David it's just gonna call in like basically live feel more nos Vegas Nevada execute again it's the 10 covering knowledge 15 brought to you by service now hello everyone welcome to the cube this is our flagship program we go out to the events in the correct the city okla noise I'm John furry the founder silicon they enjoy my coach Dave vellante co-founder Wikibon org and networks I to be in Las Vegas live for three days of wall-to-wall coverage of service now's no 15 knowledge 15 hashtag no 15 go to the crowd chat / no 15 join the conversation our first guest is Frank's lubin president/ceo source now great to see you again thanks for having us thanks much absolutely the keynote was great i mean in the world's changing IT cloud vmware's had an announcement about native apps on the cloud customers are changing business models are changing talk about what you get to do house that you had a big stock drop in the past week and value is that a sentiment of the of the of the Wall Street dynamic products what is it about the business right now with clouds specifically the business model for your customers it's flywheel the SAS models what's what's going on what's your take on all that flying cloud companies and obviously well I ought to got a lot of the high we're one of them you know we're priced to perfection right and that's that's not an easy place to be for for for anybody and you know we're not really focused on that it's this is a marathon every quarter is one mile marker he can't get too excited about you know one versus the other we're really pacing ourselves your building you know an enterprise that's going to be here for for a long time and our focus is not just on modernizing what what people are doing it's focusing on transforming what people are doing and the emphasis that we place on everything as a service structure workflow approaches getting away from message oriented ways of doing things like email is enormous sea change right there is there's over 100 million PDFs out their forms that people have to download and fill out what somebody else then has to scan and reenter right the world is ripe for this type of innovation the technology is here all we need to do is apply it the start okay so I said when I talked yesterday and I said any successful 12 billion dollar valuation company's going to have a day like friday but I've noticed post the financial analyst discussion yesterday things have calmed down a little bit so who knows maybe it's a buying opportunity I wanted to tie it into the TAM expansion that we've seen when you first took this company public everybody looked at it as a very small niche and it took you and Mike scarpelli and others a while to sort of educate Wall Street on the size of the potential and we're now starting to see that come to fruition you guys talk about expanding into the business side and now you're doing it you talk about going into mobile you talk about you know new innovations at the SMB why is it that you're so successful at executing at what you're doing is that the platform is that the people is that the customers I wonder if you could describe that a little bit what's the magic formula are fundamentally a platform company we that was not always well understood even before I joined the company and I talked to Fred Lunney the founder we were very well aware of the opportunity to expand just dramatically beyond the boundaries of the initial application set which was the IGM set of applications it's just how to do that right when you peel away the veneer the rhetoric the nomenclature you know what you see is a workflow an orchestration platform this is so broadly applicable right what these knowledge conferences are all about is to show people what is possible on this platform and you know all we have to do is take the horse to water soda drink and then you know they go on their own right this is a place where people come to get inspired platform and if you seen from some of the examples that we had on stage this morning and people are not tackling crm applications what service now you know why there's really nothing there's really no boundaries in terms of service management for us to tackle workflows and orchestrations like that right so the world is your oyster II and there's really no place that we we can go with this platform all we got to do is empower and energize the audience that you have here and the fact that they show up in such huge numbers as evidence that were we're succeeding at that right good all the events it's the same kind of theme Internet of Things Big Data have paced are changing clouds and innovator what is it about the cloud and your platform and your customers in terms of the business models what is it about the innovation that's going on right without business must change what specifically can you highlight and get some example because you have a lot of customers we were just talking that the cubbies are sending dozens of people here this event it's not just a boondoggle there's some real work getting done so there's a huge transformation see what is it about the business model now that's changing what are you guys doing turn on your platform this conference is called knowledge for a reason people come here to get knowledge right that's right the labs and training and all this kind of stuff but the most important thing to understand about service now what we did with the individuals really lowered the skills profile and the skill demands to be able to access this level of functional and we really did that by an order of magnitude this wasn't just a platform for programmers people that really have procedural programming skills we really took that out of the equation and people have Excel style skills people will understand the rows and columns and data types that's enough to know to be able to go up okay now what happens in that process we empower very large groups of people in our case IT people to basically take control back over this platform you know in Prior generations of this class of software they were always dependent very small we were people that weren't very accessible and very expensive to do thanks for them how they're doing that is what has unleashed explosion creativity let's talk a little bit about your keynote everything as a service was your big theme EAS sort of acronym what is everything is the service number one second question is is there an analogue to vm sprawl is there a potential for server sprawl what do you what are you telling customers about that are they asking you questions but start with what does everything is a service what does that mean everything is what service means taking work work in the sense the repeatable activities things we do over and over again digging it out of the realm of messaging email text phone and putting it into structure workflow we essentially invent that dress as once without best practices really tune and optimize that process and every single time we do that activity we do it exactly the same way and we enforce the business rules the logic upfront stupid enough to thinking like I always is the silly example an organization I lose my security badge or I mangled in the door I need a new on what do I do well you know I Massey Hill I just asked my admin you figure it out okay but everybody else starts roaming the halls like where do i go to go to the front desk maybe you know that thing employees have to have a place to go for their service needs whatever it is HR related facilities related maybe have a parking issue and you should be able to search navigate themselves to a place where they can make a request and then that request is no different than sending a package through fedex or ordering something on amazon information it's now following you you don't have to go and chase it anymore right oh there's a big inversion of how we work i mean we often target service now but we're changing how we work because we're going we're getting away from the structure messaging woman be structure workflow that's what everything is a service is about regard to aquino but so second part of I want to talk about that is my question is there a dark side to that is there a risk of just too many services service sprawl or do you have service for that is there an app for that yeah talk about that logo the obviously during our keynote we actually spoke explicitly to that point because you're concerning your race is legitimate people are saying hey you know DevOps is great you know empowering all these groups to publish their own services that's great but now I'm going to lose control I'm going to lose visibility and we'll lose accountability i'm going to have compliance security problems and so on what we do is you know we actually maintain the transparency the visibility and the control while people are doing things so it doesn't become the Wild West that we've had in Prior generations of software >> Frank talk about what you're seeing in big data honestly you know we didn't cover that space this doesn't seem to be its own little market but certainly medupe to some stuff going on but companies are looking at Big Data certainly in data as it advantaged in some of the things whether it's IT and or an apple agents what's your vision and what is what our customers doing with the day how's the NIT date is great and everyone's the service date is enabler you look at that and how do you find your customs look at it are very transactionally intense but so our systems they're not data rich in the sense that we deal with enormous volumes of data so it's a little bit of a different model and during the keynote what I talked about it's not like they what's hiding your data we can't figure out what's going on the data by structuring the data right what big data tries to do they're trying to figure out what's going on in unstructured data really really hard to do we structure the data so hence it's very very easy for us to analyze the dashboard exactly what's going on but our focus is not so much on big data it's on real time data the real time dimension is something that is going to become huge because people are demanding real-time information is just not interesting to look at data it's 12 24 hours old and because we are sitting on life data the ability to represent it so you can see your business in action right that is insanely exciting for for executives and managers network magic was hot in the old days with the network little but now the way date is got that same kind of paradigm where you have active data passive data and by melding together they can create values that mean we the CIO that we talked to they what you mean by real time today yeah I said look where I want to get you there's one my office just wall-to-wall LED panels and I want to see every every pocket of activity I want to see it executing in real time whether it's good better and different setting threshold seeing exceptions and says I want to be it's like watching the stock market I want to watch my my business that way and that is what we're going to focus on very different from data oceans and data legs and all this kind of stuff we've already structured the data we're not going to have the problem of big data the three of us started our careers without email and it was amazing productivity bump into our lives when we got email but now email is this productivity killer you talked about it in your keynote you guys did a survey is that basically forty percent of a time is spent on admin tasks and employees time I know judge doesn't manage I'll give your calculation i saw was manager with just even you know higher salaries but so how much of that can you actually reduce and what a customer is actually doing around that well it can be reduced by orders of magnitude you can't make it go away I mean people have needs but being able to make those needs fully automated very intuitive very productive it's absolutely possible right I mean 42 days a week almost half time on tasks that have nothing to do or your job is absurd I think this is almost a dirty little secret of business death we have invested in everything except our own internal workplace productivity right we're stuck in the 1980s if not the 1970s and who's going to put on that mantle write it and we're always trying to drive IT to take on that mantle because who else CEOs typically are focused about revenue right image presentation right coo CFO's those are the people that should be driving the internal productivity challenge sorry just that we just haven't made any progress there in decades and the acceleration now is a significant I start guy an email Facebook say I just finally gave my blackberry you mentioned iPhone and your kita he's still using the blackberry I was like that's actually a great scandalous blog post opportunity but are you mentioned iphone in your keynote moment of this is changing the world certainly edge of the network smartphones and we also hear from customers want to be more Apple night so what's your what were you hearing from customers and they say I don't want to be like the 80s and 90s I want to be more like Apple meaning kind of like the iPhone and the innovation that they bring what they brought to that or you guys been using uber as an example or open table as an example that's that modern vibe for the customer what are they trying to get to in an environment what's their outcome what are you hearing customers the first aspect is the series experience itself in other words what does would like to do what you want to get done essentially we're transactional platform we're not a hanging around platform like a social system we twitter has no no point no purpose it's just nice to shoot things out into the ether and help somebody sees it our systems are not like that it's about performing a unit of work something very specific about the beginning it doesn't end and there's things that happen in between the result it's very different that way uber is also a transactional app I want to hail a cab I need a ride opentable is transactional act I want a reservation there's a very specific end point to that unit of work and this is where technology can be incredibly helpful to get you there faster i use the Gulf example you know fewer strokes is better right and as people want they want have grubert a lot and I find that user experience my blowing compared to trying to call or or hail account it's cheaper and it scales incredibly well right but if wherever you are or whenever you are it seems to be there's cars around this quite impressive App Store like model the enterprise has been kicked around for a while is that service cataloging uber shows the real-time aspect of services needs you know demand in real time but in the back-end service catalog that more apples to the apple store at the back end its lights out light speed right in other words it's just like Amazon right everything is the speed of light until I got to pick something off the shelf the real world kicks in and i have to ship something the same thing same thing with fedex I mean the information processing aspect of FedEx is what makes fedex special in fact that they have planes and trucks you know it is not what your user experience focuses on yeah you got minimal exposure to that you are you're on your way to a billion dollars here shortly you've laid out a plan for four billion by the league 2020 correct with the the financial analyst a lot of people say well one of these guys going to make money you have indicated before you you're right now after scale after growth and what if you could address that um we actually were profitable are you sure I mean we were you could make a lot more money if you want to do but you're going for growth I should have clarified that question better you guys can be wildly profitable if you skip down and just reach over office we've always said and by the way you know one of the things that that our business model really focuses on is making sure that the cash equation really work so on a cash flow basis we're doing extraordinarily well because it's a subscription model you know the profitability equation is a little squishy it's more accounting them than economic which is why the focus on cash our investors focus on growth in the next thing to focus is on this cash right and after they get generally accounting representation of our at some point the law of large numbers kicks in and that's really maybe out in the business out a target model yesterday I was we put updated for the financial analyst shows you exactly where the leverage is coming from transparent supplies for peace I want to let's do a great job of that very drill into on the he said amazon amazon does a great job executing and near a great executors and certainly proven that we do successful with the company but they're constantly innovating the new product announcements debía new announcements is that the new competitive advantage scale and stickiness through rapidly iteration of new features is that this is just a one-off outlier with amazon you see no price it be more like that's one of them  you see that with Tesla they've changed the car industry there's constant updates to the cars right a changes of driving experience and that that model of rapid iteration is really the new normal you know back to the real time thing it gets really boring when you get an update every 18 months you think we don't tolerate those kind of time friends anymore and lag is not a good ending our but I you know software gotta ask you a final question I know you getting we're getting a puppy you get very busy schedule thanks to spend the time with us as well I'll see you had a your competitive sailor and following your career right outside sirs now you got a boat for the nuchal hand you mentioned data ocean data legs big big fan of data ocean I want you to share perspective from what you've learned sailing and being successful winning and sailing with how to navigate an idea this as a c-level executive or a CEO CIO or some of the trenches what lessons can sail in your experience is sailing and running service now what would you share with the folks out there as they try to look at their transitional transformation I teach transformation the others there's a lot of analogs if you will between sailing and business because it's this multi-dimensional game that we play you know in sailing it's about technology it's about how great your crew is it's I'll get your boat is it's the weather is what the competition is doing all those things you have in business so people always want to write it yourselves he's like another you know another another brutal contest township and that's that's all true it's very multi-dimensional and finding your high leverage entry point because you know it's very easy to do super business super busy and business and really not move the dial right so understanding where leverage exists what opportunities are that's really the art form I Frank great to have I know you're busy to getting them getting of the big nokia pricing the president/ceo of service now here live in Las Vegas is to Cuba railroad next guest live in three days wall-to-wall coverage here at no.15 join the conversation crowd chef net / no 15 right now

