(upbeat music) >> Hey, welcome back everybody. Jeff Frick here with theCUBE. We're at Oracle Park on the shores of McCovey Cove. We're excited to be here. It's a pretty interesting event. Sports Tech Tokyo World Demo Day. It's kind of like an accelerator, but not really. It's kind of like YCombinator, but not really. It's a little bit different, but it's a community of tech start-ups focusing on sports with a real angle on getting beyond sports. We're excited to have our next guest who's an investor and also a mentor, really part of the program to learn more about it, and she is Gayatri Sarkar, the managing partner from HYPE Capital. Welcome. >> Thank you. Thank you for inviting me here. >> Pretty nice, huh? >> Oh, I just love the view. >> So you said before we turned on the cameras... Well, first off, HYPE Capital, what do you guys invest in? What's kind of your focus? >> So HYPE Capital is one of the biggest ecosystem in sports, which is HYPE Sports Innovation. We have 13 accelerators all around the world. We are just launching the world's first Esports accelerator with FC Koeln and SK gaming, one of the biggest gaming company. So we are part of the ecosystem for a pretty long time. And now we have HYPE Capital or VC Fund investing in Europe, Israel, and now in US. >> So you mentioned that being a mentor, as part of this organization, as something special. Think you're the first person we've had on who's been a mentor. What does that mean? What does it mean for you, but also what does it mean for all the portfolio companies? >> Sure. I'm a mentor at multiple accelerators, but being a part of Sports Tech Tokyo, I saw the very inclusive community that is created by them. And the opportunity to look at various portfolio companies and also including our portfolio companies as part of it. One of our portfolio company where we are the lead investors, Fund with Balls, they are part of this. So-- >> What's it called? Fun with Balls? >> Fun with Balls, very interesting name. >> Good name. >> Yeah. (laughing) They're from Germany and they came all the way from Germany to here. So, yeah, I'm very excited because as I said, it's an inclusive community and sports is big. So we are looking at opportunities where deep techs, where it can be translated into various other verticals, but sports can also be one of the use cases. And that's our focus as investors. >> Right. You said your focus is really on AI, machine learning. You have a big data background, a tech background. So when you look at the application of AI in sports, what are some of the things that you get excited about? >> Yeah, so for me, when I'm looking at investments, definitely the diversification of sports portfolio, how can I build my portfolio from Esports gaming, behavioral science in sports to AI, ML, AR opportunities in material science, and various other cases? Coming back to your question, it's like how can I look into the market and see the opportunities that, okay, can I invest in this sector? As I said, what's the next big trend? And that's where I want to invest. Obviously, founder market fit, product market fit, promise market fit because there's the fan engagement experience that you get in sports, not in any other market. The network effect is huge and I think that's what we VCs are very excited in sports. And I think this is, right now, the best time to invest in sports. >> So promise market fit, I've never heard that before. What does that mean when you say promise market fit? >> Interesting question. So promise market fit was coined by Union Square Venture VC Fund. And they think that where there's the network effect, or your engagement with your consumers, with your clients, with your partners, can create a very loyal fan base and I think that's very important. You may see that in other technology sector, but it is completely unparallel when it comes to sports. So I request all the technologies that are actually trying to build their use cases. They should focus on sports because the fan engagement, the loyal experience, they opportunities, you'll not get anywhere else. >> And I think this is the market that I and other investors are looking forward. If deep tech investors and deep tech technologies are coming into this market, we see the sports ecosystem, not to be a trillion-dollar, but a multi-trillion dollar market. >> Right. But it's such a unique experience, though, right? I mean, some people will joke their fans don't necessarily root for the team, they root for the jersey, right? The players come and go. We're here at Oracle Park, which was AT&T Park, which was SBC Park, which was I can't even remember. Pac Bell, I think, as well. So is it reasonable for a regular company that doesn't have this innate, kind of, a connection to a fan base that a lot of sports organizations do that's historical and family-based, and has such deep roots that can survive, maybe, down years, can survive a crappy product, can survive, kind of, the dark days and generally they'll be there when things turn back around. Is that reasonable for a regular company to try to get that relationship with a customer? >> So you asked me one of the most important question in the investor's relationship or investor's life, which is the cyclicality of the industry. And I feel like sports is one industry that has survived the cyclicality of that industry. Because, as you said, a crappy product will not survive. You have to focus on customer service. You have to focus that, okay, even if you have the best product in the world. How can I make my product sticky? I think these are the qualities that we're looking into when we are investing in entrepreneurs. But the idea is that if we are targeting start-ups and opportunities, our focus is that, okay, you may have the world's best product, but the founders should have the ability to understand the market. Okay, there are opportunities. If you look at Facebook, if you look at various other companies, they started with a product, which maybe, okay, friends saw a dating site and they pivoted. So you need to understand the economy. You need to understand the market. And I think that's what we are looking into the entrepreneurs. And as to answering your question, the family offices, they're actually part of this world start-up ecosystems. They're seeing if there's an opportunity, because they're big, they're giant, and they're working with legacy techs like Microsoft, Amazon. It's very difficult for the legacy techs to be agile and move fast. So it's very important for them if they can place themselves at a 45 degree angle with the start-up ecosystem and they can move faster. So that's the opportunity for them in the sports start-up ecosystem. >> All right. Well, Gayatri, thanks for taking a few minutes and hopefully you can find some new investments here-- >> No, thank you so much. >> over the course of the day. >> Thank you so much for your time. >> Absolutely, she's Gayatri, I'm Jeff. You're watching theCUBE. We are at Oracle Park on the shores of historic McCovey Cove. I got to get together with big John and practice this line. (laughing) Thanks for watching. We'll see you next time. (upbeat music) >> Camera Crew: Clear. >> Jeff: John Miller. >> Gayatri: Oh, yeah.

