for free this year. It's of course, with a value of $7500. Last year, you would attend page duty summit on you would sit through your sessions and you would learn and you would get certified. So this year it's offered for free. You take the course during summit. But you can also carry on if you miss anything for 30 days after. So we're really feeling that, you know, we're giving back there, offering a great program for certification and improved skills completely free to help our community in this in this time of pressure, >>right? Right. Well, it is a very passionate community, and, you know, we go to so many events and you can you can really tell it's palatable, you know, kind of what the where the tight communities are and where people are excited to see each other and where they help each other, not necessarily only at the event, but you know, throughout the year. And I think you know a huge shout out to Jennifer on the culture that she's built there because it is very warm. It's very inclusive, is very positive. And and that energy, you know, kind of goes throughout the whole company and ice the teaser. You know this in something that's built around a device that most of the kids today don't even know what a pager is, and just the whole concept of carrying a pager and being on call right and being responsible. It's a very different way to kind of look at the world when you're the one that has that thing on your hip and it's buzzing and someone's expecting, Ah, return call and you gotta fix something So you know, a huge shout out to keep a positive and you're smiling nice and big culture in a job where you're basically fixing broken things most of the time. >>Yeah, absolutely. I mean, there's, I think, a joke that we make you know these things only break on Friday night or your wedding anniversary or Thanksgiving. But one of the announcements we're most excited about this year is the level of automation on artificial intelligence that we're building into our platform that is really going to reduce the number of interruptions that developers get when they are uncle. >>Yeah, I look forward to more conversations because we're gonna be doing a bunch of Cube interviews like Normal and, uh, you know, applied artificial intelligence, I think, is where all the excitement is. It's not a generic thing. It's where you applied in a specific application to get great business outcomes. So I look forward to that conversation and hopefully we'll be able to talk again and good luck to you and the team in the last few weeks of preparation. >>Thanks so much, Jeff. I've enjoyed talking to you. Thanks for having me. >>Alright. You too. And we'll see you later. Alright. She is Caroline. I'm Jeff. You're watching the Cube. Thanks for watching. We'll see you next time.

>>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 Q covering pager duty Summit 2019. Brought to you by pager Duty. >>Hey, welcome back there. Ready, Geoffrey? Here with the cue, we're pager duty Summit in the historic Western St Francis Hotel, downtown San Francisco. I think they've outgrown the venue. The place is packed to the gills. Standing, rolling, the keynote Really excited of our next guest. Someone who's been to this industry for awhile really done some super cool creative things. He's given the closing keynote. We're happy to have him here right now. That's Mitchell Hashimoto from Hachiko. It's great to see you. >>Good to see you too. Thanks for having >>absolutely so just a quick overview before we get into it on hot chic or for the people in our familiar >>Sure, so hospitals a company that what we try to do is help people adopt cloud, but more, more realistically, Adolfo multi cloud and hybrid cloud the real world complexities. That cloud isn't just a technical landing point, but it's really way You deliver software. You want to deliver more applications, you want to connect them faster. You want to do this in an automated away infrastructure is code of all these modern practices way. Build a suite of tools Thio provisions secure, connect and run those applications for separate products that we sell that you could adopt separately. Good mix and match. That's That's what we've been doing for a long time. Based on open source Software, Way started purely as an open source community and have grown into an enterprise cos that's that's That's the elevator pitch. >>No, it's great, but it's a great story, >>right? Europe, Europe in Seattle got some access to some cloud infrastructure and really solve your own problem. Figured out other people of that problem and then really built a really cool, open source kind of based software company. >>Yeah, I mean, I think the amount of people that had the problem I was facing personally was orders of magnitude more than I expected. I've told other people we never expected to start even a business around this. It was just scratching and building technical solutions. But a CZ, as we sort of worked at startups, started talking a bigger and bigger companies. It just kept everyone kept saying, Yes, I have that problem and it's only grown since then, right surprising, >>and the complexity has only grown exponentially before. The you know, years ago, there was this bright, shiny new object called a W s. I mean, I love Bezos is great line that nobody even paid attention. You have six or seven years. They've got a head start and kind of this Russian. Now there's been a little bit of a fallback as people trying to figure out what to go where now it's hybrid cloud and horses for courses. So a lot of great complexity, which is nothing but good news for you. >>Absolutely. I told this story before, but our first year incorporated company I actually got hung up on by an analyst because I said way we're trying to solve a multi cloud problem and they said that's not a real problem when it will never be a real problem. They hung up on me on it was a bet, then, and and I think they're the expectation that was it was gonna be Eight of us is gonna be physical infrastructure and the physical infrastructure days were numbered. It was gonna get acts out. It was just gonna all go to eight of us and our conviction was that you would have both forever and or for a very long time. And then people like Azure, Google and others would pick up and and that's been true. But I think what we didn't expect, the complexity that got introduced with things like containers in Kubernetes because it's not like Clouded option finished in the next started It all came at once. So now Riel Cos they're dealing with the complexity of their still trying to move the clouds. They're trying to get more out of their physical infrastructure, trying to adopt kubernetes. Now people are starting to peck at them about server list. So there the complexity is is a bit crazy and review our job trying to simplify that adoption make you get the most out of >>right. And that was before you could get a piece of Ian where inside of AWS, get a get a piece of the Google Data Center inside your own data center. So it just continues to get crazier. >>Yes, yeah, So you're giving a closing keynote on a >>new project. You're working on fault, and it's an existing project. Justin cry. They're old, but but I think you talked about before we turn the cameras on. It's really more of a kind of an attitude in a and a point of view and a way to go after the problem. So I wonder if you could kind of dig into a little bit of What did you see? How did you decide to kind of turn the lens a little bit and reframe this challenge? Yeah, >>I think the big picture of story I'm trying to tell him the keynote is that everybody? Anything You look around the technical nontechnical, this table, that glass. Like everything you look at, it trickles back to the idea of one or a small group of people, and it takes an army to make it show up on this table. But it starts by somebody's vision, and everything was created by somebody. So I'm talking about vault, something we made and, you know, why don't we create it? And why do we make it the way we did? And you know, another thing I say is people ask, Why did you start hot record for having this vision? Something I constantly told myself was wine on me. I get someone's gonna do it. Why not make it? Could be anybody, like I'll give it a shot. Why not? And Bolt was that way. We Armand. I'm a co founder. Way took security classes in college, but we don't have a formal security background. We didn't work in security in industry. So the odds of us launching a security product that is so prevalent today whether you know it or not, it's behind the scenes very prevalent were stacked against us. How did that happen? And that's that's sort of what I've been going to talk about. >>Let's go. But do >>dive into a little bit on the security challenge because it's funny, right? Everyone always says, Right. Security's got to be baked in and you've got these complex infrastructure and everything's connected with AP eyes, the other people's applications and, oh yes, delivered through this little thing that you carry around. And maybe the network's not working well or the CPS running low are You're running iPhone five. And of course, it's not gonna work on most modern app. Yeah, bacon security always do, but that's easy to say. It's much harder to do, you know. Still, people want to build moats and castles and drawbridges, and that's just not gonna work anymore. >>Exactly. So you exactly hit upon the two major issues that we recognize there felt we recognize. One was that a lot of people were saying it. Very few people were doing it on. The reality was it was hard to do. Everyone knew theoretically what they should do. No one, no one thought. Oh yeah, saving somebody's personal information in plain text in the daytime. It's a good idea. Nobody thought that Everyone said it should be encrypted, but encryption is hard. So maybe one day, so no one was doing it. And then the other side of it was the people that were doing it where the world's largest companies, because the solutions were catered towards his mindset of of castle and moats, which works totally fine in a physical tradition environment but completely breaks down in a cloud world where there is no four perimeters anymore. It's >>still there, There. >>You're one AP I call away from opening everything to the Internet. So how do you protect this? And we've seen a lot of trends change towards zero Trust and ServiceMaster Mutual feel like there's a lot of stuff that happened way sort of jumped on that. >>Yeah, so So you're using, like, multi level encryption, and I've read a little bit on the website. It's way over my head, I think. But, you >>know, the basics are just making kryptonite. Christian makes security, cloud infrastructure, security approachable by anybody and a core philosophy. Our company, Hashi Hashi Hashi. My name means bridge, and that is a core part of our culture. Which is you can't just have, ah, theoretical thing or a shiny object and leave people hanging. You gotta give them a bridge, a path to get there, right? And so we say, with all our technology, one of the crawl, walk and run adoption periods and with security it's the same is that to say you're secure means something totally different everybody for a bank to be secure, it's a lot more than for a five person started to be secure. So how do you give somebody a solutions they could adopt? Check the security box for themselves at every path of the lake, and bald is one of the tools that way have individuals using it, and we have the world's largest companies, almost 10% of the global 2000 paying customers evolved many more open source users on its scales the entire spectrum. >>Wow. So you keep coming up >>with lots of new, uh, new projects as we get ready to flip the counter to 2020. What are some of the things you're thinking about? >>I think the big one, you know, that our focus is right now is service. Miss Vault is we're big enough company now where we always have teams working on every every one of our projects we have release is going out. The thing we've been talking about the most is the service mess thing. I think Cloud as a mainstream thing, Let's say, has has existed for seven or eight years. It's since it's been released. It's been over in almost 15 but as a thing that people have, that is a good idea. Seven or eight years and you know we've touched security. Now we've touched how infrastructures managed touch developers. I think a place that's been relatively untouched and has gotten by without anyone noticing has been networking and network security. They're they're really doing things the way they've always done things, and I think that's been okay because there's bigger fish to fry. But I think the time has come and networking as a bull's eye on it. And people are looking at What is networking mean in a cloud world and service mash appears to be the way that is gonna happen. Way have our own service mess solution called Council on Our Approaches Standard Hasta Corp. It's nothing new. It's We're gonna work with everything containers, kubernetes, viens physical infrastructure. We're gonna make it all work across multiple data centers. That is our approach service fashion, solving that challenge. >>What's the secret sauce? >>I mean, it's not that secret, right? >>It's just building. Just execute. Better understand that this header >>JD is the problem, right? Right, I said, This is our keynote a couple weeks ago that there are a lot of service messes out there, and nine out of 10 of them are solving a solution for a single environment, whether it's kubernetes or physical environment. And I think that's a problem. But it's not the problem. The problem to me is how do I get my kubernetes instances pods to communicate to my NSX service is on my physical infrastructure. That is the problem as people, whether that's temporary, not and they intend to move the communities or whatever. It's that's the reality. And how do you make that work? And that is what we're focused on solving that problem >>just every time I hear service mess. I think there was a company a while ago that sold the CSC. Probably like 2013. Didn't really get into That is a as a good, happy story. But they were early on the name. Yeah. Yeah. So last thing pager duty were Pedrie. What? You guys doing a page of duty? >>Sure. So we've been I've actually been a paying customer pager duty since before we even made this company in my previous job was a customer wear now, still customers. So we still use it internally. But in addition to that way, do integration across the board. So with terra form our infrastructure provisioning tool way have a way to manage all pager duty as code and as your complexion pager duty rises instead of clicking through a u. I being able to version and code everything and have that realize itself and how he works very valuable from like a service MASH consul standpoint. Hooking in the monitoring to the alerting of Pedro duty is a big thing that we do so tying those together. So it's very symbiotic. I love pager duty as a user and a partner. There's a lot here. >>Yeah, is pretty interesting slide when Jennifer put up in the keynote where it listed so many integration points with so many applications with on the outside looking in and you're like how you're integrating with spunk, that making how you're innovating with service. Now that doesn't make any sense. How Integrated was in Desperate. These were all kind of systems of record, but really, there's some really elegant integration points to make. This one plus one equals three opportunity between these applications. >>Yeah, I think it's very similar to the stuff we do with Walton Security. It's like the core permanence. Everybody needs him like with security. Everyone is an auto. Everyone needs traceability. Everyone needs access control. But rebuilding that functionality and every application is unrealistic. And paging and alerting an on call and events are the same thing. So it's you'd rather integrate and leverage those systems that make that your nexus for that specific functionality. And that's where Page duties. Awesome way. Step in, >>which was always great to catch up. Good luck on your keynote tomorrow. And really, it's a really amazing story to watch that you got You guys have built >>Well, thank you very much. >>All right. He's Mitchell. I'm Jeff. You're watching the cue. Were paid your duty, Simon 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 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.

