>>Live from Seattle, Washington. It's the cube covering Smartsheet engage 2019 brought to you by Smartsheet. >>Welcome back everyone to Seattle, Washington. We are here at Smartsheet engaged 2019 I'm your host, Rebecca Knight along with my cohost Jeff Frick. You're watching the cube. We are here with a cube alum, a cube veteran, Dion Hinchcliffe, VP and principal analyst at constellation research at at Washington DC. Thank you so much for returning to the cube. Absolutely. Thanks for having me. So we're here to talk with you about the future of work, which is a huge topic but a fascinating one. I want you to start by giving sort of a broad brush of what you see are the biggest changes right now happening in the workplace is driven by the new, the rise of digital technologies. >>Sure. I mean while it digital is infusing everything in the workplace these days, right? And so we've had the past waves of productivity tools and then mobile devices came through and then eventually augmented reality and virtual reality are going to literally change how we perceive the workplace. And then we have just everyday trends like remote working. And now people can work from anywhere, right? It's fantastic. And that's, that's really revolutionized a lot of things. There are things in 2% of the workforce per year is becoming a remote work force. Companies like ADP have a quarter of their workforce working from home, right? Accenture, same thing. They're getting rid of office space and they, they work out of their house unless there's a client site. And because you can create a, create the experience that you want. And one of the really big trends is this is this trend towards being able to shape the employee experience the way that you want to, using the tools that you prefer. >>And some people call this shadow it, other people call it innovation, right? And so that's one of the, one of the big changes. And then we have things like the gig economy, which is allowing people to build the lifestyles they want doing any kind of work they want when they want to, when they feel like it on their own terms. And that's, that's really quite exciting too. So all these, this confluence of forces all enabled them driven by technology. But it's also leading to a lot of what we call cognitive overload workers that are not lifelong learners are feeling overwhelmed by this. And that's another big challenge. >>Well, you also get this tools proliferation, which they're just not, they're just not word and, and Excel anymore. But you've got a tab open with Salesforce, you've got a tab open with Slack, you've got Gmail open, you've got docs open and you've got Smartsheet open. You might have a JIRA open. I mean, so how is that gonna sort itself out as we just kind of keep adding new tabs of apps that we have to keep up >>and we need all this technology to do better work. I mean the, these apps provide value except that it's increased in the onboarding time for workers. It's making it hard for us to train people. In some companies it's hard to retain people because they feel like they have to go to work and there's this onslaught of technologies they have to have tabs open and get their jobs done. And they do. And so we're seeing things like, you know, we're at the Smartsheet conference where, you know, how can we centralize work a little bit better, streamline it by integrating the tools and creating more focus in on what we're doing. And that's a very big trend. So my latest digital workplace trends report, we say this, we're seeing these hubs form, you know like Slack is another work hub that's become very popular inside of organizations. >>They have over 1100 application integrations that allow people to spend their time in one place and kind of work through all these other systems from one hub. So we're dealing with this complexity, you know, starting to be able to do this now, but it's early days still a big challenge. So what's a, what are you seeing now? So what's the, what is the answer then? I mean we have you just described all of these trends that are taking place that are making, making the work modern workplace so much more complex, dealing with workers who have, they're dealing with cognitive overload leaders who want more with less. What are some of the answers? What are some of the most exciting tools that you're seeing right now? We talked already about Smartsheet and Slack. We see the new digital experience platforms are emerging and low code and no code is also becoming popular. >>I'd be able to take the pieces of the applications you want and create more streamline experiences. So the CIO of Accenture, Andrew Wilson, solve his problem right away there. They're knowledge workers are just being choked by all of these tools, but yet we need the value they provide. So he began to divide up the employee experience, the 100 top moments and then he built experiences that enabled, you know, project management and onboarding and all of these key activities to be friction-free built out of their existing applications, but streamlined to just what they needed to do. And he used this as his top priority as a digital leader is to say, we've got to take as much complexity away so we can get at the values with streamlining and simplification. And we now have tools that allow that shaping to happen very quickly. It's almost reminds me of kind of the competition for Deb's right now. >>It's the competition for employees. And then we've talked a lot about the consumerization of it in mobile devices for the customer experience, but there hasn't been as much talk about leveraging that same kind of expected behavior, right? Or expected inner engagement interaction with the apps on the actual employee engagement side, which is probably as fierce of a battle as it is to get customers. Cause I think there's a lot more than 2% customers out available. But yeah, we only get 2% unemployment in the Bay area. Now it's creating effectively negative unemployment, right? Anything under 3%. So this is the challenges. Employee experience is usually low on the priority list for CEOs. They usually have analytics and cloud and cybersecurity and all these things that they have to get done that are higher priority. Yet customer experience is, is one of those priorities. But how does an employee give a good customer experience when they have a poor experience to deliver it with? Right. We're seeing you can do with talented people, is expecting to do a great job. And then give them a bunch of hard to use tools, right. Which is what's happening. So we are now finally seeing that prioritization go up a little bit because employee experience is part of delivering great customer experience and it's how you, how you create that experience to begin with. So small >>and leaders are seeing that as a priority of retaining their top people because they understand that their workers need to feel satisfied with their work life. >>Yeah. And now we have data on a lot of these things we didn't have before and I'm sure you've seen the numbers that are, most employees are disengaged at work. The majority, right between 50 and 60% depending on whose data you're looking at. That's an enormous untapped investment that workers are not performing the way that they could if they had better employee experiences. And what's disengaging is, as I mentioned, you know, giving a talented person allows you tools or allows you experience, right and expect them to do great is right. It doesn't happen. >>How much do you think AAL or excuse me, AI and machine learning will be able to offload enough of the mundane to flip the bit on how engaged they are in their job. >>Yeah, it's, it's interesting cause there's, you know, there's two sides of the coin there. Some people like a, a job that they can just kind of phone in and it's kind of rote and they can come in, they don't have to think too hard and then they can go home to their family and some people are hired on that basis. Right. Um, because that's the challenge. AI and machine learning will absolutely automate most rote work. If you look at like Adobe sensei, I was at the Adobe conference and, and they were talking about how all of these creative types, you'll have all these mundane tasks automated for them. And I could see everybody looking at each other going, I get paid to do. >>Right, right. >>So you know, it, you'll see things like robotic process automation is working. I mean, I hear anecdotes all the time from CIO is how they had, they cut like 25% out of their call center because they handed it over to the box. Right. You know, as bill processing, that's one of the, and sorting and matching bills, the invoices, it's a manual job even in today's world until very recently. So we are seeing that happen about the most rote level and it just, but it's just going to climb up from there. >>What do you see down the road though? I mean in terms of those, in terms of those employees who are raising their saying hands saying weed, I kind of want that job. I are you, are you seeing what's going to happen to those people? Are they going to have to learn new skills? Are they, are they going to be invested in by their companies? >>Well you hope so. You know, it's interesting. We see that all the big vendors now have these big education programs. Salesforce has Trailhead. SAP just announced open SAP where they giveaway massively open online courses. And you know, Microsoft has done this with Microsoft developers network way back in the day, trying to educate people. I mean you can get re-skilled for nothing for free now if you want to do it. But this is the challenges. Even though every technological revolution in the past, and it looks like this one too has totally changed the employment picture. Uh, uh, by