>> Announcer: From the Bellagio Hotel in Las Vegas, it's theCUBE, covering UiPath FORWARD IV brought to you by UiPath. >> Live from Las Vegas, it's theCUBE. We are wrapping up day two of our coverage of UiPath FORWARD IV. Lisa Martin here with Dave Vellante. We've had an amazing event talking with customers, partners, and users, and UiPath folks themselves. And who better to wrap up the show with than Daniel Dines the founder and CEO of UiPath. Welcome, Daniel, great to have you back on theCUBE. >> Oh, thank you so much for having me. I'm becoming a regular at theCUBE. >> Yeah, it's good to see you again. >> You are, this is your fifth... >> Fifth time on theCUBE. >> Fifth time, yes. >> Fifth time, but as you said before we went live, first time since the IPO. Congratulations. >> Thank you. >> UiPath has been a rocket ship for a very long time. I'm sure a tremendous amount of acceleration has occurred since the IPO. We can all see the numbers. You're a public company now, ARR of 726 million. You've got over 9,000 customers. We got the chance to speak with a few of them here today. We know how important the voice of the customer is to UiPath and how very symbiotic it is. But I want to talk about the culture of the company. How is that going? How is it being maintained especially since the big splashy IPO just about six months ago? >> Well, I always believe that in order to build a durable company, culture is maybe the most important thing. I think long lasting companies have very foundational culture. So we've built it, and we invested a lot in the last 5-6 years because in the beginning when it's just a bunch of people, they don't have a culture. It's maybe like a vibe of a group of friends. But then when you go and try to dial in your culture, I think it's important that you look at your roots and who are you? What defines you? So we ended up of this really core values, which is to be humble. To me, it's one of quintessential value of every human being. And all of us want to work with humble people much more inclined to listen, to change their mind. And then we say, you have to be humble, but you have to be bold in the same time. This rocket ship need a bold crew onboard. So you need to be fast because the fastest company will always win. And you need to be immersed because my theory with life and jobs is in whatever you do, you have to be immersed. I don't believe necessarily in life-work balance. I believe in life-work cycles, in life-work immersion. So when you are with family, you are immersed. When you work, you are immersed. That will bring the best of you and the best of productivity. So we try so much to keep our culture alive, to hire people that add to the culture, that nicely fit into the culture. And recently we took a veteran of UiPath and we appointed her as Chief Culture Officer. So I'm very happy of this move. So I think we are one of the few companies that really have a Chief Culture Officer reporting directly to the CEO. So we're really serious of building our culture along the way. And as I said yesterday in my keynote, I think our values are universal values. I think they have the value of the new way of working. All of us would like to work in a company, in an environment that fosters these values. >> I certainly think the events of the last 18 months have forced many more people to be humble and embrace humility. Because everybody on video conferencing, your dog walks in, your kids walk in, you're exposed. They have to be more humble because that's just how they were getting work done. I've seen and heard a lot of humility from your folks and a lot of bold statements from customers as well. We had the CIO of Coca-Cola on talking about how UiPath is fundamental in their transformation. I think that the fact that you are doing an event here in person, whereas as Dave was saying earlier this week, your competitors are on webcams is a great example of the boldness of this company and its culture. >> Well, thank you. I think that we've made a really good decision to do this event in person. Maybe on Zoom over the last 18 months, we kind of lost a bit how important is to connect with people. It's not only about the message, it's about the trust. And I think we are deeply embedded into the critical systems of our customers. They need to trust us. They need to work with the company that they look in their eyes and say, "Yes, we are here for you." And you cannot do it over Zoom. Even I really like Zoom and Eric Yuan is a friend of mine, but a combination I think, and going into this hybrid world, I think it's actually extremely beneficial for all of us. Meeting in person a few times a year, then continuing the relationship over Zoom in time, I think it's awesome. >> Yeah, and the fact that you were able to get so many customers here, I think that's, Lisa, why a lot of companies don't have physical events 'cause they can't get their customers here. You got 2000 customers here, customers and partners, but a lot of customers. I've spoken to dozens and they're easy to find. So I think that's one point I want the audience to know. You've always been on the culture train. And enduring companies, CEOs of great enduring companies, always come back to culture. So that's important. And of course, product. You said today, you're a product guy. That's when you get excited. You've changed the industry. And I think, I've never bought into the narrative about replacing jobs. I'd never been a fan of protecting the past from the future. It's inevitable, but I think the way you've changed the market, I wonder if you could comment is... You had legacy RPA tools that were expensive and cumbersome. And so people had to get the ROI and it took a long time. So that was an obvious way to get it is to reduce headcount. You came in and said, short money you can actually try it even a free version. You compressed that ROI and the light bulb went off, and so people then said, "Oh, wow, this isn't about replacing jobs, but making my life better." And you've always said that. And that's I think one way in which you've changed the market quite dramatically, and now you have a lot of people following that path. >> That was always kind of our biggest competitive advantage. We showed our customers and our partners, this is a technology that gives you the faster time to value and actually faster time to value translate into much higher return on investment. In a typical automation project, the license cost is maybe 5% of the project cost. So the moment you shrink the development time, the implementation time, you increase exponentially the return on investment. So this is why speaking about our roadmap, and we always start with this high level, how can we reduce the development time? So how can we reduce the friction? How can we expand the use cases? Because these are essential themes for us, always thinking customer first, customer value and that serves us pretty well really. We win a lot in all the contests where we go side by side with other competitors. It was a very simple strategy for us. Asking customers, "Just go and test it side-by-side and see," and they see. We implement the same process in halftime, half of resources involved. It's an easy math multiplied by a thousand processes and it's done. >> When theCUBE started Daniel in 2010. It was our first year. And so it coincided with big data movement. And we said at the time that the companies who can figure out how to apply big data are going to make a lot of money, more than the big data vendors. And I think in a way now the problem with big data was too complicated, right? There were only a few big internet giants who could figure out Hadoop and all that stuff. Automation, I think is even bigger in a way, 'cause it involves data. It involves AI, it's transformative. And so we're saying the same thing here. The companies that are applying automation, and we've seen a lot of them here, Coca-Cola, Merck, Applied Materials, on and on and on, are actually the ones that are going to not only survive but thrive, incumbents that don't have to invent AI necessarily or invent their own automation. But coming back to you 'cause I think your company can make a lot of money. You've set the TAM at 60 billion. I think it actually could be well over 100 billion, but we don't have to have that conversation here. It's just convergence of all these markets that guys like IDC and Gartner, they count in stove pipes. So anyway, big, no shortage of opportunity. My question to you is feels like you have the potential to build a next great software company and with the founder as the CEO, and there aren't a lot of them left. Michael Dell is not a software company, but his name is still, Larry Ellison is still there, Marc Benioff. How do you think about the endurance, the enduring UiPath? Are you envisioning building the next great software company, may take 20 years? >> People were asking me for a long time. Did you envision that you'd get here from the beginning? And I always tell them, no. Otherwise I would have been considered mad. (Lisa and Dave laughing) So you build the vision over time. I don't believe in people that start a small SaaS company and they say, "We are going to change the world." This is not how the world works. Really, you build and you understand the customer and you build more. But at some point I realized we change so much how people work, we get the best out of them. It's something major here. And if you look in history, we are in this trap that started with agriculture. This is the trap of manual, repetitive, low value tasks that we have to do. And it took the humanity of us. And I talked to Tom Montag about with this book "Sapiens". It's interesting and that book comes with the theory that our biggest quality is our ability to collaborate. Well, our technology gives people the ability to collaborate more. So, in this way, I think it's truly transformative. And yes, I believe now that we can build the next generation of software company. >> How do you like... That's the wrong question. How are you doing with the 90-day shot clock as Michael Dell calls it? It's a new world for you, right? You've never been a CEO of a public company, the street's getting to know you like, "Who is this guy?" I'll give you another cute story. There were three companies in the early CUBE days, Tableau, Splunk, and ServiceNow that had the kind of customer passion that you have. I think ServiceNow could be one of the next great software companies. Tableau now part of Salesforce. I think Splunk was under capitalized, but we see the same kind of passion here. So now you're the CEO of a public company, except the street's getting to know you a little bit. They're like, "Hmm, how do we read the guy?" All that stuff. That'll sort itself out. But so what's life like on the public markets? >> Well, I don't think anyone prepares you for the life of a public company. (Dave laughing) I thought it's going to be easier, but it's not, because we were used to deal with private investors and it's much easier because I think private investors have access to a lot more data. They look into your books. So they understand your business model. With public investors, they have access only to like a spreadsheet of numbers. So they need to figure out a business model, the trajectory from just a split. It's way more difficult. I've come to appreciate their job. It's much more difficult. So they have to get all the cues from how I dress, how do I say this word? They watch the FED announcements. What do they mean to say by this? And I and the shim we are first time in a job as a public company CEO, public company CFO. So of course it's a lot of learning for us and like in any learning environment, initial learning curve is tough, but you progress quite a lot. So I believe that over the next few quarters, we will be in the position to build trust with the street and they will understand better our business model, and they see that we are building everything for creating durable growth. >> It's a marathon, it's not a sprint. I know it's a cliche, but it really does apply here. >> You've certainly built a tremendous amount of trust within your 9,000 strong customer base. I think I was reading that your 70% of your revenue comes from existing customers. I think this is a great use case for how to do land and expand really well. So, the DNA I think is there at UiPath to be able to build that trust with the street. >> Yeah, absolutely. Our 9,000 plus customers, it's our wealth. This is our IP in a way. It's even better than in our pro. It's our customers. We have one of the best net retention rate in the industry of 144%. So that speaks volume. >> Lisa: It does. >> Automation for good. I know you've read some of the stuff I've written. I've covered you guys pretty extensively over the years. And that theme sounds like a lot of motherhood and apple pie, but one of the things that I wrote is that you look at the productivity decline and particularly in Western countries over the last two decades. Now I know with the pandemic and especially in 2021, productivity is going up for reasons that I think are understood, but the trend is clear. So when you think about big problems, climate change, diversity, income inequality, health of populations, overpopulation, on and on and on and on. You're not going to solve those problems by throwing labor at them. It has to be automation. So that to me is the tie to automation for good. And a lot of people might roll their eyes at it. But does that resonate with you? >> It totally resonates with me. Look at US. US population is not growing at the rates that we were used to. It's going to plateau at some point. It's just obvious. Like it plateaued in Japan, in Japan it's decreasing. US will see a decrease at some point. How do you increase the GDP? If your population is declining, productivity is declining. How do you increase GDP? Because the moment we stop increasing GDP, everything will collapse. The modern world is built on the idea of continuous economical growth. The moment growth stops, the world stops. We'll go back to our case and restart the engine. So, automation is hugely important in continuous GDP growth, which is the engine of our life. >> Which by the way is important because the chasm between the haves and the have-nots, that's how growth allows the people at the bottom to rise up to the middle and the middle to the top. So that's how you deal with that problem. You asked Tom Montag about crypto. So I have to ask you about crypto. What are your thoughts? Are you a fan? Are you not a fan? Do you have any wisdom? >> I have to admit, I never really understood the use cases of crypto. Technology behind crypto, blockchain is fascinating technology, but crypto in itself, I was never a fan. Tom Montag today gave me one of the best explanation of the very same. Look, Daniel, from Americans perspective we have the dollars, and this is the global currency. Crypto doesn't have so much sense, but think about a country like Columbia or Venezuela, countries where there people don't have so much trust in their currency, and where different political system can seize your assets from you. You need to be able to be capable of putting them into something else that is outside government context. I believe this is a good use case but I still don't believe that crypto is that type of asset that you know will survive the test of time. I think it's really too much... To me the difference between gold and Bitcoin is that it's too... You cannot replicate gold whatever you... It's impossible, unless you are God you cannot create gold two, right? It's impossible, but you can create Bitcoin 2. And at some point the fashion will move from Bitcoin 2 to Bitcoin 3. So I don't think the value that you can build in one particular crypto currency right now will stay over time. But it's just me. I was the wrong so many times in my life. >> You've been busy. You haven't had time to study crypto. >> I agree, totally agree. (Lisa and Dave laughing) >> What's been some of the feedback from the customers that are here. We saw yesterday a standing room only keynote. I'm sure it was great for you to be on stage again actually interacting with your customers and your partners. What's been some of the feedback as we've seen really this shift from an RPA point solution to an enterprise automation platform? >> Well, first of all, it was really great to be on stage. I don't know, I'm not a good presenter, really. But going there in front of people felt me with energy. Suddenly I felt a lot of comfort. So, I was capable of being myself with the people, which is really awesome. And the transition to a platform, from a product to a platform was really very well received by our customers because even in our competitive situations, when we are capable of explaining to them, what is the value of having an independent automation platform that is not tied to any big silos that application providers creates, we win and we win by default somehow. You've seen them now. So I think even the next evolution of semantic automation, this one is very well with our customers. >> Well, Daniel, it's been fantastic having you on. We have a good cadence here, and I hope we can continue it. On theCUBE, we love to identify early stage companies. Although as I wrote, you had a long, strange path to IPO because you took a long, long time and I think did it the right way to get product market fit. >> Absolutely. >> And that's not necessarily the way Silicon Valley works, double, double, triple, triple, and that you got product market fit, you got loyal customer base, and I think that's a key part of your success and you can see it and so congratulations, but many more years to come and we're really watching. >> Thank you so much. I'm looking forward to meeting you guys again. Thank you, that was awesome really. Great discussion. >> Exactly, good. Great to have you here in person and thanks for having us here in person as well. We look forward to FORWARD V. >> You will be invited forever. Thank you, guys, really. >> Forever, did you hear that? All right, for Daniel Dines and Dave Vellante, I'm Lisa Martin. This is theCUBE's coverage of UiPath FORWARD IV day two. Thanks for watching. (upbeat music)