>> From Union Square in downtown San Francisco, it's theCUBE covering PagerDuty Summit '18. Now, here's Jeff Frick. >> Hey, welcome back, everybody, Jeff Frick here with theCUBE. We're at PagerDuty Summit at the Westin St. Francis in Union Square, San Francisco. About a thousand people getting together talking about the evolution of PagerDuty. We're really excited to have Jennifer Tejada here, the CEO just coming off a terrific keynote. And I got to say congratulations on your recent round of funding that made all the news a week ago. It's great to see you. >> Thank you very much. It's great to see you again as always, Jeff. We love having theCUBE with us at Summit. >> Thank you, and I have to say we do hundreds of events over six years I've been doing this. I've never seen a summit picture in the keynote until the Summit. So, you got it worked in twice. I love the message really about taking the team to the top of the mountain, that moment of truth, and then you got to just go for it. You got to be prepared, you got to have the team, and at some point in time, you just got to go. >> Point 'em down. >> Yeah, so let's jump into it. So, big topic, here before it's been kind of DevOps, but you guys are moving beyond that. You're kind of taking this classic play, start as an application, move into a platform space. And you guys now with all these integration announcements, the announcements of BI, the growth obviously, the support from the funding that you just got shows that you guys are well on your way to take what was a pretty special purpose application and take it into a platform play that crosses a whole bunch of other applications. >> Yeah, I'd take it even one step further, we almost started out more like a consumer app. It was really an application built for engineers to make better use of their time on call. And frankly, not being woken up when they didn't need to be, right? >> Right. >> And so, everything about our first product was designed around what does a developer need, what does an Ops person need, what does that look like, et cetera? As opposed to being designed for the CIO, or the CTO, or the company. >> Right, right. >> Right. And I think that that user centricity, that user ethos has served us really well, because we start there. That's our starting point. Who's the community that is using our products and services? How is their role changing? How is their world changing? And what do they need from us? And that was really the foundation of the trust that we built to start to become truly an ecosystem. Because all those users started pushing their data to us. Their monitoring data from their APM environments, or the data from their ticketing platforms, or the data from their cloud services. And with that information comes the power to be able to really create context. >> Right, right. >> And now, with the aggregation of nearly 10 years of data coming from our responders, and how they behave when they're under pressure of the workflows, which ones work better, which ones don't work so well. And the events, the signals that all of technology and the internet of things throws off in realtime all the time. You bring that data together and apply machine learning and artificial intelligence to it, and we really are putting ourselves in a position not only to be the platform that serves a realtime business, and orchestrates teams as sort of the platform for action, but importantly, becomes the trusted engagement for automation or engagement of autonomy. >> Right. >> For a fast-moving business in the future. >> Right, 'cause you talked about realtime and I just want to throw a couple of numbers out that you had from the keynote. 3.6 billion events, so it becomes apparent really fast-- >> So far this year. >> Right, even the people who are at the center of that, that's kind of hard to manage. So, you have to start using intelligence. You have to start to use business intelligence and artificial intelligence to help filter and help that person do their job much better. So, you guys are making a lot of plays there. And we see it all the time. It's not the BI vendors per se, it's the use of this technology in the background to make apps work better. >> And it's the fact that not only do we correlate the signals and turn them into intelligent insights, but we can then route those signals intelligently to the right people, and orchestrate the actual physical work. So, a lot of the technology community has been focused on just that, technology. And our focus is really on people and teams. How do you empower teams closest to the action, closest to where the proverbial stuff hits the fan. >> Right, right. >> I had to really exercise restraint there. To be in a position to make the best possible decision in those tiny micro-moments that matter. And the consumer, like used to wait maybe six minutes for a website to download. Now, if an app doesn't work perfectly in six seconds, maybe three seconds, you're gone. I walk out of the building in our office in San Francisco, and see our employees and they're toggling back and forth between ride sharing apps and food delivery apps, and Tinder, and whatever else is going on. And it's literally like in a couple of minutes, they're working through eight, nine applications at once. And if any one of those does not work the way it's supposed to, they're done. >> Right, right. >> They just move on. And it's one or two times before they'll delete that. >> Right. >> So, the technology community is now responsible for delivering the perfect brand experience digitally every time. And they've got to be empowered to do that with the right tools and services. >> And the expectation is set by the best. That's the funny thing, right? What was the best or cutting edge quickly becomes the expected norm. >> What is the most delightful thing that ever happened to me, well, that's what I want from you. >> Right. >> That is basically the way it works. >> Right, right. And you talked about trust, and trust is such an important part because one of the key pieces that you guys are enabling, you talked about it in your keynote, is letting the person at the front line in that moment of decision have the tools, and the data, and the authority to make the right call. And it's not a escalation up the food chain, waits, and some emails. It's really empowering that individual to get the right thing done. >> And that's a core tenet of DevOps culture. It's actually born and agile, in fact. But what's really interesting about it is it's the way companies need to be run now. If PagerDuty waited for me to make every big decision, we would be back where we were three years ago. >> Right. >> Right. And as a result of being able to empower our teams with great information, very clear understanding of our goals, and the timeframes we expect to achieve those goals, and then context as we progress through our journey to understand how we're doing against those goals, it gives them the power and the intelligence to make better decisions every moment when I obviously can't be there, or their leadership can't be there. And in fact, it means that the most important decisions are getting made where the person's closest to our end customer, the user. >> Right. >> And that makes a ton of sense to me. Even if it's not the way I was taught leadership, or taught to manage. >> Right, well, you clearly get out front and run those people down that big, giant mountain. >> Well, I just, you know-- >> Every time we meet-- >> I got to figure it out, man. >> I learned about Australia last time I saw you speak at the Girls in Tech thing. So, this is great. Another thing that you acknowledge in your keynote I want to get into is that tech people are imperfect. They are imperfect and that's kind of part of what the DevOps ethos is is that that's okay, we're just going to make it better today than it was yesterday. And I think Ray Kurzweil's keynote about exponential growth and just the power of compounding, which so many people miss out on. So, that's really where you're trying to help people solve problems. It isn't to big eureka moment, it's how do we learn, how do we get better, how do we make improvements? >> Well, and a lot of people in the valley talk about failing fast. In order for failing fast to have a benefit for a company, you not only have to be allowed to fail, it has to be okay when you fail, and there has to be an open transparent conversation about what you learned, what went wrong? And that has to be a blameless, high-empathy discussion or it doesn't work. If someone thinks they're going to get fired by marching you through all the details of their failure, they're never going to tell you the truth. So, when we think about incidents as they come up, or something breaking, not working the way it's supposed to, or a business initiative not turning out the way we thought it would, there has to be a blameless conversation so that everybody in that community learns, so we're better the next time around. And that's where the compounding benefits come. >> Right, right, to the whole team, in fact. I thought the quote, I've never seen that quote that you brought up today. Teamwork remains the ultimate competitive advantage because it's both so powerful and so rare. That is a really scary statement, but we see it all the time. In fact, that was in another keynote and there was a behaviorist talking about, how do we get everybody pulling in the same direction? And John also talked about that in terms of incident post-mortems and how do you make sure that you're learning and not just filing reports. >> Totally. >> So, you guys are right in the middle of that. >> I thought John captured it really well when he said, "It's not about the technology. "We spend all of our time monitoring "and talking about the technology. "It's about us. "And it's us that actually makes this technology great "and applies it so effectively to problems, "and challenges, and opportunities "in our world and in our lives." what's also interesting is Patrick Lencioni's paradigm around the first team. So, most employees come into a business and they think the most important world for me in this company is my team, the people in the team who I report to, a leader, and it's just us. Or for leaders, they say it's just the team that reports into me. Your first team is your peer group. Your first team is that, and by first team I mean the most important, highest priority, aligned organism that is going to drive massive change in a business, it's your peer group. It's the people who work across functions to help reduce friction in a business. >> And drive fast outcomes and great results, right? But most people naturally kind of hunker down into their core team and that's the beginning of the silo mentality. >> Right. >> Right. And so, one of the things I love about Patrick's book, and you're going to hear about that tomorrow onstage, is this idea of what it takes to be an ideal team player, to be humble, to be hungry like good is never good enough, and to be smart, to like constantly be learning, to really care deeply about how you continue to push the envelope to get better. >> Right. So, I want to switch gears a little bit from the people in the individual teams to the ecosystem. You had the ton of partners here at the show, and you talked about in the keynote, 300 integrations. >> Yeah. >> And I think some people might be confused, right? Because it's always this wrestle for whose screen am I working on when I'm doing my daily job? But as you said, we're in a lot of different screens, right? And I'm going back from Salesforce. I'm in my G Suite. Maybe I'm jumpin' into Hootsuite for some social stuff. You guys have basically embraced the ecosystem for all these different types of systems, and really kind of plugged into that. I wonder if you can explain a little bit more. 'Cause I'm sure most people might be confused by that. >> You know, I sort of think of us in the same way I would think of like the brain of an Olympic athlete. That athlete, their arms, their legs, their muscles, their pulmonary capability, like the respiratory system is all super important to their performance. But the brain has to accept the signals from all the different parts of the body, and then work through them, correlate them, and then drive action, right? And I sort of think of PagerDuty as sitting at the center of this rapidly changing technology ecosystem, this live organism, and really understanding the signals no matter what, is it raining, is there a pothole in the ground, et cetera? And be able then to drive change in the process on the fly to help the body perform more effectively. The challenge is like if you try and fight with the arms, and the legs, and every other part of the body, they don't work nicely with you. >> Right. >> So, being central to the ecosystem is about being neutral, and agnostic, and really demonstrating you will not only say you will partner, but investing in those partnerships. So, we built first class integrations to companies that may see us as competition, if that's what our customers need. >> Right, 'cause like you said, it's got to be customer-- >> Totally. >> Customer centric first. >> And it's an open ecosystem, and this is what developers, and employees, and tech workers expect. >> Right, and to your point, the amount of data that's flowin' through that nervous system is only getting more. And the amount of noise to get through to the signal-- >> Figure out-- >> To take the right action. >> What really is important. >> Is not getting any easier, right? >> Yeah. >> All right, Jennifer, well thanks again for havin' us. Congratulations on the funding and the great show, and it's always great to catch up. >> Thank you, I have the best job in the world. I feel very lucky. >> All right. >> It's great to see you, Jeff. >> Thank you, all right, she's Jennifer Tejada, I'm Jeff Frick, you're watchin' theCUBE. We're at PagerDuty Summit where they actually show summits on the keynotes screen. Thanks for watchin', we'll see you next time. (bouncy electronic music)

