>> Narrator: From theCUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is theCUBE conversation. >> Hi, I'm Stu Miniman. And welcome to this CUBE conversation. Of course during the COVID-19 pandemic, lots of businesses and industries have been upended. One area where there's been real acceleration of the use of online technology, of course, has been telehealth and telemedicine. To help us look into what is happening in that space. We have Eric Gray, he is the chief Solutions Architect with NetScout. Eric, thanks so much for joining us. >> Thanks to you, it's great to be here. >> All right, so as I teed it up, obviously, telehealth, telemedicine. I've had most of my family have done virtual visits, if you will, you know talking to doctors in the like online has been a real shift not something that is pervasive today. Help us understand a little bit how your customers are dealing with this, and the changes that are happening in their world? >> Well, it's certainly becoming a significant paradigm shift in our industry, you think over, over the history of medicine, people have been going in and seeing a doctor sitting in that waiting room and going through all of the, the permutations to spend, 10 minutes with the doctor to diagnose their symptoms. The shift that we have and driven in the fact that has been driven by a global pandemic is, maybe it's unfortunate, but at the same time, it is pushing the industry, strongly in that direction. They say that by by 2021, this is a $66 billion industry or business. So, healthcare organizations be at hospitals and clinics, local providers, anybody that's having to deal with medicine back and forth, in an interaction with their patients. He's going to make this shift over, over a very short period of time. >> In general Eric, how prepared was the typical practitioner to be able to support this kind of environment? You know, we've seen what's happened with local elementary school education, most of them aren't set up for remote as opposed to if I looked at, secondary schools, universities usually had some component of online learning. But when it comes to the medical industry, do you have any thing you can share as to, what segments of the market were ready? How many just had to scramble and say, oh, my gosh, I need this by Monday. >> So there were certainly the larger healthcare providers that I spend my time with, here in the Western US they were ready to go. They had been looking forward into this field for quite a while they had the technology in place, but not was certainly not the case for all. I've spent more time in the last three months talking to university healthcare organizations, local healthcare organizations, who weren't at all ready to roll out the technology necessary to be able to provide that doctor-patient interaction in a successful and high quality way. >> All right, well, let's let's drill in a little bit because most people think, oh, I'm going to move to an online experience. It doesn't just mean, if I was a restaurant, it doesn't just mean that, I have an app or an online, portal. If I was school, it's not just let's throw zoom at the solution. If you're talking, telehealth and telemedicine. I'm sure there's a lot that needs to be done, ahead of the any visits, obviously, heavily regulated industry. So let's walk through a free quick could the, the full landscape there. >> So the the biggest concerns that a lot of the healthcare organizations have they're trying to roll this out. Probably the biggest one by far is maintaining a level of HIPAA compliance. So that the data that's been moving back and forth between the doctor-patient is staying exactly there it's private. It's not exposed, even though it's going across public internet, in many cases, from someone's home to the the location of the physician, that that information remains confidential. Second, it really needs to be high quality, as the doctor is interacting with the patient now in his, kind of the same fashion that you and I are right now, over a webcam over their local ISP, the quality might vary. So, if a doctor is going to make an accurate assessment of a patient, and assess their symptoms without actually having them come into an office, they need to have an exceptional experience, the quality of the audio needs to be great quality, the video needs to be excellent. The entire interaction needs to be pristine. And then there's the things that wrap around that patient doctor experience, the things that give us the call it the infrastructure that makes it happen. That's the DNS connections in the underlying network, but it's also prior to the call making sure that you have the ability to set it up, access medical records, after the call, being able to get to pharmacy to get to your prescription, or see the test results that came from the experience. Even billing, I'm going to go pay my bill, I need to be able to get on, get to something reliably and have a secure transaction. All of this stuff together sort of makes up what is modern telemedicine. Though, most of the time, the telehealth experiences what's considered everything, whereas telemedicine is really looked at as the doctor patient conversation, across that new digital media. >> Yeah, what if companies had to deal with if they had really a toe or they were starting down this path and all of a sudden they need to go from something that they do as an exception to now this is what they've been doing for the last few months. How do they scale that up? >> That was a shock for many of them. Some had some, basic level of interaction capability. But I've had customers that have talked to me about a 20 to 30 x increase in the amount of bandwidth necessary and the amount of technology needed in order to facilitate these conversations. The market is skyrocketing. Doctors are you know, they're making this dramatic shift because they need to protect their patients they need to protect themselves. And as the need has gone up exponentially, IT teams are really scrambling. They're having to provide this technology very, very quickly standing up new concentrators, for VPN connections. Lots of new service provider connections, so that they have additional bandwidth capable. And then going out to the different companies who provide direct telemedicine and telehealth connectivity, so that they are maintaining, that high level of security as well. So all of this together has just created this explosion in this industry as people rush to deploy the stuff. >> It definitely sounds very challenging. I've talked to, government agencies that get emergency funding for this. What's the impact on from a financial standpoint? I think from a patient standpoint, you say, it's not like all of a sudden you're going to be able to bill more. If anything, they're like, hey, I'm not coming to the office. I'm you know, is a little bit less to go there. So what are the financial implications of all this? >> That's really interesting. So, as many healthcare companies especially the hospitals ramped up to fight COVID-19, and the coronavirus epidemic, getting access to the appropriate PPE and emergency room technology, making sure they have enough ventilators. All that stuff was a big drain on the emergency funds. When they looked at what was going on with telemedicine. It's really a dramatic savings. So the survey say that somewhere in the order of the United States healthcare industry overall. As we shift into a primarily telemedicine based system, it save up to $4 billion a year. So it's significantly less expensive for those health care companies to be able to provide this kind of interaction. Not only money, but also from a quality of the interaction as well. Now, as I said it kind of in the beginning, I know when I would go in and talk to a doctor, maybe I would get 10 minutes. There's a lot of time that you spend sitting in the waiting room, waiting in the in the actual room, and the interaction is very short, and maybe not such great quality. Now, as I've been spending a few sessions with doctors online, it's really great. I've got no waiting. I've got a longer window of time with my physician. I think it's probably, a better interaction for me and overall, it's going to save the healthcare company significant amount of money. Seems like it makes a lot of sense. >> Yeah, that's an interesting silver lining, if you will, that we can right really kind of, change it from, it was almost done. Just in time manufacturing methodology, as we've maximized the utilization of everything with all the scheduling and the like, and we're really building it more like a distributed system now. So I'm curious, Eric, what is the thinking around these people, these companies, if you're scaling this up for remote, eventually, there will be the new normal, let's say we have, you know, a vaccine and, going back to the office visits will be more prevalent. What is the thinking about, what this will look like and hybrid mode or what will the telemedicine dial back a little bit, in the next year or so? >> I think the general consensus is that it's here to stay. This isn't the first pandemic, it won't be the last and putting the proper technology in place right now, that's available. I mean, this is not something that's years in the making, it's out there. It's just that a lot of companies, weren't quite ready to take