and large it creates more jobs than we lose. And that looks like it's going to happen here. But the people who lose the jobs aren't the ones that tend to gain the jobs, the new jobs, right? Yeah. The, it's hard to take somebody who's, who's sorting bills and say, I need you to develop a new AI algorithms because that's where the next strategic jobs are going to be directing the AI to do all these things. Right. And so I think the short term is going to be dislocation and it's happening so fast that unless society, government, and enterprises really intervene that to upskill these folks, we are going to have a challenge. >>Well, we're in this really weird time too, in between, I mean, the classic one is long haul trucking, right? Which is perfect for autonomous vehicles, you know, to carry a lot of that freight and everyone pretty much agrees that's going to happen. At the same time, there's, there's a huge shortage of available truck drivers today. Uh, like there never has been. So as these weird, and again, it's probably not the best thing for a young kid to get into, right? Because it's not, doesn't have a lot great long. >>Right? Right. >>Well, and you know, you look at Uber and their stated direction is, is they want to get rid of all these drivers, right? They want it, they want self-driving taxis. And you know, we're getting close to where that might actually happen, right? Uh, and so the unskilled labor is going to be hit by far the worst. You have to become skilled labor in, in the digital economy. Uh, and so a big part of the future of work is going to be finding ways to, to get the skills into people's hands. You know, like Facebook and other large organizations don't even require a college degree. What they want people, the people that can deliver, they can take these things and create the, you know, the, the great products of the future. And so, you know, those everyone has to become a knowledge worker. >>And, and as Laird Hamilton said on the main stage today, it's the, it's the, the formula of learning to really understand when you're starting from a point of, wow, I don't know much about that. I bet. I guess I'd better learn about it. And then learning a lot about it along the way. We all have to be able to adapt and adopt those new, >>no, absolutely. Now the, uh, uh, and so w we see up-skilling and cross skilling becoming more transdisciplinary. So business people are becoming it folks now and it folks really business people, you know, we've had this business, it divide for a long time and cracks me up. I still go to big companies in the it departments using its own building. Right. But those days are going away. And now seeing that, you know, now as it people over on the business side that live there now. Right. You know, so we're seeing this kind of, this blending where digital is infusing everything and so you have to become digitally competent. Uh, and this is where we have to make that simpler. This is going back to the, you know, the, the, the digital workplace, the average user has had the number of applications they have to learn double or triple in the last just the last five years. Right. So it's a big challenge. >>So what should kids be majoring in today? What's your, >>Oh, a game design. Know the gaming industry is bigger than the movie by a large, large margin. Right. And, and that, that's where all the experience of these immersive experiences in virtual reality and augmented reality really come from. And then you can go into business. Right. You know, >>even sociology majors can design games. >>Yeah. It's just, you know, it's just get, like you said, it's, it's the poor tweeners right. That get bumped on the old and aren't necessarily in a position to take care of the new, yeah. I'll have to take care of. And unfortunately, uh, not a lot of great record of retraining today, but maybe that's going to have to be a much more significant investment because there just aren't the people to fill those positions, period. Right? Yeah. Well, and there's these big market places now you can build the career of your dreams. You'd go to Upwork or Gigster. I mean, these are big job markets where you can go and find work and do it from anywhere using a tablet you bought for $50 off Amazon. Right, right. You know, it just that most of you aren't even aware of that. They can do that. Right, right, right. >>So it's this fast changing world. Put a few bucks away for insurance and you've put a few bucks away in your 401k and you, yeah. You know, not just living off the cash plus a little bit to cover your costs, which unfortunately a lot of their, like the Uber drivers and the Lyft drivers are anyway, you know, they're not really banking that thing for building a, a career. Well, I've crawled to those platforms and it's interesting, entrepreneurial activities, very common in places like Asia, right? Where if, you know, they come here, they build businesses right away. Right. And they're used to that. So w and we lost some of that, but I think we were gave a economy is giving a lot of that back to us. We have to relearn it again, you know? Right. >>Well Deon, thank you so much for coming on the cube. It was a pleasure having you. Absolutely. Thanks. So Jeff. Thanks Rebecca. I'm Rebecca Knight for Jeff Frick. Stay tuned to more of the cubes live coverage of NJ engaged 2019.

>> live from Las Vegas. It's the Cube covering magenta. Imagine twenty nineteen. Brought to you by Adobe. >> Hey, welcome back to the Cube. Lisa Martin at Imagine, twenty nineteen from the Wynn Las Vegas. It's happy hour here, but I really wish I had a Coke. I don't have one. But I do have a gentleman from Coca Cola, please doing me and welcoming a couple of guests to the Cube. We have Enrique no great day. The director of Direct to Consumer for Coca Cola Mexico. Enrique, Thank you for joining us. >> Thanks, Lisa. Nice to meet you. >> And we have from forty for Raghu Kerala managing partner. Welcome to >> the Cube. You nailed the name. There you go. Talk >> to >> that interview. I did my best. All right, so here we are in imagine, twenty nineteen with about thirty, five hundred or so people. This show is one that has a tremendous amount of energy. It's like you gave everybody a cook when they walked in the door. Didn't really need it, But we've heard a tremendous amount of positivity people very excited for being able to leverage the power of data to deliver really impactful experiences and as consumers of any product. We want a brand to know us. We want them to help us make our lives better. Before we dig into that with Coca Cola, argue, let's start with you. Forty four is one of magenta owes partners. Give us a little bit of a history there on what you guys do, together with the Gento and four customers like Coca Cola, Mexico. >> Thank you, Lisa, and thank you for inviting us here today. Well, when we put together forty four, we ask yourself some questions like, How do we aspire to be great? And one of the things was to surround ourselves with great partners and adobes definitely been a great partner for us, because what we want to do is bring tea to our customers. A not just a sight but an experience for their consumers. They can live on and grow and invest in a platform. And what we found with Adobe and the Magenta Commerce cloud was a way that we could start building something in an array, tours greatness by using data and insights to build upon our knowledge. And luckily, way found a great partner in Coca Cola that we could aspire to be great together to the end. Consumer e commerce is still in this early days, and what we wanted to say is that a great brand could start and start looking at e commerce in a way to improve their customers. Lives be available in moments that of need and moments of want. And that's something we started doing with North America about four years ago and brought that to Western Europe. And now Lat Ham in the last year has been a great experience partnering with you. >> CocaCola is a brand that everybody knows globally. It's one of those almost feel good brands, right? I mean, you just can't help but get a smile on your face when somebody asked If you want a cup full, of course, who would say no to that? Give me a little lemon twist and I'm very happy, but something that you guys are doing together with Coca Cola. Mexico was really inspirational, and it's really helping to transform and improve people's lives. And we could talk to us about the program that you're building with forty four and how it's actually making giving people access to things that they don't just want that they actually need, like, quality of life, type of sure products. >> So thanks. Thanks a lot, Lisa, for the invitations. So first of all, you know, we have a big challenge, because way No, we have a great brand way, actually have a lot of brands, and that's the challenge. So how can we create this? The solution where we can access people to this? Never. It's for life. So it's not only Coke way have a lot of different products, and Wei have in Mexico is that it's, ah, project that we are calling Coca Cola. It's Coke at home on what we do there is. We are providing the consumers a subscription model where we are enabling the access to multiple beverage products any time on everywhere. So that's that's That's the ambition we have we launched last year in the city of Monterrey. It's It's our first city. We are planning to scale this business into the whole country and probably Latin America. First on, why not probably the states on some foreseeable future. >> So this is more than on demand. I live in Silicon Valley, where we're pretty, you know, we have high expectations and I want to order something, whether it's on door dash or through Google expressed our Amazon that I wanted