>> From Union Square in downtown San Francisco, it's theCUBE covering PagerDuty Summit '18. Now here's Jeff Frick. >> Hey welcome back everybody. Jeff Frick here with theCUBe. We're at PagerDuty Summit at the Westin St. Francis in Union Square, historic venue. Our second time to this show, there's about 900 people here talking about kind of the future of dev ops, but going a lot further than dev ops. And we're excited to have a couple of CUBE alumni here at the conference from SignalFX. We've got Arjit Mukarji. >> Mukarji, yeah. >> Thank you. And Karthik Rao, co-founder and CEO of Signal FX. Gentlemen, welcome. >> Thank you very much. >> So what do you do at PagerDuty Summit? >> Well we've been partners with PagerDuty for a long time now, we've known them since the very early days, we share a common investor. But we both operate very squarely in the same space, which is companies moving towards dev ops development and deployment methodologies, leveraging cloud and native architectures. We solve a different part of the problem around monitoring and observation and we partner with them very closely around incident management Once a problem is detected, we typically integrate in with PagerDuty and trigger whatever incident management paths that our customers are orchestrating by PagerDuty. So, it's been really an integral part of our entire work flow since we started the company. So we're very close partners with them. >> Yeah, it's interesting 'cause Jen announced they have 300 integrations or 300+ integrations, whatever the number is, and to the outside looking in, it might look like a lot of those are competitive, like there's a lot of work flow and notification types of partners in that ecosystem, but in fact, lots of different people with lots of different slices of the pie. >> That is good. >> Yeah, absolutely. It's a really big problem space that everyone is trying to solve in this day and age. Some of our competitors are in that list, but you know we partner very closely with PagerDuty. As I mentioned earlier, our focus really is around problem detection and leveraging the most intelligent algorithms, statistical models in real time to detect patterns that are occurring in a production environment and triggering an alert, and typically we're integrating in with PagerDuty and PagerDuty deals with the human elements of once something has been detected, how do you manage that incident? How do you router to the appropriate people? One of the things that's really interesting as this world is changing towards these dev ops models is the number of people that have to get involved is substantially greater than it was before. In the old days, you would have an alert go into a knock and you have a specialist group of people with very specific runbooks because your software wasn't changing very often. In today's world, your software is changing sometimes on a daily basis, and it could be changing across dozens of teams, hundreds of teams in larger organizations. And so, there's a problem on the detection side because companies like SignalFX have to do a really great job of detecting problems as they emerge across these disparate teams, across a much, much, much, larger environment with much larger volumes of data and then companies like PagerDuty really have to deal with a far more complex set of requirements around making sure the right people get notified at the right time. And so they're two very different problems and we're very happy to- and have been partnering with them for a number of years now. >> And again, the complexity around the APIs where the app is running, there's so many levels now of new complexity compared to when it was just one app, running on one system, probably in your own data center, probably that you wrote, compared to this kind of API centric multi-cloud world that we live in today. >> That is exactly right because what's happening is our application architectures are changing 'cause we used to have these monoliths, we used to have three tiers and whatnot, and we're replacing that with the micro-services, loosely cabled systems, and whatnot. At the same time, the substrate on which we are running those services, those are also changing. Right, so instead of servers, now we have virtual machines, we have cloud distances and containers and pods and what-have-you. So in a way, we are sort of growing below too in some sense and so that's why sort of monitoring this kind of complex, more numerous environment is becoming a harder challenge. We're doing this for a good cause, because we want to move faster, we want to innovate faster, but at the same time, it's also making the established problems harder, which is sort of what requires newer tools, which sort of brings companies like us into the picture. >> Right, yep. And then just the shear scale, volume, number of data that's flowing through the pipes now on all these different applications is growing exponentially, right? We see time and time again, so it really begs for a smarter approach. >> Absolutely, I mean on two levels right? The number of minutes of software consumption is up exponentially, right? Since the smartphone came out in 2007, you've got billions of people connected to software now, connected all the time, so the load is up order sum magnitude which is driving, even if you didn't change the architectures, you would have to build out substantially more back-end systems, but now the architectures are changing as well, where every physical server is now parceled up into VMs which are parceled up into containers. And so the number of systems are also up by order sum magnitude. And so there's no possible way for a human to respond to individual alerts happening on individual systems, you're just going to drown in noise. So the requirements of this new world really are, you have to have an analytic spaced approach to monitoring and more automation, more intelligence around detecting the patterns that really matter. >> Right. Which is such a great opportunity for artificial intelligence, right, a machine learning. And we talk about it all the time, everyone wants to talk about those, kind of as a vendor-led something that you buy. Yeah, that's kind of okay, but really where the huge benefit is, companies like you guys and PagerDuty using that technology, integrated in with what you deliver on your core to do a much better job in this crazy increasing scale of volume that's run with these machines. >> Yes, because the systems are becoming so complex that even if you asked a human to go and set up the perfect monitoring or perfect alerting, et cetera, it might be quite a hard challenge, right? So, as a result sort of automation, computer intelligence, et cetera needs to be brought in to bear, because again, it's a more complex system, we need higher order systems that have dealed with them. >> Right. >> You are very, very right, yes. And that's a trend we are starting to see within the product, we are actually focusing a lot on sort of data science capabilities which too are sort of making them more and more sort of machine running and automation. In the future, we have capabilities in the product that can look at populations and identify outliers, look at cyclical problems and identify outliers again. So the idea is to make it easy for users to monitor a complex system without having to get into the guts, so to speak. >> Right. >> And to do it on various sorts of data, right? I think you have an interesting use case that we've been experimenting with recently. >> That's right. >> If you want to talk about that. >> Yeah, so I actually have a talk tomorrow, it's called "Interesting One." It's about monitoring social signals, monitoring humans. So we have these systems, we have these metrics platforms and they are quite generic, the tools that we have nowadays and are sort of available to us are quite powerful, and the set of inputs need not be isolated to what the computers are telling me. Why not look at other things, why not look at business signals? In my case, I'm going to talk about monitoring what the humans are doing on Slack as a way for me to know whether there's something of interest that's going on in my infrastructure, in my service that I need to be aware of, right? And you'll be shocked how surprisingly accurate it tends to be. It's just an interesting thing, and it makes one wonder what else is out there for us to sort of look at? Why confine ourselves, right? >> Right. It's funny because we hear about sentiment analysis in social media all the time, but more in the context of Pepsi or a big consumer brand that's trying to figure out how people feel. But to do it inside your own company on your own internal tool, like a Slack, that's a whole different level of insight. >> You'd be surprised at the number of companies that monitor Twitter to understand whether they have an adage. >> That's right. >> Yeah, because in this day and age, users are on Twitter within seconds if something is perceived to be slow, or something is perceived to be down, they're on Twitter. So there are all sorts of other interesting signals to potentially pull from. >> Right, right. Well and guess what, we were just at AT&T Spark yesterday and the 5G's coming and it's 100x more data'll be flowing through the mobiles, so the problem's not going to get any smaller any time soon. >> No. >> Absolutely. >> So what else have you guys been up to since we last spoke? Continuing to grow, making some interesting moves. >> Absolutely- >> Crossing oceans. >> We've been very, very busy, one of the big areas of investment for us has been international growth, so we've been investing quite a bit in Europe. We have just introduced an instance of our service that's based in a European data center. For a lot of our European-based clients, they prefer to have data locality, data residency within the European Union, so that's something new that we just introduced last month, continue to have a ton of momentum, outed AMIA, they're very much on the cloud journey, and embracing cloud and embracing dev ops, so it's really great to see that momentum out there. >> Right, and clearly with GDPR and those types of things, you have to have a presence for certain types of customers, certain types of data. Anything surprising in that move that you didn't expect or? >> No, I don't know, I'll let you. >> Not in that move, but it's just interesting to see how quickly some of these modern technologies are getting adopted and how- one of the things sort of we talk about a lot in our trade is ephemeral, right? So how things are short-lived nowadays, and you used to lease these servers that used to stay in your data center for three years, then you went to Amazon and you leased your instances, which probably lived for a few months or a few days, then they became containers, and the containers sometimes only for a few hours or for- you know. And then, if you think about serverless and whatnot, it's in a whole different level, and the amount of ephemeral that's going on, especially in the more cloud native companies, was a little bit of a surprise in the sense that, it