lying from the austin convention center in austin texas it's the q @ l world 2014 here are your hosts dave vellante and Stu miniman hi we're back to wrap up 2l world's two minima and I have been here all day will be here tomorrow as well we're starting at eight thirty local time 930 east coast time tomorrow getting started early michael dell will be on tomorrow we'll have the keynotes again only bar broadcasting for a half day but so today's do i want to get your take on this a lot of talk of course initiated by me and others about dallas a private company I think it's a two-edged sword frankly because I think that when things are really good and you got a lot of momentum behind you you've got transparent confirmation or quasi transparent confirmation and that creates a lot of buzz and Busby gets buzzed and acted some good thing some flywheel effects can occur from being public at the same time when things aren't so great and the headlines are bad and the earnings aren't great you can go into this vortex this abyss which dealt was kind of there and I think as you were talking about with Matt Eastwood the timing of del going private couldn't have been better from a valuation standpoint for Michael Dell and Silver Lake I mean I I think they got a fantastic deal even though there's a lot of risk in it that they're taking but the fact that Michael Dell's willing to step up and do that now on 75 percent of the company yes they have debt service what is it 18 billion dollars in debt so i think i think was the number but they'll pay that off over time because of the cash flow machine and they're going to be in a really good position when that happens yeah David's real interesting you know there's been a lot of change Adele there's been there's a lot of new faces here and some of the ones that we knew for many years are gone and you really are having that transformation inside I heard one person kind of overheard in the hallway type thing is you know there were certain antibodies in Dell and you know they're kind of sweeping through making changes and if there's some that aren't on board with where it's going you know well maybe they'll need to take I guess it was the voluntary exit type solution around and but they're hiring aggressively in other spaces because yeah I T is changing and for me the real striking thing dave is they'll talk a lot about choice and we say you know there's so many different markets out there there's you know VMware in their ecosystem that's what Microsoft's doing there's a public cloud and there's all of these little you know sub climates inside IT and devils playing a lot of bets which we talked about is how many bets can you place and actually make enough margin and win at what you're doing so since dell doesn't have to answer to Wall Street they can do what they think is best for the company and really for the customers it kept coming back to you know Michael and all the executive saying we're focused on what the customers are asking us to do we can move really fast we've definitely seen examples of Dell moving faster to deliver some of these solutions that then then they had when they were a public company things like a cloud marketplace things like the new tanukhs OEM you know a lot of interesting technologies here and there's still lots of hardware Dave you know i'm looking through the twitter stream and everybody snapping pictures of the new FX to kind of the next generation vertex it went from vertex really be in that remote office box to the FX to really being a data center you know nice hardware platform that you can build for a more scalable environment so you know interesting stuff happening always a good vibe here in Austin I think that one of the things that's interesting to me in a way when I think I think of I'm reminded of Luger stirs you know can who says elephants can't dance in a way Michael Dell is orchestrating a a different version with clear differences of that playbook and here's what I mean by that he took a company that was 100% essentially PCs and began a multi-billion dollar buying spree and transform this company into what is now the only end-to-end enterprise company now HP used to talk about that as a big deal they've given up on that now that they're going to split up what is the value to a customer in the end one this is supply chain why does the customer care about supply chain because gives you a dell pricing power so Dells got potentially one of the biggest supply chains now in the industry HP had a supply chain that was enormous but now when they split it up I don't know how they're going to continue to leverage that maybe they will maybe they won't that sounds like they won't be able to have that same leverage IBM when it sold its pc division to lenovo lost a lot of leverage gel is now able to sit claim number one in storage terabyte shipped why because it ships so many pcs it's not because of the server business it's because every PC goes out with a half a terabyte disk drive in it so add it up until kicks but all of a sudden boom number one that's interesting but from a customer standpoint you can buy virtually anything from the company now I talked about second elephants dancing you're seeing that transformation being led by a number of factors certainly servers is a big part of that and networking and storage with the big acquisitions that they've made and networking with the acquisitions that they made but also Perot gels got a big services organization that's very sticky and then the other thing which not a lot of people talk about is Dell software in fact I got a tweet earlier from somebody saying del I presume Dave I presume when you talk about Dell having one of everything you're not including software well as we know tells got a almost a two billion dollar software business now that's not ridiculously enormous but it's substantial how many how many multi-billion dollar software companies are out there so what I see is this big portfolio it's not i wouldn't say it's services lead it's not it's it's dell lead but there's a sticky services component with an increasing software component in growth areas like security like systems management like so quick tell calls information management which is a lot of the analytics and big data so jeal can continue if Dell can continue to make those acquisitions do the integrations it's got a pretty good story for customers don't you think yeah absolutely Dave and there's still it's that PC business in that server business that's generating the cash and allowing them to get into a lot of environments and trying out a lot of pieces you know the cloud broker models really interesting because we talked about it a couple of years ago and clouds are not homogeneous and it's not you know until recently moving from one environment to another was going to be difficult enter things like docker and management tools like the Australia saquisili del made are enabling some of these multi cloud environments and so we're seeing customers you know from what we see aren't going all in with one environment you know we've got a survey going on right now and some of the data we've seen so far is that you know it's not like they're saying oh I've got amazon and i'm only doing amazon most customers they're doing amazon they've got VMware inside they might be doing something with a jour because everybody's got office 365 and of course they've got lots of SAS applications so you know where does dell fit into this environment and can they be you know a broker of supplier and arms dealer for a lot of these pieces and you know how do they tie them all together how do they grow those services how do they have their software you said you know there's pieces of software they don't have they don't have you know 200 SAS applications like IBM does they don't have the breath of the amazon marketplace today but you know Dell is in a lot of customer environments especially in that you know kind of sub 5000 user you know marketplace so you know there's a lot of opportunity for Delta add on to that and I said before they can craft a story because they're not a public company that is very positive you know every CEO that is of si of a public company when he or she comes on the earnings call even if they have a Miss even if they have a quarter that they're disappointed in they spin a story and and the street that starts opening up the books and parsing the numbers and doing the analysis and the street either buys it or they don't and so what Dell can do is they can craft any story that they want and make it sound great and and create their own momentum now it sounds like they're growing but you know even today in the keynotes you got a little mix of units and dollars and terabytes and geographies and in different segments and so forth but Michael Dell was able to very effectively put together a story of growth that's been mirrored by his executive management team I'm gonna have no doubt that there's this growth segments but you think about it if IBM we're a private company they could talk about cloud they could talk about their software to find stuff they can talk about you know the security businesses those businesses that are growing and not talk about the business that are shrinking and not talk about the top line that's flatted down or whatever it is so so dell has that advantage in that they can craft a story and and and use that in their marketing to be relevant and I think that's really what customers want to know they want to know that the company I'm doing business with is relevant so they got pcs is the tip of the spear everybody knows dell pc is easy to do business with no problem they've got the services piece that's sticky and they've got everything else in between which is this end end strategy for mid-sized and smaller enterprises which really everybody else kind of pooh-poohed enough poo-poos they all they give it lip service this is this is where del really shines and so I don't know still it's gonna be interesting to see yeah David's interesting i was just ruminating on the fact that you know when you think about the early PC days del just made it so easy to buy first with a catalog and then with a website i could go in and click and choose the environments that i wanted if we look at converged infrastructure and cloud which is where the growth really is you know candle take those same type of experiences and move those to the environments and make you know those choices you know the cloud marketplace reminds me a lot of the dell S&P which was really the offering that I could buy almost anything from dell and dell would take a you know i cut even if it's a small one they didn't necessarily have to support it hugely successful drove a ton of revenue for dell so you know lots of things that they can you know to take advantage of Wow and like I say when wouldn't tell was was public they were a roughly sixty billion dollar company with with trading at fifty to sixty cents on the dollar Michael Delta and silverlake having taken that private the ultimate measure yes customer value etc etc but the real leader board is going to be what if and when tell this hides to have another exit whether that's public offering whatever what the thing to watch is will del have been able to shift its business mix toward the enterprise so that it can even trade let's say it one to one if so it can it could it could create 30 billion dollars of value you know then that Michael the open 75% of saw to me it was just a brilliant move this company is still a cash flow machine you know these big companies that aren't growing that Wall Street seems to hate for some reason even Corey MC these are cash flow machines Oracle cash flow machine IBM HP cash flow machines that if they have good leadership they can transform their businesses into a success story alright well getting kicked out of here still look tomorrow we start at 830am the cube would be live SiliconANGLE TV check out Wikibon org check out SiliconANGLE calm for all the news we'll see you tomorrow this is the cubes two minima and Dave vellante we're out see you tomorrow

hi everybody we are live at AWS reinvents in Las Vegas I'm Jeff Kelly with Wikibon org you're watching the cube silicon angles premiere live broadcast we go out to the technology events and as John foyer likes to say extract the signal from the noise so being here at the AWS show we were talk we're going to talk to a lot of AWS customers here a lot about what they're doing in in this case around analytics data warehousing and data integration so for this segment I'm joined by two customers Daniel heacock senior business systems analyst with a tix and Adam Cain's who's a data architect with federated sample welcome guys thanks for joining us on the cube Thanks your first time so we'll promise we'll make this as painless as possible so so you guys have a couple things in common we were talking beforehand some of the workflows are similar you work your you're using Amazon Web Services redshift platform for data warehousing you're using attunity for some of the data integration to bring that in from your for your operational transactional databases and using a bi tool on top to kind of tease out some of the insights from that data but why don't we get started Daniel we'll start with you tell us a little bit about etix kind of what you guys do and then we'll just kind of get into the use cases and talk to use AWS and the tuner need some of the other technologies you use it sure yeah so the company I work for is etix we are a primary market ticketing company in the entertainment industry we provide a box office solutions to venues and venue owners all types of events casinos fairs festivals pretty much you name and we sell some tickets in that industry we we provide a software solution that enables those menu owners to engage their customers and sell tickets so could kind of a competitor to something like ticketmaster the behemoth in the industry and you're definitely so Ticketmaster would be the behemoth in the industry and we are we consider ourselves a smaller sexier version that more friendly to the customer customer friendly more agile absolutely so Adam tell us a little bit about better a sample sure federated sample is a technology company in the market research industry and we aim to do is add an exchange layer between buyers and sellers so we facilitate the transaction between when a buyer or a company like coke would say hey we need to do a survey we will negotiate pricing and route our respondents to their surveys try to make that a more seamless process so they don't have to go out and find your very respond right everything online and right right absolutely got it so so let's talk a little bit about let's start with AWS so obviously we're here to reinvent a big show 9,000 people here so you guys you know talk about agile talk about cloud enabling kind of innovation and I'm gonna start with you what kind of brought you to AWS are you using red shift and I think you mentioned you're all in the cloud right just give us your impressions of the show in AWS and what that's meant your business right shows been great so far as to we were originally on-premise entirely at data center out in California and it just didn't meet our rapid growth we're a smaller company startup so we couldn't handle the growth so we need something more elastic more agile so we ended up moving our entire infrastructure into amazon web services so then we found that we had a need to actually perform analytics on that data and that's when we started the transition to you know redshift and so the idea being you're moving data from your transactional system which is also on AWS into redshift so using attunity for that they're clapping solution talk a little bit about that and and you know how that is differentiate from some of the other integration methods you could have chosen right so we started with a more conventional integration method a homegrown solution to move our data from our production sequel server into redshift and it worked but it was not optimal didn't have all the bells and whistles and it was prone to bad management being like not many people could configure it know how to use it so then we saw cloud being from attunity and they offered a native solution using secret survey replication that could tie into our native sequel server and then push that data directly into cloud being at a very fast rate so moving that data from from the sequel server it is essentially a real-time replication so that yes that's moving that data into redshifts of the year analysts can actually write when they're doing there the reporting or doing some real ad hoc kind of queries they can be confident they've got the most up-to-date data from your secret service right actual system right yeah nearly real-time and just to put in perspective the reports that we were running on our other system we're taking you know 10 15 minutes to run in redshift we're running those same reports in minutes 1 12 minutes right and if you're running those reports so quickly you know the people sometimes forget when you're talking about you know real time or interactive queries and reporting it's somewhat only as good as the data timeliness that you've got that you by Dave the timeless of the data you've got in that database because right trying to make some real-time decisions you've got a lag of depending on the workload and your use case even 15 minutes to an hour back might really impact you're ready to make those decisions so Adam talk a little bit about your use case is it is a similar cloud cloud architecture are you moving from upside Daniel moving from on-premise to so you're actually working with an on-premise data center it's an Oracle database and so we've basically we we ran into two limitations one regarding to our current reporting infrastructure and then to kind of our business intelligence capabilities and so as an analyst I've been kind of tasked with creating internal feedback loops within our organization as far as delivering certain types of KPIs and metrics to you know inform our our different teams or operations teams our marketing teams so that has been one of the kind of BI lms that we've been able to achieve because of the replication and the redshift and then the the other is actually making our reporting more I guess comprehensive we're able to run now that we're using redshift we're able to run reports that we were previously not be able to do to run on our on-premise transactional database so really we just are kind of embracing the power of redshift and it's enabling us and a lot of different types of ways yeah i mean