to show up within an hour. But that's, you know, I might be lazy, that I don't actually want to get in my car and driver walk somewhere. But what you're talking about this is this is not just I want Coca Cola products on demand. This is actually reaching people that really have a strong and need for this type of service. Talk to us about that human interaction and what you guys are really enabling there for your consumers. >> Sure, so So, yeah, United. So the thing is, what we see, the big opportunity here is way. Want to be closer to our consumers? We went to understand them. We want to to hear from them, to receive feedback directly back the way we are used to working Coca Cola in the past one hundred and thirty three years that that's a history of cardiac alights way have the customers that interact with consumers, and then we get some information from the consumers. We've been great doing marketing campaigns, you know. But right now the challenge that we're facing is we want to have direct feedback from them. So we're creating this eco system where we are getting feedback. We're getting knowledge from them, and we know exactly what what's their their needs. The pain points, their suffering, Andi the way what we can solve them and probably eventually some future products. But we can create for them with the specific necessities that they have. So that's what we're creating there. That's a big thing. >> And so we're gonna talk to us about the opportunity to work with a brand like Coca Cola that's been around for over one hundred thirty years, talk about transformation and be able to enable them to really kind of not just delight customers. But there's an emotional connection that people >> have this products. So we always say, like ideally done way can add value from the state of desire to the state of consumption, and in between is a transaction. It's fulfillment, its operations and perhaps unique to most clients of, um, Magenta and Adobe. Coca Cola in Mexico owns a full relationship, and it's a full branded piece from creating that desire in your heart in your mind in your taste buds, but then owning that all the way through the delivery trucks and the people delivering it to your door. And that's something that a CPD firm just actually, I'm not sure of any other CPV firm does in the US or in Mexico at this point. And but then what is the excellence mean? We haven't untidy of excellence of what Coke means to us, the nostalgia and what it means today. But that also raises the high bar because we're not allowed to not be excellent at any other touch point of the brand. But definitely it's fun, right? It's a challenge, you know, making money online. That's the easy part, Being really proud of what you're doing online. That's kind of what makes you go to work every day. >> Being relevant for consumers is what, yeah, >> being relevant? Absolutely, especially because there's a lot of choice with most products and services that are available to us as consumers these days. And if you think of you know, we've been talking a lot at this event about the customer experience and customer experience management, and how can Adobe Inn Magenta enable their customers to use data to understand what delivering what my customer wants to improve. Whether it's, you know, we talked to HP Inc this morning allowing me to order a new PC or printed or ink and have it delivered specifically exactly the way that I wanted to. Whether it's, you know, getting a Coca Cola. I want whoever I'm interacting with to give you a seamless experience. But use the data that you're collecting about me to make my life better. Make my life easier, more seamless. Frictionless. How are you guys at forty for helping Enrique and team utilize that data too crude to really enhance this consumer experience and maybe even create more brand loyalty? Yeah, it's >> interesting. I think data is a tool, but then your hypothesis, where you go from has to be endemic to the brand and for Coca Cola. On the internal, we think of it as a portfolio portfolio of different products in different needs states from hydration to enjoyment from special moments to everyday moments. But then that allows you to start thinking, How do I be part relevant part of more moments and then you could say, Where does data fit into that and now I can understand how there's a new moments being made because people's lives change and the youth always find different ways in different ways of living in different way from being. How can we be relevant to them through our throughout all of that, from the moment you wake up in what you need state is there to special moment of happiness, and they have a company that has products that could live up to. All of that is great and you know you need a portfolio. But you also need to being desire and wanted need all together in one thing, because one person has all of that and one company came, fulfill it if you think about it from a idea of moment. But then what data? Khun, Due to bring those to life >> so soon being relevant, continuing to be relevant is challenging. It's going to require you to really look at trends across a spectrum of, say, consumer behaviors. Enrique, what are some of the trends that you guys are seeing with this project that you've launched in Mexico, and how were you going to be using those trends to expand this globally? >> Sure, Yeah, So? So first of all, as you, as you know, probably e commerce in Mexico is is quite a small right now. So the thing is, it's growing in, you know, very aggressive rates on DH. It happens the same in the rest of Latin America countries. So what What other retailers are looking at is they want to create this this big business right now because they know that in the future it's going to be the competitive advantage for them. So So I think that's something that not many sippy jeez are looking at. There's a lot off are things that must happen inside the companies to enable this on DH. In my experience, the most challenging things and it's not a trend, but it's it's a challenge that we face us as a big city. Gee, Cos is how can we change the culture inside the company? Because this is the main barrier we have. We face when we see and I I'm going to give you the example of Mexico when we see the digital sales of the beverage in Mexico, it comes about two point five percent of the total sales that we have so its its really small if you compare it to the rest of the retail. So whenever we go to the to the rest of the corporation and the rest of the building in Mexico, we say that we want in best, and we want to do there's there's a lot of barriers, you know on the challenge, the main challenge that we face right now. The's companies that want to go direct ical Sumer is this is happen. We changed the mindset, change the culture, and I think that's the most relevant. It's no trend, but it's It's the most relevant challenge that we're facing right now, >> a big challenge because not just for for every convict, but a company with the history that Coca Cola has to be able to start leveraging that data to start to change mindsets and ship cultures. Where are you guys on that journey? And how is your partnership with forty four may be a facilitator of that cultural change? >> Yeah, sure, So it's to be really honest. We're we're beginning this journey way have some countries that are ahead of us. We have some examples in China, For example, curriculum, China's great things cortical in North America is doing very big things in Mexico and Latin America. We're starting the journey on the thing. What we realized is that we need to get together with people that know of this matter. Way are really good at marketing. We're really good at a commercial approach. Operational approach ware not the best at the commerce, but we. That's why we are partnering with guys that no one, we're partnering with platforms like Adobe Magenta, too. To achieve this, that's that's the thing, right? >> Yeah, >> Rookie will finish with you. What are some of the things that you have seen and heard at? Imagine twenty nineteen from a technology innovation perspective that give you the confidence that adobe in Magenta Technologies are going to be able to deliver, what it is that Enrique and his team need to make that barrier change internal evaporate. Yeah, >> I mean, I think when you think of technology right now, even within adobes, it's what the combination of different products that adobe has and how they're going to come together. So the roadmap is a critical piece of it. I think there's been a great announcement of Sensei's coming in and being part of the core offering to make each interaction a little smarter, but also really see the payoff and save what's the real need that trying to be solved, then back that into the products that you see to cut between the different between a press release and a road map? And I think when you come to a summit like this, you hear things from Adobe. But then you also hear the reactions from the customers. And if you hear those both at the same time, you find that great thing in the middle >> of >> what's actionable. And I think if you think of only customer opinions or the what the platform says individually, I think they're less relevant than finding that really time reaction to trends and say, Honestly, sometimes you're drowning in technology and you wantto move the business forward and react to that weak sales that month's numbers. But then you say, Well, let me take a step back and look at the road map or vice versa, and I think everybody's in different stages of where they're going. So until you get that wisdom from everybody else, anyone announcement might be might take you off course. But then you start saying other people are in my boat. Other people are filling my opportunity, sent my sense of opportunity, and other people are feeling my sense of pain. And it's great to see a community come together. It's five thousand people that all want to accomplish something different things, but they want to accomplish success. Whatever. However, they personally define it. >> And it is to your point. It's a very, very strong community here. But we thank you both so much for taking the time to share with us what you guys are doing together with Coca Cola run that everybody knows and loves. So I say we go get a cookie cola and wrap this segment. What do you think you're all right? >> Moment is coming. >> Fantastic. You're watching the Cube. I'm Lisa Martin from Imagine, twenty nineteen from the Wynn Las Vegas. Thanks for watching