actually poses a very interesting challenge in how do you monitor something that's changing so fast? And we had to have a lot of engineering put in to sort of make that problem more tractable for us. And it continues to be an area of investment. That to me, was something that was a little bit of a surprise when we started off. Much of this doctorization and coordinating was not yet in place, and so that was an interesting technical challenge as well as a surprise. >> Well I'm curious too as instances, right so there's the core instances that are running core businesses that don't change that much, but it's a promotion, it's a this or that, right? It's a spin up app and a spin down app. Are those even going up on the same infrastructure from the first time they do it to the second time they do it. I mean, how much are you learning that you can leverage as people are doing things differently over and over again as their objectives change, their applications change, they're going to go to market around that specific application. That's changing all the time as well. >> Yeah, so I think the challenge there is to sort of build, at least from a technical point of view, from SignalFX point of view, is build something that is versatile enough to handle these different use cases. We've got new use cases, new ways of doing things are going to continue to happen, probably going to keep on accelerating. So the challenge for us is good and bad, is how do we make a platform that is generic, that can be used for anything that may come down the pike, not only just now. At the second time, how do we innovate to continue to be up to speed with the latest of that's what's going on in terms of infrastructure trends, software delivery trends, and whatnot. Because if we're not able to do that, then that puts us sort of behind. >> Right, right. >> So it's a sort of lot of phonetic innovation, but it's also exciting at the same time. >> Right, right, right. And just the whole concept too, where I think what's best practice quickly becomes expected baseline really, really fast. I mean, what's cutting edge, innovative now unfortunately or fortunately, that become the benchmark by which everything else is measured overnight. That's the thing that just amazes me, what was magical yesterday is just expected, boring behavior today. Alright good, so as we get to the end of the year a lot of exciting stuff, you guys said you're going to be at Reinvent, we will see you there. Anything else that you're looking forward to over the next couple months? >> Just, we're really excited about Reinvent's big show for us, and we'll have some good announcements around the show. And yeah, looking forward to just continuing to do what we've been doing and deliver more rally to our customers. >> Love it, just keep working hard. >> Yep. >> Alright. Arjit, hope your throat gets better before your big talk tomorrow. >> Yeah, that's right. >> Alright, thanks for stopping by Karthik, it was great to see you. >> Great to see you. >> I'm Jeff, you're watching theCUBE, we're at PagerDuty Summit at the Westin St. Francis in San Francisco. Thanks for watching, see you next time.

>> From Union Square in downtown San Francisco, it's theCUBE, covering Pager Duty Summit '18. Now, here's Jeff Frick. >> Hey welcome back here everybody, Jeff Frick here with theCUBE. We're at Pager Duty Summit 2018, at the Weston St. Francis, Union Square in San Francisco. It's a beautiful day outside, a really historic building, and we're happy to be here for our second Pager Duty Summit, and our next guest, super excited to have him, we didn't have him last year. He's Alex Solomon, the Co-Founder and CTO of Pager Duty, Alex, great to see you. >> Yeah, thanks for having me. >> Absolutely, so we were just talking a little bit. Before we turned the cameras on, you started this little adventure in '09, so it's been nine years. So what, I'd just love to get your perspective, as you come to something like this, and look at all these people that are here, to see what started as just a germ of an idea, back in your head nine years ago. >> Yeah, it's exciting to see such an amazing conference. We have over 800 people here today, and it's definitely buzzing. I could feel the excitement in the air. >> Right, well Ray Kurzweil is the Keynote, that's getting right up there. >> Exactly. >> Really an amazing story. One of the things that was, that was key to Ray's topic was the accelerating technology curve, in terms of power and performance, and it's not linear, it accelerates, and you guys have seen a huge growth in your business, and your throughput and all the incidents that you're reporting, and now we're talking about BI, and using Machine Learning and Artificial Intelligence to make some sense and to help filter through all this phenomenal amount of throughput. So how are you, how do you see that opportunity, how are you guys grasping the opportunity? What are you going to do with that Machine Learning? >> Sure, so about three months ago, we launched our new Event Intelligence product, which is all about capturing the, all the signals coming out of all of your different tools, things like monitoring tools. Things like ticketing systems, collaboration tools like Slack, and processing all those signals, mostly events and alerts and filtering out the noise. So a lot of alerts and events are not necessarily relevant for someone to get paged about in the middle of the night. Maybe it's a false alert, maybe it's something that has gone up, and will fix itself. >> Right. >> So it's about filtering out all the noise in there, and it's also about automatically clustering, and correlating related events. So we take those events in, and then we group them together into incidents, and we determine the surface area of the problem, which systems are affected, and we page those people, and only those people, so that they can respond to the incident. >> Right. So do you leverage the total learning of the Pager Duty System, in kind of an anonymized way, so you can leverage the multi-billions of dollars worth of incidents to get that type of learning, that was one of Ray's key themes, it helps if you have a billion of something, if you want to start applying some of these Machine Learning techniques. >> Exactly, so the more data you have when you're applying AI and ML, the better the results will be. We have over nine years of data that we've accumulated since founding the company, and we leveraged that for (mumbles) conditions, so for, I'll give you an example. If you're looking at an incident, you just got paged for something, or multiple people got paged, and you're looking at an evolving situation, our algorithms will automatically look in the past, and see has this type of problem happened before? Have you seen this type of incident before? Have you seen these events come in before, that are similar to this and, if so, what happened last time? >> Right. >> Who solved it, what was the resolution, so you can apply that knowledge, to the problem, and resolve it much faster. >> Right. So is it? So you do it both within the existing company, and their ecosystem so yeah, Joe solved it last time, Suzie solved it the time before, as well as to get more of an aggregate, of kind of an anonymized of we see this pattern over and over and over, this might be what you're looking at. >> Yeah, and we haven't done the aggregate picture yet, but it's something that we're very excited about, because we have the potential to become kind of like the Internet weather, where we can tell, based on the number of customers that we have, problems with the Internet, such as, let's say one of the Public Cloud providers is having an issue. Well, they have lots of customers that are Pager Duty customers, and they can now see oh, we have, we're seeing all of this additional incident activity, in this part of the Internet. >> Right. So there's something going on. >> Right. >> And we can start, this is an opportunity that we're very excited about, start telling, being able to tell, oh there's a problem with one of the Cloud providers, there's a problem with one of the main, big infrastructure providers that is commonly used by a lot of different companies. >> Right, because so many of these systems now, are so interdependent. You've got all these APIs, from all these different applications, all these different Cloud providers, and the whole thing stitched together so, trying to figure out where that little, the glitch is, is not necessarily as easy as when you kind of controlled everything. >> Exactly. >> It's funny too, because Jen had a line from her Keynote, which you just triggered. She said, "You know, we're the ones that want to be up, "when the rest of the world seems down." >> Yeah, exactly. >> So, let me expand on that a little bit. So you were the Founder. Jennifer came in a couple years ago, if I recall. I'm sure everyone who loves the classic entrepreneur tale, who liked to watch the show. You founded it, you got it to a certain point, and at some point you decided, you're going to bring in a new CEO. Wonder if you can talk a little bit about how that process went down. Kind of your thoughts as a Founder, of making that transition to see your company go, from this stage to that stage. >> Sure, sure, so yeah, I was the Founding CEO. I built, well me, not just by myself, but with my two Co-founders, and with the great team that we hired, we built the company from zero to over fifty million in annual recurring revenue. The company, when we decided to make that transition, I got into about 200 people or so. So a pretty good scale starting from nothing. >> Yeah, and to a fifty million run right, that's good. >> Yeah, and I'm a first-time entrepreneur, so I haven't done this before, and at that point we had a lot of work to do on the product side of things, like a lot of exciting new things, such as Event Intelligence that we just launched earlier this year, and other products are on Analytics and Visibility, that we're announcing here today. But I found myself spending a lot of my time, inside the building hiring and managing, and I didn't get enough of an opportunity to talk to customers and think about product, and think about the vision, what should we be building next? >> Right, right. >> So I wanted to go and focus more of my time in that direction. I initially started by thinking, maybe I can hire a CEOO, like a Chief Operating Officer to run Sales/Marketing and I can focus on Product and Engineering. Did a lot of due diligence, and talking to other CEOs who had been there, and done that, and realized that while that may solve some problems, it introduces new ones, and that the best bet is to find a World Class CEO. Like the best people out there in the world, are going to command that title, and they're going to want that role. >> Right. >> And I could still get to focus on product, and on talking to customers, and on vision, by replacing myself and taking on a CTO role, so that's what I ultimately decided to do. Had lots of help from the Board, who was very supportive in this decision, and they helped a lot with the interview process for, and the screening process for finding Jennifer. >> Well, you did good. We've known Jennifer for a long time, so I think that was one of your better hires. >> Absolutely. >> In the long history of the company. >> My best hire. Your best hire, very good. Well, and again, congratulations, it's funny you know, you see it over and over right? Overnight successes that are 10 years in the making. You know clearly, your last round of funding was a huge validation on your guy's strategy, and where you're taking the company, and then I just want to call out too, you guys were chosen for the Ernst & Young Co-founder, wait, hold on, the Entrepreneur of the Year Award 2018. Which is funny because you always think of that as maybe a little company just getting started right, or a really early entrepreneur. But you guys have been at this for nine years. Again, really good validation as to where you are in the market, and people realizing the value that you guys are delivering, so congratulations on that. >> Thank you very much. >> Alright Alex, well thanks for taking a few minutes from I'm sure, a very busy couple of days, and it was great to meet you. >> Absolutely, thanks for having me on the show. >> Alright, he's Alex, I'm Jeff. We're at Pager Duty Summit 2018, thanks for watching. (bright music)