the lead, either from an investment standpoint or just doing things the same way and making that paradigm shift. I believe not only are we seeing the significant shift just in this timeframe, but it's going to be here for a long period of time. They're going to be certainly people that will want to go back to the old way of visiting the doctor. And as at home diagnostics become more, more prevalent things from like a blood pressure monitor or pulse ox monitor, various ways that you can actually take vital readings from your home and have that data transmitted into your EMR, EHR system. That makes it even more sticky. So I believe the time is going to come where we'll set up a couple of steps back, but those 10 steps that we've made forward, it's something that the industry has been waiting for for a long time. And now we're going to get there really quickly. >> Yeah, it's fascinating to think, Eric, if this had been 10 years ago, that we would be having a very different conversation. If you would take us in a little bit the learnings that you had, whereas NetScout finding that it's helping its clients the most when it comes to the telehealth and telemedicine solutions? >> Well, one of the things that's really gotten us excited at NetScout, we've been in this business of being able to secure and monitor, enterprise and service provider networks for the last 35 plus years. NetScout has been in this business to keep the customers networks alive, keep them healthy, and help them to troubleshoot problems when they occur. So as we look at applying, our technology towards this telemedicine experience, it seemed like a perfect fit for us. We can break it down in kind of three categories. First, what happens prior to the experience? We want to make sure that we can maintain a high level of availability for the the healthcare organizations network to make sure that the telehealth software is functional, that the network is robust that the response times are low. So understanding what that experience is like in advance of the call, is probably a little bit of a slam dunk. But we want to make sure that we're always ready and able to handle the load. Second is, and probably most important is during the call. Once that patient is talking to the doctor, and they're ongoing through video, audio chat, we want to make sure that, the quality of that experience is exceptional. About 10 years ago, NetScout acquired some technology that gave us the insight into how unified communication protocols function, and gave us the ability to measure my scores jitter and loss, even in a secure RTP kind of payload environment. So even with encryption, we can still give you a high understanding of how good that session is to make sure that the patient and doctor, are seeing each other, they're hearing each other and it's pristine. Then finally on the back end, what happens after the call. So once the physician and the patient are done, I still need to go see my records and the bill. As I said before, we want to make sure that all the systems that make that happen are up, functional and capable of being used every day. Our ability to monitor these sessions baseline their performance and triage in the event of an issue helps us to keep EMR systems like Epic and Cerner and McKesson up and running. The billing systems that make things happen. HL seven protocol tying everything together. Giving the patient access to their records, their medical images, et cetera. And the network that makes all this happen, probably already monitored by NetScout as our customers are very loyal and have been for many years. >> Alright, Eric, I'll give you the final word. If customers want to learn more about what you're doing in this space, what would you recommend for them? >> Well, we are very excited about what we're doing with all of these solutions for our customers. First we published a white paper that you can find it at netscout.com. We show up on a telemedicine landing page you can read all about how NetScout products are being used to help in all of these areas of telemedicine. Also on the July 21st, at 10:00 am Pacific, we're going to be offering a live webinar, demonstrating how our technology can be used before, during and after a telemedicine call for the customer. >> All right, well, Eric Gray, thank you so much for joining us really important stuff around the telehealth and telemedicine. Really appreciate all the updates. >> Thanks to have a great day. >> All right, and thank you for joining. I'm Stu Miniman, thank you for watching theCUBE. (bright upbeat music)

>> Announcer: From theCUBE Studios in Palo Alto and Boston, connecting with thought leaders all around the world, this is a CUBE Conversation. (smooth music) >> Hi everybody, this is Dave Vellante, and welcome. As you know, I've been interviewing a number of CEOs throughout the COVID-19 pandemic. I'm really excited to have Alan Trefler here. He's the founder and CEO of Pegasystems. Alan, thanks for being part of the program. >> Oh, thanks for having me, Dave. >> So let's get into it. I mean when you were 27 years old, 37 years ago, 1983, you started Pega. Now you've seen a lot of cycles. Never seen anything like this, I know, but certainly there was the '87 crash. You saw, you know, the banking crisis in the late '80s, early '90s, the dotcom bubble, 2008, 2009, and now this. I want to ask you sort of how have you responded to crises in the past? I mean the hallmark of your company, the book you wrote is being able to manage through change. How did you manage through this one? What was your first move? >> Well, you know, what I'll tell you is from the inception we've always been a scrappy company. You know, we never took any venture capital. We bootstrapped this firm. I went public in the late '90s, and you know, we've now got a firm that will do over a billion in revenue this year and has 5,400 staff. So we've built, I think, a cohesive team around a set of principles that really have matched the way the software and technology have evolved, but has still taken a pretty radically different approach to how it should be used by businesses and business users. >> Well, so talk about some of the big waves that you've been riding over the years. I mean you set out to help business people really communicate better with IT. You laid out in your book some of the challenges there, and as you've pointed out many, many times, it gets more complex, people try to understand the customer better with terminology like customer relationship management. People don't necessarily want a relationship, right? Talk about some of the observations that you've made around customer behavior and channels, and how you've approached things a little bit differently as an entrepreneur. >> So I think organizations, when they think about how they want to engage with their customers, typically make a couple of serious mistakes. One is they say they want to do a good job for their clients, but especially if they're a big company they then devolve into actually doing the work in their channel. I mean they have a mobile group that builds the mobile app, which is different than the group that handles the call center, which is different than the group that handles the website, and all this business logic, it's baked into that. And that just destroys their ability to implement change rapidly, which particularly in this COVID era is so important for the organizations that are going to be successful. Now on the other side sometimes they get overly focused on their backend system. They're worrying about how they're going to put in the perfect ERP system or accounting system, that that will somehow support customer engagement better, but frankly it never does. We think you need to think about your business from the center out. How do I apply AI to what I want to do for and with my client? And then how do I apply workflow and work management capability to ensure that those decisions are done optimally and effectively? That's what Pega worked on from our inception, and now as we've gone into our fifth complete generation of software I think we've really crossed some boundaries that are pretty remarkable. >> So I mean, well what you've built is actually quite amazing. Since you've written your book the stock's exploded. I don't know if that's cause and effect, but nonetheless some of the things that you talk about again in the book, you talk about, you know, people looking at data the wrong way. What's impressed me is you've always taken a systems view. You're not trying to optimize, to your point, on one little either technology or maybe optimizing on cost. If you look at the whole system and think about outcomes, that is going to, you know, yield ultimately better businesses. And so I want to ask you-- >> Well, thinking about an end to end way of understanding how the technology should be applied is exactly what we've always believed, but the key is to be able to do this incrementally, iteratively, not monolithically, because no businesses can afford to rip out things. So you need to be able to do this what we call, say, "One microjourney at a time." One set of things that are good for a customer. In today's era it might send, as we do with many of our clients now under stress, we help them help their customers around things like loan forbearing. How do you give people a