>> live from Las Vegas. It's the Cube covering magenta. Imagine twenty nineteen. Brought to You by Adobe. >> Hi, Welcome back to the Cube. Lisa Martin with Jeff Rick at Imagine twenty nineteen at the Wind, Los Vegas Talking all about e commerce, innovation and technology. Consumer changes. All that good stuff. Joining us next is Adam Justice, the director of product marketing for the Adobe Experience about Adam. Welcome to the Cube. >> Thank you for having me. Thank you. >> This is a really high energy event. >> It is >> all days palpable, but I think it might be partly because there's a lot of orange here. It's a pretty energizing color. People have had very interesting entrances and exits on stage, coming from above and below. We've heard a lot of great testimonials from partners, customers, Dobie, folks, the gentle folks. Customer experience is critical to any product. Any service retailer, big or small. So true. Talk to us about you've been with Adobe for a long time. Talk to us about were perspective. The essentials Really good customer experience. Management? >> Absolutely. Thank you. Thanks for the question. It's great to be here, so and don't >> be. We've really >> evolved. I think as sort of the needs and rolls of our customers have. And I think the primary motivator for their evolution has been the customer customer itself. And whereas it used to be enough for us to think about, we're going to provide winning product or a service. All of us can agree, and it's easy for us to, and it's easy for us to agree now because we're all a focus group of one. >> We know what >> we like. We like an experience that actually feels like it's worth having. It's not enough to just put a product or a service out there. It needs to feel like something that actually not only feels natural, but it feels additive to our lives in some way. And so what was once sort of ah, relatively sir straight forward product development process or promotional process now is very much about how we addressing the needs of the consumer in a way that it is holistic, that respects the channels, that they want to interact with our brand on that respects the devices through which they want to either consumer product or research. Our product so it will be, is really trying to sort >> of >> understand the dynamics of the market today and bring solutions to the customers who now have this broader sort of stewardship. And I would say the things that we're seeing that our core to that our first, you're not going to deliver a meaningful experience to a customer unless you understand that customer and understanding that customer largely now comes down to data and a lot of fix will feel like, Well, that certainly seems logical that were awash in data. How do we actually get to the point where the data is telling us the story so we can leverage that information than tell a brand story till some kind of present a compelling experience? And then you add to that the dynamics, obviously right now about and entirely justifiable concerns about my privacy and the regulations there. Adobes going directly at that. With it, it'LL be experienced platform in order to effectively coalesce a meaningful point of view or sort of representation of off the customer in a way that respects their privacy. That un experienced steward can then look at that and say, Not only do I understand who this person is, but I have context and an understanding of what it is they're looking for. What is their intent? What is the context of this interaction now? So I can present a meaningful experience that obviously gets you part of the way. And but then knowing is only half the battle, right? Maybe not even half. Then you actually have to kind of rally around. Well, what, uh, what tools and content do we have at our disposal to ultimately present a compelling experience? You know what it will be? We like to say that emotion is the currency of experience. And if you're not actually leveraging meaningful content and presenting it in context and you're not going to evoke an emotion that is worth evoking, so definitely have the data piece than the content piece. But I would also add, and you've probably had other people sitting in this seat talking about how the complexity of all that has certainly exceeded now the capacity of at least my brain to manage in a singular sort of engagement with a customer, let alone at scale millions of times a day. So the role of artificial intelligence and machine learning now is so corps I would think that it's absolutely kind of. It's sort of the gearbox that's that's turning at the center of the data on one hand, the content and elements, the assets, the offer's on the other that allows for ultimately the coalescing of those things and then the delivery of an experience worth having. So that may have been like a two dollar answer Teo Two Cent question. But really, I feel like that's sort of the component pieces that we're seeing at play and sort of adobes motivation. And going into that space that came out where we're >> to Dhobi sounded a couple weeks ago. I can't keep track of things. Couple weeks go on Guy found it really interesting, especially with adobes roots really in the content generation side, right, all the way back to the creatives and the creators of that great content. And now to be a Liza sophistication of the tools to a B tests. I think best buy was on stage and they did four million or forty million customized email. So now you know, take this great creative A be tested to the degree again using the data and the contacts and the in the knowledge of what those customers are all about. And now it seems like the magenta piece is kind of the icing on the cake. Teo actually have the ability to get the transaction. Associate it with all this other process. Teo, bring the cash register, if you will. >> You're absolutely right. You're absolutely right. Adobe. When we when we executed sort of what we announced our intent to to acquire, we were talking about How does it'LL be? Facilitator? Help every experience become shop a ble and every moment personal And really that was That was a claim we couldn't make without without the magenta piece. So it is absolutely, um it's a hand in glove relationship. And now, especially as we've all evolved as consumers, I mean to imagine that we would be subscribing to socks or that we could one click purchase just about anything >> you need, the >> technology that can kind of keep pace with the expectations. And that's what it's all about because so many of those experiences that Adobe is intent on enabling our customers to present s >> so many of them culminate in a transaction >> of some sort. So the magenta is absolutely not only the icing on the cake, which I think is that it's a great metaphor, but it's also so integral right now, it's becoming like a fundamental or elemental part of what >> we're trying to accomplish, right. >> So delivering this comprehensive customer experience, managing our analytics, advertising, marketing, commerce the one thing that when you were kind of describing the core components of customer experience management again thinking is time. Because as consumers, we have so much choice. And if we meet friction at any point along the way, we're gonna churn it. We're gonna find somebody else who's gonna be able to deliver this product or service right. And unless in a frictionless way. So when you were talking about a I, for example, I was thinking comment on how that Khun B. Leverage to be able to facilitate that Justin Time shop, a ble experience that converts to a sale that is able to do so in a way that's personable, personalized to the customer experience and taking that inside to go. Right now, there's an action that Lisa just took. We've gotta offer this right now, >> right? Well, you know, that's one of things that I absolutely love about customer experience management. Sieck Sam Neill here issues the acronym. In >> a way, I >> just I kind of loved the absurdity of it, right. I mean, when you think of the scale to say something like, we're going to make every experience, shop a bowl and every moment personal, it's just, uh it's scope of that. And to imagine that that's possible is almost absurd. But when you introduce the advancements that we're seeing in artificial intelligence and machine learning now, it's literally going from the absurd of from the realm of science fiction into very real. It's and that's where What what adobes looking at, like, How can we literally take some sort of statement like we're going to personalize experiences at every across the customer journey? We're going to do it at scale and in real time you think you brought up the component of of real time and really, unless you're considering how we're going to meet the needs of the customer in the moment that they're expressing that need, then it's really moved. So it and it is absolutely artificial intelligence and machine learning that we're seeing sort of expressed now across