>>from the bellagio Hotel >>in Las Vegas. >>It's the >>cube covering >>Ui Path forward. >>Four brought to >>you by Ui Path. >>Welcome back to Las Vegas. The cube is here. We've been here for two days covering Ui Path Forward for lisa martin here with David Monty. We've talked about automation and many industries. Now this segment is going to focus on automation and healthcare. We've got two guests joining us Jim Petrosea Cto of Blue Cross, Blue Shield and Gadget. Dhaliwal. The global C. I. O. Industry lead at you. I pass guys welcome to the program. Thank you. So let's start unpacking from the CTO level and the ceo level the agenda for automation. Jim let's start with you. What does that look like >>for us. It's actually pretty strategic and part of as we think about digital and what digital transformation means, it actually plays a pretty key role. Um There are a lot of processes that can be very manual within a big organization like Blue cross and Blue shield and to be able to streamline that and take away kind of what I would call the mundane work. Right? The the you know, going through a spreadsheet and then typing it into the screen, there are a lot of processes like that that are legacy. But what if you could take that away um and actually create a better work experience for the people that work there right? And and focus on higher value type uh type things and it's really key. And it really It goes down to our our business folks right? There are a lot of things we can drive with automation. We started a program um in 2019. Um that's been quite successful. We now have 250 box, we measure what we call annualized efficiency gains. So how much efficiency are we getting by these bots? So the bots are doing um this repetitive work that people would do. Um And what we're finding is, you know, we've got about $11 million in any wise efficiency gain through the process and we're just getting started. Um But we're all we're not stopping there too though, we're enabling citizen developers. So we're saying, hey business, if you want to automate, you know, parts of your job, we're gonna help you do that. So we've got about 60 people that were training. Um We run bad Ethan's where they come together and they actually create bots uh And it's really really creating some some impact and buzz in our business >>anywhere from your lens, where does automation fit within the C. I. O. S. Agenda? And how do you work together in unison with the C. T. O. To help roll this out across the enterprise? >>Yeah, no, definitely. And in fact as a part of introduction, I can actually share that. How I'm wearing a Ceo had within your path since I'm just joining join path and I'm actually now helping a client ceos in their automation strategy but I was a deputy ceo in my prior role at L. A. County where actually I ran the automation strategy. So if we look at from our organization perspective B complex as L. A County which is such a Federated organization. From a Ceo perspective, the way we look at the strategy is it's always driven by the business goals of the city or a county and we typically drive into three different areas. One is how we can transform our operational processes so that we can save the tax dollars. It's all about doing more with the less dollars. And then second is about how we can transform our residents experience because end of the day it is all about how we can improve the quality of life for our residents. So we've got 10 million people for L. A. County, the largest populous county in us. So it was an uphill task to serve that such a diverse population need and that the third area is about how to transform the new business models because as we are moving away from a government centric approach to the residents centric approach, you really need to come up with a new digital solutions. And Ceo is in the center of all these three elements when you look at it. So it's a very appear to us to keep keep improving your efficiency and then at a time keep adding the new digital solutions and that's where automation strategy is kind of a horizontal strategy which enables all these components. So what I hear from >>that is alignment with the business. Yeah. Right. Change management. Absolutely. That's like really fundamental and then see IOS this this agent of transformation uh you can see or she has a horizontal purview across the organization now now jim the cto role is the automation at blue cross blue shield lead by you or you there to make sure the technology plugs into your enterprise architecture. What's your shoulder? >>You know? Uh my my role is really to drive uh what I'll call technology enabled business change. Right. So I actually uh started our our automation journey uh at hc sc and I did that by partnering with our business. Um There was actually a lot of buzz around automation and there were actually some small pockets of it, none of it was enterprise scale. Um Right. And we really wanted to go big in this and and working with the business sponsors, they saw value in it. Um and we've you know, we've generated um a lot of uh efficiency, better quality of work because of it but but I very closely had a partner with our business, we have a committee that is lead of business folks that I facilitate. So I view my role as an enabler, um we have to communicate the change management pieces is huge. Uh the education just having a common vernacular on what is automation mean, Right, because everybody interpreted it differently um and then being able to do it at an enterprise scale is quite challenging. Um You know, I I really enjoyed um one of the key notes, I don't know if you had a chance to see shankar by Duncan from the hidden brain, right? But he talked a lot about the brain aspect and how do you get people to change? And and that's a large part of it. There's a lot about technology, but there's really a lot about being a change agent um and and really working very closely with your business, >>how does one measure? I'm hearing a lot time saved. Our saved. How does one measure that and quantify the dollar impact, which by the way, I'm on record as saying the soft dollars are way bigger. And but when you're talking to the, you know, the bottom line CFO and it's all about, you know, the cash flow, whatever is, how do you measure that? >>I can take it. So we, what we do is as we define these use cases right? We we go through an actual structure product process where we we gather them. Um we then rate them and we actually prioritize them based on those that are going to have the greatest impact. Um and we can tell based on, you know, what is the manual effort today. So we understand there are X number of people that do this X number of days and we think this body can take that some load off of them. Right? Um So we we go in with the business case. Um And then the Ui Path platform actually allows us to measure well, how much is that pot running? Right. So we can actually sit there and say, well we wanted that thing to run 10 hours a day and it did and it's generated this kind of efficiency because otherwise the human would have had to do that work. >>So the business case is kind of redeploying >>human. It really is is really maximizing human capital and make and and you know really using because the bots do repetitive stuff really well. They don't do higher level thinking and and we don't view it as replacing people, we view it as augmenting and actually making them more efficient and more effective at what, how do you get the dollars out of that? Well, a couple of ways. Right. And so one of the things we've we've done is we we create and measure the efficiency our business users and financed by the way is one of our bigger ones. And the CFO is one of the sponsors of the program, um can decide how to reinvest it in a lot of cases it is actually cost avoidance as we grow, literally being able to grow without adding staff. I mean that's very measurable. Um in some cases it is actually taking, you know cost out um in in certain cases, but a lot of times that's just through attrition, right? You don't back fill positions, you let it happen naturally. Um and and then there's just things that happen to your business that you have to respond to give you a great example, state of texas, um passes what's the equivalent of the no surprise attack. But they did it there before the federal government did it. Um but it requires a lot of processes to be put in place, because now you have providers and payers having to deal with disputes, right? It actually generates a boatload of work. And we thought there might be, you know, 5000 of these in the first year, where there were 21,000 in the first year. And so far this year we're doubling that amount, right. We were able to use automation to respond to that without having to add a bunch of stuff. If we had to add staff for that, it would have literally been, you know, maybe hundreds of people, right? And but now, you know, there's, you can clearly put a value on it and it's millions of dollars a year, that we would have otherwise had to expect. >>The reason I'm harping on this lease is because I've been through a lot of cycles, as you know, and after the dot com boom, the the cost avoidance meant not writing the check to the software company, right? And that's what nick Carr wrote this, i. T matter. And then, and then, you know, post the financial crisis, we've entered uh a decade plus of awareness on the impact of technology. And I wonder if it's, I think this, I think this the cycle is changing I think. And I wonder if you have an opinion here where people, I think organizations are going to look at Technology completely different than they did like in the early 2000s when it was just easy to cut. >>No, I think the other point I will add to it. I agree with the gym. So we typically look at our away but it doesn't always have to be the cost. Right? If you look from the outcomes of the value, there are other measures also right? If you look at the how automation was able to help in the Covid generate. It was never about costs at that time. It was about a human lives. So you always may not be able to quantify it what you look at. Okay. What how are we maximizing the value or what kind of situations where we are and where we may not even have a human power to do that work. And we are running against the time. It could be the compliance needs. I'll give example of our covid use case which was pretty big success uh within L. A. County we deployed bots for the covid contact tracing program. So we were actually interviewing all the people who were testing positive so that we actually can keep track of them and then bring back that data within our HR so that our criminologists actually can look at the trends and see how we are doing as a county as compared to other counties and nationally. And we were in the peak, we were interviewing about 5000 people a day And we had to process that data manually into our nature and we deployed 15 members to do that. And they were doing like about 600 interviews a day. So every day we had a backlog of 2500 interviews. So it is not about a cost saving or a dollar value here because nobody planned for these unplanned events and now we don't have a time and money to find more data entry operators and parts were able to actually clear up all the backlog. So the value which we were able to bring it is way beyond the cost element. >>I I believe that 100% and I've been fighting this battle for a long time and it's easier to fight now because we're in this economic cycle even despite the pandemic, but I think it can be quantified. I honestly believe it can be tied to the income statement or in the case of a public sector, it could be tied to the budget and the mission how that budget supports the mission of the company. But I really believe it. And and I've always said that those soft factors are dwarf the cost savings, but sometimes, you know, sometimes the CFO doesn't listen, you know, because he or she has to cut. I think automation could change that >>for public sector. We look at how we can do more about it. So it's because we don't look at bottom line, it's about the tax dollars, we have limited dollars, but how we can maximize the value which we are giving to residents, it is not about a profit for us. We look at the different lens when it comes to the commercial >>Side, it's similar for us. So as a as a health care pair, because we're a mutual right? Our members and we have 17 million of them are really the folks that own the company and we're very purpose driven. Our our purpose is to do everything in our power to stand by members in sickness and in health. So how do you get the highest quality, cost effective health care for them? So if automation allows you to be more effective and actually keep that cost down, that means you can cover more people and provide higher quality care to our members. So that's really the driver for mission driven, >>I was gonna ask you as a member as one of your 17 million members, what are some of the ways in which automation is benefiting me? >>Um you know, a number of different ways. First off, you know, um it lowers our administrative costs, right? So that means we can actually lower our rights as as we go out and and and work with folks? That's probably the the the the bottom line impact, but we're also automating processes uh to to make it easier for the member. Right? Uh the example I used earlier was the equivalent of no surprises. Right. How do we take the member out of the middle of this dispute between, you know, out of network providers and the payer and just make it go away. Right, and we take care of it. Um but that that creates potentially administrative burden on our side, but we want to keep their costs down and we do it efficiently using it. So there's a number of use cases that we've we've done across, you know, different parts of our business. We automate a lot of our customer service, right? When you call um there's bots in the background that are helping that that agent do their job. And what that means is you're on the show, you're on the phone a lot shorter of a period of time. And that agent can be more concise and more accurate in answering your question. >>So your employee experience is dramatically improved, as is the member experience? >>Yes, they go hand in hand. They do go hand, unhappy members means unhappy employees, 100% >>mentioned scale before, you said you can't scale in this particular, the departmental pockets. Talk about scale a little bit. I'm curious as to how important cloud is to scale. Is it not matter. Can you scale without cloud? What are the other dimensions of scale? >>Well, you know, especially with my CTO had, we're we're pushing very heavily to cloud. We view ourselves as a cloud first. We want to do things in a cloud versus our own data centers, partially because of the scale that it gives us. But because we're healthcare, we have to do it very securely. So. We are very meticulous about guarding our data, how we encrypt information um, not only in our data center but in the cloud and controlling the keys and having all the controls in place. You know, the C. So and I are probably the best friends right now in the company because we have to do it together and you have to take that that security mind set up front. Right cloud first. Put security first with it. Um, so we're moving what we can to the cloud because we think it's just going to give us better scale as we grow and better economics overall, >>Any thoughts on that? I think a similar thoughts but if we look from L. A. county because of the sheer volume itself because the data which we are talking about. We had 40 departments within the county. Each department is serving a different business purpose for the resident beit voting or B justice or being social services and all and the amount of data which we are generating for 10 million residents and the amount of duplicate asi which it comes out because it's a very government centering model. You have a different systems