(upbeat techno music) >> From Union Square in downtown San Francisco, it's theCUBE, covering PagerDuty Summit '18. Now, here's Jeff Frick. >> Hey welcome back everybody, Jeff Frick here with theCUBE. We're at PagerDuty summit in the Westin St. Francis, Union Square, San Francisco. We're excited to have our next guest, this guy likes to get into the weeds. We'll get some into the weeds, not too far in the weeds. Armon Dagar, he's a co-founder and CTO of HashiCorp. Armon, great to see you. >> Thanks so much for having me, Jeff. >> Absolutely, so you're just coming off your session so how did the session go? What did you guys cover? >> It's super good, I mean I think what we wanted to do was sort of take a broader look and not just talk too much just about monitoring and so the talk was really about zero trust networking. Sort of the what, the how, the why. >> Right, right, so that's very important topic. Did Bitcoin come up or blockchain? Or are you able to do zero trust with no blockchain? >> We were able to get through with no blockchain, thankfully I suppose. >> Right. >> But I think kind of the gist of it when we talk about, I think that the challenge is it's still sort of at that nascent point where people are like, okay, zero trust networking I've heard of it, I don't really know what it is or what mental category to put it in. So I think what we tried to do was sort not get too far in the weeds, as you know I tend to do but sort of start high level. >> Right, right. >> And say, what's the problem, right? And I think the problem is we live in this world today of traditional flat networks where, I have a castle and moat, right? I wrap my data center in four walls, all my traffic comes over a drawbridge, and you're either on the outside and you're bad and untrusted or your on the inside and you're good and trusted. And so what happens when a bad guy gets in, right? >> Right. >> It's sort of this all or nothing model, right? >> But now we know, the bad guys are going to get in, right? It's only a function of time, right? >> Right, and I think you see it with the Target breech, the Neiman Marcus breech, the Google breech, right? The list sort of goes on, right? It's like, Equifax, right? It's a bad idea to assume they never get in. (laughing) >> If you assume they get in, so then, if you know the bad guys are going to get in, you got to bake that security in all different levels of your applications, your data, all over the place. >> Exactly. >> So what are some of the things you guys covered in the session? >> So I think the core of it is really saying how do we get to a point where we don't trust our network, where we assume the attacker will get on the network and then what? How do you design around that assumption, right? And what you really have to do is push identity everywhere, right? So every application has to say, I'm a web server and I'm connecting to a database, and is this allowed, right? Is a web server allowed to talk to the database? And that's really the crux of what Google calls Beyond Crop, what other people call sort of zero trust networking, is this idea of identity based where I'm saying it's not IP one talking to IP two, it's web server talking to database. >> Right, right, because then you've got all the role and rules and everything associated at that identity level? >> Bingo, exactly. >> Yeah. >> Exactly, and I think what's made that very hard historically is when we say, what do you have at the network? You have IPs and ports. So how do we get to a point where we know one thing is a web server and one thing's a database, right? >> Right. >> And I think the crux of the challenge there, is kind of three pieces, right? You need application identity. You have to say this is a web server, this is a database. You need to distribute certificates to them and say, you get a certificate that says you're a web server, you get a certificate that says you're a database and you have to enforce that access, right? So everyone can't just randomly talk to each other. >> Right, well then what about context too, right? Because context is another piece that maybe somebody takes advantage of and has access to the identity but is using it in way or there's an interaction that's kind of atypical to what's expected behavior, it just doesn't make sense. So context really matters quite a bit as well. >> Yeah, you're super, super right and I think this is where it gets into not only do we need to assign identity to the applications but how do we tie that back into sort of rich access controls of who's allowed to do what, audit trails of, okay it seems odd, this web server that never connects to this database suddenly out of the blue doing so, why? >> Right, right. >> And do we need to react to it? Do we need to change the rule? Do we need to investigate what's going on? >> Right. >> But you're right. It's like, that context is important of what's expected versus what's unexpected. >> Right, then you have this other X factor called shared infrastructure and hybrid cloud and I've got apps running on AWS, I've got apps running at Google, I've got apps running at Microsoft, I got apps running in the database, I've got some dev here, I've got some prod here. You know that adds another little X factor to the zero trust. (laughing) >> Yeah, I think I aptly heard it called once, we have a service mess on our hands, right? (laughing) >> Right, right. >> We have this stuff so sort of sprawled everywhere now, how do we wrangle it? How do we get our hands around it? And so as much as I think service mess is a play on sort of the language, I think this is where that emerging category of service mesh does make sense. >> Right. >> It's really looking at that and saying, okay, I'm going to have stuff in private cloud, public cloud, maybe multiple public cloud providers, how do I treat all of that in a uniform way? I want to know what's running where. I want to have rules around who can talk to who. >> Right. >> And that's a big focus for us with Console, in terms of, how do we have a consistent way of knowing what's running where a consistent set of rules around who can talk to who. >> Right. >> And do it across all these hybrid environments, right? >> Right, right, but wait, don't buy it yet, there's more. (laughing) Because then I've got all the APIs right? So now you've got all this application integration, many of which are with cloud based applications. So now you've got that complexity and you're pulling all these bits and connections from different infrastructures, different applications, some in house, some outside, so how do you bring some organization to that madness? >> No, that's a super good question. If you ever want to role change, take a look at our marketing department, you've got this down. (laughing) You know, I would say what it comes down to a heterogeneity is going to be fundamental, right? You're going to have folks that are going to operate different tools, different technologies for whatever reasons, right? Might be a historical choice, might be just they have better relations with a particular vendor. So our view has been, how do you inter op with all these things? Part of it is focus on open source. Part of it is focus on API driven. Part of it is focused on you have to do API integrations with all these systems because you're never going to get sort of the end user to standardize everything on a single platform. >> Right, right. It's funny, we were at a show talking about RPA, robotic process automation, and they, they treat those processes as employees in the fact that they give them identities. >> Right. >> So they can manage them. You hire them, you turn 'em on, they work for you for a while and then you might want to turn them off after they're done whatever doing, that you've put them in place for. But literally they were treating them as an employee. >> Right. >> Treating them with like an employee lead identity that they could have all the assigned rules and restrictions to then let the RPA do what it was supposed to do. It's like interesting concept. >> Yeah, and I think it mirrors I think what we see in a lot of different spaces which is what we were maybe managing before was the sort of very physical thing. Maybe it was we called it Robot 1234, right? Or in the same way we might say, this is server at IP 1234. >> Right. >> On our network. And so we're managing this really physical unit, whether it's an IP, a machine, a serial number. How do we take up the level of abstraction and instead say, you know actually all of these machines, whether IP one, IP two, IP three, they're a web server and whether it's robots one, two or three, they're a door attach, right? >> Right, right. >> And so now we start talking about identity and it gives us this more powerful abstraction to sort of talk about these underlying bits. >> Right. >> And I think it sort of follows the history of everything, right? Which is like how do we add new layers of abstraction that let us manage the complexity that we have? >> Right, right, so it's interesting right in Ray Kurzweil's keynote earlier today, hopefully you saw that, he talked about, basically exponential curves and that's really what we're facing so the amount of data, the amount of complexity is only going to increase dramatically. We're trying to virtualize so much of this and abstract it away but then that adds a different layer of management. At the same time, you're going to have a lot more horsepower to work with on the compute side, so is it kind of like the old Wintel, I got a faster PC, it's getting eaten up by more windows? I mean, do you see the automation being able to keep up with kind of the increasing layers of abstraction? >> Yeah, I mean I think there's a grain of that. Are we losing, just because we're getting access to more resources are we using it more efficiently? I think there's some fairness in, with each layer of abstraction we're sort of introduction additional performance cost, sort of to reduce that, but I think overall what we might be doing is increasing the amount of compute tenfold, but adding a 5% additional management fee, so it's still, I think it's still net and net we're able to do much more productive work, go to much bigger scale but only if you have the right abstractions, right? And I think that's where this kind of stuff comes in is, okay great, I'm going to have 10 times as many machines, how do I deal with the fact that my current security model barely works at my current scale? How do I go to 10x the scale? Or if I'm pointing and clicking to provision a machine, how does that work when I'm going to manage a thousand machines, right? >> Yeah. >> You have to bring in additional tooling and automation and sort of think about it at the next higher level. >> Yeah. >> And I think that's all, all part of this process of adopting cloud and sort of getting that leverage. >> It's so interesting, just the whole scale discussion because at the end of the day, right, scale wins and there's a great interview with James Hamilton from AWS, and it's old, but he's talking about kind of scale and he talks about how many server that were sold in this whatever calendar year it was, versus how many mobile phones were sold and it's many ores of magnitude different and the fact that he's thinking in terms of these types of scales as opposed to, you know, which was a big number in the service sales side, but really the scale challenge introduced by these giant clouds and Facebook and the like really changed the game fundamentally in how do you manage these things. >> Totally, totally and I think that's been our view at HashiCorp, is that when you talk about about kinds of the tidal shift of infrastructure from on premise, relatively static VMware centric to AWS, plus Azure, plus Google, plus VMware, it's not just a change of, okay it's of one server here to one server there. It's like going from one server here to 50 servers that I'm changing at every other day rather than every other year, right? >> Right, right. >> And so it's this sort of order of magnitude of scale but also an order of magnitude in terms of sort of the rate of change as well. >> Right, right. >> And I think that puts downward pressure on how do I provision? How do I secure? How do I deploy applications? How do I secure all of this stuff, right? >> Right. >> I think ever layer of the infrastructure gets hit by this change. >> Right, right, alright so you're a smart guy. You're always looking forward. What are some of the things you're working on down the road? Big challenges that you're looking forward to tackling? >> Oh, okay, that's fun. I mean I think the biggest challenge is how do we get this stuff to be simpler for people to use? Because I think what we're going through is you get this sort of see-saw effect, right? Which is okay, we're getting access to all this new hardware, all this new compute, all these new APIs, but it's not getting simpler, right? >> Right, right. >> It's getting exponentially more complicated. >> Right, right. >> And so I think part of it is how do we go back to sort of looking at what's the core of drivers here? It's like, okay well we want to make it easier for people to deliver and deploy their applications, let's go back to sort of, in some sense, the drawing board, say how do we abstract all of these new goodies that we've been given but make it consumable and easy to learn? Because otherwise, you know, what's the point? It's like, here's a catalog of 50,000 things and no one knows how to use any of it. >> Right, right, right. (laughing) Yeah it's funny, I'm waiting for that next abstraction for AWS, instead of the big giant slide that Andy shows every year. (laughing) It's just that I just want to plug in and you figure out. >> Right. >> What connects on the backend. I can't even hardly read that stuff-- >> Maybe AI will save us. >> Let's hope so. Alright Armon, well thanks for taking a few minutes out of your day and sitting down with us. >> My pleasure, thanks so much, Jeff. >> Alright, he's Armon, I'm Jeff, you're watching theCUBE, we're at PagerDuty Summit in downtown San Francisco, thanks for watching. (upbeat techno music)