the Adobe Experience cloud that are making that happen in in multiple ways. One of the ways would be simply by shortening that span between sort of the late genius that marketers are walking around in their heads and actual execution. So how can we kind of take the work some of the friction out of the work flows that allow them to translate their ideas in tow offers? And another place would be, How do we shorten the space between a signal that we get saying behavioral data that we see show up either in a nap or on a on a website, and then turn through all of the possibilities of what we could present? Apply algorithms to kind of determine what is the next best offer next best experience, and then present that >> in a way that actually >> feels, if not really time pretty close to it? And that would not be possible without without artificial intelligence at Adobe, our product in that space that we references Adobe Sensei's So you'LL hear us talk about Adobe Sense, say, and that's it's kind of the the umbrella that stretches around the different elements that I was talking about so >> interesting how just have the expectation game has changed and actually now being enabled by the technology under the covers because they used to be right. We made decisions based on a sampling of the data after the fact. Right now, the expectation is, I want to make a decision based on all the data or is close to all those I can get in near real time, real time, defined as enough time to do something about it, which is a completely different way to attack that problem and really change the expectation Gay. But that is the expectation game now from customers who are hoping that thing shows up. That's supposed to show up because it's really what I'm interested in now. And can't you figure that out based on all my activity? That's right. >> In fact, I was I was just having conversations with my children, and it kind of blows my mind there. They literally wonder why, when we order something on Amazon, it's not there, like within an hour to didn't Didn't we just buy that? And interestingly, in some in some markets now you're almost in a point where that's actually reality and So the fact that we've witnessed in such a short time frame this this kind of realization in this new reality, it is absolutely It's absolutely fascinating to observe it. We can only kind of blame and congratulate ourselves. Right is consumers for pushing these expectations, But now brands are doing everything they can to come Teo to keep up with. But I think one of the magical things that we're >> still we're still surprised and delighted on a regular >> basis. And that's one of the things that I love about Adobe and our ability to sort of Teo. Activate the things that that marketers and people who are responsible for customer spirit experience know that they want to dio. We're giving them tools now where it's actually not only a reality to respond in these incredibly short time frames, >> but do it in a way that could be >> super creative and and breakthrough or differentiate, which is a It's a It's a meaningful requirement for brands today to be able to do all of that stuff, but do it in a way that >> is unlike their peers, exactly like we were talking about before, when you have so much choices a consumer, especially for certain types of products that are commodities. If it's not in a way that's differentiated and unique, I'm going to go somewhere else. Where I could find that experience really kind of connects with me on whatever level, whatever the product of services be able to create that creative, unique experience. And we were talking with Jason about what was announced this morning with Adobe Sales Channel on the Adobe branded storefront and being able to give merchants even within Sorry, not Adobe Alice on been talking for hours, giving them the ability, say, within an Amazon marketplace to be elevator brand a little bit, make it a little bit more unique. So they had a little bit of an edge and maybe expressed some brand creativity within that platform. >> Right? I really do appreciate that element of of of what we're doing, having come from kind of an advertising background myself, where you know that you're the mental band with you get with anyone is so limited, and the opportunity to differentiate is you have to grab it when it presents itself. And so, in order to weigh risk to becomes like overly scientific about this indefinitely. There's there's so much science involved with it now. But we can't forget the art. We can't forget the opportunity to literally tio take that those even those minor elements. And sometimes it's the signals that we get that say someone is prepared, are interested in this type of experience. But then how do we make that experience not feel surgical, but rather actually impressive and emotionally even on? So that's one of things that I love about Adobe. We really do try and embrace push forward on the science aspect. But respect the fact that a lot of brand building and a lot of meaningful experiences that we have are absolutely also rooted in the art. So >> that's a great point. It's really helping customers kind of fine tune and dialled the art with the science. Your park marketing guy. What may be a favorite customer example that shows a customer that's really been able to leverage the data, the creativity to deliver differentiated brand millionaire, their customers, anything come to mind in particular? >> Well, certainly there's, you know, there's there's so many I I feel like for me, the operative when I really feel impacted by a brand. Sometimes it's when I break out of sort of the mundane or I get to go, wanna get I get to go on vacation with my family and I feel like, interestingly just going to AA remote locale. Sometimes it can either be magical or can be like, Ah, horror show, right? But the way brands like Marriott Starwood married Bon voy. Now the way that they're there, they're embracing the opportunity to sort of bring technology in a way that that feels very additives but almost transparent to where now you're actually you, Khun, Ifyou're based on your loyalty program and you have the right app on your phone, you can walk straight to the door and unlock the room. I mean, that's that's huge. And it takes something that could've like that might have been one of the bigger friction points, like standing in a line to check in, >> and it just makes it fluid. It makes it feel >> like, you know, this is the type of experience that I want tohave, but I'm just getting things done and things feel good and the opportunity for a brand to go in and sort of think about Where are those points where I might be introducing friction rather than feel good and being able to remove those and have technology do it in a transparent way? I think is really it's really impressive. >> It could be absolutely transformational. Absolutely for sure. It's such a good >> example of just kind of twisting the lens, you know, the check in process. Who would ever think we're not going to change the check in process? It's a check in process, but for some would actually you'LL Wait a minute, That is, that is, that is of their whole experience of their time with us. You're family for a couple three, four days. You know, that is a major for friction point. You're tired. Just got in from the airport, you know, the kids were hungry. You just want to drop your bags and then the stand in line. So So they used technology to redefine that little piece of that whole week that you're spending that property is really creative. Before you even get to the technology enablement to make it so >> or or take, for example, one of the most painful things that can happen and travel when you're on a flight that's delayed or cancelled. And then not only are you dealing then with just kind of the emotional duress of of having to re calculate everything, but then >> you have to stand in line forever. But now you >> can pull out your app and at your fingertips you have potential. You have the opportunity to be recognized as I'm this passenger. I have this sort of status. Here are our alternatives and being able to sort of take control or engage in that way that that that that leverages technology to again sort of remove friction and add solution. I >> just think >> we're really at the tip of the iceberg in the way that we're going to see this type of technology infusing into things that we feel are more pure experience than just marketing in campaigns. >> Exciting, exciting times. Adam, thank you so much for joining me on the Cuban sound implosion. Look forward to hearing lots of great things to come and really helping to drive his experiences with the art and the science. Indeed. Thank you for your time. >> Thank you. Thanks >> for Jeff. Rick. I'm Lisa Martin. Coming to you live from Imagine twenty nineteen at the Wynn Las Vegas. Thanks for watching