we're hearing a lot about red shift at the show it's the amazon says the fastest-growing service AWS has had from a revenue perspective and it's six seven year history so clearly there's a lot of power in that platform it removes a lot of the concerns around having to manage that infrastructure obviously but the performance you know that's that's something I think when people are have their own data centers their own databases tuning those for the type of performance you're looking for is can be a challenge is that one of the drivers to kind of your move to redshift oh for sure the performance i I'm trying to think of a good example of a metric to compare but it's basically enabled us to develop a product or to develop products that would not have been possible otherwise there were certain i guess the ability to crunch data like you said in a specific time frame is very important for reporting purposes and if you're not able to meet a certain time frame then certain type of report is just not going to be useful so it's opening the door for new types of products within our organization well let's dig into that a little bit the different data types we're talking about so you've got a tea tix you're talking about customer transactions your custom are you talking about profiles of different types of customers tell us about some of the data sources that you're moving from your transactional system which i think is an Oracle database to to red shift and then you know what are some of those types of analytic workloads what kind of insights are you looking for sure so you know we're in the business of selling tickets and so one of our you know main concerns or I guess you should say we're in the business of helping our customers sell tickets and so we're always trying to figure out ways to improve their marketing efforts and so marketing segmentation is one of the huge ones appending data from large data services in order to get customer demographic information is something as you know easy to do in red shift and so we're able to use that information transaction information customer information I guess better engage our fans and likewise Adam could you maybe walk us through kind of a use case maybe your types of data you're looking at right that you're moving into red ship with attunity and then you know what kind of analytics are you doing on top of that what kind of insights are you gathering right so are our date is a little bit different than then ticketing but what we ultimately capture is is a respondent answers to questions so we try to find the value in a particular set of answers so we can determine the quality of the supply that's sent from suppliers so if they say that a person meets a certain demographic that we can actually verify that that person reads that demographic and then we can actually help them improve their supply that they push down to that respondent to it everybody makes more money because the completion rates go up so overall just business and analysis on that type of information so that we can help our customers and help ourselves so I wonder if we could talk a little bit about kind of the BI layer on top as well I think you're both using jaspersoft but you know beyond that you know one of the topics we've been covering on the cube another and on Wikibon is this whole analytics for all movement and we've been hearing about self service business intelligence for 20-plus years from some of the more incumbent vendors like business objects and cognos that others but really I mean if you look at a typical enterprise business intelligence usage or adoption rate kind of stalls out by eighteen percent twenty percent talk about how you've seen this kind of industry evolve a little bit maybe talk about jaspersoft specifically but what are some of the things that you think have to happen or some of the types of tools that are needed to really make business intelligence more consumable for analysts and more business use people who are not necessarily trained in statistics aren't data scientists Adam we start yes so one of the things that we're doing is with our jaspersoft we're trying to figure out you know certain we have a pis and we have traditional you know client server applications which ones our customers want to use the most because we're trying to push everybody towards an API oriented so we're trying to put that data into redshift with Jasper soft and kind of flip that data and look at it year-to-date or over a period of time to see where all of our money's coming from where others are rather than getting driven from and our business users are now empowered with jaspersoft to do that themselves they don't rely on us to pull data from they could just tie right into jaspersoft grab the data they need for whatever period of time they want and look at it in a nice pretty chart as a similar experience you're having any text definitely and I think one of the things I should emphasize about our use of Jasper's off and basically really any bi tool you choose to use in the Amazon platform is just the ability to launch it almost immediately and be able to play with data within 5-10 minutes of trying to launch it yeah it's pretty amazing what how quickly things can come from just a thought into action so well that's a good point because I mean you think about not just bitten telligence but the whole datawarehousing world it was you know the traditional method is you you know the business user a business unit goes to IT they say here are some of the requirements of the metrics we want on these reports IT then gun it goes away and builds it comes back six months later 12 months later here you go here's the report and next thing you know the business doesn't remember what they asked for this isn't necessarily going to serve our needs anymore and you've just essentially it's not a particularly useful model and Amazon really helps you kind of shorten that time frame significantly it sounds like between what you can do with redshift and some of their other database products and whatever bi to used to use is that kind of how you see this evolving oh definitely and the options I guess the the kind of plug and play workflow is is pretty pretty amazing and it's a it's given us the flexibility in our organization to be able to say well we can use this tool for now and there's a there's a chance we may decide there's something different in the future that we want to use and plugin in its place we're confident that that product will be there whenever the you know whenever the need is there right well that's the other thing you can you can start to use a tool and if it doesn't meet your need you can stop using it move to another tool so I think that puts you know vendors like jaspersoft than others puts them on their toes they've got to continually innovate and make their product useful otherwise you know they know that you know there were AWS customers can simply press the button stop using it press another button stop start using another tool so I think it's good in that sense but kind of you know when you talk about cloud and especially around data you get questions around privacy about data ownership who owns the data if it's in amazon's cloud is your data but you know it's on there in their data centers how do you feel about that Adam is there any concerns around either privacy or data ownership when it comes to using the cloud I mean you guys are all in in the cloud so right yeah so we've isolated a lot of our data into virtual private clouds so with that segment of the network we feel much more comfortable putting our data in a public space because we do feel like it's secure enough for our type of data so that was one of the major concerns up front but you know after talking with Amazon and going through the whole process of migrating to we kind of feel way more comfortable with that if you expand on that a little so you've got a private instance essentially in amazon's rep right so we have a private subnet so it's a segmented piece of their network that's just for us okay so we're not you can't access this publicly only within our VPN client or within our infrastructure itself so we're segmented we're away from that everybody else interesting so they offer that kind of type of service when there's more privacy concern as a security concern definitely and of course a lot depends on the type of data i mean how sensitive that data is if it you know but personally identifiable data obviously is going to be more sensitive than if it's just a general market data that anyone could potentially access daniel is we'll talk about your concerns around that or did you have concerns definitely a more of a governance people process question than a technology question I think well I definitely a technology question to a certain extent I mean as a as a transaction based business we were obviously very concerned with security and our CTO is very adamant about that and so that was one of the first first issues that we address whenever we decided to go this route and I'm obviously AWS has has taken all the precautions we have a very similar set up to what Adam is describing as far as our security we are very much confident that it is a very robust solution so looking forward how do you see your use of both the cloud and kind of analytics evolving you know one of the things we've been covering a lot is the as use case to get more complex your kind of you've got to orchestrate more data flows you've got to move data for more places you mentioned you're using attunity to do some of that replication from your transactional database and some red shift you know what are some of the other potential data integration challenges you see fate you see yourselves facing as you kind of potentially get more complex deployments we've got more data maybe you start using more services on Amazon how do you look to tackle some of those eight integration challenges let me start that's a good question one of the things we're trying to do inside of you know our organization is I guess bring data from all the different sources that we have together we have you know we use Salesforce for our sales team we collect information from MailChimp from our digital marketing agency that that we'd like to tile that information together and so that's something we're working on attunity has been a great help there and they're you know they're their product development as far as their capabilities of bringing in information from other sources is growing so that's a you know we're confident that the demand is there and that the product will develop as we as we move forward well I mean it's interesting that we've got you know you two gentlemen up here one with a kind of a on premise to cloud deployment and one all in the cloud so I'm clearly tuning you can kind of gap both those right on premise and cloud roll but also work in the cloud environment Adam when we if you could talk a little bit about how you see this kind of evolving as you get more complex maybe bring in more systems are you looking to bring in more data sources maybe even third-party data sources outside data sources how are you how do you look at this evolve right President Lee we do have a Mongo database so we have other sources that we're doing now there's talks of even trying to stick that in dynamo DB which is a reg amazon offering and that ties directly into redshift so we could load that data directly into that using that key pair or however we want to use that type of data data Mart but one of the things that we're trying to work out right now is just distribution and you know being agile you know elasticity which I work those issues with our growing database so so our database grows rather large each month so working on scalability is our primary focus but other data sources so we look into other database technologies that we can leverage in addition to sequel server to help distribute that load you so we've got time just for one more question I wonder I always like to ask when we get customers and users on if you can give some advice to other practitioners for watching so I mean if you can give one piece of advice to somebody who might be in your position they're looking at maybe they've got an on-premise data warehouse or maybe they're just trying to figure out a way to to get make better use of their data I mean what would the we the one thing would it be a technology piece of advice maybe you know looked at something like red shift or and solutions like attunity but maybe it would be more of a you know cultural question around the use of data and I'm I instead of making data-driven decisions but with that kind of one piece of ice big I could put you on the spot okay I would say don't try to do it yourself when the experts have done it for I couldn't put it any more simpler than that very succinct but very powerful but for me my biggest takeaway would be just redshift I was kind of apprehensive to use it at first I was so used to other technologies but we can do so much with redshift now add you know half the cost so your good works pretty compelling all right fantastic well Adam pains Daniel heacock thank you so much for joining us on the cube appreciate it we'll be right back with our next guests we're live here at AWS reinvent in Las Vegas you're watching the cube the cute

okay welcome back live in Las Vegas is the cube ibm's information on demand conferences q exclusive coverage SiliconANGLE will keep on here live I'm John furry the founder of silicon Hank I'm Joe mykos Dave vellante co-founder Wikibon org our next guest is a Fred Balboni global leader business analytics optimization IBM GBS global business services you know obviously big data is powering the world I mean just can demand for information and solutions is off the charts afraid welcome to the cube anything there's a services angle here where you know services matters because one in the channel partner is this good gross profit for helping customers implement solutions that they have demand for so you've a combination of a market that's exploding with demand people know it's a game changer with big data analytics cloud is obviously right there in the horizon in terms of on prem of Prem then you've got now see mobile devices bring your own device to work which is thrown off more data okay and then people want to be in all the different channels the social business so you know CIO to CEO says hey this new wave is here if we don't think about it now and get a position and understand it the consequences of not doing anything might be higher than they are so we've heard that how do you look at that and what are you guys doing what's the strategy give us a quick update and from from GBS i think that the to make this successful first of all it services is important it's the last mile you know that means the point you may it's the last mile and without without that you cannot ever deliver the value the the really interesting challenge that every executive faces is you need to be able to we can easily get our head around big data technology and I shouldn't trivialize that but you can go and understand the technology what's possible in big data you can also get your head around analytics and the analytics algorithms and the kind of insights that can be drawn from that the real challenge is how do you articulate what's kind of possible to a client because many of the use cases are very niche and so clients often say yet that's right but it's big it's possibly bigger than that yeah that's right it's possibly bigger than that the other issue or the other challenge to get we've got a hurdle we've got a jump on me articulate this to the businesses clients businesses think in terms of process you don't think in terms of data you know you don't go talk to a CIO CEO and say you know tell us what's the key attributes of your customer and they don't think that way they can talk to you about servicing a customer or selling to a customer or managing customer complaints so that the processes but the data it's a tough thing so the first part the services is so crucial in this is being able to articulate the value of analytics and big data to a client in the businesses terms so it becomes a boardroom conversation kind of so that's that gets the program started and then quickly being able to fill in with use cases because clients don't want this to be they don't want to start from a blank sheet of paper and they don't like going to give me some quick wins here so it's kind of those timetable what kind of timetables mmmm back in the 80s 90s when client-server rolled out it was months and months yeah project management meetings roll out the Oracle systems roll out the big iron now I mean I'll see maybe shorter spurts little different hurdles what's the timetable only some of these horizons for these quick wins okay so project implementation I come on now let's let's know it's it's I think that that we're measuring project implementations in weeks I think cloud-based technology allows us to provision environments on the order of a couple of weeks and that used to be on the order of five to six months so I think that's going to that accelerates everything and that also allows you to do a lot of a lot more speed to value get applications or analytics use cases up there much more rapidly one two as you start to build these portfolio of use cases and if they're built on acceleration tools I mean acceleration so you've got those code sets that are already there that you can add you can jump on top of I mean you can get these use cases up there in 6-8 weeks we have one we have an example a really large major company i'd rather not i'd rather not because it's not externally referenceable but a really a significant client that had on the order of more than more than 5 million discreet customers and doing detailed customer analytics on their customer base against their products and we were able to get that baby up and running in three and a half months now that two to three years ago traditional logic would have told you that was a nine to twelve month project and by the way you know ten years ago that would have been a 18 to 24 month project yeah so I think that yeah we're moving much more rats the expectation now too I mean the customers realize that too right the absolute not but but there's one thing I want to talk about this it's still this is the one thing that if you'd asked me what's most important this speed thing allows you to go rapidly to places but you you better have a navigation roadmap on where you're going because if you're going to do all kinds of little code drops that's great but you want to make sure you're getting leverage so you're going somewhere so therefore there's a scale but this is where roadmapping becomes really really important for every the technology side of the business you have to have a technology roadmap the other thing that's really important out of this is