payment plan because they just don't have the money to pay their loan today. >> Right. >> And how do you do that while you keep them as customers, as opposed to, well, situations that could be far worse. >> Let's talk a little bit about machine intelligence. When you started Pega it was the same year I started in the industry at IDC, and AI was all the rage, and then, you know, it just never happened. You had the very long AI winter, but now it's, you know, starting to come back. You're seeing, you know, obviously there are certain technical capabilities, the amount of data, the processing power, et cetera, and the cost are much more aligned. You're seeing trends like AI. You're seeing things like RPA, you know, which you've brought in to your platform. Talk a little bit about that sort of incremental change that you're adding in to your platform and how you go about doing that. And I want to ask you about some of your thoughts on those trends. >> Certainly. Well, AI has been, from our point of view, a really big thing for the last decade. There was a set of false starts, and we actually saw that they were false starts, so we didn't get sucked into it, but come around 2010 we made an enormous push to bring machine learning and decisioning into our work management platform, and it's in there beautifully and it's doing amazing things. You know, I just saw one of our customers, Commonwealth Bank in Australia, their CEO in his quarterly earnings announcement led by talking about what the Pegasystem, what our system, which they call a customer engagement engine, is doing for them. During the fires that earlier this year were ravaging Australia, they used that to send personalized, not just messages, but also relief to people whose homes were burned out, so they weren't going to be able to pay their credit card bill. They didn't have to call the contact center. We reached out through the brilliant work that they did using our technology, reached out to preemptively make those customers feel great, and now with the COVID epidemic that organization is doing the same types of things, which really both endears them with their customers but also gets tied into that efficiency layer because you stop doing needless work because you're being smart as a result of using AI to figure out what to do, and to learn from the outcomes that come from that. >> So we've seen, you know, the playbook of you see, you know, startups, they get out, they're well-funded, and they point to the large established companies and they say, "Oh, that's an old stack." They can't respond, innovator's dilemma, et cetera, et cetera, et cetera. One of the things about Pega is you've been able to transform yourselves over the years. You know, build for change, I guess. An example, for instance, going from perpetual to an ARR type of model, which you very successfully have done, and now, you know, as I said, bringing in RPA, but I want to ask you about RPA. A lot of competitors out there, big valuations kind of pointing at you guys as the incumbent. You have RPA, but what do you see within that space specifically? >> I see a lot of delusional behavior. The ability to put robots in to do little pieces of task work can make sense in some situations, particularly if you don't have a good API, a good application programming interface, to get data in and out. A robot in that sort of situation can be a very, very helpful stopgap, but you really need an engine driven by AI and driven by process, process automation, that has to be at the heart. That's the dog to the robotic process automation tail, and a lot of these RPA vendors are running around saying, "You know, all you need's the tail." I'll tell you that in the last week two of the "biggest leaders" have both had massive layoffs. A little google work you can find out exactly who they are, and it's because their stuff isn't working well. >> I want to ask you about entrepreneurship during and coming out of a pandemic. Is it a good time to do a startup? Not that you're thinking about doing a startup, but you know, advice to entrepreneurs. >> Well, I think it's a terrific time to have a startup mentality. You know, part of why I think we've been able to reinvent our technology literally five times over our years is that we're always prepared to look from a new angle and apply that sort of entrepreneurial thinking and scrappiness. However, in terms of starting something right now, it's a very uncertain time. It's uncertain as to when customers will be back in the market. It's uncertain as to exactly how hard certain industry segments would be hit. And so whereas I think that even during recessions it can be a fine time to launch a startup, and in fact that's when I launched Pega was during a time when the economy was not doing that great, I would wait a little bit right now to see exactly when things are going to stabilize. I think that it's just a little too uncertain, but that time will emerge again. >> So I want to ask you, so again, in your book you talked about big data, big problems. I always joke to my friends who have little kids, little kids, little problems, (chuckling) and so little companies, little problems. You're now a billion dollar company, and you're bringing in new talent. You've set your sights on becoming a multibillion dollar company. You've got a great track record. I want you to talk about sort of how you see the future and what your aspirations are. You don't have to give specific numbers, but just frame that for us. >> Well, first of all, just to be clear the numbers in terms of a billion, that's an actual revenue number, as opposed to some of these valuations which we've seen with companies like WeWork might be a little bit tentative. What we see as being central to our growth and value prop are a couple of things. First, we've made our software tremendously easier to use, particularly our last release, which came out about six months ago, really, really straightforward for business people even to take ownership of their projects and work really collaboratively with IT. So that's one aspect of how we grow and want to accelerate the growth. The second aspect is Pega Cloud. Last year Pega Cloud grew enormously. It's now more than half our business, and for people to come on Pega Cloud where we do all of the database work, we do all the heavy lifting for them from a technology point of view, also provides a route to growth, though we also support what we call client cloud, which is where one of our customers wants to run it on their own cloud. And I think the third thing that we're doing that we're hoping is going to allow us to accelerate our growth is to broaden our go-to-market function, make our go-to-market function just larger by continuing to hire, and by the way, this is a great time for a company with a half a billion dollars of cash in the bank to be out looking to hire talent. Looking to hire and broaden and deepen our go-to-market and how we work, especially with those awesome customers, some of whom are suffering but are going to come back, and they're going to increasingly need to change their digital infrastructure. Their digital transformation, we think, is going to benefit from platforms like ours in unique ways. >> Well, Alan, I love the story. As you just pointed out, you just tapped the credit market. You've got a fantastic balance sheet. You've got a lot of tailwinds, you know, despite this pandemic, and as we often say, you've got a founder as the CEO and we've seen how that really culturally makes huge differences at companies. Alan, thanks so much for coming on our CEO series. Really appreciate your time. >> Thank you, Dave. It's been a real pleasure. >> All right. And thank you for watching, everybody. This is Dave Vellante for theCUBE. We'll see you next time. (smooth music)

from the cube studios in Palo Alto in Boston connecting with thought leaders all around the world this is a cube conversation hey welcome back here writer jeff rick here with the cube we're in our Palo Alto studios you know kind of continuing our leadership coverage reaching out to the community for people that we've got in our community to get their take on you know how they're dealing with the Kovach crisis how they're helping to contribute back to the community to to bring their resources to bear and you know just some general good tips and tricks of getting through these kind of challenging times and we're really excited to have one of my favorite guests he's being used to come on all the time we haven't had them on for three years which I can't believe it sabi Mehta the CEO of true SATA founder to say to obby I checked the record I can't believe it's been three years since we last that down great to see you Jeff there's well first of all it's always a pleasure and I think the only person to blame for that is you Jeff well I will make sure that it doesn't happen again so in just a check-in how's things going with the family the company thank you for asking you know family is great we have I've got two young kids who have become video conferencing experts and they don't teach me the tricks for it which I'm sure is happening a lot of families around the world and the team is great we vent remote at this point almost almost two months ago down and can't complain I think their intellectual property business like you are so