>> Narrator: Live from Las Vegas, it's theCUBE, covering Magento Imagine 2019. (fizzing) (upbeat music) Brought to you by Adobe. >> Hi, welcome back to theCUBE. Lisa Martin with Jeff Frick at Imagine 2019, the Wynn, Las Vegas, with about 3500 customers, lots of partners, lots of developers, a lot of energy here. And speaking of energy, we have Jason Woosley, VP of commerce at Adobe. Jason, you came onto the stage this morning from the clouds suspended. Talk about energy. >> It was a lot of energy, and there was a message behind it, right? (clears throat) I mean we really are talking about our Cloud penetration and how that is the future. So, you know, I got to do something really cool and check something off the bucket list where I actually did descend from the sky onto the stage. It was the best Imagine entrance I've ever done (Lisa laughing) and really does talk about, you know, how important our Cloud Strategy is. Thanks for having me on, by the way. >> Absolutely. >> Our pleasure. >> So, a lot of energy here, again, community, community, community. We go to so many shows, so many people are desperate to engage developers. And you guys have that in your core. It's been there from day one. Continues to be such an important part of who you are as well as the road forward. >> It's the reason for why we are where we are today. I mean bar none, right? Our community, this eco system. And it's not something you can buy. It's not something you can even intentionally build. You have to nurture, you have to create a platform that speaks to a large audience, and then you've just got to make sure that you're treating those developers and your partners really, really well, empowering them to really differentiate that experience at the last mile. And, you know, it's a flywheel effect. You end up with this incredible community that's anxious to contribute back into our code base and they have made, what you see at this conference is a result of that community. It's not anything that Magento could do. It's not anything that Adobe could do. It is just something that has to organically happen, and then you have to nurture the heck out of it. And that, that's really what we've done. >> And this is a community that you say has grown organically to several hundred thousand people who I feel like to say that they're influential to Magento, the technologies is actually an understatement with how much, how, again, I think influential's the wrong word. They're stronger than that. >> They're absolutely core to it, right? I mean they're an extension of our development methodology. You know, I like to think about, you know, I run engineering as part of my organization, and everybody in my group is customer-facing. Just like everybody in out community is customer-facing. And so we've tried to tear down the walls that separate our community members from our internal core engineers, because it creates this incredible diversity of perspective that you can't find anywhere else. I mean, no matter how much I invest in broadly diverse engineering teams across the globe, 300,000 engineers, they call themselves Magento developers, don't take a paycheck from Adobe but contribute back to our code base, influence our road map and really show us the way. It's an incredible phenomenon. >> In the last year since the announcement of the Adobe acquisition and the actual completion of that six, seven months ago, how has that community reacted, strengthened? What have been some of your surprising observations about the community's strength? >> It is surprising, and I'll tell you why. I think we came into the acquisition with a lot of apprehension, right. There was a concern that, you know, Adobe's too big. They're too corporate. They don't really love Open Source. All untrue, right? Adobe has incredible Open Source initiatives already inside, but you don't here a lot about it. And so, our community, I think, is it's a little bit concerned about, you know, does the level of investment go down? Does all of our ability to promote that product, does that, do we start to back off of that? And of course, we have not done that at all, and in fact, what we've seen is that our community loves the Adobe acquisition. They see opportunity just as clearly as we do. We have more than triple-digit growth in the number of community contributions coming in to us since the acquisition last year. It is a clear sign that the ecosystem is fully on board with where we're going. >> Right. Well clearly the Adobe Suite provides so much gunpowder to power the commerce that's been at the core of Magento from the beginning. I mean it almost begs the question, why didn't this happen a long, long time ago? >> I think there's something to be said about that, and, but you know what, it took Adobe a while. They picked the right platform. We're very confident of that, and, you know, their investment in community is actually paying off on the Adobe side, right. When you think about digital experience products, they (Adobe) are now more active than ever in open source projects. We've got, you know, folks from Adobe Experience Manager that are writing code and contributing to Magento, which is, it's absolutely terrific. And they're now talking about how do we get the ability to kind of create that contribution mechanism and at least create a platform concept where, you know, everybody plays. It's an equal playing field. You can serve us small, you can serve us large. And it just brings everybody together to solve these common, complex problems that are joint merchant's face. >> I don't know how many times you've been on stage in the last few days but, a couple. But one of the things you really, you know, (pounding) you didn't pound on the table but you basically pounded on the table, is that we are still, totally, 100% behind SMB. >> Jason: Absolutely. >> It's our core. We're not giving that up. >> We built this market together, right. This was what made Magento what it is. It's where we play the best. We know it better than anybody else in the industry, and we're not retreating. We're doubling down. We've got ground to take in the mid-market, and I can't wait to do it. >> Right, but what's wild is you're enabling the mid-market, to compete with the tools of the big guys. So, announcements are on the integration with Amazon, announcements are on integration with Google. So it's kind of an interesting place for small retailers, small merchants. They've got to compete in this world, so you're really giving 'em an aid, an opportunity to both play in what might be a big competitor as well as leverage that ecosystem and assets as well as doing it within their own brick and mortar or their own site . >> And that's a terrific point. I think one of the reasons we do that is we've seen consumer expectations rising through the roof, right. I mean, everything from, you know, fast shipping is now one-day. And it wasn't very long ago that fast shipping, if you could get it within a week, that was pretty darn quick. >> Jeff: Right. >> But now fast shipping is one day, and that's across the board. Consumers are expecting frictionless payment. They're expecting, you know, buy online, pick up in-store, omni-channel capabilities. Really all of these capabilities. And a consumer, a shopper, really doesn't care whether you're big or small. What they care about is the experience that the consume when they interact with your brand. And so, bringing the tools of the enterprise to the mid-market allows them to compete on a more level playing field, and that's really where you generate all those great innovation. And that's where you see, you know, these smaller merchants that are really able to, you know, drive into something that, you know, may not have been a core target for some of the larger enterprises, but they find an niche and are able to deliver, but they have the same personalization needs. They have the same logistics needs. All of that has not changed just because they're a smaller organization. And so it's really on us to be able to provide them the tooling and the access to the capabilities that let them compete with the larger merchants. >> No, 'cause you're right. As consumers, which we are every day, we don't care if they're a big or small company, or what technologies that, well, no we do care, to a degree, that we can start something from a mobile phone, have a great seamless experience >> Jason: Yep. >> that's not gonna cause me to churn, because I'm not going to be able to find what I want. I want it to be personalized. I want them to know enough about me in a non-creepy way, as you say. >> That's right. If it's good, it's magic. (Lisa laughing) If it's bad, it's creepy! >> Right, regardless of-- >> That's fair. >> That's for recommendation engines. >> Yeah, no, that's fair. >> And expect that they have what I want. But also what you're doing now is giving these SMBs, these smaller organizations, the ability to harness this sort of symbiotic data power between Adobe and Magento for advertising, analytics, marketing, commerce, to be able to have that wealth of knowledge to make that experience exactly what that consumer expects. >> Exactly right. I mean it's about bringing behavioral data and the transactional data together to really get a 360 degree view of individual customers. And guess what? There's too much raw data there for Excel to ever be able to tell you anything. You've got to rely on things like artificial intelligence and machine learning so that things like Adobe Sensei to really derive insight out of that mass set of data. But that's the way you create those personalized experiences. You have to employ those techniques to get there. >> Right, I just wanted to unpack the Sensei down-spin a little bit, 'cause I think that's really interesting. You know, AI's been a great buzzword. We see it in a lot of places. You know, our Google email now automatically figures out what we want to reply to our email. But it's the integration of AI in applications is where we're really starting to see it come to market early, and this is a great example of, you know, using the Adobe AI inside of Sensei, on specific parts of the application to deliver a better application, a better consumer experience. >> And we've got a great roadmap for rolling out Artificial Intelligence capabilities to Magento commerce. It's one of the largest value adds that we'll do over the next 12 months, is really bringing those capabilities around recommendations, around experience personalization and experience targeting. Around A/B testing. And then you think a little bit into the future, and suddenly you're looking at an AI that can