and they may not be talking to each other. The amount of diplomacy and identity delicacy which we are creating and as we are enabling the interoperability between these functions to give us seamless experience keeping security in mind so fully agree on that because the end of the day we have to ensure that customer guarantee but it's a sheer volume that as and when we are adding these data sets and the patient's data as well as the residents data and now we have started adding a machine data because we have deployed so many IOT solutions so the data which is coming from those machines, the logs and all its exponential so that's where the scale comes into picture and how we can ensure that we are future ready for the upscale which we need and that's where cloud ability definitely helps a lot. >>What do you mean by future ready? >>So if you look at from a future smart city or a smart community perspective, imagine when machines are everywhere machines and IOT solutions are deployed, beat even healthcare, your bad information, you're even patient information, everything is interconnected and amount of data which is getting generated in that your automobile they're going to start talking to entertainment or we have to potentially track a single resident might be going same person going to the justice or maybe same person might be having a mental health issues, A same person might be looking for a social services, how we're going to connect those dots and what all systems they are touching. So all that interconnections needs to happen. So that exponential increase of data is a future readiness, which I'm talking about. Are we future ready from a technology perspective? Are we future ready from the other ecosystem perspective and how and how we're gonna manage those situations? Uh, so those are the things which we >>look at it and it's a it's a multiplier to, right? We all have this influx of information and you need to figure out what to do with it. Right. This is where artificial intelligence, machine learning is so important. But you also have interoperability standards that are coming. So now we're we have this massive data that each of our organizations have. But now you have interoperability which is a good thing for the member saying now I need to be able to share that data. Yeah, I wanted to ask you about >>that because a lot of changes in health care, um, are meaningful use. You have to show that to get paid but the standards weren't mature. Right? And so now that's changing what role does automation play in facilitating those standards. >>So, you know, we're big, big supporters of the fire standard that's out there um to in order to be able to support the standards and and create a P. I. S. And and pull together the information. What what will happen sometimes in the background is there's actually um artificial intelligence, machine learning models that create algorithms right? The output of that though often has to be active. Now a person can do something with that information or a vodka. Right? So when you start taking the ideal of artificial intelligence and now you have a robotic process that can use that to pull together the information and assimilated in a way to make it higher quality. But now it's available. It's kind of in the background. You don't see it but it's there helping. >>What are some of the things that you see? I know we're out of time but I just have a couple more questions. Some of the things that you see here we are you I path forward for we're in person. This is a bold company that's growing very quickly. Some of the announcements that were made, what are what are some of your reaction to that? And how do you see it helping move blue crush blue shield forward even >>faster. Well you know a lot of the announcements in terms of some of the features that that they've added around their robotics processing are great right? The fact that they're in the cloud and and some of the capabilities and and and better ability to to support that the process mining is key. Right. In order for abouts to be effective, you have to understand your process and you just don't want to necessarily automate the bad practices. Right? So you want to take a look at those processes to figure out how you can automate things smartly. Um and some of their capabilities around that are very interesting. We're going to explore that quite a bit but but I think they're the ambition here is beyond robotics. Right. It's actually creating um you know, applications that actually are using bots in the background which is very intriguing and has a lot of potential potentially to drive even more digital transformation. This can really affect all of our workers and allow us to take digital solutions out to the market a lot faster >>and to see what was going to ask you, you are here for four weeks at UI Path, you got to meet a lot of your colleagues, which is great. But what about this company attracted you to leave your former role and come over here to the technology vendor side. >>Well, I think I was able to achieve the similar role within L. A. County, able to establish the automation practice and achieve the maturity, able to stand up things and I feel that this is the same practitioner activity which I can actually take it back to the other clients ceos because of one thing which I really like about your hypothesis. RP is just a small component of it. I really want to change that mindset that we have to start looking ui path as an end to end full automation enterprise solution and it is not only the business automation, it's the idea automation and it's a plus combination and whether we are developing a new industry solutions with our partners to help the different industry segments and we actually helping Ceo in the center of it because Ceo is the one who is driving the automation, enabling the business automation and actually managing the automation ceo and the governess. So CEO is in left and center of it and my role is to ensure that I actually help those Ceos to make successful and get that maturity and you will path as a platform is giving that ability of length and breath and that's what is really fascinating me and I'm really looking forward that how that spectrum is changing that we are getting matured in a process mining area and how we are expanding our horizons to look at the whole automation suit, not just the R. P. Product and that's something which I'm really looking forward and seeing that how we're going to continue expanding other magic quadrants and we're actually going to give the seamless experience so the client doesn't have to worry about okay for this, I have to pick this and further, I have to pick something else >>that's seamless experience is absolutely table stakes these days. Guys, we're out of time. But thank you so much for joining. David me, talking about automation and health care. Your recommendations for best practices, how to go about doing that and and the change management piece. That's a critical piece. We appreciate your time. >>Thanks for having. Thank >>you. Our pleasure for day Volonte. I'm lisa martin live in las Vegas. The cubes coverage of you a path forward for continues next. Mhm. Mhm mm.

Upbeat Music >> From the Bellagio Hotel in Las Vegas, it's theCUBE. Covering UiPath FORWARD IV. Brought to you by UiPath. >> Live, from Las Vegas, it's theCUBE at UiPath Forward IV. Lisa Martin here with Dave Vellante. Day 2 of our coverage. We've been getting a lot of really great perspectives on automation and how it is impacting, significantly, every industry. We're pleased to have, from the keynote stage, Junaid Amed, the corporate Vice President of Finance at Applied Materials. He's going to talk us through why you have a why-can't-we-automate-it-all attitude. Junaid, welcome to the program. >> Thank you so much. Pleasure to be here. >> So you have a really aggressive strategy for digital transformation automation led digital transformation. Your keynote this morning was great. It was, I just thought, strategically, it was so well thought out. And then, when you got up here before we went live, you started talking about how fast the time frame was. >> Yes. >> Give the audience an overview of the strategy, what you're aiming to do and how quickly you're expecting to see change. >> Yeah, absolutely. So when we set out, when we launched about two and a half years ago, the company had doubled in size the prior five years. We were looking for it to double again. We were honest with ourselves, with the CFO and the finance leadership team, could we support the new wave of growth? And the answer is no. Okay, what do we do? We knew we had to do something, not just more things but take a complete new view on things. That's how this whole initiative got incubated. And we took a bold approach. We said, we don't want just to cover the next five years, let's cover the next 20 years. Set ourselves up to make sure we do this right for the company and for our people. So, we basically set some very ambitious goals. Which is, the key KPI that we set at our true north is, we're going to get 50 % of finance work effort, all oriented around decision support. That's what helps move the needle for the company. Sure, we have our responsibilities to close the books, to do all the transactional stuff, to do all the reporting stuff. We will do that. But that can't be the mainstay anymore. That's just table stakes. And the business is screaming for this. It's just that we didn't have the levers and the tools to be able to do it. To pivot. But given the technological advancements, we said, "This is possible now." And that's- >> I think we have to set the table here with your industry. Because you started your journey to PA automation in 2019. >> Yes. >> You participate in one of the most challenging, if not the most challenging, industry on the planet. >> Junaid: Hundred percent. >> Everybody, I don't know, maybe not the insiders but everybody else missed, absolutely no, the insiders missed it too. What was the impact of the pandemic, right? And now, chips are every part of our lives. We've got this massive chip shortage. And you know, Wall Street missed it. They said, "Oh, sell Applied Materials. Sell every semiconductor company." And then they realized, "Oh wow," kind of late into the cycle, that this is like a multi-year, perhaps a decade long transition to, maybe this never ending demand, who knows? So that's the backdrop of your business. That was driving it. What was it like inside your company? >> So Dave, you know, what we could see, obviously we couldn't predict the pandemic. We could see long term growth, right? Really tangible market inflection on the back of AI big data. If you want to say where we made a big bet as a company? We went all in on AI. Right? We believed in that growth, at a time when I think not everyone was so convinced. Okay, is this going to be- How strong is this going to hit us? So, we had the benefit of going all in on AI and saying this is another big computing wave. The next big wave of computing. Coming off of mobile and social media. And Gary Dickerson, our CEO, bet the company that we're going to enable this growth. This is real. This is going to touch the whole global economy. So yes, that's a bet, a successful bet, the company made. No one could foresee what would the pandemic do but we had the good fortune of saying we were reacting to the growth, that we were committed to service. And we knew we had to get ahead of it. So we quickly organized and got finance, our organization well positioned to successfully support the company. Now, we got hit with the pandemic. Luckily for us, we're proactive and then, you know what we did? We accelerated. >> So your move to automation was an offensive move- >> Junaid: Hundred percent. >> Not a panic move to respond to a pandemic. >> Hundred percent. What do investors want? Operating leverage. Operating leverage. >> Yeah. >> Okay. And then, right now all the models have a certain baseline. Size of company, complexity. Okay, you need a certain amount of leverage coming out of this model. The models are going to change. Those that don't change ahead of the models, they're going to play catch up. It's not a fun ride. We wanted to be ahead. >> Well, I mean, talk about operating leverage. You're a company with what? 120+ Billion dollar market cap. You've got a 20+ Billion dollar revenue and you sell extremely expensive equipment. >> Extremely. >> And then a 5X revenue multiple. That's a trailing revenue multiple. I mean that's, that's impressive. That's operating leverage. >> Yes and but the bar keeps moving. You've got to stay ahead, right? You've got to be a leader. We're a leader. We've been a leader for five decades. It's the leadership mindset, I would say, in the company and our leadership team, that really propelled us towards this. The leadership of our CFO, Dan Durn, who invested. He made a bet. No one, you know, now we're sitting here, over almost 300,000 hours automated. We didn't have the playbook when we did it. >> You created the playbook. >> We created the playbook. >> Talk to me about the appetite, because obviously aggressive leadership, bold leadership, talk to me about the appetite to be able to be able to transform so quickly. Such that when, as Dave said, you're on the offensive, such that when the pandemic came, you leveraged that as an accelerator of what you've already been doing. Because culturally, that's challenging for folks to get on board to. How did you do that? >> I have to say, it is challenging. And it's at time's it feels counter-intuitive. We were going through the pandemic. We were having a large M&A integration happening, okay and we're transforming finance. And we're a resource constrained organization. Then you tell your people, "We've got more work to do. Transformation." And you're like, "Is that the right thing to do? Isn't everyone going to leave?" But when you dig deep, you say, "How do you get mind share?" How do you, first of all, you have to get people to see the value and then you have to make sure you do it fast enough, where they want to stick around. It's counter-intuitive. "Hey, we're going to launch this new platform. It's going to take three and half years. All right everyone, we're going to do this." What happens? People are like, in-out. Okay yeah, it'll come, we'll deal with it. Then instead, you say, "Hey, we're going to transform the way we plan. Completely. Top to bottom. 10 months. We're going to do it. Here's what you're going to be at your hands- Here's what you're going to have at your disposal in 10 months, all right? Oh, by the way, we're just showing you the high level. You get to really design. What do you want?" Now, when you have credibility, street cred with your organization, and you come out and say, "I'm going to give you top to bottom agility around forecasting and you get to have input on what you really want." Now people get excited. Like, "Oh, I'm going to work 25% more but wait a second, I'm really excited about what I get at the end of 10 months." >> So, the world was betting several years ago on the consolidation of fabs. "Oh, that's bad for Applied Materials." The exact opposite happened. You know, ARM changed the model, WAYFA volume's going through the roof. Now Intel is basically following that playbook, which is wonderful, they're breaking ground in Arizona. Which is, you have these massive tailwinds behind you. So I'm interested in how you forecast that and what role automation plays in that forecasting. >> Well, if you think about it, the fundamental demand isn't changing. Capacity has to go in. People think, wait a second, so and so is going to build less or whatever, The capacity, maybe geographically, is going to get dispersed out but it still has to go in. So I think it doesn't change the fundamental demand statement. Then, how does automation play into- I just thing that the fundamental nature and pace of business is changing. For us. And our customers are going through the same. So we have to be more reactive, we have to be able to respond to their needs. That whole thing cascades down into the organization. All the way deep into finance analyst forecasting, right? So, if everyone has to work off a weekly, monthly, quarterly cadence, you're too slow. Too late. Doesn't matter how good your plan is. It's old. It's stale. We're moving into a time and era where everything happens realtime. It always happened realtime but we just never had the tools to react realtime. Now, we have realtime business performance, enterprise grade dashboards. Any minute of the day you can see what the revenue forecast is, what the margin associated with that is. Yes, when we get into the official commit cycle everything firms up but it's not the big crank, right? You're fine tuning the knobs now. Which is great. What do you want in a plan? You want greater optionality. Is there a perfect plan? Of course there isn't. What is the North Star of forecasting? Give me as much options as- viable options and then let me decide. Because there's trade-offs. There's no one perfect plan. But you were limited. It just took too long