it's been a little easier for us to go remote compared to a lot of other businesses in the world and in America but no complaints it'll be very fortunate we are glad that we have a business and a company that can withstand the the economic uncertainty and the family's great I hope the same for the queue family I haven't seen Dave and John and it's good to see you again and I hope all of you guys are helped happy and healthy great I think in we're good so thank you for asking so let's jump into it you know one of the things that I've always loved about you is you know really your sense of culture and this kind of constant reinforcing of culture in your social media posts and the company blog post at true SATA you know celebrating your interns and and you really have a good pulse for that and you know I just I think we may even talked about it before about you know kind of the CEOs and leadership and and social media those that do and that and those that don't and you know I think it's it's probably from any kind of a risk reward trade-off you know I could say something group it versus what am I getting at it but really it's super important and in these times with the distributed workforce that the the importance and value of communicating and culture and touching your people frequently across a lot of different mediums and topic areas is is more important than ever before share with us kind of your strategy why did you figure this out early how have you you know kind of adjusted you know your method of keeping your team up and communicating absolutely like I guess I owe you guys a little bit of gratitude for it which is we launched our company and you know I'm showing a member on the cube it was a social media launch you know if you say that say it like that I think there are two or three things that are very important Jeff and you hit on all of them one is the emphasis on information sharing it becomes more important than times like these and we as as a society value the ability to share a positive conversation of positive perspective and a positive outlook more but since day zero at the seder we've had this philosophy that there are no secrets it is important to be open and transparent both inside and outside the company and that our legacy is going to be defined by what we do for the community and not just what we do for our shareholders and by its very nature the fact that you know I grew up in a different continent now live and call America now a different continent my home I guess I was it's very important for me to stay connected to my roots it is a good memory or reminder that the world is very interconnected unfortunately the pandemic is the is the best or worst example of it in a really weird way but I think it's also a very important point Jeff that I believe we learned early and I hope coming out from this is something that we don't lose the point you made about kindness social media and social networking has a massively in my opinion massively positive binding force for the world at the same time there were certain business models it tried to capitalize on the negative aspects of it you know whether they are the the commercialized versions of slam books or not so nice business models that capitalize on the ability for people to complain I hope that people society and us humans coming out of it learn from people like yourself or you know the small voice that I have on social media or the messages we share and we are kinda in what we do online because the ability to have networks that are viral and can propagate or self propagate is a very positive unifying force and I hope out of this pandemic we all realize the positive nature's of it more than the negative nature's of it because unfortunately as you know that our business models built on the negative forces of social media and I really really hope they're coming out of this are positive voices drown out the negative voices that's great point and and it's a great I want to highlight a quote from one of your blog's again I think you're just a phenomenal communicator and in relationship to what's going on with kovat and and I quote we are fighting fear pain and anxiety as much as we are fighting the virus this is our humble attempt to we'll get into what you guys did to help the thousands of first responders clerks rockstars but I just really want to stick with that kindness theme you know I used to or I still joke right that the greatest smile in technology today is our G from signal FX the guys are gonna throw up a picture of him he's a great guy he looks like everybody's favorite I love that guy but therefore signal effects and actually it's funny signal FX also launched on the cube at big data a big data show I used to say the greatest smile intact is avi Mehta I mean how can I go wrong and and what I when I reached out to you I I do I consciously thought what what more important time do we have than to see people like you with a big smile with the great positive attitude focusing on on the positives and and I just think it's so important and it segues nicely into what we used to talk about it the strata shows and the big data shows all the time everyone wanted to talk about Hadoop and big data you always stress is never about the technology it's about the application of the technology and you focus your company on that very where that laser focus from day one now it's so great to see is we think you know the bad news about kovat a lot of bad news but one of the good news is is you know there's never been as much technology compute horsepower big data analytics smart people like yourself to bring a whole different set of tools to the battle than just building Liberty ships or building playing planes or tanks so you guys have a very aggressive thing that you're doing tell us a little bit about is the kovat active transmission the coat if you will tell us about what that is how did it come to be and what are you hoping to accomplish of course so first of all you're too kind you know thank you so much I think you also were the first people to give me a hard time about my new or Twitter picture I put on and he said what are you doing RV you know you have a good smile come on give me the smile die so thank you you're very kind Jeff I think as I as we as you know and I know I think you've a lot to be thankful for in life and there's no reason why we should not smile no matter what the circumstance we have so much to be thankful for and also I am remiss happy Earth Day you know I'm rocking my green for Earth Day as well as Ramadan Kareem today is the first day of Ramadan and you know I I wish everybody in the world Ramadan Kareem and on that friend right on that trend of how does do we as a community come together when faced with crisis so Court was a very simple thing you know it's I'm thank you for recognizing the hard work of the team that led it it was an idea I came up with it you know in the shower I'm like there are two kinds of people or to your you can we have we as humans have a choice when history is being made which I do believe I do believe history is being made right whether you look at it economically and a economic shock and that we have not felt as humanity since the depression so you look at it socially and again something we haven't seen sin the Spanish blue history is being made in in these times and I think we as humans have a choice we can either be witnesses to it or play our part in helping shape it and coat was our humble tiny attempt to when we look back when history was being made we chose to not just sit on the sidelines but be a part of trying to be part of the solution so all riddled with code was take a small idea I had team gets the entire credit read they ran with it and the idea was there was a lot of data being open sourced around co-ed a lot of work being done around reporting what is happening but nothing was being done around reporting or thinking through using the data to predict what could happen with it and that was code with code we try to make the first code wonder oh that came out almost two weeks ago now when you first contacted us was predicting the spread and the idea around breaking the spread wasn't just saying here is the number of cases a number of deaths and know what to be very off we wanted to provide like you know how firefighters do can we predict where it may go to next at a county by county level so we could create a little bit of a firewall to help it from stop you know have the spread of it to be slower in no ways are we claiming that if you did port you can stop it but if he could create firewalls around it and distribute tests not just in areas and cities and counties where it is you know spiking but look at the areas and counties where it's about to go to so we use a inner inner in-house Network algorithm we call that Orion and we were able to start predicting where the virus is gonna go to we also then quickly realize that this could be an interesting where an extra you know arrow and the quiver in our fight we should also think about where are there green shoots around where can recovery be be helped so before you know the the president email announced this it was surrender serendipitous before the the president came and said I want to start finding the green shoes to open the country we then did quote $2 which we announced