>> From Union Square in downtown San Francisco, it's theCUBE, covering PagerDuty Summit '18. Now here's Jeff Frick. >> Hey welcome back, everybody, Jeff Frick here with theCUBE. We're at PagerDuty Summit 2018 at the Westin St. Francis in Union Square, San Francisco. Great event, 900 people, we're excited to be here, it's our second year, and now we get to talk to some customers, which we are always excited to do. And our next guest is Alan Alderson. He is the Director of IT Ops for William Hill. Great to see you. >> Afternoon, it's great to be here. >> Absolutely, so for people that aren't familiar with William Hill, what are you guys all about? >> So William Hill offer customers opportunities to place bets on sporting events, presidential elections, snow at Christmas, you name it. We present about a million opportunities every week for customers to have a bet on. >> A million opportunities a week? >> Yeah, so picking on football matches, you know the game of the ramble. So we have opportunities for people to bet playing up to the game, and then once the game kicks off, we transition into what's called in play, so people can then place a bet on who's going to score the next goal, and about another 120 markets within that one game whilst the game's in play. >> Wow, so what's the average duration of the window to put a bet down? >> So generally leading up to the match it's as much time as you want, as soon as the markets are out there you can place the bet before the game kicks off. >> Okay. >> But once the game kicks off, you can, right up until about towards the last few minutes of the game, there'll be markets available to have a bet on. >> Okay, and then what percentage is kind of things that I would guess easily, like sporting events or those types of things, versus you know, whether it's going to snow or not? >> Well we provide the opportunities on the website, so you can have a look and, you know it's snow on Christmas day is a popular bet. People do their research, and they like to have a bet on it. There is a lot of novelty bets. There used to be, you know, life being found on Mars, Elvis being found, et cetera. So there's a lot >> Still taking action on Elvis? >> I don't think so. >> I thought we'd find him. So we're here at PagerDuty Summit. What are you doing here at PagerDuty Summit? >> So I've just come back from a stint in Australia, working for the William Hill business over there. So we introduced PagerDuty over there to help out with just getting the right message out to the right support teams quickly. So we deployed it out there, and we just brought it in to do infrastructure to start with but once we deployed it, it's a bit of a ripple effect. So it was like dropping a pebble into a pool, the ripple effect, and everybody, they seem to be doing all right over there, they use it now for the support models and so those sorts of questions. It's very quick how the other teams decided to latch onto PagerDuty as well. So I since moved back to the UK. So I moved back in January, took on this role back in the Leeds office in the north of England, and one of the first things I said is, guys, start having a look at PagerDuty, we've deployed it successfully in Australia, so let's have a look at what it can do for us. And so management works at William Hill. So I'm not trying to fix anything that's broken. So, it works. But what we can do is increase its speed of how we deal with things. So there's a lot of manual tasks in there that PagerDuty will come in and automate. It will take the pressure off the incident analysts 'cause, you know if there's an incident at two o'clock in the morning, we have 24 by seven business, so if there's an incident overnight, we've got to get on it and start fixing, resolving the incident. And if there's one guy who's trying to call out a number of responders, calling out a duty manager, trying to get comms out, it's a lot of pressure on one person to do that, and when there's pressure mistakes happen. I want PagerDuty to take away the possibility of the mistakes, take the pressure of the incident analyst, so they can focus on resolving the incident and getting service back to our customers as quickly as possible. >> I'm curious though when you said that other people and other groups saw PagerDuty in action. What were some of the other tasks that were not the primary tasks that you brought it in, where people saw value and are implementing it for some other types of activities? >> So initially when we put it in, we put it in purely for service. So for looking at the CPU disk and memory alerts. And we were getting our acknowledgements down from minutes to seconds in Australia. So the other teams are watching in, and within their applications there was a lot of alerts just landing as an email and not getting actioned upon very quickly. So we brought PagerDuty in, they said, can this help out in this space, and they started integrating it into their applications. So through hooking it into their applications they could get the alerts directly from PagerDuty, rather than it going through knocks and service decks et cetera, so it's just a quicker response and get 'em onto the issue quicker. >> And do you have it integrated in with some of your other development tools so it's just kind of part of whole process, or is it more kind of standalone notification system? >> It was integrated straight into ServiceNow and PagerDuty. PagerDuty would integrate with ServiceNow, raise the ticket, and then the things started moving. But the big win was getting the guys the call straight away as that alert happened. Otherwise you're relying on people watching screens, watching queues, waiting for that to happen, and then make the call. So if the call's gone straight to the engineer, he's on it immediately. >> Right, right, right. So what are some of your impressions here? Seeing kind of the ecosystem, what's behind PagerDuty, some great keynotes earlier today, really in terms of, again, the mission it sounds like it's very much in line with what you're trying to do, which is to help teams be more effective. >> Yeah, and what I like about PagerDuty is their passion. You just get a sense of urgency about this place, and you get a sense of passion and commitment, and they want to help people out, and that's what's drawn me to PagerDuty. The guys I worked with in Australia, the guys I worked with in the UK, they just can't do enough for you, and they want to help you succeed as well. You know, you deals with some companies that, they just want to sell you something and move on. These guys are, you know, they look after you, they work with you and they make sure that you're getting the value out of their product. >> It's a pretty interesting culture, 'cause when I talked to Jennifer Tejada a couple of years ago, I used to tease her, I'm like, nobody here knows what a pager is, right? Nobody was born when pagers were >> I had one. >> the rage. >> You had one, yeah, I had one. Shell Oil upside down, I think it says hello, I can't remember, I have to check that. But it's an interesting, there's kind of culture around what a pager represents, and the work that they have duty in there as well, which is a very different kind of level of responsibility when you are the person with the pager on, and that seems to have really carried forward in the way that they deliver the services. >> Yeah, yeah. I mean, on-call has people running, doesn't it? When people, you know when they join a job and go, "Oh you might be expected to be on call", they run a mile, and they think that's not for me. But as we go down more of a DevOps transformation and we get a lot more down the we code it, we own it model, I think it'll change people's perceptions of being on call and just doing the right thing for the business, rather thank, you know, delivering something and expecting the Ops team to fix it all the time and call out the developers at a third line. We should be, we are heading towards being a team, where the alerts go to the right people at the right time, and we get issues resolved as soon as possible. >> Right. I'd just love to get your take on, a lot of talk about digital transformation, and the modernization of IT, and kind of expected behavior on apps going on. You're right in the middle of it. >> Massively in the middle of it. >> Massively in the middle of it, right. I'm sure, what percentage of your bets come in via mobile versus... >> On the digital platform, over 56%. >> A lot, right, a lot. >> And we've got, just said in the last session we had is, we've got competition. So if our app isn't performing, it isn't quick, or it's down, people will go elsewhere. They've got options, they've got choices, and they'll just go elsewhere. And the challenge is getting those customers back. We want to have a stack that just is available and is performing, so we don't drive customers away, or we make sure that things are available at peak times, so when they are wanting to bet on the Super Bowl, the Grand National, the three o'clock kickoffs on a Saturday afternoon in the UK, it's available for them and people can get the bet on as quickly as possible. >> Right. So do you have all your own infrastructure, or do you leverage public cloud? I'm just thinking as you're talking about Super Bowl and some of these other big events, you must have just crazy big spikes. >> You know we've, in the UK it's all on-premise, so we've got to build an infrastructure to cope with that one day of the year, which is Grand National. In the US, we've just opened up in New Jersey. The front end of that stack is in AWS, so we can scale, so when Super Bowl does turn round next January, February, we should be able to scale with the load. >> Right, last question before I let you go. What are your priorities next? What are some of the things that you're working on with your team, to kind of stay at the leading edge of this very competitive space? >> Yeah we're heading into AWS. So we're looking to move into Amazon next year, start migrating some applications in there, and we're looking to get some applications in there the back end of this year, but migrate the existing apps from the start of next year. We're going through a DevOps transformation. We've been doing an agile transformation as well over the last 12 to 18 months, so there's a huge amount of digital transformation going on at William Hill at the moment. It's a very, very exciting place to be. The US expansion, the place has just gone mad, you know. There's a lot going on, it's just a great place to be. >> Yeah, I mean significant changes obviously in the US attitude, I think you guys are a little more progressive on that side of the Atlantic. Big changes happening here. >> 14th of May was a big day, PASPA being repealed has opened up the betting opportunities in any state that wants to regulate. And we are leading the way in that charge at the moment, so it's very exciting. >> All right, well I'm going to let you go so you can get some sleep, 'cause I'm sure you're a very busy man. Alan, thanks for stopping by. >> Thank you very much. >> All right, he's Alan, I'm Jeff, you're watching theCUBE, we're at PagerDuty Summit 2018, thanks for watching.