if you don't let's use the client-server example you used because this kind of has a you know we've all been here right here we've all lived seen this movie before yeah if you if you don't in the build this roadmap another thing that happens do you remember when CIOs finally said okay I'm taking control this client servicing sure what do they end up with they ended up with all these departments of computing in the costs work going astronomical so if you've got a road map you can also address the issues of managed services because you don't the least thing you want to be is having all these data Mart's that are scattered everywhere because you get no economies you get no economies of it but a cloud would bring you you get Noah kind you get no economies and being able to do that and you end up having to have all these maintenance teams you know that maintenance and by the way analytics by its nature has constant maintenance little adjustments and changes you're getting new economies of that because they're all managed is discrete units so therefore there's a lot to be as you build this roadmap you've got to think about the managed services environment as well so Fred you talked about earlier clients don't think in terms of data they think in terms of their business process is that a blind spot for clients because there are some companies Google for example that does think in terms of data in your view should clients increasingly be thinking in data terms or does our industry have to evolve to make the data map to business process I actually I kind of just take it as a thick I don't I don't I don't choose to question why I just accept it um i but i would say i which i would say customer's always right I just I just think the industry i thought that definitely but i think just the industries at a stage where you know we've always you know back in the old days of you know i'm going to show my age here but you know the procedure division in the data division oh my god looked at all and and and we you know the procedure division is where you actually did all the really and i think if the reason is we got understand the paradigm under which modern computing was created I don't to be like we go into history lesson but the paradigm under which modern computing was created was that we use computers to automate tasks so we've always taken this procedural approach which went then we went to process reengineering and that became a boardroom conversation so just I think we've conditioned over the last 40 years businesses to think about using technology to gain business efficiency they've always thought in terms of process so that's why this data element yeah companies like Google founded on analytics clearly have got a whole different headset in a different way to approach these which gives them a built-in bias when they address the problems they've got in their businesses sure but you don't come a decline saying hey you got to rethink the way in which you look at data you come in and say let's figure out how we can exploit data in your biz erect what we do it two ways we do it two ways first of all let me not dress let me not dress monton up as lamb at the end of the day it's its data its data okay now the question is how you articulate that and it's twofold we tend to I like to use a metaphor to describe the data so if its customer that the metaphor we've been using recently is DNA DNA strands to be able so you use a metaphor that there's a language that the business can relate to and you can create a common language very easy one in that way you can have an account because you're never going to drag a CEO into your fourth normal form data model so so therefore you've got to you've got to talk a language one number two you talk about as a collection of use cases so you use use cases as a vehicle to have the process conversation and because with the use case you also can talk business outcomes benefits and you can tell kind of a story you don't have to drag them through the details of the process but you can tell them a story whether it's you know I if you can understand called detailed called detailed data records and the affinities you can understand the social networks and therefore you can reduce churn within your telco customer base as an example quick but if you follow I do so you talked about its little use cases and they begin to understand wow what's possible and then you talk about their data as a DNA chain and they get I got it I actually need to get the DNA chain if I'm going to actually think about think about my customer base or my product base or whatever the lingua franca the business is still the businesses language it doesn't result of data but data can enrich the conversation in a way that can lead to new outcomes the data in rich's the conversation when you talk about the business outcomes that are created as the part of the use case well it's like a three third order differential equation but i go back i watch this yeah i just go say your tweet your epic soundbite machine just can't type fast enough on the crowd chat it's good for good for Twitter viewing yeah I've just opened a Twitter account please look me up I'm looking for friends I promise to start posting you got people watching all right all right so so in terms of customers right give us a little bit peak of some of the customer responses when you when you open the kimono show them the road map you know the messaging around on IBM right now is pretty tight here at IOD last year was good this year is better you look really unified face to the customer when you show them the road map what's the feeling they get it they feel like okay I got some trust IBM's got some track record history do they is the is the emotion more of okay where do I jump in how do I jump in there doing it and this little shadow IT going on all over the place we know with Amazon out the area so so when you're in there you've got to have these are conversations what do they like and what's that what's the level of response you get from CIOs and then also the folks in the trenches so there's always a question which there's a couple of questions first of all is how can I get how can I get value from this and that in that and that's you know a I'm tightly coupled to my existing transaction processing which is kind of like if you will call that turbocharged bi and and which is which is where so many people have come from is this turbocharged bi environment and listen that's an important part of your reporting business you need to do that to keep the wheels on the question is as you move to this notion of analytics giving you great insight then then you've got to say okay I need to go from turbocharged bi to really augmented components so clients I'd say there's a large there's a large group of people that are right now moving from turbocharged bi to the notion advanced use cases so there's this some disco a large discussion right now how do I show me do use cases by which i can I can rapidly that would be advanced how to linux up the calling advance limit well no we have well 60 60 use cases industry-based use cases that we as a services business put together on top of that we have about seven or eight key code fragments that we uses accelerators I mean we call them wink we call them assets and we just them up as accelerators but their code fragments that we bring to a client as the basis that we put on top of the the blue stack of technology to actually get them a speed to value because we really want to be able to get clients up and running within this notion of non idealities it's like literally being best practices in the form of technology to the customers well you're on an IBM thing I mean dare I called an application no I wouldn't dare call it an application we're not in that business but the point is is that it is it's starting to feel like an application because it's really moving down these unreal integrated solution is really where we going it's an accelerant this code correct so it's leverage the economies of scale is every success breeds that's exactly it more and then on top of that we would have that just don't throw a few other things that we do to accelerate these things we actually have five what we call signature solutions which is services software together with a piece of services code coming together to solve a problem we've got that round risk and fraud around customers I mean some specific very narrow things if somebody wants to you know because often IT departments they want to buy something they want to buy something they don't want to go down the parts they want to buy something and so fine here's a package solution let's go buy something um and then last but not least one thing we haven't talked much about but I always like to throw this out there because I think this is one of the things they and we didn't talk about it much in the main 10 or any better sessions but let's not forget about IBM research I'm really proud to report to you now since we started this category we've done 61st of a kinds with IBM Research so this is about client says I've got this problem i think it's unachievable i cannot solve this problem you know help me map in my oil exploration like things that are considered big problems big problems let's let's apply this group that does patent factory you know that IBM is but 15 years in a row let's apply those people to my our problems and we have 60 we have 16 so we do about 15 to 20 a year so it's not like we like we're not cranking these out like I'm hundreds of thousands of licenses but it's where basically our services business our software business and IBM Research go work on solving a client specific problem you heard Tim Buckman this morning when he was asked to know why IBM that was said IBM Research was the first answer that's right he gave we talked to him about that on the cube you know in his is insane me as a customer and we you know we always love to hear from customers I mean you know the splunk conference just had was just last week as an emerging startup because probably well aware of those guys they have customers that just say just glowing reports you get to the same same set of customers you know he is someone of high-caliber at the command and control in his healthcare mission and he's automating himself he it's and essentially creating this new data model that allows it to be pushed down to be listen you've got to do this and I'll tell you why you remember the the governance discussion is it was well I'm most excited about is the governance discussion five to eight years ago was an arcane discussion available of data modelers and like what do we do the governance discussion is quickly moving into the language of our business people and the reason is because they're beginning to do you remember the days of accounting systems when they say we want our accounting department to focus on analyzing the numbers and not collecting and forming the numbers well we're here again and if you've got good data governance you can focus on creating the insights and determining what actions you want from the insights as opposed to questioning the numbers and questioning the validity and the heritage of the number the validity and the heritage of the numbers and in this place everywhere yep financial services companies are the most stressed about it because the validity and heritage is required when you want to prove a compliance to a federal statute yes but it means everywhere if you're a consumer packaged goods company and you don't believe that sales are down in a certain market or a certain chain store first thing they do is they start challenging the numbers if you have good governance you can now start that you can now start to trust these systems of record but let's talk about data quality data quality but it's also the governess in the death of mindset is much broader iteration right how we said the first you know that folks from the nonprofit said you want to go on the record but he's basically saying I'll say basically when you put stuff out when you package and then bring it out it still might have some flaws in the data quality but it's the iteration is transformational but once that's in market saying that's changing he things prepare pre-packaging data and then bringing it in is not the better approach but I want to ask you about the your what you just said about this governance conversation that is date the core of this debate around the data economy what is the data economy in your mind given what you do the history that you've lived through we've seen those movies now the cutting edge new wave that will create new well for new ways change from transform business all that stuff's great but what is the data conn what does that mean to business executives that they're focusing on outcomes is is it changing data governance is it changing the value chains is it changing what's your thoughts on that the data economy is about discovering those points of leverage that that the data tells you that your instincts don't the data tells you that your instincts don't one of my favorite stories three years ago four years ago we were called in and clients said this is my problem the going and problem was I got to take 200 million dollars out of my advertising spend budget two hundred million dollars out of my advertising spend was he's a retailer end and the problem is is out of my 600 million dollar advertising budget the problem I have is also have all kinds of interesting theories and models that my agencies have told me I'm not quite sure do I just take 200 off the board across the board do I take 200 off to minimize my risk just spread it around how do i how do I manage the process and what we actually did was we built a super super set of sophisticated analytics which tied to their transaction systems but also tied to their social media system so we also understood and what we did was we were able to understand which customer cohorts responded to which media types then we added one more parts of the model which is we understood the trending in the cost of free-to-air cable radio internet all the different media types and as we looked at the cost models of them and we understood which customer cohorts responded to which media types we suddenly realized that they were super saturated in certain media types they could like doubled their spin and they wouldn't got want any lift in the advertised in their in their sales what we did was we got 200 million out of their budget and increase they got 300 million incremental sales that Christmas season because we help them get really smart about the play let me tell you I tell us privately i maked media buyers look at me like like I'm like a pariah yeah but but it is actually really you know really started to rethink now there's just a really great example because I think we've all can relate to that but that's the data economy where you find these veins of gold in these simple correlations and from that simple correlation you can instantly go and your business you can get the lift listen I can get five percent I IBM get five percent ten percent lift in some small segment business I've got the volume that's going to make a significant difference to my share one small piece of data could open up a window kind of had with Jodie Foster we would contact words like one piece of data opens up a ton of new data I mean that totally is leverage and it changes the game for that customer and and that to me is that is the guts of the data economy identifying those correlations and and what we're finding is our most recent study we just released it here the thing the IB the IBM Institute for business value big data and analytics study w IBM com it's the Institute for bit I bv study on big data just released and said 75 percent of all companies that are outperforming their peers have said big data analytics is one of the key reasons and the human component not to put are all on machines it's really about it's an ardent science its a mix of both the math and the human piece well you know there's this notion of not only do you create the insight but you've got to take action on the insight you know it's not enough to know if I could predict for you who's going to win tonight's basketball game you still got to place the bet you still have to take action on the inside and so therefore this notion of action to insight is all about trust trust in the insight trust in the data and trust in the technology that the business trust the technology and it's until you take that leap of faith remember when the Indiana Jones movie when he liked the leap of faith and you've got to like to step out and take that leap of faith once you take that leap of faith in you suddenly have trust in the data so that's that trust to mention and that's a human thing that's not a that's that's not a that's an organizational thing that is not a lot of technology in that one okay Fred we gotta wrap up i'll give you the final word for the folks out there quickly put a bumper sticker on iod this year's and put on my car when I Drive home what's that bumper sticker say for this year it's not all about the technology but it starts with the technology ok we're here live in Las Vegas we're going to take about that bet that was going to win the games and I will be the sports book later this is the cube live in Las Vegas for information on demand hashtag IBM iod this tequila right back with our next guest if the short break exclusive coverage from information on demand ibm's premier conference we write back the q