a week ago with the green shoots around a true sailor recovery index and the recovery index is looking at its car like a meta algorithm we're looking at the rates of change of the rates of change so if you're seeing the change of the rates of change you know the meta part we're declining we're saying there are early shoots that we if as we plan to reopen our economy in our country these are the counties to look at first that was the second attempt of code and the third attempt we have done is we calling it the odd are we there yet index it got announced yesterday and now - you're the first public announcement of it and the are we there yet index is using the government's definition of the phase 1 phase 2 phase 3 and we are making a prediction on where which are the counties that are ready to be open up and there's good news everywhere in the country but we we are predicting there are 73 different counties that ask for the government's definition of ready to open are ready to open that's all you know we were able to launch the app in five days it is free for all first responders all hospital chains all not-for-profit organizations trying to help the country through this pandemic and poor profit operations who want to use the data to get tests out to get antibodies out and to get you know the clinical trials out so we have made a commitment that we will not charge for code through - for any of those organizations to have the country open are very very small attempt to add another dimension to the fight you know it's data its analytics I'm not a first responder this makes me sleep well at night that I'm at least we're trying to help you know right well just for the true heroes right the true heroes this is our our humble attempt to help them and recognize that their effort should not go to its hobby that that's great because you know there is data and there is analytics and there is you know algorithms and the things that we've developed to help people you know pick they're better next purchase at Amazon or where they gonna watch next on Netflix and it's such a great application no it's funny I just finished a book called ghost Bob and is a story of the cholera epidemic in London in like 1850 something or other about four but what's really interesting at that point in time is they didn't know about waterborne diseases they thought everything kind of went through the air and and it was really a couple of individuals in using data in a new and more importantly mapping different types of datasets on top of it and now this is it's as this map that were they basically figured out where the the pump was that was polluting everybody but it was a great story and you know kind of changing the narrative by using data in a new novel and creative way to get to an answer that they couldn't and you know they're there's so much data out there but then they're so short a date I'm just curious from a data science point of view you know um you know there there aren't enough tests for you know antibodies who's got it there aren't enough tests for just are you sick and then you know we're slowly getting the data on the desk which is changing all the time you know recently announced that the first Bay Area deaths were actually a month were they before they thought they were so as you look at what you're trying to accomplish what are some of the great datasets out there and how are you working around some of the the lack of data in things like you know test results are you kind of organizing pulling that together what would you like to see more of that's why I like talking to you so I missed you you are these good questions of me excellent point I think there are three things I would like to highlight number one it doesn't take your point that you made with the with the plethora of technical advances and this S curve shift that these first spoke at the cube almost eleven years ago to the date now or ten years ago just the idea of you know population level or modeling that cluster computing is finally democratized so everybody can run complicated tests and a unique segment or one and this is the beauty of what we should be doing in the pandemic I'm coming I'm coming I'm quite surprised actually and given the fact we've had this S curve shift where the world calls a combination of cloud computing so on-demand IO and technical resources for processing data and then the on-demand ability to store and run algorithms at massive scale we haven't really combined our forces to predict more you know that the point you made about the the the waterborne pandemic in the eighteen eighteen hundreds we have an ability as humanity right now to actually see history play out rather than write a book about it you know it has a past tense and it's important to do are as follows number one luckily for you and I the cost of computing an algorithm to predict is manageable so I am surprised why the large cloud players haven't come out and said you know what anybody who wants to distribute anything around predictions lay to the pandemic should get cloud resources for free I we are running quote on all three cloud platforms and I'm paying for all of it right that doesn't really make sense but I'm surprised that they haven't really you know joined the debate or contribute to it and said in a way to say let's make compute free for anybody who would like to add a new dimension to our fight against the pandemic number one but the good news is it's available number two there is luckily for us an open data movement you know that was started on the Obama administration and hasn't stopped because you can't stop open movements allows people companies like ours to go leverage know whether it's John Hancock Carnegie Mellon or the new data coming out of you know California universities a lot of those people are opening up the data not every single piece is at the level we would like to see you know it's not zip plus 4 is mostly county level it's available the third innovation is what we have done with code but not it's not an innovation for the world right which is the give get model so we have said we will curate everything is available lie and boo cost anybody is used but they're for purposes and computations you want to enrich it every organization who gives code data will get more out of it so we have enabled a data exchange keep our far-off purple form and the open up the rail exchange that my clients use but you know we've opened up our data exchange part of our software platform and we have open source for this particular case a give get model but the more you give to it the more you get out of there and our first installations this was the first week that we have users of the platform you know the state of Nevada is using it there are no our state in North Carolina is using it already and we're trying to see the first asks for the gift get model to be used but that's the three ways you're trying to address the that's great and and and and so important you know in this again when this whole thing started I couldn't help but think of the Ford plant making airplanes and and Keiser making Liberty ships in in World War two but you know now this is a different battle but we have different tools and to your point luckily we have a lot of the things in place right and we have mobile phones and you know we can do zoom and well you know we can we can talk as we're talking now so I want to shift gears a little bit and just talk about digital transformation right we've been talking about this for ad nauseam and then and then suddenly right there's this light switch moment for people got to go home and work and people got to communicate via via online tools and you know kind of this talk and this slow movement of getting people to work from home kind of a little bit and digital transformation a little bit and data-driven decision making a little bit but now it's a light switch moment and you guys are involved in some really critical industries like healthcare like financial services when you kind of look at this not from a you know kind of business opportunity peer but really more of an opportunity for people to get over the hump and stop you can't push back anymore you have to jump in what are you kind of seeing in the marketplace Howard you know some of your customers dealing with this good bad and ugly there are two towers to start my response to you with using two of my favorite sayings that you know come to mind as we started the pandemic one is you know someone very smart said and I don't know who's been attributed to but a crisis is a terrible thing to waste so I do believe this move to restoring the world back to a natural state where there's not much fossil fuels being burnt and humans are not careful about their footprint but even if it's forced is letting us enjoy the earth in its glory which is interesting and I hope you don't waste an opportunity number one number two Warren Buffett came out and said that it's only when the tide goes out you realize who's swimming naked and this is a culmination of both those phenomenal phrases you know which is one this is the moment I do believe this is something that is deep both in the ability for us to realize the virtuosity of humanity as a society as social species as well as a reality check on what a business model looks like visa vie a presentation that