>> From Union Square in downtown San Francisco, it's theCUBE covering PagerDuty Summit '18, now here's Jeff Frick. >> Hey, welcome back, everybody. Jeff Frick here with theCUBE. We're at PagerDuty Summit 2018 at the Westin St. Francis in Union Square, San Francisco. Been here all day, a lot of excitement, a lot of buzz, some great keynotes including Ray Kurzweil checking in, which was really a cool thing. We're excited to have our next guest, she's Rachel Obstler, she's a VP of products for PagerDuty. She's the one responsible for delivering all this fun new, fun new toys, right? >> Did it all on my own. (laughs) >> All on your own, so Rachel, great to see you. >> Nice to see you, too, Jeff. >> Absolutely, so great event, we were talking, you know, our second year. Last year was cool, it was kind of out by the water, but this is, you know, another kind of historic, classic San Francisco venue. We're surrounded by all the gilding and everything else-- >> Yes. >> Tech companies with all their displays. >> Yeah, there are not a lot of spaces that are big enough to do an event like this-- >> Right. >> In San Francisco proper unless you're going full-on Moscone Center, so... (chuckles) >> You'll be there soon enough, I think. >> Maybe. (laughs) >> So, let's get into it, you announced a bunch of new products here over the last couple days, so what did, let's go through some of those announcements. >> Sure, so we announced two new products. One of them is PagerDuty Visibility, and PagerDuty Visibility is really designed for the person that we call the bow-tie knot in the organization. >> The bow-tie knot. >> The bow-tie knot, so you know, you have a bow-tie, a bow-tie and there's a little knot in the middle-- >> Right. >> So, the bow-tie knot is usually an engineering leader, it's someone who when there's a problem happening, an incident going on, that they're kind of coordinating between keeping track of what's going on on the ground with the responders actually trying to fix it, and telling all the stakeholders what is going on, because stakeholders don't understand things like the server XXX has some problem, right? >> Right, right. >> But at the same time you don't want those executives getting on a call and disrupting the responders who are actually busy working on the issue. >> Right, right. >> So, that person in the bow-tie knot has a lot of manual work to do to make sure they're translating constantly between what's going on and what the executives need to know, and they need to know because if there's an issue with a customer application you want to get in front of it. You want to be able to proactively tell your support team if tickets come in this is what you say. >> Right. >> You want to maybe even send an email to your customers, "We know there's an issue." Update your status page, "We're working on it." You know, tell them as much as you can. It gives them confidence that it's being taken care of. >> Right, so this gives them kind of the God view of all the things that the team is working on in terms of getting resolution to that problem. >> Yeah, it ties the technical services, which are the things that are jargon and gobbledygook, except for the people working on them-- >> Right. >> To what are business services, which are those customer applications that the executives understand and the customers understand, so with that tie you know when a technical service is impacting a customer application, which one it's impacting, and you can also let the right people know who are responsible for that customer application, what they need to know so they can let the customers know. >> Right, so what happened before without having kind of a central place to manage that communication and that visibility? >> That bow-tie knot person did this all manually. >> Just running around gathering facts and figures-- >> Yep. >> And status and updates-- >> Yep, and then-- >> From various points on the compass. >> And then fielding phone calls with people, yelling at them-- >> Right, right. >> And it's a very painful, you know, we talked to a lot of customers. It's a very painful position to be in. >> Right, well that's a good one, and then you have another one, PagerDuty Analytics. >> Yes, so PagerDuty Analytics is really a product more used during peacetime, so Visibility's used during wartime to make sure responders know which customer applications are being impacted, but during peacetime there's a number of operational analytics that you want to know about all the realtime work that you're doing. So, some examples are I had a set of engineers that were on call last week, was it a bad on call? How many times were they woken in the middle of the night, do I need to give someone a day off? Right, so to make sure you manage the health of your team. You may also want to know which of my technical services is causing the most pain for the business, so that might be a monthly or quarterly report, doing like a quarterly business review. So, which technical services do I need to invest in because even a technical service that may not be down that much, if it's impacting multiple critical customer applications it could be causing your business a lot of money. >> Right, right. >> You also may want to know what's your total time that you're spending resolving issues, right? So, how many hours are across all your employees? Are you spending, just reacting to realtime issues that may happen and is that too much? >> Right, and if you can't measure it you can't manage it, right? >> Exactly. >> And it's funny because pulling from Jen's keynote earlier today, I think she talked about, the number was 3.6 billion incidents that have gone through the system just in year-to-date 2018. >> Yep. >> So, the scale is massive. >> Yep. >> But you guys are bringing some artificial intelligence, you're bringing some machine learning to bear because you have to, right? >> That's right. >> This gets way beyond the scope of a person being able to really prioritize and figure out what's a signal, what's a noise, what do they have to really focus on. >> That's exactly right, so in June we launched a product called Event Intelligence, and what it does is it takes in all those signals that PagerDuty takes into the system and then it makes sense of them. So, it says, "Well, these things are related, "let's group them together," so as each new signal comes in it won't create a new incident that someone then needs to run down. It will put it in the existing incident, so the responder keeps getting all the context they need about the incident, but they don't keep getting notified while they're trying to concentrate and fix something. >> (chuckles) They must love you guys, they must love you guys. (laughs) So, then the other piece I found interesting and I think some might find a little confusing is all the number of integrations you guys have-- >> Mm-hm. >> With so many different kind of workflow management and monitoring and a lot of things. How does that work, how does that kind of... I would imagine there's some, you know, competition, cooperation with all these different applications, but as Jen said earlier today if that's what the customer wants that's what you guys got to deliver. >> That's right, and you know, this is a complex ecosystem, there are a lot of different tools in the ecosystem. Naturally, as companies get bigger there will be areas of overlap, but we very strongly believe in an open ecosystem. We want to interoperate with every product that's out there, so we do have a lot of different integrations. We have a lot of integrations with companies where we take data in, so monitoring data that tells you, "Hey, your server's down," or whatever else it is-- >> Right. >> But we also have a lot of integrations with, like, ticketing tools, tools that will, or a customer file's a ticket, so that, you know, you can have the information, this is what's going on in the engineering side right now so the customer support team can stay informed. >> Right. >> And also managing through workflow, a lot of companies use like an ITSM tool to manage through workflows, so integrating with them, integrating with chat tools. We integrate with Slack, you know, so there's a lot of different integrations because you want to make sure that resolving an incident is the smoothest, easiest process it can possibly be because it's stressful enough already. >> Right, right, so a lot of stuff going on here. So, as you look forward don't, you know, congratulations on getting a couple of products out today, but what are some of your priorities as you kind of look at the roadmap, you know, kind of where you guys have things covered. Where do you see some new opportunities to take, you know, some of the tools that you guys have built? >> Yeah, we see a big opportunity in that world of Event Intelligence, so we already have a product but we're going to continue to add more capabilities to it and continue to take advantage of the data in our platform. So, surfacing that data in more intelligent ways through Event Intelligence could also be through Analytics, so for instance, you know, we today can group things together intelligently, we can show you similar incidents, right? This incident looked like something that happened in the past. Well, next maybe we can say, "This looks like something that happened in the past, "and oh, gee, that got really bad. "You might want to pay special attention "because this one may get bad, too." >> Right. >> So, starting to get more predictive, really making sense of all the data that you have from the past history, our 10,500 customers over nine years. It's a lot of data that we can use to help people get more and more efficient with their realtime work. >> Right, and is there an opportunity to kind of use cross-customer data, not, you know, obviously you've got to anonymize it and all those types of issues, but clearly, you know, there's stuff that has happened to other companies that I could probably, you know, benefit in knowing that information around some, you know, some common attributes either around a particular type of infrastructure configuration or whatever. So, have you started to pull that and bake that back into some of the recommendations or... >> Yeah, so one area that we do have available as some data today is benchmarking, so without, as you said, sharing any specific customer data it's very helpful for customers to understand first of all how their individual teams are performing versus their teams, but then also how their teams are performing against the industry. >> Right. >> So, are we fast at responding to incidents? What does best in class look like? How quickly could you actually mobilize a response to a major incident? This is like great data for our customers to have as they move forward in their digital transformation. >> Right, hugely, hugely important. >> Mm-hm. >> So, last word, you said you've, you know, you're relatively new to the company but you're a wily old veteran because you guys are growing so fast. (laughs) Just love to get your impressions. It's your second PagerDuty Summit, you know, kind of the vibe, I think Jen's got a really, very positive and very specific kind of a leadership style. >> Mm-hm. >> Just share your impressions with the show and what's going on inside of PagerDuty. >> It's been great, I've loved every moment that I've worked there. I feel like we're doing things that are really innovative and we're always pushing the envelope trying to go faster and faster, so I'm really excited for the next year. >> Good. >> Can't wait to see what the next Summit looks like. (laughs) >> Yeah, what it's going to look like. Yeah, probably be like 2,000-- >> We're not even done with this one yet. (laughs) >> 2,000 people, I'm sure, all right. Yeah, but the Advanced Planning Committee's already taking notes, right? >> Yeah, right. (laughs) >> All right, well Rachel, thank you for taking a few minutes and congratulations on your product release. I'm sure there were many sleepless nights over the last several months to get that stuff out. >> Thank you, Jeff, great to be here. >> All right, she's Rachel, I'm Jeff. You're watching theCUBE, we're at PagerDuty Summit in San Francisco, thanks for watching. (techy music)