to put a plan together. So you had very small degrees of freedom around it. Viable plans. We're changing all of that. >> This might be out of your swim lane but you had a slide up today and it had the IT in the middle- >> Yes. >> So technology's fundamental. And then, you had the elephant. The Hadoop elephant in the room. So I have to ask you, you guys announced this thing earlier this year called AI to the power of X, actionable insights. I remember reading about it, it's like you're collecting data across all the estate. So I'm like, wow this is a data company. Becoming a data company. So we've been talking a lot and of course the CFO purview is the reporting and I get that. The close, daily close, virtual close, all that. But then there's this whole line-of-business data play. >> Yes. >> And I'm wondering how automation fits there. I mean, that's got to be part of the vision. >> Yeah. Now, I can't speak to the capabilities you're talking to but we are leveraging some of that infrastructure, right? We have amazing IT organization. I have to say, we within Applied, we're a latecomer. From a product, customer product standpoint, already there is so much AI work being done. So we had the benefit of leveraging some of their capabilities for finance, when we launched Agile Finance. There is a lot going on over there. I think we actually enhanced that by introducing these RPA capabilities. And we did so from partnering with, I wouldn't say partnering, IT co-piloted this with us. Fundamentally co-piloted this, okay. And now, IT is taking it to other organizations. And they're taking it to product, they're taking it to operation, they're taking it to sales. So it will have a role. Hundred percent. But they're obviously starting, over the past three to six months is when they got started. So the answer is yes, for sure but I can't speak to exactly how it plays into that specific technology. >> But you addressed the dynamic. Which is, it started in a quick wind part of the company, finance. >> Yes. >> Which is logical. That's where I first introduced RPA a decade ago. A CFO conference, right? Then that now applies to the rest of the business. They're talking about operating leverage- >> Fundamental. Yeah. Hundred percent. >> How do you get that buy-in? How do you get finance and how do you get IT to work with finance, such that IT becomes a catalyst in all these downstream reactions to get this going across the company? >> Important question. >> Well they work for you. >> They don't. >> Oh they don't. >> They don't work for us. They work for me. I'm a customer of theirs. >> Okay. >> The first person that I needed to convince that we were serious and we're going to do it is the CIO. Okay, so you ask how do you get IT bought in? Well first thing, you have to get them in the tent. This is not about, "Oh, can you go do this for me? I need this from you. Can you do that?" Too slow, okay? This RPA, especially RPA, fundamentally, is such a, it's a technology that really needs to get embedded throughout the IT operating model. So you really need IT co-piloting this with you. This is how we did it. We said we're going to learn together. This is a must have for finance. We believe strongly this is going to become a must have for the enterprise but we're going to make the investment. In that must have for the enterprise, IT has to play the roll, right? So we started this together and we learned together and they've been fundamental in our being able to get to scale in 12 months. >> How do you federate governance? Who in the organization, what part of the organization owns governance, if you will? >> Yeah. So we created, established an RPA COE. They own the governance, the policies, the processes. Then, obviously there's a role to play for the business side. So we finance a business organization to them and there's roles to play. We actually, like I showed today in the presentation, there's multiple other players across the enterprise that have to vet these automations, right? Especially in finance. We have to be SOX compliant, we have to be data privacy compliant. We set all of those processes up. So, multiple parties have to engage but engage in an efficient way. >> We're seeing the CFO role emerge. I think of you as a CFO. I mean, I just use that umbrella, emerge as an innovator. I see this all of the place now, especially in Silicon Valley. You look at a company like Snowflake, I don't know if you know Mike Scarpelli but he kind of changed the world of software in some ways. So you're seeing very innovative CFOs emerge, that are technology savvy, they understand the operating leverage, we've used that term several times today, that you can get out of technology. It just reminds me, I don't know how long ago it was when Nick Carr wrote the book Does IT Matter. It seems like technology has never been more important. Along with people and process, of course, but in terms of creating that operating leverage, it's really a key part of the equation, the playbook going forward. >> I think it is a mindset change. We're trying to drive mindset change, right? But it's also, I think, come about because I think technology has become more friendly to non IT people. I think that's a fundamental driver. All these SaaS platforms in the market place, right? What did they design for? Business users. Of course IT has a very prominent role in that whole process and supporting it and implementing it. But the target audience is business users. What was the target audience for ERP? IT. Okay. Fundamental, the technology is changing by design and you're seeing now the impact of that. Where, "Hey wait, I can do this. I can do this by myself." Okay. IT always has been and will be a very important partner. They will service your data needs. This is how we're setting up the collaboration, right? But we really want the finance users to be able to iterate, model, analyze on the fly, in the moment. And they need to do it alone. >> Self serve, yeah. >> That's it. >> Self serve in realtime. I think one of the things, you mentioned it this morning, you mentioned it on our program and one of the things we've learned in the pandemic, that realtime and access to realtime data is no longer a nice-to-have. >> Yes. >> It's really a business critical element of any industry. >> Hundred percent. >> When do you think you'll put crypto on your balance sheet? I ask all the CFOs. >> He's been asking everyone that. >> There's an easy answer. I'm not authorized to answer. Above my pay grade. >> That's a good answer. >> That's good. >> Junaid, thank you so much for joining us. Talking to us about the transformation at Applied Materials, how you're partnering with UiPath to achieve that and the aggressive strategy that you've set out and congratulations on the success of it. We'll look forward to see what's going on in the next couple years. >> Great story. >> Of course. Thank you very much. Thank you for having me. >> Our pleasure. For Dave Vellante in Las Vegas, I'm Lisa Martin. You're watching theCUBE at UiPath Forward IV. Day two of our coverage. Stick around, we'll be right back with our next guest. (upbeat music)

>>from the bellagio hotel in Las Vegas >>it's the >>cube >>covering Ui >>Path Forward four brought to you >>by Ui Path. >>Welcome back to las Vegas. The cube is live with you. I Path forward four at the bellagio lisa martin with Dave Volonte. We're gonna be talking about you I Path integration suite, we have a couple of guests joining us here. Mark Jeannie is here the GM of Ui Path, formerly the co founder and Ceo of cloud elements and Peter Villeroy also joins us Director of Global I. T. Automation practice at UI Path guys welcome to the program. >>Thanks lisa. Great to hear. >>So Mark, let's go ahead and start with you. The Cloud elements acquisition was done in about the last six months. Talk to us about why you chose to be acquired by Ui Path and where things are today. Some big announcements yesterday. >>Yeah absolutely. So yeah if you go back six months ago um you know we have been in conversations with you I Path for for quite a while and um you know as we were looking at our opportunities as an api integration platform. So cloud elements just to step back a little bit um was a leader in helping companies take a P. I. S integrate applications together and bed that into their into their apps and um you know I Path approached us about the combination of what's happening in the automation world and you know these these have been a society as the marine Fleming from I. D. C. Mentioned this morning integration and DARPA have been separate swim lanes and what we saw and what you I. Path approaches with was ability to combine these together and really be the first company to take and take ui automation and seamlessly connected together with A. P. I. Automation or api integration >>Peter What's been some of the feedback? We know you guys are more than 9000 customers strong now we've had a whole bunch of amount yesterday and today. What's been the feedback so far on the cloud elements acquisition? So >>there's a huge amount of interest. We've had very positive feedback on that lisa the combination of Ui driven automation and A. P. I. Uh Native Integrations is is key especially to the I. T. Leadership that I work with. Um some of whom have traditionally compartmentalized you ipads platform in the Ui space and legitimately think about their own internal processes as being having very little to do with the user interface right. And so combining Ui driven automation together with uh api integration really helps too pick them up where they are and show them the power of that kind of a hyper automation platform that can deliver value in a number of spaces. And you guys ever >>see the movie Blindside? All right. You know what I'm talking about with joe. Theismann gets hit from the blind side and then his career is over and and that's when people realized oh my gosh the left tackle for right handed quarterback is so important and it's subsequent drafts when somebody would pick a left tackle like a good left all the rest went and that's what's happening in in the automation business today. You guys took the lead, you you set the trend. People said wow this is actually going to be a huge market. And then now we're seeing all this gonna occur. And a lot of it from these big software companies who believe every dollar of software should go to them saying hey we can actually profit from this within our own vertical stacks. So what do you make of all the M. And A. That's going on in particular? There was one recently where private equity firm is mashing together a long time R. P. A vendor with a long time integration firm. So it looks like you guys, you know on the right >>side of history in this regard. Your thoughts. Yeah. Absolutely. I mean if you think about automation right you've got to obviously help people do their jobs better. But if you're going to automate a process and a department you needed connect the applications that they use that those people use otherwise you can't accomplish it. And where ap is fit in as is automation and ui automation has become more and more mission critical and it's become bigger and bigger part of enterprise I. T. Wants to get involved. And so enterprise gets involved and what's their stack. It's api based their technology stack is how you connect back is through api so more and more companies are seeing what you I path saw is that if you're gonna automate every process and every department for every person you need to connect to every application that they're using and that's why this is now becoming right. Three companies now just recently have done these types of acquisitions of bringing an integration platform in and combining them together are trying to combine them together. >>All mps are not created equally as we know. Some are sort of half baked lot of them. Many of them don't have decent documentation so there's sort of a spectrum there. How do you, how do you think about prioritizing? How do you think about the landscape? Do you just kind of ignore the stuff that's not well documented and eventually that will take care of itself. How should we think about there have always >>been layers of integration right. Especially working with the ICTy organizations. So you've got our native integrations would make it easy to drag and drop activities and then you've got the A. P. I. Is that we can consume with various activities. That area has really grown through the acquisition of cloud elements and then you've got that third layer where when all else fails, you go on to the user interface and interact with the application like a human does and what you see is that our our interaction with college elements really enables a great enhancement of that lower base level um which is mildly interesting to the lines of business very important. I Yeah, for sure. >>So the reason I asked that question is I was talking to one of your customers this big ASAP customers said I love you ipad. The problem I have is I got so many custom mods and so it's just you know orally documented and I can't I wanna put automation in there but I can't. So to those parts of the tech stack become like the main frame of you know what I mean? And just sort of they live there and they just keep doing their thing but there's so much innovation that pops up around it. How do you how do you see that? >>Well that's part of the agility that comes with the platform like you ipads is that you can interact with the very clean uh swagger documented restful aPI s and you can interact with SCP on their proprietary ages old A. P. I. S. Um Those are things that we've traditionally done decently well, but again through this acquisition we could do that on a grander scale um with bidirectional triggering and all the goodness that you >>solve that problem today that your customer and this is a couple of years ago, you can solve that problem with cloud elements. Is that right? >>Yeah, absolutely. The the ability to integrate too these enterprise platforms like ASAP you need multiple tools to do the job. Right. So ui automation is great but if you've customized ui significantly or other things like that then the A. P. I can be a great structure for it and other cases where um that api provides a resiliency in a in a scale to it that um opens up new processes as well to those corporate systems. Right? So the balance of being able to bring these two worlds together is where you can unlock more because you got >>east west automation >>that's very good overhead and now >>you're going north south with cloud elements is deeper. Right, >>bottom line from the VP of its point of view, the more that can be done from a machine to machine communication the better. So sure. >>What's the opportunity for the existing cloud elements customers to take advantage of here? >>Yeah, absolutely. Um We've continued to support, brought our customers over with us. Uh Part of our customer base has actually been a significant number of software customers. Uh cos S. A. P. S. One of them doc you sign gain site, you know, so household names in the world of software as well as large financial services institutions like US Bank and Capital One and american Express, all of them had that common need where um they wanted to have an api centric approach to being able to connect to customers and partners and leverage our platform to do that. So we will continue to support that extend that. But we see opportunities where again we couldn't automate everything for our customers just threw a PS And uh you know for example one of our major financial services institutions were working with wants to take um and provide a robot for their uh customers and commercial payments to be able to automatically kick off in A. P. I. And so that seamless integration where we can combine that automation with robots leveraging and kicking off a P. I. S automatically takes us further into automating those processes for those >>customers. So you guys six months right. Uh talk about how that integration api integration company better gone smoothly. But what was that like you guys are getting the knack of M and a talk about that, what you learn maybe what you would do differently to even accelerate further, How'd it go? Uh >>That's the best answer from you having been on the >>acquisition side. Um Well we how well it went is six months later, which I think is really unheard of in the technology world, we're introducing our combined offering you I Path integration service that essentially takes what cloud elements built embeds it right into automation. Cloud studio in the Ui Path products. We and uh it's been a global effort. Right? So we had the Ui Path team was based in Hyderabad Denver and Dallas and then we've got um Ui Path engineers working with that cloud elements team that are in Bucharest Bellevue and bangalore and with the miracles of zoom and uh that type of thing, never meeting anyone in person, we were able to integrate the product together and launch it here today >>six months is a fast turnaround time frame was how much of that was accelerated by the, by the fact of the global situation