hey welcome back to vmworld 2013 this is the cube our flagship program out the advanced extracted from the noise I'm John furry the founders SiliconANGLE my co-host Dave allante co-founder Wikibon or go to Wikibon org for free content go to slipping the angle for the reference point for tech innovation and go to SiliconANGLE com for all the footage also go to youtube.com slash SiliconANGLE for all the replays i'm showing with my co-host hi everybody i'm dafe a lot a leak as well as here is the vice president virtualization product group that fusion-io we welcome back to the cube thank you very much it's great to be here see you guys again this venue is terrific yeah you here in a new role actually I a new company new role is very exciting to us I'm going for you how many vm Rose have you been to oh yes it's all right yeah you Jen your veteran exactly so you have seen a lot of change and that you know since virtualization I mean flash is the next big exciting thing is 0 10 years I mean a lot to change first five years just give us your perspectives you worked at VMware right five years and second five years what's just what's a summary what's the bumper sticker you know when we started off the back in like two thousand we basically like to say well what are we going to virtualize first and it was the easy stuff right take all the applications that were running that weren't very i/o intensive it wasn't the Oracle databases we want to go put on virtualization now we've got what seventy eighty percent of workloads being virtualized what's left well all the hard stuff right and that's where flash is coming in is how do we go and take the hard applications and make those sing in a virtual environment so I've seen you're at heading up the virtualization team at fusion is that correct that's the roles that's the official title yes so what's the big news for you guys this week you know we've got some very exciting deliverables that we've shown we have a technology demonstration we're doing on a new product called I ovd i Iove I basically solves the problem of how you get performance into virtual desktops without breaking persistent storage and giving you a cost that's less than a physical desktop which is what everybody wanted from the start so you have to solve the cost problem solve the performance problem I ovd I is that that's the latest port now the latest implementation of our i/o turbine software so it's a very interesting way to go and say we'll take all the benefits of the i/o memory flash platform which you know I've been you know the basics of fusion-io success so you and I had you and I had a chance to chat on last week prior to the embargo of the new yet but one of the things we were talking about and then I was I went Dave about earlier they say was that everything at the top of the stack has always been this elusive dream right when Palmer its laid out the original vision you know 2010 it was really laid out we called the software mainframe what everyone want to call it it was a stack at the top of the stack e with apps being where I tried to her hand at that now pivotal's out outside and still there was a lot of work to do in the middle ground right so yes I would say it got stalled a little bit mainly because the hypervisor stuff a lot of the middle where big data hit the scene storage virtualization network virtualization all kind of started to happen yes so with that what's happening above the stack so stuff starting to commodify the infrastructure service platform deserves but then the apps data fabrics are there so what's your at the top of the thing you got to look up what's the view and what's the trends there well one of the aspects of virtualizing flash is that we're looking at basic hypervisor level virtualization first and this was the phase one of what I owe turbine had to develop which is how do we go and solve the i/o blender problem so any virtual virtual appliances or virtual machines have to go and look carefully at how we're going to go take what looks like now a random workload and how do we accelerate that that was phase one now we have with IO vdi a very interesting way to run in the guest and add more intelligence and so the intelligence now could be paying a desktop environment how do I take advantage of common files to speed up boot times how do I take advantage of the fact that there's a substantial amount of desktop rights that actually never matter remember your desktop even that drive goes on you're like what's it doing that's all data that doesn't ever have to go to this and we could take advantage of this now intelligently at the guest and do some very interesting work to speed up acceleration make sure desktops are working fast and that's the sort of intelligence you look at and it's all based on applications and solution knowledge one of the things that I've been working on it at fusion-io so I got to ask you leave I've been coming to vmworld now probably auto six or seven years and and my remember my first vmworld I said oh my gosh storage is good to get killed right and it was everybody's complaining about storage and and so so then we started down this path of integration you know via a I and Vasa and the Lycan right and every year Wikibon does this evaluation of the integration points and we rank oh you know who's got wat and I'm looking at the other day and I'm saying all this stuff is designed to sort of minimize the the spinning disk penalty mm-hmm and I've look at the integration points that relate to flash and it's like a handful of them mm-hmm so to the extent we get to that vision it seems to be is coming soon we're all my active data we talked about this with Gary earlier well my active data is served out of flash all those other integrations that I just spent all this time and money on kind of become irrelevant that was my take so the first time I've articulated that I wonder you know you're an expert in this area and products is that a fair characterization yet for years the disk drive has been doing a dual service it's been providing both performance which it's not very good at and capacity which is very good at right and so what's happening is it as you look at flash right now this is one of the reasons fusion-io is so successful early on is a single pci card serves the performance delivery of over 200 drives and so what's happening now is there's this radical split happening where wherever you can take the performance and disaggregate it from the capacity needs now that's changing extremely fast and so we're seeing that overall or I'm going to use a disc for a relatively cold store anywhere I can provide acceleration the software stack is how we do that yeah well if I could do that through an API call right right based on some kind of policy so so where are we in terms of being able to do that and what role does fusion-io play in that regard yeah very good question we've done some very interesting things with IO control for example this is an acquisition we had recently where we're now applying quality of service across as a policy across application environments so if you want to have a sand and basically run multiple applications how do I go make sure that I've got I've got performance now that I can allocate so that I can make sure that i'm getting the performance i need for the applications i care about allocating not just baseline performance but quality of service becomes a very important differentiator that fusion-io is driving okay and i can do that through an API call that's why I can open the API yes and you can go and actually allocate this on a policy-based by your application then I can change that pretty much on the fly on the fly yes it's one way of thinking that it's not just raw performance that users care about it turns out what users care about and you know this from your own experience waiting for that look that little life you know the hourglass to change what you care about is you care about persistent or seek consistent performance as much as you care about vegetable consistent performance right yeah the one thing that drives users nuts is if they don't know when something's gonna complete right and if it's too slow then they'll throw it out and get a new one but if it's consistent and predictable and I know what's coming one of the build processes around it here's one of the area's we've spending a lot of time on we are so early with flash we spend a lot of time on solutions so if you look at what are the key solutions at flash accelerates today well its databases server virtualization VDI big data if you take those as a group we have a set of customers that have deployed and seen successful the acceleration in the field and we're just going to show other customers here's how you can do this we've stripped out all the risk of making this work in the field so talk a little bit more about the the customers and how use cases are expanding kind of where they started and where you see them going and I know that's if there's a wide variety but I wonder if we can generalize especially as your product line has begun more more robust well we've taken a mapping right now of whether you're on a server side are you on the storage side with caching are you going to basically try and bridge the gap between these and the applications look like this so within databases databases love block storage and they love fast response times you can service more customers you can save costs you can consolidate infrastructure these are terrific benefits now for how flash can make a difference in server virtualization we've got the ability to go and run more VMs more consistently that's a huge driver of getting more virtual workloads going personal desktops got that same same concept of how do I make sure that users get that level of consistent response times and then lastly in big data big data is all about processing no data is deleted anymore the data that you have is just processed over and over and over again and that processing is all consistent with high-performance flash so big daddy talking about extending in-memory analytics potentially persisting in-memory analytics right every yeah we have some is Hannah crazy but Hannah Healy persistent data we've been doing a lot of work on Hannah lately his eats it's great I mean I love we love the concept but but you talk to Hannah users and they keep telling you what goes down a lot so well we need to persist it I know you guys are working on part on helping us ap out with that problem well there's some very interesting applications we announced Spotify as a customer for example streaming music is an ideal case of how do you have very fast performance over latency sensitive applications these types of things and how you go and manage things like playlists right become very important for businesses that want to take all of the effort they were doing on managing i/o take those developers off that work put them on developing new applications or new features that you're going to use to competing as your you know your competition that's how you've changed the game right now is I don't have to actually worry about managing io because we have thousands of I ops to work with hundreds of thousands of I ops the all of a sudden what was a scarce resource in the past now you've got a lot of it so think about riorca texting that's the that's the sort of you know cathartic change we're going through right now Lee how do you talk to guys first of all there's two there's two professions to this one first one is Silicon Valley is always a new stars coming on so like are there any seats left at the table in the i/o gain we'll get to that one to say but I watch this or the second one first which is if you're an IT guy you get all the storage laying around yes you know Nass and gas and all of its laying around usually tied to some app by going server-side talk about the dynamics that you guys get in there is it a rip and replace is an extension you guys commoditize it is it just you treat storage as a a resource that can be commoditized I mean how you view that what's the solution it's very interesting one thing we're finding is that there's so much extra capacity now because customers into buying discs to deliver performance that element right if having to buy so you know 15k SAS drive gives you a hundred and fifty I ops it costs seven dollars to get that level of performance flash is relatively inexpensive at a nickel so you can all of a sudden now you can free up all of this capacity so one of the things we're seeing first off is what drives buying decisions is how do I consolidate the infrastructure I have we're consolidating physical infrastructure we're consolidating licenses as well by having this level of performance so that's one dynamic customers are come in different shapes and sizes some customers want to buy server-side flash some customers want to buy storage side flash we're delivering both we have with our eye on products and IO control products if you want to buy storage we have some very interesting ways to deploy it that way if you want to buy servers we got the fastest in the industry on the server side so you know our metal our Metro right now is that you know however you want to consume it we're going to supply the economics is you can come in and maximize pre existing investments same time get that flash data center built out is that kind of like yeah let me describe one one way we're doing that with IO vdi which is new for virtual desktops we're coming in saying we're taking all the performance dependencies from the sand and basically moving them into the server side so by having it on the server side now you can say well I'll just tap into the sand for capacity which is really what you wanted in the first place huh I just wanted to add sand for data protection and so the sand administrators is great this is what I was hoping to do in the first place give you a few terabytes you're off and running I deploy this on server side deployments basically gets you back into that seamless increments of deployment well we saw a lot of action today in the news violin filed to go possible that so competition there was always new startups coming out so what are you back to the start of a question is always a new startup iOS hot so you have some innovation what are you seeing on the on the startup scene and are there any seats left at the table well who knew storage was going to be so sexy we did I guess you guys did right shopper come on Georgie day really yeah head Jojo Jojo G of storage a sexy I'll tell you what you know he got enough expected when he turns out he's gonna taught yeah it's funny mate if there's a lot of room for innovation left this is what you know we're we're seeing you know flash by itself is one way to go and deploy this there will be others right over time what what we're looking at is once you take any imperfect media and flash like disc is an imperfect media you have to start thinking about hey how do i how do i basically overcome some of the limitations there's reliability considerations i got to make it reliable right there's density how do i go and aggregate it together there's protection i mean all of these things and so all of that tends to lead towards software innovation right software innovation is where we're putting the bulk of our effort right now on making flash more more social so everybody wants a piece of you I mean you guys came out you had like a four-year lease on the industry and you did the side because oh wow maybe yeah the flash in the pan and so so it now all these big guys investing buying you back etc so you said software is where the innovation is is that how you keep your regiment if we could talk about that a little bit and help us understand you know what we can expect generally yeah that's that's a really good question there's no doubt and I've had experience in the past at one time my career I was selling some silicon to Intel for 69 margins and the question was so how did you get away with that rest of the day thank you me too and the answer was C 45 the value prop was not about this so yeah right listen item at what's not about the silicon itself who is how did you prove out things like compatibility software value add and in our case at fusion-io solutions what we've done and what we offer to customers is it's not so much about like raw acceleration because anybody can pull a number off a data sheet and say hey we're faster in this one case what we can show is we've made these customers this much more successful in the field and so our value right now is to show that we're going to accelerate your success with flash not just accelerate some portion of your data so what are those solutions we talked about him briefly before but so what talking about in generic terms database you know I abetik stuff it was interesting actually looking we have a luxury it from a marketing standpoint of saying they're actually fairly definable so within the database case Microsoft sequel server we've got Oracle both for rack for Oracle 11 12 X my sequel if you look there when you look into virtualization well clearly we've got VMware today and then moving to hyper-v right within VDI so it's both VMware for view and Citrix and then within big data we see some very interesting we're some work there not like to comment on that for a minute because because of our success on flash just showing the raw performance then we had application developer saying hey I'd like to rewrite the applications now and so we've had some very good success with companies like sky sequel Maria DB percona of rewriting the applications now to take advantage of the native the native benefits of flash yeah so that's two orders of magnitude performance it's a very interesting dynamic right so so okay so that's that's always been fundamental to your strategy and a big part of it has mediation and you guys are kind of unique in that area I think you got it well at some point there we're moving from the early adopters so early adopters right they like words like visionary disruptive groundbreaking this is going to be de like well to the later adopters right the CIO of a grain company in the Midwest like that sounds pretty scary so what we've done now is we've reduced the risk saying hey you get these / benefits and one of the things we have we have a theme st. same planet different world and that is designed around the aha moment that occurs when people realize are you kidding me forty percent of our customers see more than 10x performance in their applications 10x in the field from our surveys 10x performance can you imagine the moment where you go really seriously I could do that while the norm is to get that low latency you know feel like hey no disc at all but you know I think that's the key so I want to ask you two final questions we wrap up the place what's so you guys also you're doing great and we were talking earlier with Gary orenstein and some other folks the stuff under the under the hood is where all the actions in the data center so yeah so I'm gonna find data centers not just one thing it's that it's a bunch of parts yeah flashes is a big part of it yeah what is the big takeaway for folks out there shares I'll give you the last word share with them in your own words what's going on with flash this year at vmworld is 10th anniversary so flash the benefits of flash are so compelling it's going to be deployed everywhere where disk has been deployed when you think about it that way all of a sudden you look at the server side you look at the storage side and you look at how you bridge the gap in between we're going to see flash come on than everyone and what fusion-io has done is said we're going to be able to give you solutions however you want to consume it will give an offering there that you can go and say the advantages that we've developed and hardware and software take that and deploy it at low risk final question please add one more you've been at vmware veteran your industry vet been on the block you've seen at the movie a few times kids going to college our kids going to college so yeah but you've been all the vm worlds what what can you share the folks from the beginning of the first vmworld to now ten years what has happened how big has it become what's your giving the order of magnitude share some perspective or experiences sure you know in the early days the question was hey there was a customer question of virtualization is it safe right just to start off with like will my data like will my apps run and so you go through that first phase right of jumping in the pool like am I going to jump it is it okay right and then you jump in and you're like wow that was pretty good right one of my experiences early on was that the first benefit was about consolidation because that drove cost improvement and then the subsequent value was around high availability and management we're seeing the same thing in flash right now and you're seeing everyone get in the act the first element is hey is it safe is it going to work how can I consolidate infrastructure we're going through that we've gone through that phase now it's how do I manage this how do I make sure it works in the applications how do i get a che how do I support vmotion these are the questions customers are asking it's an integration question we think we're in a great position to capitalize on that the castle is fusion-io thanks for me on the cube we right back with wrap up after this short break day 1 i'm john forward day volante this is silicon angles the cube here live at vmworld in San Francisco we right back after this short break