give you pricing recommendations and campaign recommendations, and, you know, that is a, that's a world we cannot wait to really explore fully in the commerce world, because I think that those are the tools, you know Amazon applies a lot of dynamic pricing techniques right now. It's a really expensive process. I don't know a lot of small merchants that have access to the tools to do that. We're bringing those tools to small merchants, and that's gonna change the game fundamentally, I believe. >> And a way that they can do it, almost themselves, rather than having to have a team of resources, which a small business doesn't have. >> And that is the name of the game for small business. You can't require them to have a data science team. You can't require them to have an IT staff or a Web development team. You gotta give them everything they need so that they can focus on retail, what they know best, merchandising to their customers and, you know, managing their inventory, driving up the correct margins and then making sure that they're able to grow the lifetime value of their customers, right? That's the Holy Grail for retail is when you can actually optimize against lifetime value. Because it's the number one thing that all merchants are chasing. >> Yeah, 'cause you had the guy on the keynote yesterday. I'm not in the demographic. I'm trying to remember the name of the-- >> Oh, Troy, Troy Brown from Zumiez! >> From Zumiez, yeah. >> Yeah. >> I thought it was just really interesting, you know, kind of re-thinking retail, right? Retail is not dead, but it's different, and you have to be different. And really to see how they have kind of taken their concept I thought it was pretty interesting, especially around the fact that he has no more fulfillment centers, he said. But basically, they're fulfilling from the store. They want to engage you in the store. It's a convenient thing. Especially now we see Amazon packages are all gettin' stolen off of doorsteps. But, you know, enabling them to be creative around their customer engagement, not necessarily worry about how to run a bunch of A/B tests. They let you do that complicated stuff. >> Let us take on all of the complexity, and then they can actually benefit from the insights derived from that. And what Zumiez have done, it's a phenomenal story, right. I mean, you're going away from this centralized warehouse concept, to really turning all of their stores into distribution centers, right? 704 or so, brick and mortar-strong where, you know, they now have merchandise close to their consumers. They have, you know, the ability to do showcasing, buy online, pick-up in store, all of the omni-channel techniques that are grabbing so much traction right now. And Zumiez has really capitalized. >> Jeff: Right. >> They've done a terrific job, and it's great seeing it come from these really innovative retailers, right? I mean, that show last night with Zumiez was absolutely, you know, fantastic. Their culture is super unique, highly energetic, but they're driving technology forward in a way that you might not expect from a skateboard apparel shop. >> Right, well, they're making Champion cool again. It came out of the Champion, and it was in the demo. I'm like, I didn't know Champion was a cool brand. >> Apparently, it is cool now. >> Jeff: It's cool now. >> You and I are both out of that demographic, (Jeff laughing) but it is a very good story. >> One of the things that we're hearing and seeing is that we talked about personalization and that this expectation, that as consumers, we bring to everything we buy, whatever it happens to be, but also, this sort of, looking at Amazon as an example, of going to brick and mortar from purely online, the acquisition of Whole Foods, people still wanting to have that human interaction. We talk about it all the time when we talk about AI, is that pretty much the common thread is yes, AI, and maybe yes, online to a degree, and then there's still that need and that demand for that personal face-to-face or maybe voice-to-voice interaction. >> Yeah, well, you know, its really for me, it's about taking that brand, you know, experience and making sure that it's resonating across all of your digital properties as well as all of the physical properties, right. It is about really leveraging. My brand experience is consistent across every place that I come encounter my customers, and I'm ready to transact anytime my customers are ready to transact. And when, you know, talking about Amazon. we've announced some really cool stuff this Ad Imagine on Amazon, a partnership. where Amazon sellers can now have a branded storefront on Magento. This is allowing folks that have done a terrific job selling in the market place, where you don't have a lot of opportunity for experience differentiation on the amazon.com site. >> Lisa: Right. >> And it's a terrific marketplace. More than 50% of product searches are starting on Amazon now. So it's a reality that retailers need to find a way to come to grips with. >> Jeff: Right. >> And what I'm really excited about is that those merchants that are doing really well on Amazon now have a new channel where they can create these branded experiences and really start differentiating themselves from their competitors. It's going to be a terrific story. It's Branded Storefronts for Amazon Sellers is the name of the offering. And its going to change the game for folks that have been exclusively Amazon, maybe thinking its too hard to go get an online presence that actually represents my brand. Now its a piece of cake. They've got a clean path to get there, and the capabilities go both ways, right? We also announced Amazon sales channel for Magento commerce that allows you as a branded merchant, to go and participate on the Amazon Marketplace and have full control over your inventory, your orders and all of your catalog. >> It's so funny, you know, we talk about experience but so much of retail execution is actually inventory execution, right? >> [Jason} That's Right. >> It's inventory management. That's where all your money sits. You can get it real upside down really quickly if you're not managing your inventory. And if you don't have the right amount of inventory, especially as you say with same-day delivery now being an expected behavior. And so to add the sophisticated tools on the back and to manage that inventory across that broad, kind of distribution plane, if you will, with all these different points of engagement is so critical to these guys to have any type of chance of success. >> Yeah, it is. It's absolutely critical, and we've also got a Magento order management product that specializes in sort of global inventory control. We've made terrific investments there to bring new capabilities to make sure that those omni-channel aspirations are not something that a merchant has to go invest a whole lot of money and change in their systems. I think it is interesting to think about when you talk about how B2C is really bleeding into B2B, right. As supply chain management, you know, 70% of our B2C merchants, self-described, actually engaged in B2B workflows, and almost all of our B2B-only merchants are really looking at how do I go B2B to C? >> Jess: Right. >> So there's this really great platform play happening, and the fact that Magento commerce and Adobe commerce Cloud can serve us B2B and B2C and all the hybrids in-between really puts us in a differentiated position and helps merchants not have to go invest in multiple platform, multiple maintainability and then find some way to reconcile the inventory between the two. >> Right, and we had a quote earlier today. I can't remember who said it, but I thought it was great where, you know, no longer is the actual transaction the destination. Right, but now you're bringing the transaction to, you know, kind of the journey. It's a very different way to think about a traditional funnel. It isn't the traditional funnel that you work your way down to the end. Now you're inserting commerce opportunities, >> Jason: Yep. >> engagement opportunities all along kind of this content flow. >> We kind of teased ourselves, right, We kinda lied to ourselves and said that, you know, this is a linear journey. And we've all bought into it, right. You know all the steps, right. It's a discovery, awareness, I mean all the way to post-purchase. Its not linear. People move in and out of each of those sections, and so being able to transact where the customer is ready to transact is critically important >> Jeff: Right. >> and then understanding that the post-sale service is the key to lifetime value. That's the other major learning that we're trying to take away from this. And it's why it's important to be at every point your customer is. >> Yeah, it's interesting, 'cause especially with these things, because you don't sit down to work on your phone like we sat down to work at these things. >> Jason: That's right. >> And so your attention, >> Jason: works coming to you. >> it's coming to you, and its coming in little bits. Oh, and by the way, there's a whole bunch of notifications coming on that can pull you away. >> Jason: Yeah. >> So they're very different challenges in terms of actual engagement when this is the primary vehicle. >> And increasingly, it is the primary vehicle, right? >> Jess: Absolutely. >> More than 50% of traffic to retail, e-commerce site is generated from a mobile phone, and there are emerging markets where that is the only internet-connected device, and so it's the standard. You absolutely have to take mobile very seriously. There's a great set of technologies coming online to help us get there. It's called Progressive Web Application. It's going to change the game on how mobile is treated as a device, and in fact, it gets rid