that we're in. >>Yeah, well you know in some respects that that helped right? Because we um um we didn't have to waste time traveling and we could hop on zoom calls instantly. We spent a lot of time even over zoom making sure there was a cultural fit. You I path has a, you know, not only the humble, bold and type of values but it's a very collaborative environment, very open and collaborative environment as Brent can attest to. And that collaboration, I think in that spirit of collaboration really helped us feel welcome and move quickly to pull this together. And also >>the necessity is the mother of innovation right. Uh you ipad traditionally being popular in the CFOs organization were becoming the C I O s best friend and the timing was right to introduce this kind of capability to combine with what we traditionally do well and really move into their picking up like I said the customer where they are and leading them into that fully end to end automation capability and this was integral. So it wasn't time to kick the tires but to get moving >>and my right, there's a governance play here as well because I. T. Is kind of generally responsible for governance if you make it easier for them to whatever governance systems they're using >>governance privacy >>security that now you can just connect. They don't have to rip and replace. Is there an angle there? >>Sure, yeah. So nothing is more important than I. T. Than than control and governments and change management and half of the uh conversations we're having out there on the floor are around that right um uh ensuring that all of the good governance is in place um and we have a lot of the uh integrations and frameworks necessary to help that through your devops pipeline and doing proper ci cd and test automation um and you know introducing that integration layer in addition to what we already have just helps all of that to uh move more smoothly and bring more value to our customers. >>Mark talk to me about some of the feedback from customers that you mentioned, doc Watson. S A P probably I imagine joint customers with you. I path now there you're working together, what's the what's in it for them? >>Yeah, no the feedback has been tremendous. Right, so um api automation is not new to you. I path but customers have been asking for more capability. So one of them is in that governance area that we were just talking about, right, the ability to create connections centrally enable them disable them. Right? You got mission critical corporate applications. You want to be able to make sure that those applications are being controlled and monitored. Right? So that was one aspect. And by bringing this as a cloud based service, we can accomplish that. Um the other area is that this eventing capability, the ability to kick off workflows and processes based on changes to corporate applications, a new employees added in workday. I want to kick off a process to onboard that new employee and that triggered eventing service has been really well received and then um yeah, so that I'd say with the ability to also create new connections more simply was the third big factor. Uh we created a standardized authentication service. So no matter where you are in the UI Path product line, you get a consistent way to create a new connection, whether it's a personal connection by a business user too, you know, google docs or Microsoft office or your C O E R I T. Creating a connection to uh an important corporate system. >>How about the partner? I know you guys had partner day here leading into forward for they must be stoked about this gives you a lever to even add new partners. What was those >>conversations like? Yeah, yeah, no, absolutely. The partners are excited about those same features but um they're also excited about something in our roadmap which we expect to be previewing early next year and that's a connector builder. So the ability for partners to uh more quickly than ever create their own connectors. That'll work just like first party connectors that we ui Path build and add them into catalogs, share them in the market place. So there's new revenue opportunities, new opportunities for partners to create reusable assets that they can leverage and yeah so um lots of things, lots of work to continue to do, right? It's only been six months and uh but that's that's gonna be a big initiative going forward. >>So integration service as you mentioned, announced at this conference, we know that that's the first step obviously accomplished as we also talked about very quickly in a six month time period. But what does the future hold for api automation and integration service? >>So um one of the key areas just continue to expose the integration service um more broadly in the Ui Path product portfolio. Now that we have this service, more Ui Path products will be able to leverage it. Right? We're starting off with studio and orchestrator but that we can all use and share that common common capability. Um The other is to make access to complex business systems easier. So you think about it right. A uh to get a purchase order from net suite might take five or six api calls to do. Well, a citizen developer doesn't know what those five or six things you have to do. So we'll be creating these business activities or just get me open purchase orders that will work seamlessly in the studio product. And behind the scenes. Well, chain together those 56 aPI calls to make that a simple process. Right? So taking the integration service and making it even more powerful tool for that citizen developer than nontechnical user as well. So that's >>development work you're going to do. >>That's what we're gonna do as well as enable partners to do as well. So it's a key part of our road map over time. Because >>yeah I mean the partner pieces key because when net suite changes how it you're creating that abstraction layer. So but that's value add for the partners. >>Absolutely. And they have that domain expertise, right. They can create assets, leveraging the UI path automation capabilities but also bring their knowledge about A. S. A. P. Or workday and those oracle ebs and those core business systems and then combine that together into assets that enhance integration service that they build and I can I can share with their customers and share with our market >>because the work workday developer is going to know about that well ahead of time. No, >>it's coming and they know better than we do. Right. That's their business. That's what they know really well. >>Nice nice value at opportunity, peter >>One of the things that you iPad has been known for is its being very and I've said this on the program the last two days, that's being a good use case for land and expand. You guys have 70% of revenue that comes from existing customers. Talk to me about the cloud elements acquisition as a facilitator of because you kind of mentioned, you know, we're used to be really in bed with the cfos now we're going to see us and we've heard from a number of your customers where they started in finance and it's now Enterprise White, how is this going to help facilitate that? Even more? >>It really helps, you know, touching on what Mark just mentioned about the citizen developer, right, just as one of many examples, the empowerment of end users to automate things for themselves um is critical to that land and expand um successes that we've been seeing and where from an I. T standpoint, the frustration with the citizen developer is, you know, maybe what they're building isn't so top notch right? It works for themselves. What we can't replicate that, but put making it easy to make api integration part of what they do in studio X is so key to enhancing also the reusability of what's coming out of there. So that c uh C O E S can replicate that across teams are globally within their organization and that's part of land and expand because you may find something that's valuable in one line of business replicates easily into another line of business if the tool set is in place >>pretty powerful model lisa >>it is guys. Thanks so much for joining us today, talking about the club elements acquisition, what you're uh, doing with integration service, What's to come the opportunities in it for both sides and your partners? We appreciate your time. >>Great. Thank you. Thank you very much. I >>appreciate it. Thank you for >>David Want I'm lisa martin. You're watching the cube live in las Vegas at the bellagio Ui Path forward for stick around. We'll be right back. Yeah. Mhm. Mhm mm.

>> From the Bellagio Hotel in Las Vegas, it's theCUBE, covering UiPath FORWARD IV, brought to you by UiPath. >> Welcome back to theCUBE, live at the Bellagio in Las Vegas, Lisa Martin, with Dave Vellante, we are with UiPath at FORWARD IV. The next topic of conversation is going to be a good one. And that's because it's automation for good. I've got two guests here joining Dave and me. James Droskoski, strategic account exec at UiPath joins us, and Brian Klochkoff, head of automation at Dentsu. Guys, welcome to the program. >> Yeah, thank you. >> Thanks for having us. >> Yeah. Happy to be here. >> We're going to, we're going to dig into automation for good, which is going to be a really feel good conversation. We're going to get into what you're doing. But Brian, I wanted you to give the audience an overview of Dentsu as an organization. Who are you? What do you guys do? >> Sure. So Dentsu is a large network of advertising agencies. We're about 45,000 people large, $10 billion plus in revenue, going across about 125 markets. So we're a large enterprise advertising media, creative CXM type business. We're really focused on helping to elevate our clients' value when it comes to the value proposition around marketing, advertising, and media. >> So you think about that as a, as a, as a, a business that maybe, you know, it's hard to understand where automation might fit in. On the other hand, it's like a lot of moving parts, a lot of arms and legs. >> Brian: Mm-hmm. So how are you applying automation to the business? >> Sure. So when we first started doing proof of concepts level approaches, we approached things in a traditional, Hey, let's go look at the shared services groups. Why are we having invoice processing delays? Things like that. And we started being a bit more prescriptive and proactive about how we were applying the limited POC budget we had to go after these problems. And we started doing some root cause analysis to understand the interaction between the back office functions and the mid-office functions. And what we uncovered was that we could actually be really good custodians of budget and enable people at the same time by solving for problems at a root cause analysis level. So what I mean by that is maybe an invoice is coming down the pipe, and it's not getting processed because it's missing critical information that could be easily added six processes upstream. So what really helped elevate the conversation that we're having around automation for good and be a catalyst for we're going to talk about a bit later is we just started connecting people from the mid-office to the back office, helping them understand, Hey, if we actually follow a process properly, put the right controls in place with RPA to generate critical data elements on those invoices, Shaler in the back office doesn't have to work the weekends because there's not a pipeline back load of invoices for him to process. So we actually connected those mid-office people with the back office people, and it really drove that human connection to drive the change management within our automation journey. And that's kind of been the crux of what we've wanted to do over the past four years, finding ways to elevate our people's potential by integrating automation and AI into their actual day-to-day work. >> Hmm. So tech for good is a theme that you hear a lot and as a, as a media company, that, that, that kind of, we're not gotcha media, you know, we more want to tell the story of tech athletes, and I think we've done a pretty good job of that over the past decade, but so it goes to tech's under fire constantly, especially big tech. We hear the Facebook hearings today and so forth, but so automation kind of early days, oh, you're going to take away my job. I think generally speaking with the fatigue of Zoom and the perpetual workday, people begin to understand that, Hey, maybe automation is a good thing. But automation for good, what, what is that, James? >> Yeah, well, it's, it's not doing technology for the sake of technology. You know? At the end of the day, when we implement solutions with our customers like Dentsu, it's about, what's the impact, what's the change, what's the benefit? And what's unique about Dentsu is because they've grown through acquisition and there are lots of different companies come together, you have to focus on the people first because there is no one process or one system that we can look and just automate that system or process. So automation for good is about focusing on the people, and how do we take the solutions and the programs and the technologies we have and make an impact so that somebody's day is better. Their, their, their job is better. The process they're doing is easier and they can focus on more of the things that make them different. You know? Specifically as we'll uncover in the conversation, you know, we looked at a program that Dentsu is doing around working with different types of people, as far as people with autism, and what was the impact we could do there? And that's uncovered a journey that we've been together for the last two years around seeing how we can make an impact with those types of folks who might not get the same types of opportunities as everybody else. >> Brian, talk about the, the catalyst for that program at Dentsu a couple years ago. >> Sure. So it goes back to that foundational layer of elevating people's potential. So the testimonial that we had from our own employees around applying automation in meaningful ways to progress their day-to-day came from an employee in the mid-office who said, I didn't go $160,000 in student debt to copy paste stuff from Excel into this proprietary platform that we use for media. And that really resonated with us, as leaders in this space, and with our executive leadership, because there was a gap between what our peoples' skills were and what they were actually doing. They wanted to do Mad Men type stuff. They want it to be the Don Drapers and the Peggy Olsons of our industry. And they were losing that opportunity because we weren't tapping into the skills that they had to drive human centric solutions for our clients. So taking that concept, we looked at the partnerships that we have with our outsourcing providers and Autonomy Works, which we're going to doing a session later tomorrow with the CEO, Dave Friedman, we're going to spend a lot of time talking about how the unique skill sets of that company and those people can actually elevate them to do more tech enabled work, but also enabling our own team to focus on building solutions with the skills that we have by allowing them to use the skills that they have to do the machine learning training of models and things like that, which they really excel at from a detail oriented perspective. And that's not only a feel good story, but it's, it's great for our business because the resources on my immediate team are building product, they're building solutions, and we can rely on an excellent partner in them to help us with the maintenance overhead that we're creating through those solutions. And eventually through automation cloud, driving better outcomes through positive, negative reinforcement within machine learning. >> And there are specific examples with individuals with autism. Correct? >> Correct. That's right. >> Yeah. >> Add some color to that. What is that all about? >> Yeah. Let me tell you a little story. So when, when they first brought the conversation to me, I was terrified because I, the type of work that they were outsourcing was very repetitive rule-based. And I'm like, this is perfect for automate. This is exactly what we automate. I was terrified that the program we were going to work on together was going to eliminate the program. And so I was, you know, cautiously, you know, approached it. >> How ironic. >> Yeah. I was like, Hey, that sounds like a great idea. And I hung up. I was like, oh, how are we going to, how am I going to figure out this one? But through the conversation, and we just started, you know, brainstorming and putting our heads together. What was interesting is because of the way that automations work, as far as being very structured and repetitive, it lends itself well to workers with autism. It's exactly the way they think. And what we actually found after kind of coming up with the collaborative ideas, hey, wait a second. We were already doing these kind of botathon hackathon type programs with the Dentsu employees, teaching them the skills, how to build automations for themselves. What if we kind of modified it and adjusted it to cater to these types of