>> from our studios in the heart of Silicon Valley, Palo Alto, California It is a cute conversation. >> Welcome to this cube competition here at the Palo Alto Cube Studios. I'm John for a host of the Cube. Were here a special guests to keep alumni investor An entrepreneur who do Sudhakar, would you Good to see you again, John. Always a pleasure. You've been on as an entrepreneur, founder. As an investor, you're always out. Scour in the Valley was a great conversation. I want to get your thoughts as kind of a guest analyst on this segment around the state of the Union for Enterprise Tech. As you know, we covering the price tag. We got all the top enterprise B to B events. The world has changed and get reinvent coming up. We got VM World before that. The two big shows, too to cap out this year got sprung a variety of other events as well. So a lot of action cloud now is pretty much a done deal. Everyone's validating it. Micro cells gaining share a lot of growth areas around cloud that's been enable I want to get your thoughts first. Question is what are the top growth sectors in the enterprise that you're seeing >> papers. Thank you for having me. It's always a pleasure talking to you over the years. You and me have done this so many times. I'm learning a lot from you. So thank you. You are so yeah, I think Let's dig into the cloud side and in general market. So I think that there are 34 areas that I see a lot that's happening a lot. Cloud is still growing, a lot 100% are more growth and cloud and dog breeders. And what is the second? I see, a lot of I T services are close services. This includes service management. The areas that service now isn't They're >> still my ops was Maybe >> they opt in that category. E I said With management, the gutter is coming with the new canticle a service management. So they're replacing idea some with a different. So that's growing 800% as a category tourist. RP according to again, the industry analysts have seen that it's going at 65 to 70% so these three areas are going a lot in the last one that I see a lot of user experience. Can you build? It's like it's a 20,000,000,000 market cap, something. So if you let it out, it's a cloud service Management services RP user experience cos these are the four areas I see a lot dating all the oxygen rest. Everybody is like the bread crumbs. >> Okay, and why do you think the growth in our P A. So how's the hype? Is it really what? What is going on in our pee, In your opinion, >> on the rumors I'm hearing or there is some companies are already 1,000,000,000 revenue run great wise. That's a lot in our piece. So it's not really a hype that really so that if you look and below that, what's happening is I'd be a Companies are automating automation. The key for here is if I can improve the user experience and also automate things. RPS started doing screen scraping right in their leaders, looking at any reservations supply chain any workflow automation. So every company is so complex. Now somebody has to automate the workflow. How can you do this with less number of people, less number, resources, and improve the productivity >> coming? R P A. Is you know, robotic process automation is what it stands for, but ultimately it's software automation. I mean, it's software meets cloud meets automation. It seems to be the big thing. That's also where a I can play a part. Your take on the A I market right now. Obviously, Cloud and A I are probably the two biggest I think category people tend to talk about cloud and a eyes kind of a big kind of territories. RPG could fall under a little bit of bulls, but what you take on a guy, >> Yeah, so I think if you look at our pier, I actually call the traditional appears to be historical legacy. Wonders and R P companies are doing a good job to transform themselves to the next level, right? But our pianist Rocky I score. It's no longer the screen skipping tradition, making the workflow understanding. So there are new technology called conversational Rp. There's actually a separate market. Guys been critical conversation within a Can I talk to in a dialogue manner like what you experienced Instagram are what using what's up our dialogue flow? How can I make it? A conversational RPS is a new secretary is evolving it, but our becomes have done a good job. They leave all their going out. A >> lot has been has great success. We've been covering them like a blanket on a single cube. Um, I got it. I got to get your take on how this all comes into the next generation modern era because, um, you know, we're both been around the block. We've seen the waves of innovation. The modern error of clouds certainly cloud one Dato Amazon. Now Microsoft has your phone. Google anywhere else really goes. Dev Ops, The devil's movement cloud native amazing, create a lot of value continues to do well, but now there's a big culture on cloud 2.0, what is your definition of cloud two point? Oh, how do you see Cloud 2.0, evolving. But >> I like the name close to party. I think it's your third. It is going to continue as a trained. So look, throw two point with eyes. I don't know what it will be, but I can tell you what it should be and what it can have. Some other things that should do in the cloud is cloud is still very much gun to human beings. Lot of develops people. Lot of human being The next addition to a daughter should have things done programmatically I don't need tens of thousands off Assad ease and develops people. So back to your air, upside and everything. Some of those things should become close to become proactive. I don't want to wait until Amazon. Easter too is done. If I'm paying him is on this money. Amazon should be notifying me when my service is going to be done. The subsidy eaters They operated Chlo Trail Cloudwatch Exeter. But they need to take it to a notch level. But Amazon Azure. >> So making the experience of deploying, running and building APS scalable. Actually, that's scales with Clavet. Programmable kind of brings in the RPI a mean making a boat through automation edge of the network is also interesting. Comes up a lot like Okay, how do you deal with networking? Amazons Done computing storage and meet amazing. Well, cloud and networking has been built in, I guess to me, the trend of networking kicks in big because now it's like, OK, if you have no perimeter, you have a service area with I o t. >> There's nothing that >> cloud to point. It has to address riel time programming ability. Things like kubernetes continues to rise. You're gonna need to have service has taken up and down automatically know humans. So this >> is about people keep on fur cloak. What should be done before the human in the to rate still done. It develops. People are still using terror from lot of scripting. Lot of manual. Can you automata? That's one angle The second angle I see in cloud 2.0 is if you step back and say What, exactly? The intrinsic properties of Claude Majors. It's the work floor. It's automation, but it's also able to do it. Pro, actually. So what I don't