you can put some fancy words on even what has been an 11-year boom cycle and blitzscale your way to disaster you know I have said publicly that this the peak of the cycle was when mr. Hoffman mr. Reid Hoffman wrote the book bit scaling so we should give him a lot of credit for calling the peak in the cycle so what we are seeing is a kind of coming together of those two of those two big trends crises is going to force industry as you've heard me say many for many years now do not just modernize what we have seen happen chef in the last few years or decades is modernization not transformation and they are different is the big difference as you know transformation is taking a business model pulling it apart understanding the economics that drive it and then not even reassembling it recreating how you can either recapture that value or recreate that value completely differently or by the way blow up the value create even more value that hasn't happened yet digital transformation you know data and analytics AI cloud have been modernizing trends for the last ten years not transformative trends in fact I've also gone and said publicly that today the very definition of technology transformation is run a sequel engine in the cloud and you get a big check off as a technology organization saying I'm good I've transformed how I look at data analytics I'm doing what I was doing on Prem in the cloud there's still sequel in the cloud you know there's a big a very successful company it has made a businessman out of it you don't need to talk about the company today but I think this becomes that moment where those business models truly truly get a chance to transform number one number two I think there's going to be less on the industry side on the new company side I think the the error of anointing winners by saying grow at all cost economics don't matter is fundamentally over I believe that the peak of that was the book let's called blitzscaling you know the markets always follow the peaks you know little later but you and I in our lifetimes will see the return to fundamentals fundamentals as you know never go out of fashion Jeff whether it's good conversations whether it's human values or its economic models if you do not have a par to being a profitable contributing member of society whether that is running a good balance sheet individually and not driven by debt or running a good balance sheet as a company you know we call it financial jurisprudence financial jurisprudence never goes out of fashion and the fact that even men we became the mythical animal which is not the point that we became a unicorn we were a profitable company three years ago and two years ago and four years ago and today and will end this year as a profitable company I think it's a very very nice moment for the world to realize that within the realm of digital transformation even the new companies that can leverage and push that trend forward can build profitable business models from it and if you don't it doesn't matter if you have a billion users as my economic professor told me selling a watermelon that you buy for a dollar or fifty cents even if you sell that a billion times you cannot make it up in volume I think those are two things that will fundamentally change the trend from modernization the transformation it is coming and this will be the moment when we look back and when you write a book about it that people say you know what now Jeff called it and now and the cry and the pandemic is what drove the economic jurisprudence as much as the social jurisprudence obvious on so many things here we can we're gonna be we're gonna go Joe Rogan we're gonna be here for four hours so hopefully hopefully you're in a comfortable chair but uh-huh but I don't I don't sit anymore I love standing on a DD the stand-up desk but I do the start of my version of your watermelon story was you know I dad a couple of you know kind of high-growth spend a lot of money raised a lot of money startups back in the day and I just know finally we were working so hard I'm Michael why don't we just go up to the street and sell dollars for 90 cents with a card table and a comfy chair maybe some iced tea and we'll drive revenue like there's nobody's business and lose less money than we're losing now not have to work so hard I mean it's so interesting I think you said everyone's kind of Punt you know kind of this pump the brakes moment as well growth at the ethic at the cost of everything else right there used to be a great concept called triple-line accounting right which is not just shareholder value to this to the sacrifice of everything else but also your customers and your employees and-and-and your community and being a good steward and a good participant in what's going on and I think that a lot of that got lost another you know to your point about pumping the brakes and the in the environment I mean we've been kind of entertaining on the oil side watching an unprecedented supply shock followed literally within days by an unprecedented demand shock but but the fact now that when everyone's not driving to work at 9:00 in the morning we actually have a lot more infrastructure than we thought and and you know kind of goes back to the old mob capacity planning issue but why are all these technology workers driving to work every morning at nine o'clock it means one thing if you're a service provider or you got to go work at a restaurant or you're you're carrying a truck full of tools but for people that just go sit on a laptop all day makes absolutely no sense and and I'd love your point that people are now you know seeing things a little bit slowed down you know that you can hear birds chirp you're not just stuck in traffic and into your point on the digital transformation right I mean there's been revolution and evolution and revolution people get killed and you know the fact that digital is not the same as physical but it's different had Ben Nelson on talking about the changes in education he had a great quote I've been using it for weeks now right that a car is not a is not a mechanical horse right it's really an opportunity to rethink the you know rethink the objective and design a new solution so it is a really historical moment I think it is it's real interesting that we're all going through it together as well right it's not like there quake in 89 or I was in Mount st. Helens and that blew up in in 1980 where you had kind of a population that was involved in the event now it's a global thing where were you in March 20 20 and we've all gone through this indeed together so hopefully it is a little bit of a more of a unifying factor in kind of the final thought since we're referencing great books and authors and quotes right as you've all know Harare and sapiens talked about what is culture right cultures is basically it's it's a narrative that we all have bought into it I find it so ironic that in the year 2020 that we always joke is 20/20 hindsight we quickly found out that everything we thought was suddenly wasn't and the fact that the global narrative changed literally within days you know really a lot of spearhead is right here in Santa Clara County with with dr. Sarah Cody shutting down groups of more than 150 people which is about four days before they went to the full shutdown it is a really interesting time but as you said you know if you're fortunate enough as we are to you know have a few bucks in the bank and have a business that can be digital which you can if you're in the sports business or the travel business the hotel business and restaurant business a lot of a lot of a lot of not not good stuff happening there but for those of us that can it is an opportunity to do this nice you know kind of a reset and use the powers that we've developed for recommendation engines for really a much more power but good for good and you're doing a lot more stuff too right with banking and in in healthcare telemedicine is one of my favorite things right we've been talking about telemedicine and electronic medicine for now well guess what now you have to cuz the hospitals are over are overflowing Jeff to your point three stories and you know then at some point I know you have you I will let you go you can let me go I can talk to you for four hours I can talk to you for but days my friend you know the three stories that there have been very relevant to me through this crisis I know one is first I think I guess in a way all are personal but the first one you know that I always like to remind people on there were business models built around allowing people to complain online and then using that as almost like a a stick to find a way to commercialize it and I look at that all of our friends I'm sure you have friends have lots of friend the restaurant is big and how much they are struggling right they are honest working the hardest thing to do in life as I've been told and I've witnessed through my friends is to run a restaurant the hours the effort you put into it making sure that what you produce this is not just edible but it's good quality is enjoyed by people is sanitary is the hard thing to do and there was yet there were all of these people you know who would not find in their heart and their minds for two seconds to go post a review if something wasn't right and be brutal in those reviews and if they were