individuals who learn differently, and we have to approach it differently. And we went through the program, we adjusted everything. And what was incredible to see was they thrived with the ability to learn how to work this way. They built things that made them more productive, that created more capacity. They could do more with less now, work with more customers, do more work for, for their, for their customers because they had this almost assistant that was kind of like them. And it was, it was just so rewarding. You know, we talk about, again, what's automation for good all about? It's about that personal reward. >> Brian: Yeah. >> I mean, for me, you know, we didn't sell any more licenses or it wasn't about the commercial transaction. It was about, you know, catering to the segment of the workforce that, first of all, it was very educate, enlightening to me to see how many folks are out there that are unemployed. And I got to meet these first 15 individuals that couldn't have been more amazing and more smart and more diligent and hardworking. And the numbers are something in the lines of between 50% and 90% unemployed because they just don't get the same opportunities as people without autism. It's kind of the world's set up for us. So to know that we could do this kind of program together to go have an impact in this community, was the reward in and of itself. And, you know, we've since been working together on how we continue to expand that, how do we, you know, take that forward and, and bring that everywhere. Cause that's, the end of the day, I think beyond, you know, revenue, this is the stuff that really matters, especially in an organization at Dentsu that this is important. >> Yeah. And I think building on the missed opportunity piece around 50% to 90% being unemployed, that's a missed opportunity for business as well. So those skills are so niche and they're so necessary for us to thrive within an environment that's moving as rapidly as we are. Because we just can't keep pace with the change of feature sets that are being released coupled with maintaining existing solutions that we've built. So it's in cross enabling people to really complement each other's unique skills and strengths based off of strong, true partnership. So it really became a beautiful three-way partnership between Dentsu, Autonomy Works and UiPath that we continue to evolve as UiPath makes additional releases with emerging tech that we're officially hearing about right now. So we have a ton of different ideas of how we can bring that into the fold. And what resonates with us the most is hearing different perspectives on how to apply that coming from that working group. So just a different way of thinking about things and the diversity of thought really resonates with, Hey, are we actually applying this thing the right way? Should we be thinking about this differently? Because you get a lot of yes people, you know, when we come and talk to people about how to apply this technology. And when you have somebody with a different perspective, it's able to help us figure out what our long-term strategy is actually going to look like, by taking advantage of the resources and partnerships that we already have in place. >> In terms of that strategic vision, how do you think this three-way partnership that you mentioned is going to influence that percentage of those, these individuals who are unemployed? What are you, any predictions on how much you can bring that down with automation? >> I think that depends on Dave's staffing plan. But, but the goal is to grow, right? So I mean this, this is a, a startup out of Chicago that has, you know, a healthy amount of staff. But finding ways to apply those skills in new ways with technology that's emerging, the horizon is your, is your end point. Right? And I think with the advent of low-code no-code machine learning coming into this type of a platform, it's, it's only opportunistic. There's only, there's only things ahead of us to do that. We just have to make sure that we train people properly and give them that opportunity because they're going to run with it with the right leadership and those skills. >> Yeah. What's exciting also is, is, you know, what started as an idea and a conversation that's now turned into a pilot program and a little bit of expansion of the stuff we're working on together, we've taken some of the excitement and spread it beyond that now. So we've got partners like ENY and PWC and Revature that are saying, and Special Eastern and Automatic, who helped in the initial program saying, how can we help? What can we do? How can we broaden this? And how can we go out to the larger community and make a bigger impact? So, you know, I think it's exciting. We know, we can see how fast RPA and these types of technologies are causing change. And we've got to make sure that people don't get left behind. Especially, you know, someone as this important part of a segment of a workforce. If we can equip them with these skills to be relevant to their current employers or future employers, I think it's, it's critical. You know, another like moment for me during this process was I took for granted, you know, what working actually means, right? It creates independence for us, right? So you get a job, you get paid and generate income. You have the independence now to go live on your own, provide for yourself. A lot of these individuals, I learned, are still living with their parents because they can't get employment. They don't have that independence that we take for granted. So I think, again, that's the essence of what automation for good is all about, is, is being able to go make an impact like that, to that community. And it's, you know, we talk about cultures and brands and you know, it's also great to work with an organization like Dentsu cause they get it, right? Their product is ideas. It's human capital is their, their main ingredient of what they generate value for their customers. And so be able to take that and help people is just, I think what it's all about. >> You're lucky both to be in a business that the incentives are aligned. >> Yeah. >> You're not in businesses that are designed to appropriate data and push ads in front of our face. >> Yeah. >> In a lot of big companies, it's almost like, okay, we got to do this. I don't mean to overstate this, but we have to do this because we're big and we're rich. >> Yeah. >> And so, and if we don't, we're going to get attacked. >> Yeah. Okay. And it's sort of more like a check, check box and to put somebody in charge of it. >> Yep. >> You know, oftentimes a woman or a person of color. And I shouldn't be negative on that. >> Yeah. >> That's fine. That's good to do. But it just seems like there's a nice alignment with automation. AI could be similar because I mean, AI could be used for really bad. Automation. Okay, it maybe takes, the perception is it takes jobs away, but it's a really nice alignment that you can point at a lot of different initiatives. >> Yeah. >> So I think that's really a fortunate dynamic. >> And that's, you know, that's what defines a partnership, right? It's that alignment of long-term interests that, you know, you make the investments now and the sacrifices now to drive that. It's not just commercial. It's not just transactional. >> Dave: Yeah. >> I mean, we were talking about the opportunities for these types of people and for us as a customer and for UiPath. It's it exists within that AI conversation that you were just talking about >> Dave: Yeah. >> Because from a technical perspective, you want to mitigate as much algorithmic bias within your training models. That's what these people are doing. It's helping to train models much more rapidly and effectively and objectively than we could have done otherwise. And that's, having that as part of our extended partnership within our network is going to accelerate the type of work that we want to do within the releases that we're seeing coming out of this conference. Because we don't have to worry about, oh, well, we've got to focus on tax forms and training the models to notice a signature. Because Autonomy Works has us covered there. They're enabling us to do more. We're enabling them to do a little more. And that's, that's the beauty of this intersection between the partners. >> Brian, I presume you talk with prospective customers of UiPath. And I presume also that you probably looked at some of their competitors. If you think about what differentiates this fast moving company, they talked this morning about the cadence of releases. Woo. Very fast. >> Brian: Yeah, it's a lot. >> Why UiPath for Dentsu? >> UiPath has been a tremendous partner for us since about 2017. And we've been able to move on that journey with UiPath. We've been able to help understand the products roadmaps and move at a similar pace as each other. So we're really lucky in that we have the flexibility as an advertising and media company that we're not beholden to internal audits, external audits, and really defined regulatory bodies. So we made a decision, I don't know what, six, seven months ago to collapse six UiPath on-prem instances and migrate to cloud with the sponsorship of our global CTO and our America CTO, just because it was the right thing to do. And because it would enable this type of partnership with external providers. So being able to move at that similar pace from a release cycle, but also from a feature adoption perspective, it's, it just makes the most sense for us. And we have that liberty to go to go do those things as we need to. >> Yeah. So the move to the cloud, you get, you're able to take advantage much faster. >> Yeah. >> Because what did we hear this morning? You release every six months. >> James: Yep. >> Yes. Which is typical for an on-prem. >> James: Yeah. >> And then, but you got to prepare for that. >> James: Yeah. >> I don't know how many N minus ones you support, but it's not infinite. >> James: Yeah. >> You got to move people along, so people have to prep. Whereas now in the cloud, there's the feature. Boom. >> Yeah. >> So being invested in automation for good topic, it's not, it's about automation for good across people in general, within internally to us and externally to us. For our clients, for our employees, and for our partners. The automation cloud enables that to happen much more seamlessly because we don't have the technical debt in place that requires people to VPN into our network and go through the bureaucracy of security, legal, and privacy. Which we've already done by the way, but those conversations bureaucratically still need to happen. With automation cloud, we're able to spin up Autonomy Works employees in real-time and give them the right set of access to go pursue the use cases that they want to, and that we need them to. So that, that technical debt release that we've experienced through the automation cloud is what's enabling us to do this type of good work. >> That makes sense. A bit more, less friction, obviously greater scale. >> Yeah. >> Easier to experiment. >> Yeah. >> Fail fast. >> We went from 12 separate programs to one program in a matter of a couple of months. >> It was wild. >> Yeah. >> And I imagine you're only really scratching the surface here with what you're doing with automation, that really, the horizon is the limit, as you said. Guys, thank you for joining us, talking about automation for good, what you're doing at Dentsu RPA with autistic adults. There's probably so many other great use cases that will come from this. Guys, we appreciate your time. >> Yeah. >> Yeah, thanks for having us. >> Yeah, thank you. >> Thanks, you guys. >> Awesome. >> For Dave Vellante, I'm Lisa Martin coming to you from Vegas UiPath FORWARD IV. (upbeat music plays)

(upbeat music) >> From the Bellagio Hotel in Las Vegas, It's theCUBE. Covering UiPath FORWARD IV. Brought to you by UiPath. >> Welcome back to theCUBE's coverage of UiPath FORWARD IV. Live from the Bellagio, in Las Vegas. I'm Lisa Martin with Dave Vellante. We're here all day today and tomorrow. We're going to talk about process mining next. We've got two guests here. Mike Engel is here, intelligent automation and process intelligence leader at PWC. And Ryan McMahon, the SVP of growth at UiPath. Gentlemen, welcome to the program. >> Thank you, Lisa. >> Thank you. >> So Ryan, I'm going to start with you. Talk to us about process mining. How does UiPath do it differently and what are some of the things being unveiled at this event? >> So look, I would tell you it's actually more than process mining and hopefully, not only you but others saw this this morning with Param. It's really about the full capabilities of that discovery suite. In which, obviously, process mining is part of. But it starts with task capture. So, going out and actually working with subject matter experts on a process. Accounts payable, accounts receivable, order to cash, digitally capturing that process or how they believe it should work or execute across one's environment. Right Mike? And then from there, actually validating or verifying with things or capabilities like process mining. Giving you a full digital x-ray of actually how that process is being executed in the enterprise. Showing you process bottlenecks. For things like accounts payable, showing you days outstanding, maverick buying, so you can actually pin point and do a few things. Fix your process, right? Where process should be fixed. Fix your application because it's probably not doing what you think it is, and then third, and where the value comes, is in our platform of which process mining is a capability, our PA platform. Really moving directly to automations, right? And then, having the ability with even task mining to drill into a specific bottleneck. Capturing keystrokes, clicks, and then moving to, with both of those, process mining and task mining, into Automation Hub, as part of our discovery platform as well. Being able to crowdsource, prioritize, all of those potential, if you will, just capabilities of automations, and saying, "Okay, let's go and prioritize these. These deliver to the greatest value," and executing across them. So, as much as it is about process mining, it's actually the whole entire discovery suite of capabilities that differentiates UiPath from other RPA vendors, as the only RPA vendor that delivers process mining, task mining and this discovery suite as part of our enterprise automation platform. >> Such a critical point, Ryan. I mean, it's multi-dimensional. It's not just one component. It's not just process mining or task mining, it's the combination that's really impactful. Agree with you a hundred percent. >> So, one of the things that people who watch our shows know, I'm like a broken record on this, the early days of RPA, I called it paving the cow path. And that was good because somebody knew the process, they just repeat it. But the problem was, the process wasn't necessarily the best process. As you just described. So, when you guys made the acquisition of ProcessGold, I said, "Okay, now I'm starting to connect the dots," and now a couple years on, we're starting to see that come together. This is what I think is most misunderstood about UiPath, and I wonder, from a practitioner's perspective, if you can sort of fill in some of those gaps. It's that, it's different from a point tool, it's different from a productivity tool. Like Power Automate, I'll just say it, that's running in Azure Cloud, that's cool or a vertically integrated part of some ERP Stack. This is a horizontal play that is end to end. Which is a bigger automation agenda, it's bold but it's potentially huge. $60 billion dollar TAM, I think that's understated. Maybe you could, from a practitioner's perspective, share with us the old way, >> Yeah. >> And kind of, the new way. >> Well obviously, we all made a lot of investments in this space, early on, to determine what should we be automating in the first place? We even went so far as, we have platforms that will transcribe these kind of surveys and discussions that we're having with our clients, right. But at the end of the day all we're learning is what they know about the process. What they as individuals know about the process. And that's problematic. Once we get into the next phase of actually developing something, we miss something, right? Because we're trying to do this rapidly. So, I think what we have now is really this opportunity to have data driven insights and our clients are really grabbing onto that idea, that it's good to have a sense of what they think they do but it's more important to have a sense of what they actually do. >> Are you seeing, in the last year in a half we've seen the acceleration of a lot of things, there's some silver linings but we've also seen the acceleration in automation as a mandate. Where is it? In terms of a priority, that you're seeing with customers, and are there any industries that you're seeing that are really leading the edge here? >> Well I do see it as a priority and of course, in the role that I have, obviously everybody I talk to, it's a priority for them. But I think it's kind of changing. People