have to raise if I'm playing club renders this much money. Tell me what outrageous are happening. Don't wait until outage happens. Can you predict voted? Yes, they have the capability to women. It should be Probably steal it. No, not 100%. So I want to know what age prediction. I wonder what service are going down. Are notified the user's that will become a a common denominator and solutions will be start providing, even though you see small startups doing this. Eventually they become features all these companies, and they'll get absorbed by the I called his aircraft carriers. You have Masson agile DCP. They're going to absorb all this, a ups to the point that provide that as the functionality. >> Yeah, let's get the consolidation in second. I want to get your thoughts on the cloud to point because we really getting at is that there's a lot of white space opportunity coming in. So I gotta ask you to start up. Question as you look at your investor, prolific investor in start ups. Also, you're an entrepreneur yourself. What >> is? >> They have opportunities out there because we'll get into the big the big whales Amazon, who were building and winning at scale. So embarrassed entry or higher every day, even though it's open sources, They're Amazons, betting on open source. Big time. We had John Thompson talk about that. That was excessive. Something Nutella. And so what? What if I was a printer out there? Would what do I do? I mean, is there Is there any real territory that I could create a base camp on and make money? >> That's plenty. So there's plenty of white faces to create. Look, first of all your look at what's catering, look at what's happening. IBM is auto business in service management, CSL itself to Broadcom. BMC is sold twice to private companies. Even the CEO got has left our war It is. Then you have to be soldiers of the Micro Focus. The only company that's left is so it's not so in that area, you can create plenty of good opportunities. That's a big weight. >> Sensors now just had a bad quarter. So actually, clarity will >> eventually they're gonna enough companies to go in that space. That play that's based can support 23 opportunities so I can see a publicly traded company in service. No space in next five years. My production is they'll be under company will go a p o in the service management space. Same things would happen. Rp, Rp vendors won't get acquired A little cleared enough work for automation. They become the next day because of the good. I can see a next publicly traded company. What happened in the 80 operations? Patriotism Probably. Computer company Pedro is doing really well. Watch it later. Don't. They're going to go public next. So that area also, you see plenty of open record companies in a UPS. >> So this is again back to the growth areas. Cloud hard to compete on Public Cloud. Yes, the big guys are out there. There's a cloud enablers, the people who don't have the clouds. So h p tried to do a cloud hp They had to come out, they'll try to cloud couldn't do It s a P technically is out there with a cloud. They're trying to be multi cloud. So you have a series of people who made it an oracle still on the fence. They still technically got a cloud, but it's really more Oracle and Oracle. So they're kind of stuck in the middle between the cloud and able nervous. The Cloud player. If you're not a cloud player large enterprise, what is the strategy? Because you got HP, IBM, Cisco and Dell. >> So I don't know. You didn't include its sales force in that If I'm Salesforce, I want sales force to get in. They have a sales cloud marketing cloud commerce code. Mark is not doing anything in the area of fighting clothes. They cannot go from 100,000,000,000 toe, half a trillion trillion market cap. Told I D. They have to embrace that and that's 100% growth area. You know, people get into this game at some point. It'll be is already hard and 50,000,000,000 market cap. Then that leaves. What is this going to do? Cisco has been buying more security software assets, but they don't wanna be a public company, their hybrid club. But they have to figure out How can they become an arms dealer in escape and by ruining different properties off close services? And that's gonna happen. And I've been really good job by acquiring Red Heart. So I think some place really figuring out this what is happening. But they have to get in the gaming club they have to do. Other service management have begun and are here. They have to get experience. None of these guys have experienced in this day and age that you killed and who are joining the workforce. They care for Airbnb naked for we work. They care for uber. They care for Netflix. It is not betting unders. So if I'm on the border, Francisco, I'm not talking about experience That's a problem to me. Hey, tree boredom is not talking about that. That's what if I'm I know Mark is on the board. Paramount reason. But Mark is investing in all the slack. Cos then why is it we are doing it either hit special? Get a separate board member. They should get somebody else. >> Why? He wouldn't tell. You have to move. Maybe. I don't know. We don't talk about injuries about that. But I want to get back to this experience thing because experience has become the new expectation. Yes, that's been kind of a design principle kind of ethos. Okay, so let's take that. The next little younger generation, they're consuming Airbnb. They're using the serious like their news and little chunks be built a video service for that. So things are changing. What is? I tease virgin as the consumption is a product issue. So how does I t cater to these new experience? What are some of those experiences? I >> think all of them. But I think I d for Social Kedrick, every property, every product should figure out how to offer to the young dreamers how they were contributed offer to the businesses on the B two baby to see. So the eye has to think every product or not. Should I start thinking about how my user should consume this and how should out for new experiences and how they want to see this in a new way, right? It's not in the same the same computer networking. How can a deluded proactively How can a dealer to a point where people can consume it and make other medications so darn edition making? That's where the air comes in. Don't wait for me toe. Ask the question. Suggest it's like Gmail auto complete. Every future should be thinking through problem. Still, what can I do to improve the experience that changes the product? Management's on? And that's what I'm looking at, companies who are thinking like that connection and see Adam Connection security. But that has to happen in the product. >> I was mentioning the people who didn't have clouds HP, IBM, Cisco and Dell you through sales force in there, I kind of would think sales were six, which is technically a cloud. They were cloud before cloud was even cloud. They built basically oracle for the cloud that became sales force. But you mentioned service now. Sales force. You got adobe, You got work day. These are application clouds. So they're not public clouds per se they get Amazon Web service