the same people were to look back now and think about how they assort the same souls then anything to be supportive for our restaurant workers you know it's easy to go and slam them online but this is our chance to let a part of the industry that we all depend on food right critical to humanity's success what have we done to support them as easy as it was for us to complain about them what have we done to support them and I truly hope and I believe they're coming out of it those business models don't work anymore and before we are ready to go on and online on our phones and complain about well it took time for the bread to come to my table we think twice how hard are they working right number one that's my first story I really hope you do tell me about that my second story is to your have you chained to baby with Mark my kids I'm sure as your kids get up every morning get dressed and launch you know their online version of a classroom do you think when they enter the workforce or when they go to college you and me are going to try and convince them to get in a oil burning combustion engine but by the way can't have current crash and breakdown and impact your health impact the environment and show up to work and they'll say what do you talk about are you talking about I can be effective I can learn virtually why can't I contribute virtually so I think there'll be a generation of the next class of you know contribute to society who are now raised to live in an environment where the choice of making sure we preserve the planet and yet contribute towards the growth of it is no longer a binary choice both can be done so I completely agree with you we have fundamentally changed how our kids when they grew up will go to work and contribute right my third story is the thing you said about how many industries are suffering we have clients you know in the we have health care customers we have banking customers you know we have whoever paying the bills like we are are doing everything they can to do right by society and then we have customers in the industry of travel hospitality and one of my most humbling moments Jeff there's one of the no sea level executives sent us an email early in this in this crisis and said this is a moment where a strong David can help AV Goliath and just reading that email had me very emotional because they're not very many moments that we get as corporations as businesses where we can be there for our customers when they ask us to be their father and if we as companies and help our customers our clients who area today are flying people are feeding people are taking care of their health and they're well if V in this moment and be there for them we we don't forget those moments you know those as humans have long-term memories right that was one of the kindest gentlest reminders to me that what was more important to me my co-founder Richard you know my leadership team every single person at Reseda that have tried very hard to build automations because as an automation company to automate complex human process so we can make humans do higher order activities in the moment when our customers asked us to contribute and be there for them I said yes they said yes you said yes and I hope I hope people don't forget that that unicorns aren't important there are mythical animals there's nothing all about profits there's nothing mythical about fortress balance sheet and there's nothing mythical about a strong business model that is built for sustainable growth not good at all cost and those are my three stories that you know bring me a lot of lot of calm in this tremendous moment of strife and and in the piece that wraps up all those is ultimately it's about relationships right people don't do business I mean companies don't do business with companies people do business with people and it's those relationships and and in strong relationships through the bad times which really set us up for when things start to come back I me as always it's I'm not gonna let it be three years to the next time I hear me pounding on your door great to catch up you know love to love to watch really your your culture building and your community engagement good luck I mean great success on the company but really that's one thing I think you really do a phenomenal job of just keeping this positive drumbeat you always have you always will and really appreciate you taking some time on a Friday to sit down with us well first of all thank you I wish I could tell you I just up to you but we celebrate formal Fridays that to Seder and that's what this is all so I want to end on a good on a positive bit of news I was gonna give you a demo of it but if you want to go to our website and look at what everything we're doing we have a survival kit around a data survival kit around kovat how am I using buzzwords you know a is let's not use that buzzword right now but in your in your lovely state but on my favorite places on the planet when we ran the algorithm on who is ready as per the government definition of opening up we have five counties that are ready to be open you know between Santa Clara to LA Sacramento Kern and San Francisco the metrics today the data today with our algorithm there are meta algorithm is saying that those five counties those five regions look like I've done a lot of positive activities if the country was to open under all the right circumstances those five look you know the first as we were men at on cream happy Earth Day a pleasure to see you so good to know your family is doing well and I hope we see we talk to each other soon thanks AVI great conversation with avi Mehta terrific guy thanks for watching everybody stay safe have a good weekend Jeff Rick checking out from the cube [Music]

from the cube studios in Palo Alto in Boston connecting with thought leaders all around the world this is a cube conversation [Music] hello everybody and welcome to this week wiki bond cube insights powered by ETR in this breaking analysis we want to update you on the latest spending data from EGR as you know we've been tracking this weekly saga kodachi is here he's the director of research at ET our saga thanks for coming on thanks for having me again Dave really appreciate it yes so so let me remind everybody so we entered the Year this year 2020 with a consensus IT spend for cast of plus 4% once coronavirus hit ET are launched its latest survey in March and we saw those numbers you'll come down last week we reported well the first report we made was it looked like it was flat last week we reported a slight negative and today we want to update you guys on those numbers so saga before we get into the data just give us the high level on where you guys are at in terms of your survey yeah no problem so currently we are forecasting a decline in global IT budgets about negative 4% I think what's happened you know over the last you know 10 or 15 days is you've just seen more and more information released that's given organizations more of an understanding of just how severe this you know epidemic is and so what we've been able to do on our end is kind of do an event study analysis or simulation analysis kind of what you're seeing here a really pinpoint the time period where organizations understood the severity of the epidemic and then really trying to measure the declines in IT budgets from there great so guys bring that slide back up I want to share with our audience what's happening here so what ETR has done is an event-based analysis and what you can see is where the survey launched on 3/11 you could see how sentiment has declined literally daily as the data rolled in then you see the US declared a national emergency you saw that the federal plan leaked for that you know penned pandemic protect projection and obviously New York became a hot spot and then you can see this the stimulus package in it and sagger it looks like there's a slight uptick here but generally speaking it's down now it could be worse but you guys were the first to report the offset from work it worked from home infrastructure we'll talk about that a little bit talk about this event analysis and what you're seeing here and how you compressed the analysis hosting these events no problem so let's start with a blue line here and just so the audience knows the x-axis is going to be date and the y-axis is going to be annual growth or decline in nit budgets what you're seeing here and if we start with the blue line is we started pulling on 3/11 and on that date we started to ask you know fortune 100 is fortune 500 how their budget was going to change based on the impacts of coded nineteen versus their original expectations coming into coming into the year and again consensus estimates coming to the year were positive four percent so if you track that line all the way through you get to a decline of about one percent now what's the issue of starting polling on 3/11 or using that blue line well one of the big issues is a few days later the US declared a national emergency so more information was released right I think organizations that took the survey in the first two days didn't have a complete picture as to what's going on and then effectively a week later you saw federal documents get leaked stating how bad this epidemic was right in terms of the last 18 18 plus months and so what we did was we did