are understanding that it's not just a sense of, as Ryan was pointing out, it's not just a sense of getting an understanding of what we do today, it's really driving it to that next step of actually getting something impactful out the other end. Clients are starting to understand that. I like to categorize them, there's three types of clients, there's starters, there's stall-ers and those that want to scale. >> Right? So we're seeing a lot more on the other ends of this now, where clients are really getting started and they're getting a good sense that this is important for them because they know that identifying the opportunities in the first place is the most difficult part of automation. That's what's stalling the programs. Then on the other end of the spectrum, we've got these clients that are saying, "Hey, I want to do this really at scale, can you help us do that?" >> (Ryan) Right. >> And it's quite a challenge. >> How do I build a pipeline of automations? So I've had success in finance and accounting, fantastic. How do I take this to operations? How do I take this this to supply chain? How do I take this to HR? And when I do that, it all starts with, as Wendy Batchelder, Chief Data Officer at VMware, would say and as a customer, "It starts with data but more importantly, process." So focusing on process and where we can actually deliver automation. So it's not just about those insights, it's about moving from insights to actionable next steps. >> Right. >> And that is where we're seeing this convergence, if you will, take place. As we've seen it many times before. I mentioned I worked at Cisco in the past, we saw this with Voice Over IP converging on the network. We saw this at VMware, who I know you guys have spoken to multiple times. When a move from a hypervisor to including NSX with the network, to including cloud management and also VSAN for storage, and converging in software. We're seeing it too with process, really. Instead of kids and clipboards, as they used to call it, and many Six Sigma and Lean workshops, with whiteboards and sticky papers, to actually showing people within, really, days how a process is being executed within their organization. And then, suggesting here's where there's automation capabilities, go execute against them. >> So Ryan, this is why sometimes I scoff at the TAM analysis. I get you've got to do the TAM analysis, you've got to communicate to Wall Street. But basically what you do is you pull out IDC or Gartner data, which is very stovepipe, and you kind of say, "Okay we're in this market." It's the convergence of these markets. It's cloud, it's containers, it's IS, it's PaaS, it's Saas, it's blockchain, it's automation. They're all coming together to form this, it sound like a buzzword but this digital matrix, if you will. And it's how well you leverage that digital matrix, which defines your digital business. So, talk about the role that automation, generally, RPA specifically, process mining specifically, play in a digital business. >> Do you want to take that Mike or do you want me to take it? >> We can both do it? How about that? >> Yeah, perfect. >> So I'll start with it. I mean all this is about convergence at this point, right? There are a number of platform providers out there, including UiPath, that are kind of teaching us that. Often times led by the software vendors in terms of how we think of it but what we know is that there's no one solution. We went down the RPA path, lots of clients and got a lot of excitement and a lot of impact but if you really want to drive it broader, what clients are looking at now, is what is the ecosystem of tools that we need to have in place to make that happen? And from our perspective, it's got to start with really, process intelligence. >> What I would say too, if you look at digital transformation, it was usually driven from an application. Right? Really. And what I think customers found was that, "Hey," I'm going to name some folks here, "Put everything in SAP and we'll solve all your problems." Larry Ellison will tell you, "Put everything into Oracle and we'll solve all your problems." Salesforce, now, I'm a salesperson, I've never used an out of the box Salesforce dashboard in my life, to run my business because I want to run it the way I want to run it. Having said that though, they would say the same thing, "Put everything into our platform and we'll make sure that we can access it and you can use it everywhere and we'll solve all of your problems." I think what customers found is that that's not the case. So they said, "Okay, where are there other ways. Yes, I've got my application doing what it's doing, I've improved my process but hang on. There's things that are repeatable here that I can remove to actually focus on higher level orders." And that's where UiPath comes in. We've kind of had a bottom up swell but I would tell you that as we deliver ROI within days or weeks, versus potentially years and with a heavy, heavy investment up front. We're able to do it. We're able to then work with our partners like PWC, to then demonstrate with business process modeling, the ability to do it across all those, as I call, Silo's of excellence in an organization, to deliver true value, in a timeline, with integrated services from our partner, to execute and deliver on ROI. >> You mentioned some of the great software companies that have been created over the years. One you didn't mention but I want you to comment on it is Service Now. Because essentially McDermott's trying to create the platform of platforms. All about workflow and service management. They bought an RPA company, "Hey we got this too." But it's still a walled garden. It's still the same concept is put everything in here. My question is, how are you different? Yeah look, we're going to integrate with customers who want to integrate because we're an open platform and that's the right approach. We believe there will be some overlap and there'll be some choices to be made. Instead of that top down different approach, which may be a little bit heavy and a large investment up front, with varied results, as far as what that looks like, ours is really a bottoms up. I would tell you too, if you look at our community, which is a million and a half, I believe, strong now and growing, it's really about that practitioner and those people that have embraced it from the bottom up that really change how it gets implemented. And you don't have what I used to call the white blood cells, pushing back when you're trying to say, "Hey, let's take it from this finance and accounting to HR, to the supply chain, to the other sides of the organization," saying, "Hey look, be part of this," instead of, "No, you will do." >> Yeah, there's no, at least that I know of, there's no SAP or Salesforce freemium. You can't try it before you buy. And the entry price is way higher. I mean generally. I guess Salesforce not necessarily but I could taste automation for well under $100,000. I could get in for, I bet you most of your customers started at 25 of $50,000 departmental deployments. >> It's a bottoms up ground swell, that's exactly right. And it's really that approach. Which is much more like an Atlassian, I will tell you and it's really getting to the point where we obviously, and I'm saying this, I work at UiPath, we make really good software. And so, out of the box, it's getting easier and easier to use. It all integrates. Which makes it seamless. The reason people move to RPA first was because they got tired of bouncing between applications to do a task. Now we deliver this enterprise automation platform where you can go from process discovery to crowd sourcing and prioritizing your automations with your pipeline of automations, into Studio, into creating those automations, into testing them and back again, right? We give you the opportunity not to leave the platform and extract the most value out of our, what we call enterprise automation platform. Inclusive of process mining. Inclusive of testing and all those capabilities, document understanding, which is also mine, and it's fantastic. It's very differentiated from others that are out there. >> Well it's about having the right framework in place. >> That's it. From an automation perspective. I think that's a little bit different from what you would expect from the SAP's of the world. Mike, where are you seeing, in the large organizations that you work with, we think of what you describe as the automation pipeline, where are some of the key priorities that you're finding in large organizations? What's in that pipeline and in what order? >> It's interesting because every time we have a conversation whether it's internal or with our clients, we come up with another use case for this type of technology. Obviously, when we're having the initial conversations, what we're talking about is really automation. How do we stuff that pipe with automation. But you know, we have clients that are saying, "Hey listen, I'm trying to carve out of a parent company and what I need to do is document all of my processes in a meaningful way, that I can, at some point, take action on, so there's meaningful outcomes." Whether it be a shared services organization that's looking to outsource, all different types of use cases. So, prioritizing is, I think, it's about impact and the quickest way to impact seems to be automation. >> Is it fair to say, can I look at you UiPath as automation infrastructure? Is that okay or do you guys want to say, "Oh, we're an application." The reason I ask, so then you can answer, is if you look at the great infrastructure plays, they all had a role. The DBA, the CCIE from Cisco, the Cloud Architect, the VMware admin, you've been at all of them, Ryan. So, is there a role emerging here and if it's not plumbing or infrastructure, I know, okay that's cool but course correct me on the infrastructure comment and then, is there a role emerging? >> You know, I think the difference between UiPath and some of the infrastructure companies is, it used to take, Dave, years to give an ROI, really. You'd invest in infrastructure and it's like, if we build it they will come. In fact, we've seen this with Cloud, where we kind of started doing some of that on prem, right? We can do this but then you had Amazon, Azure and others kind of take it and say, "Look, we can do it better, faster and cheaper." It's that simple. So, I would say that we are an application and that we reference it as an enterprise automation platform. It's more than infrastructure. Now, are we going to, as I mentioned, integrate to an open platform, to other capabilities? Absolutely. I think, as you see with our investments and as we continue to build this out, starting in core RPA, buying ProcessGold and getting into our discovery suite of capabilities I covered, getting into, what I see next is, as you start launching many bots into your organization, you're touching multiple applications, so you got to test it. Any time you would launch an application you're going to test it before you go live, right? We see another convergence with testing and I know you had Garrett on and Matt, earlier, with testing, application testing, which has been a legacy, kind of dinosaur market, converging with RPA, where you can deliver automations to do it better, faster and cheaper. >> Thank you for that clarification but now Mike, is that role, I know roles are emerging in RPA and automation but is there, I mean, we're seeing centers of excellence pop up, is there an analogy there or sort of a similar- >> Yeah, I think the new role, if you will, it's not super new but it's really that sense of an automation solution architect. It's a whole different thing. We're talking about now more about recombinant innovation. >> Mike: Yeah. >> Than we are about build it from scratch. Because of the convergence of these low-code, no-code types of solutions. It's a different skill set. >> And we see it at PWC. You have somebody who is potentially a process expert but then also somebody who understands automations. It's the convergences of those two, as well, that's a different skill set. It really is. And it's actually bringing those together to get the most value. And we see this across multiple organizations. It starts with a COE. We've done great with our community, so we have that upswell going and then people are saying, "Hang on, I understand process but I also understand automations. let me put the two together," and that's where we get our true value. >> Bringing in the education and training. >> No question. >> That's a huge thing. >> The traditional components of it still need to exist but I think there are new roles that are emerging, for sure. >> It's a big cultural shift. >> Oh absolutely, yeah. >> How do you guys, how does PWC and UiPath, and maybe you each can answer this in the last minute or so, how do you help facilitate that cultural shift in a business that's growing at warp speed, in a market that is very tumultuous? How do you do that? >> Want to go first or I can go? >> I'll go ahead and go first. It's working with great partners like Mike because they see it and they're converging two different practices within their organization to actually bring this value to customers and also that executive relevance. But even on our side, when we're meeting with customers, just in general, we're actually talking about, how do we deal with, there's what? 13 and a half million job openings, I guess, right now and there's 8500 people that are unemployed, is the last number that I heard. We couldn't even fill all of those jobs if we wanted to. So it's like, okay, what is it that we could potentially automate so maybe we don't need all those jobs. And that's not a negative, it's just saying, we couldn't fill them anyway. So let's focus on where we can and where, there again, can extract the most value in working with our partners but create this new domain that's not networking or virtualization but it's actually, potentially, process and automation. It's testing and automation. It might even be security and automation. Which, I will tell you, is probably coming next, having come out of the security space. You know, I sit there and listen to all these threats and I see these people chasing, really, automated threats. It's like, guys a threat hunter that's really good goes through the same 15 steps that they would when they're chasing a false positive, as if a bot would do that for them. >> I mean, I've written about the productivity declines over the past several decades in western countries, it's not universal around the world and maybe we have a productivity boost because of Covid but it's like this perpetual workday now. That's not sustainable. So we're not going to be able to solve the worlds great problems. Whether it's climate change, diversity, massive deaths, on and on and on, unless we deal with that labor gap. >> That's right. >> And the only way to do that is automation. It's so clear to me that that's the answer. Part of the answer. >> It is part of the answer and I think, to your point Lisa, it's a cultural shift that's going to happen whether we want it to or not. When you think about people that are coming into the work force, it's an expectation now. So if you want to retain or you know, attract and retain the right people, you'd better be prepared for it as an organization. >> Yeah, remember the old, proficient in Word and Excel. Makes it almost trivial. It's trivial compared to that. I think if you don't have automation chops, going forward, it's going to be an issue. Hey, we have whatever, 5000 bots running at our company, how could you help? Huh? What's a bot? >> That's right. You're right. We see this too. I'll give you an example at Cisco. One of their financial analysts, junior starter, he says, "Part of our training program, is creating automations. Why? Because it's not just about finance anymore. It's about what can I automate in my role to actually focus on higher level orders and this for me, is just amazing." And you know, it's Rajiv Ramaswamy's son who's over there at Cisco now as a financial analyst. I was sitting on my couch on a Saturday, no kidding, right Dave? And I get a text from Rajiv, who's now CEO at Nutanix, and he says, "I can't believe I just created a bot." And I said, "I'm at the right place." Really. >> That's cool, I mean hey, you're right too. You want to work for Amazon, you got to know how to provision a EC2 instance or you don't get the job. >> Yeah. >> You got to train for that. And these are the types of skills that are expected- >> That's right. >> For the future. >> Awesome. Guys- >> I'm glad I'm older. >> Are you no longer proficient in Word is the question. >> Guys, thanks for joining us, talking about what you guys are doing together, how you're really facilitating this massive growth trajectory. It's great to be back in person and we look forward to hearing from some of your customers later today. >> Terrific. >> Great. >> Thank you for the opportunity. >> Thank you for having us. >> Thank you guys. >> Our pleasure. For Dave Vellante, I'm Lisa Martin, you're watching theCUBE live from the Bellagio in Las Vegas, at UiPath FORWARD IV. Stick around. We'll be back after a short break. (upbeat music)