hi everybody we're back after that break and we're here at the ServiceNow knowledge conference in Las Vegas with the aria hotel i'm here with my co-host and colleague Jeff Frick as you know we've been broadcasting also live from sa p sapphire now in orlando we're also out of google i/o today markers and Hopkins and Kenny Bowen are out there so we get it all covered for you check out SiliconANGLE calm for all the blogs and all the news check out Wikibon org for all the research youtube.com SiliconANGLE youtube.com slash SiliconANGLE for all the videos that we're doing here and we are going to continue to unpack the ServiceNow messaging the marketing messaging and test the alignment with the customers Craig Wishart is here he's the CIO of service stream an Australian company and customer of service now Greg welcome to the cube thank you very much mortals yeah so we've been talking to a number of practitioners this morning about the show about sort of how they're using service now but before we get into that tell us more about service stream and tell us about your role there is a CI L show so service stream is a Australian listed business and we really have three unique business divisions so we have a telecommunications business which specializes in rolling out and managing fiber across the country nationally we have a mobile communications business which specializes in building mobile communications towers in fact this year we'll do around about fifteen hundred of those towers and upgrading to the new LTE standards and we have an energy and water business which in itself is quite diverse but everything from in-home services from solar installations on roofs and hot water service through to read or out 40 million meter reads a year initiator coming with over 400,000 smart meter replacements we have a field force of about 4,000 plus people which makes us one of the largest in the country for field force and of course you know service stream by nature graph through acquisition and one of the challenges that we found well when I first joined 12 months ago was it by default you end up with very different cultures very different platforms very bespoke architectures and that sort of led us down the path in many ways to looking for a platform that could start to consolidate business but start to give us some leverage through commonality of process and also some synergies through the way in which the businesses work together bespoke is a good description of the way that a lot of IT operations their own so you guys are seriously into infrastructure obviously well that's true you know in terms of what we do as a technology team we saw our our objectives is being very closely aligned with the business unit in terms of being able to build commonality and drive costs out you know one of the one of the key premises that we offer to our clients is that we manage your customers customer and we do it very well and we do it on the basis of delivering to the expectations of our clients and you know to do that you really need a platform that can get you from the back of house if you like from the data center right out to parts of Australia which is still going through connectivity issues with telecommunications so we have a very mobile workforce you know if people working from right up the north end to write down into the metros so you were at the the CIO decisions conference that was taking place here i guess the i call it conference but it's like a sub advantage yeah sort of a breakout if you will at this event before we get into sort of your implementation of service now talk a little bit about what was shared at that little side event what kind of themes were struck and you know what was on the minds of the cios that were in that yeah look that's a good question and it was it was firstly it was a terrific event to be a part of and around people who are like-minded in a sense of you know one thing you find when you start talking to people regardless of where you work you've faced the same challenges you know you're under increase in cost pressures to not only take cost out but to deliver value the other challenges you're facing too often are how do you compete very quickly you know the market is moving so quickly and your competitors are moving quickly that often what you're trying to do is not only keep pace but innovate at the same time so innovation was a key theme I think the other thing that came out is you know how do we start to leverage what each of us are doing and how do we start to learn more from one another and I found that quite refreshing because in most instances when you're ten these sorts of conferences people are very guarded and one thing I've really taken out of this one in particular is that people are very open and want to share so you know the three key themes i took out here is you know how to CIOs lead and how do you get business connectiveness second piece is around how do you drive innovation often when you're competing against taking cost out and I think the third thing that you know became quite obvious to is how can we start to work together to leverage the capabilities of this platform which seemed to be developing you know week by week so let's talk about some of those themes I want to start with good leadership yeah what has changed in the last 10 years as far as CIO leadership look that's you know that's something to that is being discussed quite openly in Australia to the role of the CIO and in many ways I think the title itself will change over time but you know I think if we go back 15 20 years you know cos typically evolved from being infrastructure applications people and they grew up with specific knowledge around how to build stuff and you know over the last five years I think what we've seen is a transition of you know the CIA role being very much the person in the business who has accountability for information systems and technologies but really they're there to provide coaching and leadership to our business units on how they can best leverage new technologies you know to increase their profitability drive revenue take costs out but also increasingly how do you manage your workforce it's a very diverse role and I think one of the challenges and I'm talking about this later today my presentation the CI roll roll by default can also lock you into a paradigm that restricts you from being innovative and you know one of the things I'm talking about today is that you know be careful in a sense if you define yourself as a cell role in fact you may define yourself as being out of the business I see the role of the CIO now really being another business executive at the table who really just has accountability for systems and process so that leads me to the next you know piece that you mentioned which is innovation I want to talk about the role of the CIO at innovation jeff's from from Silicon Valley where there's a lot of innovation going on and one of the one of the montreux Silicon Valley right right Jeff is if you're going to fail fail fast you know failure is oftentimes not something that's part of the cios DNA in fact oftentimes they're trying to avoid failure yeah so talk about that dissonance how in your view can the CIO both lead and drive innovation in a climate that is frequently thought of as you know de-risking themselves yeah what you know when we talk about the themes and what's what's obvious and I put into this context you know there's there's three things that have really come up over the last six months which continue to resonate no matter where you are and they are you know how do we solve for mobility how do we solve for you know what is effectively going to be big data and how effectively you know do we solve for what is going to become predominantly these cloud-based services so if I talk about de-risking you know I think I think one of the challenges here is where we run at either end at times we run from right at legislation end which is what can you do and of course in Australia we often face into the context of you know data sovereignty it's always a big issue in terms of when you speak to you know the legal team wears it hosted who's got the data how can we protect the data in the IP right through to I think the role that Sarah plays in terms of you know taking investments and turning them into things that you know make sense for the business I think the challenge around de-risking is often about relationships and you know I think there's a lot of things that you can read about it but at the end of the day the position you take as a chief information officer as a big you know business executive how do we take an investment strategy and how do we translate into something it's going to mean something for the business either in adding value to the share price or taking costs out of the business so that we can do more with the money that we save you know I think by many default you know we are constrained sometimes what legislation but I think often it's just the questions we ask that helps us solve for those problems now of course we the third area want to talk is the collaboration we do a lot of these events and a lot of them are you know at a big boom vendor shops like IBM or HP or EMC and by the very nature of this their heft they're running into partners and there you know the whole cooperation yeah what's the cios attitude on collaboration in terms of I mean though the peer-to-peer thing is very strong you guys culturally very strong with your peers but how do you collaborate with competitors as that hole co-op titian thing hit your your world and talked about it specifically in terms of collaboration within the service now can yeah I think I think we're very much on the start of our service now journey we've we've been going now really for about six months and like most we started with the night esm instance from what I've been able to see we're very well progressed on what we do and obviously we'll talk about that as well but you know we I don't think there's anything that we're doing that hasn't been done elsewhere and I think the challenge is how do you apply that in your own context we've been very open with a lot of our people in terms of you know even some of our competitors are watching what we do and of course we watch what they do at the end of the day I think the measures of success are very simple for our clients and that is deliver the services that we ask you to do deliver them very well the technologies that you use regardless well you know what that's up to you so Craig talk a little bit about mobile and you know you mentioned that you've got 4,000 field guys out there and Australia for those who don't know still doesn't have a road that goes all the way across right i mean there so there's some desolate areas is a bumpy one at one point is there a bumpy one if you have a if you have a range rover hope it's about anyway so talk about you know one the challenges of having this field force and then to how the current trends and mobility are impacting your ability to know that help them do their jobs perhaps a couple things on this one that you know and I'll start at the telecommunications in the public internet level you know we we do run into challenges around the breadth of and the size of our country and we do run into coverage issues but you know if you put that aside where that seems to be growing and some people may be familiar with what the federal government's doing around their national broadband network program which is in our 36 billion dollar program to provide connectiveness around the country that aside you know from our perspective we want to have people in the field we want them working and the way to do that is to provide them with infield devices a lot of our people for so long have been working off paper they literally print paper out they'll take it with them they'll fill it out in some cases they'll roll it over the bonnet of a four-wheel drive in Western Australia they'll mark it up with a texture I'll probably spill some toffee on it at the same time that will then be post packed back into the main office where will render that back into autocad and then we'll figure out six weeks later that actually we really don't understand what you've done and we'll send them back out again it's probably not the best way to do things so you know if I think about what we're doing there very shortly our people will take out a tablet they'll mark it up on the fly will be using surface now to drive the service autumn side of that and as mediately as they submit that will render that in autocad in have an infield collaboration which is just going to take out six weeks of a cycle time just at the front end and you know to reduce 0 error rate by at least eighty percent the second piece which i think is really interested in terms of how we're using the product within the next six months will have nearly 250 million dollars of revenue flowing through service now whilst it's being used for itsm we're standing it up as a business platform with 250 million million dollars in revenue I'd say within a month the target will be half a billion so our revenue base will be flowing through the platform now to give you an example of what we're doing there we will do in home services for one of the utilities companies in Australian will drive about 70 to 80 million dollars worth of revenue through it this year and we are putting all of our service orders in there we're running asset management through the platform serialization of stock integrated into Division Microsoft's and vision persol are set we then take that information and we push that out to a tablet for our Enfield people who accept or reject the job now one great example of where service now so given us power that we didn't have is if you think for every hundred jobs that we do our technicians have to fill out 2,000 pages of a 4 it's a compliance issue that we've had to face into we service now we're driving it from form-based they mark it up on the tablet they then asked the custom to sign it they physically draw the house and mark up where the panels will go on the roof and they submit it for every job we do we take 20 pages of a 4 out and we take out back a house after you had to read that it's a remarkable thing to be able to do I think this year will take out 40,000 pages of a for that need review wow that is amazing i'm having saying all week that to me service now is about scaling your business and it's about delivering business value i try no you just gave two examples for its enabling you to reach means the scale and this i really like this value discussion is that is the value discussion in your mind something that its service now isn't is enabling additional value or is it just enabling you to actually see the value flow or a combination you know one of the things that i really liked about service now when i first saw it meant it's resonated with me since we started the journey is the simplicity of the interface and you know i was just talking to one of one of the service providers downstairs about some reporting and analytics software and i said what do you want to use for as it actually I don't want to use it I want my business execs to use it right because I don't want to be sitting there writing reports i think you know i need to be able to empower my people and my colleagues at the table as well as my board to be able to construct reports with information that makes sense to the problems they're trying to solve for you know and i think when we look at servicenow in terms of the value it derives its the simplicity of the way in which the information could be presented back and you know the information is then providing a framework for taking decisions and more importantly I want a framework from which our clients can see the value that we're pushing out to them we were talking earlier this morning to Fred ludie after his keynote and the internet of things came up he indicated that is one of the interesting trends yes he's tracking and then he sort of tied it back into service now as part of the vision they basically he wants to touch virtually you know everybody out there and you know presumably potentially every device out there yeah you guys are in this sort of Internet of Things business of instrumenting you know the the infrastructure energy infrastructure can you talk about that a little bit and talk about the whole you know this big data theme what this all means to your company I think you know the big big diet is interesting because I don't think it's really been defined I think it's still it very much at a concept stage so people talk about it in terms of what do we know about what we know they talk very broadly about social networks and interactions and information you can extract but perhaps I can give you a really good example of where we're going to take the platform next that will play into the big data piece you know over the next six months we will stand up a self-management workforce interface for our people so if you can imagine this which doesn't exist today I think we're really going to be first in the southern hemisphere to stand this up people will be able to register with our business putting in place in fact their skills their capabilities the insurances they hold the compliance as they hold the type of work that they want to do so for example I only want to work on a thursday sat down sunday and by the way I only work on single story houses I don't do doubles by the way here's my contracting model and the subset of contractors that I have and this is the rate that I'll work for now today we have a very heavy