is, you know, at Adobe runs on AWS, right? A lot of other people do. Microsoft has their own cloud, but they also have applications as well. Office 3 65 So what if some of these niche cloud these application clouds have to do differently? Because if you think about sales force, you mentioned a good point. Why isn't sales were doing more? People generally don't like Salesforce. You think that it's more of a lock inspect lesson with a wow. They've done really innovative things. I mean, I don't People don't really tend to talk about sales force in the same breath as innovation. They talk about Well, we run sales for us. We hate it or we use it and they never really break into these other markets. What's your take on them? >> I think Mark has done a good job to order. Yes, acquiring very cos it has to start from the top and at the market. His management team should say, I want to get in a new space. He got in tow. Commerce. Claudia got into marketing. He has to know, decide to get into idea or not. Once he comes out, he's really taken because today, science. What is below the market cap? Com Part of it'll be all right. If I am sales force, I need to go back down. Should I go after service? No. Industry should go after entire 80 services industry. Yes or no, But they have to make a suggestion. Something with Toby Toby is not gonna be any slower. They will get into. I decide. They're already doing the eyesight and experience. They're king of experience. Their king off what they're doing. Marketing site. They will expand. Writing. >> What does something We'll just launched a platform. Yes, that's right. The former executive from IBM. That's an interesting direction. They all have these platforms. Okay, so I got together to the Microsoft Amazon, Um, Google, the big clouds and then everybody else. A lot of discussion around consolidation. A lot of people say that the recession's coming next year. I doubt that. No, nos. The consolidation continues to happen. You can almost predict that. But where do you see the consolidation of you got some growth areas as you laid out cloud I t service is our p a experience based off where looks like where's the consolidation happening? If growth is happening, they're words to tell. >> It was happening. Really Like I see a lot in cyber security. I'm in Costa Rica, live in public. You have the scaler, the whole bunch of companies. So the next level of cos you always saw Sisko Bart, do your security followed has been buying aggressively companies. So secret is already going to a lot of consolidation. You're not seeing other people taking it, but in the I T services industry, you'll start seeing that you're already seeing that in the community space. That game is pretty much over right. Even the ember barred companies, even Net are barred companies and the currency. So I think console is always going to happen. People are picking up the right time. It's happening across the board. It's a great time to be an entrepreneur creator value. They come this public. So it's like I think it's cannot anymore very time. Look to your point where the decision happens or not. Nobody can predict. But if a chance now, it's best time to raise money. Build a company. >> Well, we do. I think the analysis, at least from my perspective, is looking at all the events we go to is the same theme comes up over and over. And Andy Jassy this heat of a tigress always talks about Old Garden new Guard. I think there's two sides of the streets developing old way in a new way, and I think the modern architect of the modern era of computer industry is coming, and it looks a lot different than it. Waas. So I think the consolidate is happening on those companies that didn't make the right bets, either technically or business model wise, for they took on too much technical debt and could not convert over to the cloud world or these really robust software environment. So I think consolidations from just just the passing of holder >> seems pretty set up for a member of the first men. First Main Computing was called mainframe Era, then, with clients Herrera and Kim, the club sodas 6 2009 13 years old, the new Errol called. Whatever the name, it will be something with a n mission in India that things would be so automated. That's what we have new area of computing, So that's I would like to see. So that's a new trick, this vendetta near turn. So even though we go through this >> chance all software software sales data 11. Yeah, it's interesting. And I think the opportunity, for starters is to build a new brands. His new branch would come out. Let's take an example of a company that but after our old incumbent space dying market share not not very attractive from a VC standpoint. From market space standpoint, Zoom Zoom went after Web conferencing, and they took on WebEx and portability. And they did it with a very simple formula. Be fast, be cloud native and go after that big market and just beat them on speed and simple >> experience. They give your greatest experience just on the Web, conferencing it and better than sky better than their backs better than anybody else in that market. Paid them with reward. Thanks, Vic. He had a good >> guy and he's very focused. He used clouds. Scale took the value proposition of WebEx. Get rid of all the other stuff brought its simple to video conference. And Dr Mantra is one >> happening. The A applying to air for 87 management. A ops A customer surveys. >> So this is what our Spurs could do. They can target big markets debt and go directly at either a specific differentiation. Whether it's experience or just a better mouse trap in this case could win, >> right? And one more thing we didn't talk about is where their underpants go after is the area number. Many of these abs are still enterprise abs. Nobody really focused on moving this enterprise after the club. Hollis Clubbers are still struggling with the thing. How can I move my workload number 10%. We're closing the club 90% still on track. So somebody needs to figure out how to migrate these clouds to the cloud really seamlessly. The Alps are gonna be born in the cloud club near the apse. So how do you address truckload in here? So there's enough opportunity to go after enterprise applications clouded your application. Yeah, >> I mean, I do buy the argument that they will still be on premises activity, but to your point will be stealing massive migration to the cloud either sunsetting absent being born the cloud or moving them over on Prem All in >> all the desert I keep telling the entree and follow the money. When there is a thing you look for it Is there a big market? Are people catering there? If people are dying and the old guard is there to your point and is that the new are you? God will happen. And if you can bet on the new guard in your experience, market will reward you. >> Where is the money? Follow the money. Worse. What do we follow? Show me where it is. Tell me where it is >> That all of the clothes, What is the big I mean, if you're not >> making money in the club for the cloud, you are a fool right now. If there any company on making out making in the club as