it effectively an event based analysis or defuse different simulation where if you take a look at the yellow and red lines to start what we're doing is we're effectively saying okay let's ignore everyone that took the survey prior to that let's take their budgets in terms of how they indicated change versus their original expectations for 2020 and then let's go ahead and map that and if you look at the yellow line as an example that goes to a decline of 2% and then once I think you know the next shoe dropped in terms of organizations understanding this is not going to be a few weeks or this is not the common cold or flu once organizations knew this was going to be an 18 plus epidemic you can see if we started pulling respondents from there how much more negative it gets and of course once NYC became the epicenter you saw a little another shoe drop so now those those scenarios or simulations are taking us between a decline of three and four percent and then of course if we look at that last purple line there when the stimulus got announced what we are seeing is it looks like it may have bottomed down we have to continue tracking it because you know again it's just a few days since the stimulus is was passed and so let's see if the data starts improve a little bit or at least stabilize but I think from the last three events in terms of the the federal plan being leaked NYC becoming the epicenter and the stimulus it looks like the market now is fully aware of what's going on and now we're kind of seeing some stabilization in the data in terms of the declines for 2020 so between the feds action and the the fiscal stimulus we've we've seen some optimism although people are really cautious of course remember folks this would be worse were it not for the shift in spend to work from home infrastructure not just collaboration and visualization tools but other infrastructure around that network bandwidth security desktop virtualization etc so guys if you bring up the next chart I want to set this up we've been reporting this framework for a while now what this shows is what the sentiment is in terms of the budget change and you can see the gray bar now is 35% it started at 40% so that's dropped so the percentage of CIO saying no change the green is held pretty steady at around 20 to 22% that's it's roughly in there and the red you know has been has been shifting and you can see most of the green ie spending more in 2020 is focused on that you know one to two ten percent but but Sagar bring us up to date now we're going to settle in it right now about three and a half to four percent on the negative side give us some color on this chart please yeah no problem so the best way to connect this chart with what we saw earlier is this is a snapshot so this is a single day so this is the data that is feeding the time series chart kind of help the audience understand what's going on so if we were to look at this exact chart Oh since March 11 you would see that midpoint Average effectively coming down every day and that's effectively what's making up that time series in terms of this chart you know Dave you kind of hit it right on the nail you're kind of seeing the positivity remain or be stable and again that's that work from home infrastructure as you as you mentioned right the collaboration pools no the virtualization support services networking bandwidth all that stuff right being more and more security but on the negative side I think what you're seeing is that again as organizations now understand the severity of the epidemic I think as we understand further and we've talked about this you know a few weeks ago that organizations were anticipating less demand they were anticipating an uptick in broken supply chains now you're starting to see some of that play out and as a result you're seeing organizations get more and more negative and that's why that midpoint average it keeps declining that's why those red bars keep going up is the the impacts in you know based on the data are are now starting to be to be seen and so you know let's see if the stimulus stabilizes this data and we'll continue tracking that you know over the next few weeks the next few months okay so basically we're coming in - three and a half to four percent that's where we are today we're not going to get detailed into some of the vendors today we talked a little bit about that last week and go back to last week's breaking analysis you can see some of that vendor commentary I want to talk about what happens next ETR now we'll go into a two-week quite self-imposed quiet period and really start crunching the data at the end of that quiet period they will release to their private clients the their latest thinking in a webcast after that time we at the cube are allowed to share public information and we're gonna drill down into some of the segments that our community is most interested in but-but-but etrs going quiet now so saga maybe you can explain that sequence and fill in any holes that I missed there yeah no problem the next two weeks so we've we've collected a tremendous amount of data you know we're over you know we're at a hundred fortune 100 organizations you know almost three four hundred global two thousand organizations and so we're at a point now where it's time to start aggregating the data start really analyzing it going through this Koga drill down that we conducted but also we conducted a tremendous study on technology spending intentions of crossing over 350 vendors dozens of Technology sectors and so now it's really a time to kind of drill in and you know what what we're looking for or even some of the biggest takeaways from from this Cove it you know drill down is you know if if you started polling before 3:23 chances are your forecast is gonna come in light and I think that's one of the things that we've learned as we're kind of going into this to hear it is we really want to measure the impact starting right around that 3:23 timeframe it looks right around then based on that time series chart that we showed earlier that's when the market fully understood the impact of this epidemic and so as we start over the next two weeks even though we started pulling a little bit early we really want to focus on that second set a second half of responses because that's probably gonna be more indicative of what's going on I think the second thing is gonna be look if condition of conditions continue to deteriorate things can get worse and so we may come out of the next two weeks with this data that we collected and again have to continue indicating that you know the environment has continued coming down and you know maybe we may have to make adjustments as we see fit so I think that's kind of you know this whole situation is so dynamic still and so we're gonna do our best in the next week and a half to kind of get this data to market to at least give everyone an idea here's how everything stands right now and so that people have a good benchmark and then move forward yeah so this is as close to real time really as you can get in some of this IT spending world saga mentioned some of the numbers and in the global 2000 fortune fortune 100 1000 this this end now just the reminder is up over 1200 I believe right Sahra the total and that you've collected this this month that's correct exactly every time we've been doing one of these it's been going up another a couple hundred respondents so yeah we're at a very comfortable level now our sample right now represents five hundred and fifty five billion dollars in annual IP spend you know and global IT spend every year is a little over you know three trillion so this is a significant significant portion of a global IT spend and we feel comfortable at this point kind of going into that quiet period as you mentioned and really start to dig through the results that you know now that we've kind of you know covered the the 10,000 foot or the macro layer so to speak in terms of where budgets are going now it's really time to start drilling down and do the sectors and vendors because this is this is not going to be a every vendors going down or whatever maybe there's so many different dynamics here some vendors are going to do very well because the work for MoMA infrastructure and I think some vendors are gonna do very poorly because one they're not only on the legacy side but they're not really aligned from this whole work from home infrastructure movement so you're gonna see a lot of bifurcation you know as we get into 53 that's right and we're gonna dig into all those segments we're gonna look at the work from home we're gonna look at the traditional stuff we're gonna look at cloud we're gonna drill into specific segments that are that are of interest to our community it's a pleasure to really have you on here Sagar thank you for for sharing giving us access to this data and and stay safe and we will be watching go to ETR dot plus and you know check out what's happening there Silicon Engel Tom will obviously cover this and I published weekly on wiki bond comm again that saga thanks so much for coming on the cube yeah no problem thank you so much and looking forward to catching up in a few weeks all right then thank you for watching everybody this is Dave a latte for the cube or wiki bounce cube insights powered by ETR we'll see you next time [Music]