process-driven hey char you know I've got to talk to everyone and then I'll employ you and that process just takes too long we'll get to self managing of not only the registration cycle but also how I self-managed my profile now once i get to there think our workforce reach will move from 4,000 to 20,000 or 30,000 people will register with our business to do work for us that we can then go out and capture so you'll be able to essentially funnel down those candidates right so you didn't add so then you talk about Big Data right and you say so now that I know who you are what else do I know about you in the public internet world and I can start to look at what people say about you on facebook so i can say ok you're a plumber terrific we need that sort of skill and capability what else do you know out there and how do you represent yourself out there because if i'm going to put you out there with one of our clients customers i need to know that you're going to represent us the way that i want you to be represented how about all this how about all the data that's going to come up with smart meters how do you envision using that that's the bets a great question when you're going to this year do somewhere around about 400,000 smart meter replacements and you know those sorts of jobs funny enough they take about twenty eight minutes each they're a very quick job the data that comes back off the smart meter obviously goes back into the utility providers but one thing that the utility providers in Australia doing very now is that they have what's called an in-home display device you put that device on your wall I don't know if you've got it in the US but you put it on your wall and you can look at it you know every minute and tells you how much energy you're consuming in your house and you can start to take decisions around the way in which you use your appliances but you know if you look at us we are very much the intermediary there to get that data to the house and back to the utility company and and for us of course service now will then form the backbone of the asset management cycle so we now know where that asset is we know when that s it needs to be treated and then we can proactively go back and help these people manage their devices both at a consumer and at the business end ya think you're a little bit of head up from New England we just finally get rid of our windmills yeah I know Austin you know the folks down at austin energy of doing some cool stuff like that yeah i think you know generally you're a little bit ahead of the companies now you're actually implementing those today is absolutely so we are doing the ship packing dispatch of the in-home devices today in australia and then we're also been doing the smart meter replacement for two or three years now we've got a large cycle to come so it appears that service now has great potential of the i likened to a tick it's not the best analogy sort of embedded into the organization yeah and then you know it's like a ticket of virus but but not really I mean you know it's funny because you talk about you know Salesforce and that's kind of how Salesforce happens right here by two licenses and then three seasons and five seats and then you got a million seats it seems like service now actually doesn't take that that sort of approach but nonetheless this whole not idea of a platform of the ability to develop other applications seems to be something that your organization could take advantage of our time where do you see that going I think from my perspective is and other things that we need to get right you know the first thing is we've got to be able to capture a workforce so you know really we need a workforce of people with skills and capabilities that we can leverage back into the market we want our clients to see the value in which we hole I think the second thing for us very much is that we have to be able to move information around very quickly and we need to capture the information in terms of the work that we perform push that information out get the information back and then pass that back to our clients and of course like any business we need to be run a very effective billing cycle so to give an example again how service now is helping us we've built in what's called an RCT I process which effectively is just a taxi invoicing so when I go out and do a job once I close that job in service now that kicks a process that starts the billing cycle so I will immediately know that I've just been paid for that job you know and we run some assumptions around the quality and the work that you've done so that part is also next steps for us in terms of just maturing it I think the third piece which is probably one of the challenges of I think we're all going to face in tosa 6 to 12 months is so we've got all this data now what do we do with it you know do we do we understand the information that we've got and you know one of the things that I really like about the platform that will start to work on more is how can you extract the data and such you know such a format if you like for our business leaders they can start to take decisions I really think that the growth of the platform is not going to come from my team I think I'm going to be surpassed by my business leaders and executives are going to ask me to do more and I think they're going to ask me to do more in the field and the space of mobility and they're going to ask me to do more and how can they start to interpret the data they've got to drive business performance yeah in the example you gave it so this is a great example of instrumenting your business and that seems to be where it's headed yeah taking out costs in efficiencies and dry new revenue opportunities yeah I'll go everything alright great so Craig thanks very much for for coming to thank you thank you John says we talked a little bit about Big Data go to Wikibon 02 / big data you'll get all the free research that we've done we've got a new infographic out just today that actually Forbes did on our data so that's kind of cool check out the blog of Craig Bashar thanks very much for coming on this is the cube right back after this work

okay we're back this is painful on time with Wikibon org and this is the cube silicon angles continuous production we here at knowledge service now's big customer event i'm here with my co-host Jeff Frick this morning we were broadcasting live from sa p sapphire my colleague john furrier jeff kelly and david foyer were down here but we're here in Las Vegas at the aria hotel we're here with dave schneider who's the senior vice president of worldwide sales and services at service now Dave welcome to the cute thank you for having me a lot of good energy here talking to customers said Brian Lily on from from Equinix great case study great story we were Jeff and I were at the you know the customer event last night just cruising around talking to customers talking to prospects everybody's really excited what are they what are they telling you I think what the colonists is that what what we're all about which is making customers successful in their journey both the IT Service Management and allowing IT to be helpful to the entire organization is actually working and that the value they're getting from the investment around our technology is yielding really good results for their country so when you go to meet customers you know describe paint a picture for us of you know new customers new prospects what's the environment like no I think it range is a lot between customer experiences so as people are becoming more and more comfortable to cloud idea service we're seeing people really just rotate naturally to that wanting to get away from fixed fixed offerings and traditional and hosted systems internal there into internal their networks so we're seeing a lot of excitement about that and then there's some disbelief there's some displeased but actually after all these years of trying that they can actually make IT an effective part of an organization and our tools and our solutions really help them do that so when you say all these years of time what have they tried that's not work it seems like they've tried everything they've tried they tried remedy the tribe Peregrine they tried I have a corona motor tool right absolutely so I think what happens in IT is it you know they've been the Forgotten ones they've been the ones that didn't have the opportunity to invest as the other lines of business for a below best to keep themselves competitive in the marketplace now we're giving them best-in-class tools so that they are no longer hindered by the lack of sophistication they want that so you get your getting penalized in a sense by you know the past failures of other initiatives right that's the big barrier that you have to come over it is that inertia the existing disbelief is that right I think there's some disbelief also I think I T is often starved for resources i T is a cost to an organization not necessarily seen as a benefit by the financial parts of the organization however if used correctly they can be turned into an asset class and make the whole organization more competitive this morning we had GE talking on stage and they were able to do a massive transformation using the tool to generate millions of dollars of cost savings and additional revenue streams yeah I mean I've been saying to me this is all about global scale and demonstrating IT value and excellence throughout the organization are you finding that you're so we talked about sort of your prospects when you go in when you go in after customers implemented let's say for a year or so what's different what's changed and particularly i'm interested in that notion of IT value is their heightened awareness of IT value throughout the organization well so i think part of what happens is IT changes the perception of IT and organization gets changed through the transformation with our tool they go from as we we often say the Department of node or the Department of now that's a real thing and that that kind of confidence the swagger that the people have nit for IT kind of gets reestablished and you see people really proud of doing what they're doing and knowing that they're bringing a real value to their their customer is really an important part of what we do so the new confidence that these organizations have on delivering value of their customer the ability to support and integrate hundreds of tools potentially into a single platform record that's transformative to a CIO or to an IT executive who didn't know where things were in when the bad things would happen they couldn't tell what was causing the event and know how to fix it so what questions do you ask prospective customers what's your sort of list of top two or three questions that you start with I think first of all is why would you continue down the path that you are if there is something better what what would keep you from doing it and then we also look for other initiatives that are important to the business where what's driving them so if they've done a lot of integrations through acquisitions that's a huge opportunity for cost savings and aggregation into one one set of tools okay let's talk a little bit about your sort of sales organization you guys I think have these show you let's let me back up a little bit so you start with it I presume incident management problem management maybe even change management is that right is that the starting point so we get brought in to solve a lot of different problems now in an IT organization so it's not uncommon that someone would think about replacing their old help desk or incident management system we always say help desk is sort of like to four letter words you really try to make the desk go away because our customers don't want us sitting behind desks they want us to be out talking to them or they want to self help themselves and so we start maybe with looking at the historical systems very quickly we try to get into a much broader conversation okay and then my understanding is your sales organization has evolved where you will both look at existing customers helping them utilize the platform further beyond maybe just the core helpdesk an incident management problem management and utilize service now as a platform for other areas can you talk about that a little bit so went once when we get involved with a customer the customer is a customer for life so we kind of have a mantra inside of service now which is love that customer and if you love the customer and you do things for and on behalf of them teaching them about the technology and how they can benefit from it we get additional businesses they're more and more successful so every time we interface with the customer it's an opportunity to throw them an opportunity to make them more successful every time they do something to add technology around us they're saving money and probably growing their license business with us but having a pretty good at bit so it's interesting when we were at the event last night for the people who weren't here there were pictures of cakes all over the place there was there was cakes on the table and there was a slideshow with cakes and I said so what is the story with the cake what's in it and I kind of know the stories but it's good to follow till you said about what's really cared about a lot of us like sugar so there is that there's this common desire to celebrate so actually it was solving not not coming tonight well it's not common IT but it actually started with one customer or a couple different customers well when we went go lives the customer actually themselves they didn't go buy a store-bought cake they baked their own cake and they would decorate the cake in various ways and most of them had service now or Thank You service now it's part of it they really viewed this as a setting free element and so they were celebrating like a birth or a wedding like anything else that we celebrate in life they were celebrating with a kick and so it became a tradition I can't tell you how many hundreds of cakes I've now eaten but it's really a fun thing to do and it kind of keeps on a life about life of its own and sometimes I'll do interim cakes when they do go live with a new module or other aspects and call those cupcakes it's it's interesting as they said we were down at the event last night talking to a lot of customers and potential customers and the vibe is very good and the other vibe that's that that picked up this morning I mean the Kino started at 8am right this is not a sleep and group of people these are people that are up and ready to go everyone was waiting to eat at six thirty they were on the ground and so these are people that are working you know they're they're getting stuff done this is not kind of a hangout tech crowd well I mean there was some hanging out last night there was all hang out last night however I will say this event is all about the customer more than eighty percent of the content is taught by customers to customers they come up with the content they're here because they want to learn and so they don't want to miss a thing they're going to bring the ideas back to their companies and implement change and so they view themselves through service now is an opportunity to make a massive the organization it's obviously a pretty darn good career move for a lot of the customers as well who gets successful with us but most importantly they want to be here and we're thrilled to have them because you know quite honestly I get energy i sat in that keynote presentation and I got so much energy listening to the panel I was fired up and ready to go David you guys have a ninety-six percent renewal rate which is that's the same how is it that you've been able to achieve that what what's the secret sauce behind that what a customer's tell you so it fluctuates a little bit but it's been a 95 plus 4 13 quarters in a row I think really the issue is if you do right by the customers where why would they go somewhere else the alternatives just aren't that good but most importantly if you're delivering value every day through an engagement if you're bringing technology to bear to solve a problem once you solve the problem you don't need to Joe try something else you look two ways to leverage what you've already built and moved forward so the four or five percent of customers that disappear many of those are through acquisitions right companies got acquired and went out of business very rarely is that they made a choice to go with a different technology you guys don't and maybe used to in the early days but you don't sort of overwhelm your messaging with with cloud you know some of these some of the SAS companies do can you talk about sort of how you sell to organizations and a little bit more more depth it's not a it's almost night not a hard core technology sell its really around business process and value can you talk more so we sell to multiple levels in a company so there there are folks that are functionally responsible for different aspects of what we do let it be incident management or help desk let it be people that are trying to build knowledge management systems or trying to do employee self-service those are different constituents that will talk to in a sales campaign and then we often will try to reach the CIO or an executive NIT you give them the message of what we can really provide because you know people don't start off thinking you know I want to replace my helpdesk them and end up with the RP for IT we've got to convince them or give them the possibility that that's or sorry paint the picture that the possibilities are real so to customers do they do I mean a lot so many projects today are not not IT projects their business driven yes and there's a business case around them and the whole ir r and r roi etc and pv whatever it is how do people conduct a business case for service now it ranges dramatically depending on what problem they're trying to solve but you know some of what we do is sort of like an oxygen water problem right you can't live today without breathing or drinking some water you can't live in IT without solving some of these problems so it's an oxygen issue the nice to have things are quickly becoming oxygen issues employee self-service are you kidding me you're not gonna have a system that lets employees help themselves why wouldn't you do that why wouldn't you have an automated password reset process to save money why wouldn't you do cloud provisioning to save money these are these are oxygen issues can't live without them type of problems for IT organizations and the reality is they're not getting the job done today so being able to show them a way to make it transformed is great we do intercede a lot of times during an upgrade process or during that consolidation phase where they realize we've got hundreds of tools and they're all in little islands they're not talking