a CEO, a board member, you need to think through it. Second automation whether you go r p a IittIe automation here to make money on, said his management. Whether it's from customer service to support the operation, you got to take the car. Start off it if you are Jesse ever today and you're not making birds that cementing. I see it mostly is that still don't want to take it back. They want to build empires. The message to see what's right, Nice. Either you do it or get out. Get the job to somebody that >> I hold a lot of sea cells and prayer. Preparing for reinforce Amazon's new security cloud security conference and overwhelmingly response from the sea. So's chief security officer is we are building stacks internally. When I asked him about multi cloud, you know what they said? Multi cloud is B s. I said, Why? Because Well, we have a secondary cloud, but I don't want to fork my development team. I want to keep my people focused on one cloud. It's Amazon. Go Amazon. It's azure. We stay with Azure. I don't wanna have three development teams. So this a trend to keep the stack building internally. That means they're investing in building their own text. Axe your thoughts on that >> look, I mean, that's again. There's no one size fits all. There will be some CEOs who want to have three different silos. Some people have a hard, gentle stack like I've seen companies. Right now. They write, the court wants it, compiles, and it's got an altar cloth. That's a new irritability you're not. We locate a stack for each of them. You're right. The court order to users and NATO service is but using the same court base. That's the whole The new startups are building it. If somebody's writing it like this, that's all we have. Thing is the CEO. So there's that. The news he always have to think through. How can you do? One court works on our clothes? >> Great. You do. Thank you for coming on again. Always great to get your commentary. I learned a lot from you as well. Appreciate it. I gotta ask the final question as you go around the VC circles. You don't need to mention any names you can if you want, but I want to get a taste of the market size of rounds, Seed Round A and B. What are hot rounds? What sizes of Siri's am seeing? Maur? No. 10,000,000? 15,000,000? Siri's >> A. >> Um >> Siri's bees are always harder to get than Siri's. A seeds. I always kind of easier. What's your take on the hot rounds that are hot right now. And what's the sizes of the >> very good question? So I'm in the series the most easy one, right? Your concept. But the seed sizes went up from 200 K to know mostly drones are 1,000,000 2 1,000,000 Most city says no oneto $10,000,000. So if you're a citizen calmly, you're not getting 10 to 15. Something's wrong because that become the norm because there's more easy money. It also helps entrepreneurs. You don't have to look for money. See, this beast are becoming $2025 $5,000,000 pounds, Siri sees. If you don't raise a $50,000,000 then that means you're in good company. So the minimum amount of dries 50,000,000 and CDC Then after that, you're really looking for expansions. $100,000,000 except >> you have private equity or secondary mortgage >> keys, market valuations, all the rent. So I tell entrepreneurs when there is an opportunity, if you have something, you can command the price. So if you're doing a serious be a $20,000,000 you should be commanding $100,000,000.150,000,000 dollars, 2,000,000 evaluations right if you're not other guys are getting that you're giving too much of your company, so you need to think through all of that. >> So serious bees at 100,000,000 >> good companies are much higher than that. That'll be 1 52 100 And again, this is a buyer's market. The underpinnings market. So he says, more money in the cash. Good players they're putting. Whether you have 1,000,000 revenue of 5,000,000 revenue, 10,000,000 series is the most hardest, but its commanding good premium >> good time to be in our prayers were with bubble. Always burst when it's a bite, mark it on the >> big money. Always start a company >> when the market busts. That's always my philosophy. Voodoo. Thanks for coming. I appreciate your insight. Always as usual. Great stuff way Do Sudhakar here on the Q investor friend of the Cube Entrepreneur, I'm John for your Thanks >> for watching. Thank you.

(intense orchestral music) >> Hello everybody welcome to theCUBE, special announcement here, exclusive coverage. Covering Oracle NetSuite SuiteWorld with some special news, we're here with Jason Maynard, Sr. Vice President of Marketing and Strategy at Oracle NetSuite, and Jim McGeever, EVP, Second to Vice President at Oracle NetSuite. Thanks For joining this special CUBE coverage. >> Thanks... - Thank you. >> Great to be here. So we've got some exclusive news around SuiteWorld going on, so let's get down and dirty, so you got four major announcements goin' on: Oracle NetSuite global, vertical IntelligenceSuite, and new SuiteCommerce, let's get into the hard news. What's the big story around the news? >> The big story is we're going global, and in a big way, it's one of the big advantages of the Oracle acquisition, we could never have afforded to go to as many countries as fast as we can, and now with Oracle, we'll really be able to go really fast. And as a result, we're building a lot of new international features. So 2018, we've really turned the developmentship to build out deep localizations for most of the major economies around the world. >> NetSuite's had a great track record, obviously everyone kind of has well documented history, obviously now with Oracle. What's the stride look like, what's, what're you guys, you guys are hitting a stride. What's is look like, what's different about it, if anything, what's the big highlight here at SuiteWorld? >> Well, we've really put the foot on the gas petal, so we're actually growing much faster now than we were when we were independent. And a lot of it is due to the international growth, I mean, for example in China, China we didn't have a market presence, it's now our fourth biggest market after only a year. And that's just starting, it's amazing how fast that it's grown. >> Talk about the international global piece, because global has become kind of like a, a whitewash term for some, but it's hard to do. Especially China you mentioned that one, so you have China, and then the rest of international. There are issues with Cloud, you've got regions, you've got data privacy, obviously GDPR's on the horizon, and it's got some teeth to it I would argue, relatively, you know, sharp in some areas, not in others, but it's a challenging dynamic, but the upside is it's a very lucrative opportunity. What's different about international now, then say just five-six years ago? >> Oh, there's two major differences. So one is the data privacy rules, GDPR, I mean that's just amazing how, what an impact that has on businesses, and also the data residency rules. So we're having to build our data centers around the globe, which we never would've had to do before. Now this is, thankfully we have a company that has data centers around the world, so it's