>> Announcer: From Las Vegas, it's theCUBE. Covering Qualys Security Conference 2019. Brought to you by Qualys. >> Hey, welcome back everybody. Jeff Frick here with theCUBE. We're at the Bellagio Hotel in Las Vegas, at the Qualys Security Conference. This conference has been going on for 19 years. It's our first time to be here. We're excited to be here, but it's amazing that they've just been clipping along through wave after wave after wave. They've got some new announcements today and we're excited to get the full rundown here. Our next guest is Chris Carlson, the VP of Strategy from Qualys. Chris, great to meet you. >> Great, thanks, great to be here. >> Yeah, so you just got out of your session. How did your session go? >> Yeah, it was fantastic. In fact, that's the great thing about a Qualys Security Conference, because we have the ability to not only interact with our customers and partners, but actually showcase what's new, but also what we're working on coming in the future. >> Jeff: Right. >> And that's really important for us at Qualys because we get the feedback from the customers early, and we can work very closely with them to find the right set of solutions and the right products for their use in their environment and programs. >> Now, the security landscape has changed quite a bit over the last two decades, and Phillipe's keynote, I mean he is right on the edge in terms of really appreciating cloud and the benefits of cloud. You guys have a lot of great integration partners. You know, did you have to re-architect this thing, at some point down the road? I mean it's pretty amazing that you've been at it for two decades and still really sitting in a good spot here as kind of the cloud and IOT and 5G and this next big wave of innovation starts to hit. >> Well that's right, and I think that's why it starts with that vision, but it's not just a vision of where the market is going, but the vision of where technology is going. So when Qualys started, they started in the cloud, and they started with the cloud delivered architecture. And that was really, maybe early for a lot of first customers. 20 years ago security was maybe not as much, and put security in the cloud, that's where all the bad guys are. But it's really that architecture vision technology that allowed us to not only innovate quickly on a platform, but as our customers grew, as our customers moved to the cloud, as our customers moved to IOT and OT and mobile computing and those aspects, we're already there. >> Jeff: Right, right. >> We're already there. So and that is what really the advantage for us is, we don't have to re-architect our platform, we can layer on new capabilities and new services, new products leveraging the existing architecture that we've developed in the cloud. >> Yeah, it's really little bit of good fortune, a little bit of luck, a little bit of smarts, right. >> I think it's maybe a lot of experience and smarts from that. >> Well, it's just funny right, 'cause we had John Chambers on not that long ago, and his kind of computing waves, he was using kind of 10 year waves as kind of the starting points. And Phillipe's were a little bit longer, but it's the same kind of story with mainframes and minis and client server and now cloud, but as he said, and as you've reinforced, if you don't architect it to be able to do that at the beginning, you can't necessary repurpose it for this new application. It's really architecture-specific, and without that kind of vision, you're not going to be able to take advantage. >> That's right. >> Of these kind of new waves. >> Exactly, and I think that architecture breaks down into different levels. So one is systems architecture, but there's also the design architecture. So the technologies that we're using on our platform today aren't the same 20 years ago. We've swapped out those technologies. We use new modern technologies. Technically, like Kafka streaming blasts to do real-time event streaming. Cassandra for object data store. Those did not exist five or six years ago. But from our architecture that we're collecting lightweight data from our customers, and analyzing it in our cloud platform. Doesn't matter if we have one million events, a billion events, a hundred billion events, the platform can scale the process of those. >> Right. The other piece clearly that you've mentioned two or three vocabulary words right there is the open source component. You know, the open source has grown dramatically since the early days of Linux, both in terms of market acceptance as well as kind of new opportunities for things like Kafka to be able to grab that type of , integrate it into your product set and really drive a whole bunch of extra value. >> Yeah, that's right. I think we benefit as Qualys is using some of these open source technologies and we do contribute back, because we work with those teams. If there's any defects or performance enhancements, we do that. But while we've benefited from some of the open source technologies, our customers have benefited as well. Now they've benefited from new technology architectures, but in some cases they've benefited from new security problems. So if you get commercial off-the-shelf software, the vendor produces a security patch, they test that patch and they can apply the patch. In many cases with some open source software it's not like that. The customer has to get the software, compile it, make sure it works. Maybe it doesn't fix the vulnerability, and that's why in that case for them open-source technology can improve some of their IT systems and their business initiatives, but it puts a challenge on security to keep up with all the security risks that are happening across the board. >> Right. So one of the big announcements today was the VMDR. >> That's right. >> Tell us all about it. >> Great, so VMDR stands for Vulnerability Management Detection and Response, and that really is a capability that we've actually had in the platform itself, but the feedback from our customers were that internally their own people, their own process and their own tools created these artificial silos that prevented them from actually doing security detection and remediation at scale quickly. We have all these capabilities in the Qualys platform anyway, but with this new VMDR bundle we're bringing it together with new automation, new workflow, new orchestration, new user interfaces that actually reduce the time to remediate down to near zero in some cases. So, we had an example of a live attack that happened two years ago, WannaCry with EternalBlue, and many companies did nothing for two months. So they had the right tools, but maybe the data silos to go from one application to another application, to one team to another team just increased that length of when they could remediate. Our customers that had Qualys already had that data within the Qualys platform. We can tell them what assets they have, what the vulnerabilities were, that WannaCry was a big thing happening. And then with our patch management they can click one button and then just fix those assets easily. >> Jeff: Right, right. >> That was two years ago. Now this summer something called Blue Key. So Blue Key and Deja Blue is another attack that's happening, is going on right now. People don't know about it. Well, maybe not you. (laughing) Maybe if you're a Windows. >> I got nothing, I got nothing. >> Maybe if he has a Windows Operating System he's being attacked right now, I don't know about that. But a lot of our customers here, they're struggling with that every day. Not that Qualys can't tell them where it is, but they have to rely on another team to actually fix it. And that's what's so exciting about VMDR, Vulnerability Management Detection and Response, is the D and the R, the detection and the response allow them to remediate in a full life-cycle very quickly, very effectively, and with a high confidence that it has actually corrected those issues. >> Yeah, it's really interesting. You know, kind of the application versus platform conversation. You guys are integration partners with ServiceNow. Fred Luddy's been on many, many times, and tells a great story. You know, he wanted to build a platform, but you can't go to market with a platform. You got to go to market with an application, hopefully get some traction, and over time he started adding more applications, and it was pretty interesting listening to you guys. >> Well, I was actually going to stop you right there if you don't mind. >> No. >> The marketing people go to market with the platform. The marketing people say, "Hey version one is a platform." >> To their customers? But nobody's got a line-item to buy a new platform today, right. >> Exactly, and that's sort of the disconnect. >> Right. >> Really with normal enterprise sales models and technology. The marketing sales disconnect versus the technical reality that customers depend on for their environment. >> But if you do it right, then you can build that application stack, and I think in their earnings call, your guys last earnings call, you defined seven specific applications that sit on this platform that enabled in you to bundle and have kind of multi-application integration in the new VDMR. >> Yes, that's right, and I think that the difference with Qualys is they knew that the architecture was important. So our vulnerability management was an application on the architecture when it first launched 20 years ago. >> Right. >> And that really helped us going forward. So from the earnings call it's seven product capabilities on our lightweight agent, but the entire Qualys platform has 19 different product capabilities, in the same platform using the same user interface model and the VMDR takes many of those and bring it together in that single bundle on a per asset basis. >> Okay great, thanks for that clarification. Slight shift of focus. Another thing that came up in Philippe's keynote was kind of re-architecting the sales side and the market bundles that you guys are going to go to market with over time. And he broke it down into really only four big buckets of categories. Cloud providers, I think managed security service providers, enterprises, and I can't remember what the the last one was. Oh, OT and IOT vendors. >> Chris: IOT, correct, yes. >> So as you kind of look forward in the way that you're going to develop your products to go to market, how is that impacting your strategy, and are you seeing that start to play out in the marketplace? >> Yes, when we look at security technology and actually part of his keynote, he had this slide that had, you couldn't zoom in, because there's a million logos on this slide, security companies. And you go to some of the security shows, there's 800 vendors in the exhibit hall. >> Jeff: Oh yeah, we go to RSAC. I mean that that's why, it's chaos, right. >> So it's crazy, it's crazy. And there was an analyst that actually said a couple years ago that whenever there's a new threat, there's a new tech. Here's a new threat vector, now there's five new startups. And is that new threat vector super narrow, and it's only a feature, or is it a product, but our view of Qualys was a little bit different in that while the buying centers may be different, while some of the assets may be different, an OT asset versus a cloud asset versus the endpoint asset, the ability to discover it, identify it, categorize it, assess it, prioritize and remediate it is the same. That is the same. So whether it is a PLC on a shop floor from a car manufacturing, or a ecommerce web server that's running in a public cloud, or an end-user machine, the process to identify assess and remediate is exactly the same through us at Qualys with their platform. Different sensors for different asset types, normalized security data and different remediation approaches for different asset types, but all the same platform. >> But it sounds like you're doing some special stuff with Azure. >> Chris: Yes. >> So, tell us a little bit about kind of what's special about that relationship, what's special about that solution. >> Yeah, and that integration was announced two weeks ago at Microsoft Ignite, which is a big Microsoft show, and that really is a close partnership that we have with Microsoft. We actually did an early integration with them four years ago, but this is a lot deeper. And that really is Phillipe's and Qualys vision that security needs to be built in and not bolted on. >> Jeff: Right. >> That if you take, let's take a car for example. When you buy a car, you don't buy the car without a seat belt, an airbag, maybe a radio. You don't buy it without tires, it all comes together. You don't buy a car, then go to the seatbelt shop, and then buy a car and then go to the airbag shop. It all comes together, and that's what we're very excited about this announcement with Microsoft and Azure is that the vulnerability assessment is powered by Qualys already built into Azure. So there may be a whole set of customers that know nothing about Qualys, know nothing about our 20-year history, know nothing about our conference. they go to Microsoft Azure's, the security center, and it goes, "Assess your vulnerabilities," click a button and there's the vulnerability information. So this opens up a new capability for customers that they may not have used, but more importantly bringing security into IT without them knowing that they're doing security. And that is very powerful. >> So is it like a white label, under the covers or? >> So, it's not a white label, it's a joint integration. >> Chris: Okay. >> And it's a Microsoft Azure. >> Chris: So they eventually have, probably is in the bottom of the report. >> Powered by Qualys, powered by Qualys, right, so we got to have that name in there. >> Right, right, right, good. >> And what's exciting about Microsoft Ignite is that we had a lot of Microsoft IT and dev people come up to our Qualys booth and say, hey I don't know much about Qualys, but I get this report of things that I need to fix, tell me more about what you're doing and how can we help that fix faster. >> Chris: Right. >> And it's really about speed. Time to market, time to acquire customers, time to service customers, but more importantly time to produce new technology, time to secure the new technology, and lastly, unfortunately, time to respond to security events that may have happened in your network. >> And I presume they can buy more of the suite through the, and run it on the Azure stack. >> Yes, that's right. In fact, all of our capabilities can go on there from it, and that really is a strong partnership. In fact the group product manager for Azure is speaking at Qualys Security Conference just later today. That really shows a testament of the deep integration of partnership that we have with them. >> All right, Chris, before I let you go, you're the strategy guy. So as you look down the road in your crystal ball, I won't say more than three years, two years, three years, four years. What are some of the things you're keeping an eye on, what are the things you're excited about, what are the things you're a little concerned about? >> Well, I think that the things that we're excited about is a vision that Philippe and of course Ahmet has painted for it, is that the computing environment is accelerating dramatically, it's fragmenting dramatically. 5g might be a complete game-changer across the board. We have some of our large customers that have a project that they call Data Center Zero. 17 data centers, in two years, no data centers at all. I say that in their corporate offices they have laptops and printers, that's it. How do you secure and assess an environment that is ephemeral and that is virtual and that is remote, and that's where the Qualys platform architecture can move along with those customers. Our very largest customers are the ones leading the charge, not only developing new capabilities, but also using them as they come out. So I think that's what we're very excited about. I think that's some areas that we're working deeper with our customers on, is at the end of the day, it's people, process, and tools. And we're working on the technology capability and stack that can also influence and make the process better, but ultimately the people have to come in and understand that security has to be built in, we have to shift left, integrate it into the dev cycle to really reduce that attack surface and have a stronger, more secure enterprise. >> All right Chris, well, think you're going to be busy for the next couple years. >> It's a exciting time, it's an exciting time for Qualys. >> All right, well again, congrats on the event. >> Thanks very much. >> Thanks for having us. Can't believe it's been here for 19 years and we haven't been here yet. So again, thanks for having us and congrats on all your success. >> Great, fantastic Jeff. >> All right, he's Chris, I'm Jeff. You're watching theCUBE. We're at the Qualys Security Conference in Las Vegas. Thanks for watching. We'll see you next time. (upbeat music)