to each other and they don't have any data that they can trust so you strive for this consumer like experience we're hearing that a lot what are your customers telling you about oh how well you're doing that I think the exciting things we're going to see tomorrow with Fred's keynote presentation on the handheld on tablet device interfaces are really all about continuing that push towards consumerization nobody wants to use a green screen interface that was designed in the 80s anymore our customers are wanting the same kind of tools they had or they have when they go home when they use google or they use amazon they want the same kind of experience when they're at work and so we provide them the ability to make that happen and that's really transformative to how people perceive IT it is it is it more the IT staff that wants that type of experience or their their customers their clients and their own company are telling them this is our expectation if she said only use Google is only amazon is no I mean I go as far to say is if I'm going to an old guard custom or the old tools and I'm trying to recruit the generation that's coming into the workforce today and I'm showing user interfaces that looking at acquitted and old that employee base isn't going to stay there very long so if you want to be able to grow your business with today's talent on a global scale you need tools that look familiar and that people want to use I'm looking at your screen over there it looks pretty sexy it doesn't look anything like it did 10 years ago Yeah right so did your workforce like Frank's Lupin you're hiring by Mars what are you hiring what are you looking for we're hiring athletes we're hiring people to care we love that Natalie yeah absolutely i'll check out i mean if i could say it one way is if you want to love your customer and sell transformative technology and you want to be part of something that's bigger than you because that's what i'm looking for i'm looking for people that want to join us create something special make a difference not just in our lives which is nice and fun we're really focused on the customer is when you change your customers experience in their perception it has gifts beyond cakes it has gifts beyond making a great company these are lifelong relationships you'll have and even opportunity to that at service now well the enthusiasm here at knowledge is palpable you talk to the customers and they all smiles on their faces they want to be here they want as you said David share their stories most of the content coming from customers and then of course the cube so keep it right there I'll be back with Jeff brick David thank you very much for coming in the cube and sharing your story this is the cube this is knowledge we're here live in Vegas we'll be right back with our next guest right after this great thanks good

okay we're back this is Dave vellante Wikibon org i'm here with jeff Frek we're here at knowledge service now is big customer event we're at the aria hotel a lot of enthusiasm a lot of great stories we're seeing a pattern emerged IT is essentially this collection of disparate processes we have a lot of activity going on spreadsheets people using email to really keep track of what's going on many many systems trying to keep track of inventory assets process these problems incidents changes etc etc and it's just this big web of mess here comes service now a single system of record a cmdb that allows you to essentially tailor your processes to your business as opposed to some kind of technology module or some other kind of software system jason wu yan is here he's the vice president of operations for a cloud sherpas works within the ServiceNow business unit at Cloud Sherpas was a big sponsor of the show Jason welcome to the cube thank you very much so you heard my little intro of guys must be excited big sponsor a lot of a lot of action going on in this this event how do you feel we feel outstanding we're happy to be a part of the the event this is my third knowledge conference and of course as the director of training in service now I like to say there are more people in training at this conference that attended the entire knowledge 11 conference so it's a pretty phenomenal event so how was it progressed over the years this is my first knowledge and so I don't have that history I'd say that you know we leave a long legacy with service now all the way back to some of the very first knowledge conferences that occurred in first knowledge conference we probably could have had a the entire conference in this table right and of course today with almost four thousand attendees it's it's certainly grown tremendously we've got somewhere the neighborhood 1,200 people that have gone through training at this event alone we did a big part of providing that training for on behalf of service now with other partners as well and it's an exciting event there's a large buzz here as I'm sure you've seen there really is yes sir Cloud Sherpas other than a great name you know tell us about the company it's a great it's a great story to tell Gartner likes to turma cloud services brokerage and so first and foremost we're cloud services brokerage we have three strategic partnerships we are a Salesforce a partner we are one of the largest Salesforce partners in the world actually top five from a certification standpoint we're the largest Google Enterprise integrator in the world we're actually Google Google's partner of the year in 2011 and 2012 of course we like to think we're pretty good at servicenow as well a little background on us in the ServiceNow business unit we were the first partner in the United States Forest Service now we are the first partner to achieve preferred status at servicenow and the only partner to achieve that status globally today so how's it work so a customer wants to implement service now or google enterprise or Salesforce you basically are that brokerage layer in between so talk about how that works well we help customers adopt manage and enhance their cloud solutions of course focusing on this particular context service now and we are there from day one we're there to help them bring the platform into their environment we're help there to help them refine their processes and practices and of course ultimately align that to the service now a tool and help them manage that through their life cycle so how do you get ready for this what do you tell customers they need to do I tell customers commonly it's best to start where you're at with any improvement activity and ultimately in an enterprise deployment of software you're going to take that as an opportunity to improve I say start where you're at take the time to understand how you do things today you'd be surprised to see how often customers don't aren't all on the same page as to how they perform incident or what the key processes are underneath that or even what the key performance objectives are for that of course we recommend starting where you're at of course we have requirements workshops opportunities we have a number of I tell practices and other types of areas where we can help elaborate those requirements and better align them to their business needs but first and foremost you need to understand what you want your environment to look like some a requirement standpoint the workflows are key so what are the big obstacles that you see people running into when they try to do implement like this I would say in general taking too big of a bite you know there are over twenty two applications as an example in service now you don't want to start day one with 22 applications it's not because ServiceNow wouldn't be able to handle it ServiceNow can deploy very rapidly you really start simple start where you're mature or start where you have the most profound opportunity to improve and align to better practices get the foundation of the platform in place stabilize that and then move on to your next phase and progressively adopt more and more of the application so it's with the pattern that's emerging here we're hearing from customers people starting with incident problem management change management you know why there why why do we see that pattern emerging I think more across the industry that it tends to be a place where customers have have focused on over time so that tends to be where they're more mature they tend to have a better understanding of maybe what their shortcomings are today in those spaces so they tend to be an easier place to start what percentage of them are displacing some other legacy software versus we've heard about I'm not counting excel in that in that list or lotus notes because we hear a lot about that but I would presume there's other software out there that they're displacing we see a lot of software that gets this place down there of course point solutions where there's a lot of databases and homegrown applications handling change your change approvals or cab boards or those types of things of course it's a good opportunity to consolidate that and of course you know service now is known within the industry is being a pretty proficient solution but there are other solutions and we are offering seen that we're offsetting those as well you have we have the steam of no.2 now do you have any you know favorite examples that you can share with us or what are you some of your customers doing ha we've got a lot of good examples i would say probably most recently we just helped a very large clothing manufacturer an american good american company that had nine support environments globally and they had nine different ways of doing everything and they look use this as an opportunity to consolidate those and get to a single source of record get to a single workflow globally and in that they also transformed and improve their processes and and that was something that they couldn't have accomplished with really any other project or really any other tool in the market they of course chose to go down the path with with service now and you know a short few months later they're implemented across incident problem changed service request Service Catalog a very profound Service Catalog spanning literally hundreds of request items employee self-service portal that's been branded to their to their corporate brands there's been a lot of excitement in their injuries or community because they look like their company when they're when they're asking for support and they get a much more automated and in much more efficient process what was the genesis of that was it again something was breaking they had to change it was it let's just take a step back there's opportunity that we wanted to do this or were the easing service now and some other minor role and said wow you know we can actually use this tool to take advantage and do something transformation and generally what we see is service now it's really the enabler it's the enabler to transition transform now we've seen global sis do this forever that's their big thing we're going to help you consolidate and get your hands around it I think service now gives you the ability to to do that neutral of a partner or neutral of an outsourcing provider you can get your arms around it on your own and again many customers are relatively mature and incident problem and change and so it's a good opportunity for them to find those areas where they can aspire to better practice better process and to implement that into service count tool how was your business involves I mean it's so interesting because the poster child of SAS and Salesforce you guys obviously you know chose well that was 1999 may we are in 2013 it's really taking a long time Google Enterprise okay that's make sense but Google you know big whale I see you know guys like workday you know service now come out why do you think it's taken such a long time for these applications to catch on and and how has cloud sherpas you know progressed over those over that time frame well what i would say is the notion of a cloud services brokerage didn't exist eight to ten years ago right that that aggregation point didn't really exist it was those point solutions were always provided by those point providers or their tightly coupled partners in that space and of course with the emergence of this notion of a brokerage that's helping aggregate and manage and enhance low solutions you know we're seeing a lot of degrees of freedom so you know where we started we started as a firm that was focused on Google that emerged into Salesforce and now is through in a company called Navitus a few earlier or late last year now the ServiceNow practice as well and you know moreover it's it's it's where things are going right the truth is is that end-users and corporations and and whether it's you on your iPhone and for personal use or business use you want those applications available you want to have a solid user experience ServiceNow was really first in this space to be able to offer that in a way that was truly platform neutral that just worked whether it was a smart phone or an iPad or a desktop or laptop of what happened so talk about your strategy clouds share purrs and talk a little bit about how you differentiate well we differentiated in a number of ways but specific in the ServiceNow business unit and III don't think it's it could be said enough the cloud services brokerage is a huge differentiating point for us right having the scale that we do globally having you know several key strategic partners enables us to see areas and aspects of the industry that I don't think other partners can but from a service town business you know perspective I think we have a live a couple a couple differentiating points when is we were one of the first adopters of the platform from a partner perspectives so obviously we have a lot of deep skills in this we've done over 320 implementations of service now to date to have and of course 320 over 320 and through that history we've seen we've seen a lot of heuristics we've seen a lot of customer success stories we've seen a lot of things in the platform that customers are asking for time and time again and we've been able to fit that need both by my IT service management but also by industry as well a great example of that is we've got a number of custom applications that we've developed one of them as is a document management document processing application that a lot of legal firms are using in fact what we found is we built it for one company a few years ago Morrison forest or better known as mofo and now five or six legal firms later they've all asking for that same application and so we're finding that there's also you know real opportunity from an industry perspective to align to some of those point solutions extend the platform and just include those in the solution here's so much today about Big Data and you know it's all about this unstructured mass of information a bring structure to unstructured data maybe lending structured and unstructured some people don't even like those terms because it's all sort of blending how does analytics play into this whole IT Service Management IT automation there's a lot of metrics so they get this automating this forms based process is there a place for that or is is there not right now because everybody's kind of doing their own thing you know ten years ago I t was all about the tnit right it's all about the technology now it's all about the eye it's all about the information a great examples we're seeing a lot of partner solutions emerge in the ServiceNow ecosystem that are trying to better rationalize data there are tools like mere 42 for example which it's whole purpose is to is to bolt onto service now and provide a more comprehensive analytic package and there are many other examples of that as well in truth it's a services lead operation at this point it's not a technology led operation the only way to really ensure that you're delivering any quality of services or support is the quality of data that you provide and that starts with your requirements and those requirements need to bridge the performance measures in those performance there is just being an easy way to be accessible transparent and manageable and of course that's a big part of what service now does so how do you see this cloud brokerage you know space evolving over the next three to five years what's going to change you're going to hear a lot more from Cloud Sherpas in the space in the next three to five years that's for sure you know I think what we're going to find is is that more and more you're going to you're going to see gsis and other types of firms moving to this sort of model right I mean we're only we're going to take a lot of business away from them and and in that process you know it's going to get the right levels of attention you know what what I really think that cloud services brokerage is is it's a firm that is extremely experienced in the platform and the products they sell but more importantly the underlying reason for selling that product in the first place you know services IT services in this case it's a company that's known for being a little bit more nimble than some of those GS is you know getting the proposals out quickly and being effect effective and efficient and not looking to establish this enormous agreement but but a series of agreements that gets a customer to to where they need to go and I think what we're going to see is it is time and time again that the the early adopters in the cloud services brokerage spaces are going to be are going to be growing at rates like our business unit for example are business units currently growing at one hundred and fifty percent it's a tough tough job to keep up with but tools like ServiceNow certainly help us manage that and keep us on track with our own projects your own time carts and our own tasks yeah so you guys are great on the rocket ship with good service now pulling them along are they pulling you along a little bit of both like bikers drafting yeah so hexcel and I Jason we'll listen thanks very much for coming on the cube and sharing the cloud sherpas story will give you the last word here what advice would you give to folks that are you know maybe kicking the tires and mostly thirty percent of the audience here are not ServiceNow customers they're thinking about it what would you tell those guys have a good understanding of where you're at have a good vision of what you want to achieve and don't be afraid to go to the cloud it's not as not as hard as it sounds its clouds not scary just jump right in the water's fine hi Jason thanks very much for coming on really appreciated a good luck with managing that crazy growth and pleasure meeting you thanks very much all right Jeff reckon I'll be back with our next guest keep right here this is the cube we drop it of these events and we're covering the wall-to-wall service now knowledge will be right back from Las Vegas right after this