becoming a lot cheaper and easier for us to do that. But that's really tough for a business to be able to do that themselves. >> So, you know, the theme I want to get out there is, is that, you know people want to do more with less, that's a classic consolidation message. There's some consolidation going on, when you look at Cloud, how people are trying to figure out Cloud on premise in the, in Cloud. But it's not a consolidation market, it's a massive growth market. Jason what does more mean? I mean people want more, they might have to do with less, but there's an upside, growth component. How are you guys talking with that one challenge? Cuz there's challenges, and there's opportunities at the same time. >> You know, it's an interesting time, I think a lot of folks say it's easier than ever to start a business. But the flip side is, is it's harder than ever to actually scale and grow. So when we're out talking to our customers, and were getting, you know, into what they're trying to solve. The biggest issue they have, is how do I overcome this issue of breaking these barriers of growth. So, it could be going global, It could be doing more with less, right? How do I automate my business so I can reinvest into things that are going to make me more successful? Like acquiring new customers. Those are the type of challenges that we see out there, it's more with less, get me to where I need to be, and frankly, stop doing the things that are sort of counterproductive and inefficient, and really drive, top lane. >> I think that's one nuance that's missed a lot in the analysis is that, it's not so much more with less, it's more efficiency with Cloud, you get more leverage than software. That's always been the case with software economics. How does that translate to the business strategy for you guys as you guys go global? Talk about some of news around the, the verticals, vertical integration, cuz that's going to be a big part of it, with either the developer community and/or your partner ecosystems. >> Sure, so what we're seeing is, if you look at our product, what people use. When we looked at our customer base, customers who are international, customers who use vertical features grow much faster than customers who are single domestic. So we looked across the board, and so what we're really focused on is how we can help those companies grow even faster. So how do you go international quicker? But every business is not a generic business, so they all have these vertical features, some have inventory, some have projects. So what they really need is features that can help them execute their business better. So we go deep by vertical, and in fact, our whole company is organized vertically, our sales teams, our development teams, and so when we go to market we go vertically, and so we're doing some really cool stuff. Especially in the product-based area, uh, that's the new supply tower control center, which really helps enable people to get product to their customers on time. >> Well I'd like to get both of you to weigh in on the hard question, right? Bringin' the heat now. >> Jim: Okay. >> Jason: Alright. >> Everyone wants to know, okay, what's it like with Oracle? Is that helping you, is it hurting you? Oracle has a reputation, they're moving to the Cloud very quickly, but again they're an incumbent, okay in the old, in the Cloud way. So, you know hards pers putting up some numbers, you can talk to folks at amazon like whoa, you know, they're Oracle. So there's a lot of uncertainty around who's going to be the modern player. So the question is: How are you guys, working in that environment? Obviously Oracles numbers are up, they're moving to the Cloud model, they're stats are flying, at a pace that, they're moving as fast as they can. But you guys have always had a different perspective. How is the NetSuite/Oracle relationship working, and how do you talk to customers about that? >> Sure. So we're, they've run us really independently, so we're a global business unit inside of Oracle. So all sales, development, marketing, product, all report up through me, Evan, and Jason, and we report into the CEO of Oracle. So we're really run purely independently. The only other thing I'll add, so really not that much has changed, other than we get to leverage a lot of their global scale, and as Mark Hurd says, and try to avoid the negatives of the scale. But they are all in on Cloud, this is, when you're in a meeting with the senior leadership at Oracle, it's not a fake thing, it's a not a, a marketing message they truly believe at their core, that in the Cloud, or that everything's moving to the Cloud. So there's, we get the same incentives to sell to an Oracle owned premise customer as we do to an SAP owned premise customer. >> Jason to add to that, I want to get your perspective. We were talking before we came on around, the scale piece, that Jim just mentioned. Talk about the profile of the kind of customers that you guys have here as SuiteWorld. Is the profile of your customer changing? Take a minute to explain who is the NetSuite customer, cuz the global thing is interesting, if you're growing, soon to be multi-national, or you're already multi-national company, this matters. So, and then the scale matters as well, so, what is the profile of the customer, how does that help, how does that weave into the Oracle scale? >> So we have over 40 thousand organizations globally running NetSuite. It's a pretty interesting mix. Obviously a lot of small/mid-sized companies, and we have a few, you know, a good decent percentage of our base are multi-billion dollar companies. We see an interesting, I think, dynamic, which is: the most successful NetSuite customers, are the ones that have gone global. They grow faster like Jim said, than the domestic only. I think the one other hallmark that I would point out to the NetSuite customer, the customer base. You see sort of an innovative group of entrepreneurs. So we see all sorts of great stories with the customers, you know, in Jim's keynote, Kara Goldin, the founder of Hint, right? She started off with a mission to stop folks from drinking soda water and drink actual water. Started with, you know, 10 years ago, and is now on an amazing trajectory. So we find-- >> John: You guys get a lot of growth companies. >> Yeah, we get a lot of the growers, we get a lot of the, really kind of the entrepreneurs who start small with us, and then scale with us, all the way to becoming a multi-billion dollar company. >> And this is where the international piece matters, right? >> Oh yeah. >> So let's talk about that and then we'll move onto the the next set of news. So if I'm a growing company, and we're expanding crazy, I care about localization, I care about data in regions, certainly Cloud, as you mentioned Oracle's really serious about what they are, they care about regions, this is an issue. So talk about the benefits of me, a growing company, how do I take advantage of localization, what do you guys offer, what's the playbook? (laughing) >> It's, we just make it easy. I mean, our whole focus is: if you're a business, it's hard enough