(upbeat techno music) >> From Union Square in downtown San Francisco, it's theCUBE, covering PagerDuty Summit '18. Now, here's Jeff Frick. >> Hey welcome back everybody, Jeff Frick here with theCUBE, we're in downtown San Francisco, actually the Westin St. Francis on Union Square, historical property, this beautiful ballroom, lots of brocade and fancy stuff from another era but we're talking about this era and the era of information. We're here at PagerDuty Summit and we're really excited to have one of the keynote speakers, John Allspaw join us. He is the co-founder of Adaptive Capacity Labs. John, great job on the keynote. >> Thanks, thanks a lot, I'm glad that it landed. >> You know it's funny, we go to literally hundreds of tech conferences a year and so often, the tech is talked about but as you brought up, where is the human factors? Where are the people? Where in all these lovely diagrams, as you pointed out, with beautiful lines and everything is very straight and boxes are very clear, that's not really how the real world works at all. >> No, no, yeah, that's what I find really fascinating which is that, certainly get a lot of attention to incidents when they show up, outages and that sort of thing but we don't get a real shot at understanding how non incidents happen and they happen all the time, right? Outages are being prevented all day long. But it doesn't really get our attention. >> Right. >> And it doesn't get our attention because that seems normal and that's the sort of, this assumption that there's a like a quiet sort of background and that an incident is sort of like a punctuation of something bad and that otherwise sticks up, you know, like Mount Hood, right? >> Right, right. >> But the fact of the matter is there's so much going on. >> Right. >> And that's actually that stuff that's going on, is this activity that people are doing to prevent outages continually and that's what I find fascinating. >> So you really never get like your classic kind of experiment where you can isolate the variables, right? >> No. >> Because they're all completely co-mingled, all the time? >> Yeah, and that's what fascinating. What I like and we always say is that we study cognitive work, and the difference between sort of these types of human factors and cognitive work studies and the difference between that and say sort of classic psychology is classic psychology can be done in a lab. We study cognition in the wild. >> Right, right. >> As they say. The natural laboratory that is the world. >> Right, and the other thing I thought you brought up which was really interesting is really kind of what's the point, right? Is the point just to fix it? Is the point to try to identify this little link and fix it? Or is the point kind of a higher level objective which is to actually learn so that we're doing the things in the future that keep this thing from happening again? And you summarized it really, really well and you talked about the post mortem which you said, "Are you doing this report to be read or are you doing it to be filed?" Very different objectives, going to have a very different report at the end of the process. >> Right, right, right, yeah. I think that the sort of the danger is if we, as an industry, I think we just need to bring some attention to that and the good news is that it's hard work to look at incidents in a different way. It's a way that we're not used to. It's effectively qualitative research. It's difficult but it's not impossible, it can be learned, it can be taught and my hope is that sort of these sorts of bringing attention to the topics will get people to be curious and want to understand more. >> Right and really take it up a notch and I think, again, you have some really easy to implement lessons there, like what are the questions? Document the questions, >> Yeah. >> In the post mortem. >> Yeah. >> Document the concerns in the post mortem. Did those concerns happen? Did they not happen? Why didn't they happen? So really kind of take it up a level from the incident, really, as kind of a catalyst for a conversation and learning but that's really not what the foundational effort should be around, is fixing that little thing? >> Right, right. Well and that's the thing, is if the goal is to fix, and that is the goal, you're going to find something to fix. It may or may not be helpful. What you fix comes from exploring and there are things that shouldn't be fixed, right now. Everybody's making decisions, I mean, this is the entire premise of Agile which is that continual iterative re prioritization, recalibration of what's important so we'll be happy to put effort into that but yet, it seems disingenuous to phone it in. >> Right. >> When it comes to understanding incidents. >> Right, right. You got on to so many things, we could go forever and ever. One of things you talked about and it's often spoke about, is winners write the history books. It was really about the bias that you bring to a problem. What do you think is the most important and what filter and lens are you both looking at the problem, reporting the problem or diagnosing and then reporting the problem which may or may not be root cause, may or may not be the most important thing about that but those biases influences not only is that problem perceived but then documented, resolved and talked about after the fact. Really important. >> Yeah, yeah, absolutely and there's something really paradoxical about that. One of the things that it brings to mind is that I don't think that yet we are in a world where we, when I say we, I mean the software industry, will bring attention to a report on near misses. The scenarios where, you know what? You thought you were in dev but you were in prod and you ran a command that if it had a couple of other parameters, it would have destroyed everything but it turns out that actually, it was this one, you know these couple of characters made it such that it was a near miss. It wasn't a big deal. Is that an incident, right? >> Right, right. >> On the one hand you could say, well there are no customer impact. >> Right. >> So therefore let me look up on my, oh, no, that's not an incident so therefore we shouldn't pay any attention to it. But think of any other sort of high tempo, high consequence domain? >> Right. >> They've learned, aviation is a good example. There are organizations in aviation that will, actually and they find them to be incredibly useful because they're low risk things to pay attention to. It didn't happen this time but we can bring attention to the possibility that it might go poorly the next time. >> Right, so what triggers the action to recognize that you had a near miss? And is that working it's way into best practices dev ops? >> Well, I mean, at my organization, at Etsy, I certainly, full disclosure, I made quite a good number of mistakes at Etsy. This isn't one of them. Getting into habit of what had happened there was people sending PSA e-mails, public service announcements and it was basically the format was, hey everybody, check this out, I was doing this and I went to go do blah, and I almost exploded everybody. So FYI if you're doing this, don't do this. Everything's cool and I'm going to put in these things to sort of help it out, but until we get that done, be really careful about this part, you know, whatever. Even just that, even small things like that, keep the topic of how precarious these scenarios can be in the minds of people who aren't experiencing incidents. >> Right, right. >> Tomorrow you might be that one, or tomorrow you might be, and so here's your colleague like taking the time to spend some effort, could be saving your bacon tomorrow. >> Right. >> You might be in the similar spot. >> Right. How's it codified and how is it communicated. So another concept you touched on, which has a broader implication, but you talked about specifically and really that's diversity of opinions leads to better decision making and you gave some examples of bringing in disparate members of various teams with different experiences, points of view. >> Yeah. >> To pull out things like the esoteric knowledge, to pull out the institutional knowledge. >> Yeah. >> But more importantly, to pull out a different point of view. So we hear about it a lot with diversity of teams, and sects, and culture, et cetera but even with the context of solving an engineering problem diversity and points of view does lead to better problem solving. >> I want to make sort of a crisp clarification. It is the variety of perspectives actually the variety of expertise and the variety of experience, not opinions or perspectives. Perspective you can probably, that's word you can probably go with. I wouldn't say diversity of opinion, that has a connotation that is not concrete enough. >> Okay. >> What we're talking about is cognitive work, how people assess this is something that requires my attention. It requires my attention in these ways based on my experience with this particular type of problem over this different variations of it. >> Right. >> Yeah, I mean the general sense is, but the phrase diversity of opinion generally has like a connotation of the individual attribute of a person. I'm not talking about that. I'm talking about the-- >> These are individual attributes that have been gleaned through experience-- >> It's not an attribute, it's experience. >> It's experience, right okay. >> Right, exactly. An attribute of me is that I'm 5'9", my experience is that I have seen Apache break in a myriad of different, surprising ways, right? (laughter) There's sort of the difference. >> Right, right the difference, okay. But then the other point you brought up even in that conversation was it's always messy, there's always trade-offs, is you know, you get management overhead as soon as you have more than one person working on a problem, right? Now you have communication overhead, you've got management overhead so now you're pulling resources from actually devoting it to the task at hand of trying to solve the problem versus having to devote resources to bring other people up to speed, communicate, et cetera. So it's not even a really easy trade off? >> Oh yeah. >> Or not trade off, I mean but there's consequences to the action. >> Oh yeah, absolutely, absolutely. And again, I think coping with complexity requires an equal amount of complexity, right? You might not say that a baseball team that is very good at doing double plays, right? Which is a pretty hard thing to pull off even in professional baseball. Would you say that the coach represents overhead? I don't know if you would say it that way exactly but there's certainly limitations to the sports metaphor. I like very much a renewed emphasis on building, maintaining and sort of, resolving incidents with software as much more benefiting from collaborative work. >> Right, right. >> Meaning real sort of teamwork. >> Right. >> Not just sort of sparse collaboration. >> Right, right. Well John, it's a fascinating field, we could go on all day long. >> Yes we could. >> Unfortunately, we're going to have to leave it there but really, really enjoyed the conversation. >> Great. >> And also the keynote earlier today. >> Great thanks a lot. Thanks for talking. >> Alright, thank you. He's John, I'm Jeff, you're watching theCUBE. We're at PagerDuty Summit at the Westin St. Francis, Union Square. Thanks for watching. (upbeat techno music)