to go international, and figure out your value proposition, and what makes you unique and what makes you differentiated, the last thing you need to be worried about are your IT systems, and spending your time on infrastructure, and selling it all up. So our kind of job is, we'll just take care of that, if you want to go to Germany, you will literally flip a switch inside the system, and you have a German enabled application. >> And what's the alternative, if I don't go with you guys? >> You have to go find someone in Germany, to go buy an application, install it, then you implement it, then you integrate it. I mean that's a multi-month, if not year process. >> John: And expensive. >> Very expensive-- >> You've got to find people, you got to know the nuances, the local issues. (laughing) >> Right. And so you've got to learn all that. We come fully localized, and we don't do it just in a way that is, it's a starting point. We have all the German tax forms built-in to the system, when you log onto NetSuite and once you flip this switch, you go to page, all the German tax forms are there, and we will automatically fill them out for you. >> Jason, I want to get your perspective, because local marketing is a big deal. You guys are in hundreds of countries, I know that from, from doing the research and watching you guys grow. But where do you have actual presence and where does presence matter, can you just highlight, the NetSuite, cuz I think this is going to where, people going to want to know, okay, there's hundreds of countries out there, but where are you, where's the core going to be? >> So it's an interesting point because it's, I think it's not just about product, right? It's not just about having a product that's localized for a specific country, it's about having everything else, right? It's having, making sure the support is in the local language, it's making sure that we have people who speak the language, making sure we have facilities, sales, service people, having a localized data center-- >> John: You guys are committed to that. >> We are 100% committed, this is, you know you asked the question earlier about what, what has been the benefit of Oracle? I don't think, as a standalone company, we'd have been able to pull off what we're pulling off and announcing this week. Without the backing of, and the Oracle resources, because the have the global reach, that we can easily tap into. So when we do local now, we're doing it with everything that a customer needs to be successful. >> Okay, so the next set it is, I want to dive into the hard news is the, new SuiteCommerce kind of vibe, sweet success for SuiteCommerce. It's a new e-commerce solution that gives customers the freedom to grow and evolve their digital commerce business. So this is basically commerce, you're talking about like, doing business. What is this news about, gives us the quick summary, and let's discuss. So our previous commerce product was actually very advanced, we actually started at the top first. We enabled you to touch every pixel on the page, customizing in any way, shape, or form you wanted. What we've done with SuiteCommerce is now we've taken it, and came out with an entirely pre-packaged, pre-built websites. So you can be up and running, with a very complex, fully featured website, in 30 days or less. And it's point and click choose, and this is not going to a basic colors and theme choices, we have complex features that enable you to run your business. So you can come to us, and we will have you running, with commerce enabled, integrated with your back office, with less, in 30 days. >> Jason, I can see two use-cases for this, one is, you know, I need turnkey guys, here's the keys to the kingdom, build it for me, I'll give you all my raw materials, we're up and running, you know, classic turnkey. Then there's the more of the dev ops Cloud model, which is, hey I need access to APIs, I have my own development team. Okay, how do you talk to both those guys, and there's also hybrids in the intersection of both those. So there's two modes of use-cases, how do you guys address the developer? It's interesting, I think the way we look at it is, we can be the first system you buy, and we can also be the last system you'd ever buy, right? And that's that freedom to grow and evolve. So, you may want to start out with us because you're an emerging retailer, and you're launching just in the US. But as you evolve to six more countries in a year and a half because you've got the hit product or you're selling, and you want to start to then expand your sophistication, then we can migrate you to some of the more advanced capabilities, but. What we're delivering today is that ability to have a packaged, out of the Cloud, easier to use, on ramp, to get the value of of NetSuite. >> And the horizontally scalable Cloud is obviously, with developers like, what's the developer story here? Can you guys share the developer perspective for your customer, if I have a team of developers? >> So we use the exact same technology, so SuiteCommerce and SuiteCommerce advanced is the exact same technology. One, we've been the developer, and pre-packaged it, and delivered it to the customer. But if you start with that, you can instantly switch over, and take over the development yourself. So either stay with us, we'll work with you, we'll develop it. Or you can just take that as a starting point and develop it going forward. >> John: Awesome. >> Literally, I think something is 75-80% of our customers, literally customize NetSuite in some shape or form, so you can imagine-- >> John: So you guys are totally open to let developers completely develop them. >> Yeah, there's a platform as a service offering, inside of NetSuite, which is something, that as customers evolve and grow they tend to consume and use more of those platforming features. >> So one of the things I'm reading here in the news, that I want to dive into, that I like. You know I like... (stammering) I like new things. So the latest edition you guys are doing have this concept of micro verticals, that span a variety of industry. So that means data potentially could fly around, certainly. In cyber security we were covering at RSA just recently, the role of data sharing is huge, you obviously got the other end on the policy side of, you know the data protection. So you can't have, you got to have a combination of data sharing to make machine learning, and make, you know, some of these new AI capabilities work. At the same time, you got to have policies around that. But these micro verticals will have to operate in a new way. So, what does a micro vertical mean, and how are you helping customers saying you know, I played a little bit of media, I play a little bit in financial, you know have a lot of different requirements that may cross verticals. How do you guys handle that? >> Well we started off with industries, so we used to think of wholesale distribution as a whole series of vertical features, you need a warehouse, you need all the management, there's all these things that you needed in order to make that work. And now we're going into verticals within that, such as food and beverage, or health and beauty. Then we get down food and beverage, now you have cold storage, so that's where we get to the micro vertical level, and the requirements there are actually quite different than you may get from a generic health and beauty vertical. So what we build are those micro vertical features, to enable this business. >> So you guys drill down into the verticals and segment them down, and, rather than some general purpose solution that's, you know, tryin' to hit, so there's some requirements changes. >> And all the regulatory and compliance requirements that go with those micro verticals, those are engineered as part of the process. >> And what's the impact of the customers, talk about the customer impact, what's the benefit for them? They get better product, they're happier, they get it quicker, and they get it cheaper. So it's kind of the more we do, and the less you do, the happier the customer is going to be. >> Alright philosophical question now, this is really what customers want, they want to have, they want to feel like it's a personal experience customized for their business. How do you make that work in this new Cloud world, what's the secret sauce that you guys bring to the table to make customers get the flexibility, the agility, obviously the scale of Oracle helps, on the foundational level. But as you guys roll out the NetSuites next generation customer environment, what's the secret? >> Well we've always had a platform, a deep platform, and so people have always customized our product. So we're using the exact same customization technologies to deliver these micro verticals that customers and developers have been able to do for years so it's just about leveraging what everyone can do to make it a better solution for those customers. >> Final question now, I mentioned machine learning and AI before, so the IntelligenceSuite is news here. Let's get into that. If you're not doing AI you're not relevant these days, everyone's throwing AI around like it's like at, oh we're AI-ing this so it's machine learning. But this is real, I mean software has to drive efficiencies. There's scale involved in software. Machine learning and artificial intelligence is a great path to operationalize, and automate, and create insights. So what is IntelligenceSuite about, can you share the news there? >> Sure, so we're not building a generic AI tool, Oracle's got a massive investment in that, and I'm sure at some point we'll leverage it. We're actually looking at very specific use-cases within our application, that customers can use right now. And so we're actually taking solutions such as: what is the quickest way to get your inventory to your customer, and using some machine learning to help actually route, and pick the right inventory items, and the right location to get the quickest delivery time to your customer. So we're taking very specific use-cases, and we're building that intelligence in, around that. We're not coming out with a generic AI tool that will, solve all potential questions, answer all potential questions even if you don't know what the questions are, that will come a little bit later. But right now, this is really-- So you guys are taking the low-hanging fruit, drilling down in known use-cases for your customers, and bringing that kind of automation to the table? I think, we basically take the attitude of, machines and humans together are generally a better answer than either by themselves. So we'll give you all the choices, and give you the recommendations, and let you pick the way you want to go. >> Jason how do you market that to a customer? Cuz this is really, I think, a big point. Humans and machines clearly are involved, you look at all the success of machine learning. This is now becoming known, you look at Facebook in front of the United States lawmakers, you know, they don't even know how Facebook works so, you know, you've got an enterprise, they're learning about data, they want real answers and they need to have it digged out for them. >> Jason: I think AI and machine learning could perhaps be, you know, the new planking, the most overused, over-hyped, you know, thing out there right now, and every vendor has to come up with a, like a sort of a perceived AI strategy, so I think it's overwhelming for a lot of customers. Because at the end of the day, these customers are trying to figure out how do I solve really specific problems. They don't have AI problems, they have tangible business problems. And so we took this approach to build this from scratch, inside of NetSuite, we didn't acquire, you know, some random startup, and try and plug and graph that onto NetSuite, we built it with the same though process, around how do we solve that problem, make it more efficient, so. Our conversations with our customers are not about technology, they're about, hey how do we get you, you know, better turns on your inventory, how do we solve a specific business problem, and that resonates, that makes it a lot easier, cuz that's what they know. >> Yeah, there's a shiny new toy, kind of thing, hey look it we got some new tools, and there's a place for that kind of, from a developers standpoint I can see it being a great sandbox. But you guys are taking a different approach, add known customer problems, that you can automate away and create insights, is that right? >> That's it. >> Yeah, absolutely. >> To wrap up, I want to get the thoughts of SuiteWorld, what's going on here, what's the main conversations, what're you guys promoting, what's the message, what's some of the conversations, and what's next for NetSuite? >> You know the biggest conversation is customers talking to each other about how they grow and scale their business. And so we try and create an environment at SuiteWorld where these customers can learn from each other, they can talk to each other. Obviously we share our insights and perspectives, but it's really about them, and how they figure out, and really learn from other experiences to solve what they're trying to accomplish. >> Jim top level message to customers, next 10 years, what's the NetSuite 20 mile stair look like for you guys? >> You know the great thing about NetSuite, we've been around almost 20 years, we've been on the same mission, the same product, and we look at the confusion that's out there in the marketplace. I think people feel very grateful that we're on the path and we know where we're going, and we're delivering them real value, real deliverables, and we're not forcing them to change their business. We change for them, not the other way round. >> From a tech perspective, tech enablement, and outcome perspective, what's the main themes of the show this year. >> It's mostly about or international rollout, our new commerce products, our vertical features, our micro vertical features, and our intelligence assistance. >> Cloud, IOT, AI, software all powerin' this, guys thanks so much for the insight. Exclusive news coverage here on Oracle NetSuite SuiteWorld, big announcements here, this is theCUBE, thanks for watching. (intense orchestral music)