of the need for discrete native applications. So instead of having an IOS app, an Android app, a desktop storefront, a mobile storefront and maybe a tablet storefront, plus your online brick and mortar, now you can actually say, my digital properties are serviced by one set of technology. And that way, when I make a change to one, it shows up in everything. I don't have all these difference code bases to maintain. It's a total cost of ownership, and really, a time-to-market play >> Lisa: I was gonna say, >> across the board. >> faster time-to market for sure. >> Absolutely. Yeah. >> With far less resources. >> Well, and bringing it so that you really have to invest in allowing your merchandisers to merchandise on your digital properties, right? If there is an engineer sitting between your merchandiser and the customer, that time lag and even just trying to get it done, there's so much frustration there. So creating these self-service tools that really allow non-technical merchandisers to go in, make adjustments to how they're selling products across all those channels very, very easily and in one place, that's gonna return a ton of value to our merchants. So its another thing that we're super excited about. >> No, you deliver that consistent experience that the consumer is expecting, and then, we were talking to PayPal earlier, start to help companies close that revenue gap of getting them from mobile to, you know, wanting to transact and making that whole process seamless. >> There's a nine billion dollar opportunity in closing the mobile gap. When you think about abandoned cards and folks that begin the checkout process for whatever reason, likely they get frustrated and don't want to type in their credit card number or don't want to type in their address, and then they move to another device or another store that's doing checkout in a more frictionless way, the nine billion dollar opportunity if you close that. >> Wow, that's huge! >> So its incredibly important. >> It is incredibly important. Well Jason, we wish we had more time, but we thank you so much for stopping by theCUBE and talking with Jeff and Me. Such an exciting time. Sounds like developers are feeling embraced. The community is happy. Customers are reacting well. So we can't wait to hear whats next, next year. >> This is the best place to be in the world in commerce. Thank you guys so much for having me on. It's always a pleasure, and I've enjoyed it a lot. >> Oh, our pleasure as well, Jason. >> Alright, thank you, guys. Thanks, Jason. >> For Jeff Frick, I'm Lisa Martin at Imagine 2019 at the Wynn, Las Vegas. Thanks for watching. (upbeat techno music)

(energetic music) >> Narrator: Live from Las Vegas. It's theCUBE, covering Magento Imagine 2019, brought to you by Adobe. >> Hey, welcome back to theCUBE. Lisa Martin with Jeff Frick in Las Vegas at The Wynn, for Magento Imagine 2019. We're excited to welcome to theCUBE T.J. Gamble. Not only the CEO of Jamersan, but a Magento Master. >> That's the big one right there. >> Right? >> CEO's important, but don't forget that one. >> Well, one of the things I wish our audience could see, is that awesome orange cape that you and the other Masters were wearing this morning. >> If I had had known, I'd have brought the cape, but the cape's going to get framed and put up somewhere, so we tucked that away in the bag. (laughs) >> So you have been a Magento advocate, part of this massive community of over 300 000 that they have accumulated in the years. For a long time now, this is the first Imagine post-Adobe acquisition. What is your take on this year's event? How is this community, in the year since the acquisition was announced? >> You know, the community is a little apprehensive, a little concerned. Change is always a concern for people. You know things are going so well, Magento's growing. Everything is positive forward, and then you have Adobe come in and acquire it. Some people, they're on edge a little bit, but I think you come to conferences like this, and you see the announcement of them rolling Sensei into it, and channels, you know the Amazon channels they rolling in, and you start to see the acceleration of features and innovation that Adobe brings when they bring those level of resources. And so, I think people are starting to really, kinda, get over that nervousness and start to feel the excitement of where the platform is going, and it's just about to explode, and get even bigger. >> It's a whole bunch of resources, right? The new investment, and as you've seen it kinda change hands a couple times: isn't it a pitted company, then going to eBay, then out of eBay, private equity, and now to Adobe, and yet the community has been very , very grounded and stuck with the platform all the way around. Opensource is a huge part of this story, small, medium-sized business is a huge part of this story. There's some really big announcements today, kind of integrating into the Amazon ecommerce system, integrating into the Google shopping systems, and I still can't believe that Adobe didn't have an ecommerce platform, before they brought a Magento. It fits perfectly into this kind of funnel process. >> It could not fit any better if they had built it up from the ground themselves. You know, if you've didn't see at least the promise of it right away, then maybe you weren't paying attention. It fits into what Adobe's doing just incredibly, because Adobe's all about experience, and so Magento being the most flexible e-commerce platform in the world, it does not have the limits that some of the other platforms have. So if you can envision it, if your customers desire it, you can deliver it on the Magento platform, which is what made it just-- I mean, it's like you say, it's just the perfect fit into the Adobe ecosystem. And I don't know why they didn't have an ecommerce platform. I don't know if they've tried and failed. I didn't keep up with the history of Adobe like I have Magento, but I'm glad we're here. I'm glad it worked out that way, because it's gonna be good for everybody. >> What are some of the things that you're hearing from those small and medium businesses, as Jeff was mentioning this morning, the announcement of the Amazon sales channel integration with the free extensions in the marketplace, Google shopping, aimed at squashing the fears of some of those small and medium-sized businesses may have had in the last year of being acquired by a company, Adobe, that has a very strong and oquias presence? >> Yeah, it's not so much those features are-- it's you're starting to see the investments, so that's good, but those features are more about ecommerce is getting more complicated. You're going to have to start selling in multiple channels, you're going to have to start selling on all of the social platforms. Facebook's gonna eventually roll something out. They're already doing it with WhatsApp. Instagram just announced the check-out within their site. So there's a lot of things you've got to manage, and data is difficult, so anytime a platform can out-of-the-box handle a lot of those integrations, you can now manage Amazon, you can now manage your Google products, widen your ecommerce platform, and it becomes the hub for small merchants to run their business, because most small merchants don't have a complex ERP as their hub for their data, so they can-- >> A lot of resources, right? >> Exactly, so if the ecom platform can help you manage that data, so you can focus on properly merchandising, that's great for everybody, because small merchants, the have and the have nots: the gap is widening, and so small merchants are going to have to have tools that they can leverage to keep up, because they're never going to be able to throw the money at it like somebody else can. I mean Amazon is spending eight hundred million dollars next quarter Three months, they're spending eight million hundred dollars to go from two day prime to one day prime. How is anybody supposed to keep up with that? You can't, so you compete on your own turf, but you still need tools so that you can leverage all of the available things out there, all of the available channels and stuff, that you can go out and bring ecommerce to your customers, instead of forwarding customers to your ecommerce. >> It's a great example, bringing it to the customers. I'm curious to get, kind of your take, on the small, medium ecommerce players out there, that's kind of experienced message, right? It's a big piece of the Adobe story. We were at Adobe's summit a couple weeks back, and clearly they've got a ton of resources. When they talk about this ongoing engagement with the client, be with them wherever they are, let them shop wherever they are. Like you say, that's easy if you've got a lot of resources, but I'm curious: are smaller merchants seeing that? Are they changing their way? Do they go to market where it is more of an experience, and the products come along, or a lot of them, that's just too big for them to bite? >> Both. You see both. It depends on the maturity of the merchant, what kind of resources they actually have to dedicate to it. The great thing about experience is, is once you have a platform with limitations, like an Instagram check out, that is an experience. Instagram handles the experience for you, so somebody finds a product, they one-click, and they've ordered that product, and all of the canceling that order, all of the notifications go through that platform, so they've made that very easy for a merchant to have that top-level experience. You know, if you're a small Mom-and pop, and you gain access to Instagram checkout, it's gonna be the exact same experience as the big brands that have access to it. As long as you understand your audience, and you're creating posts to engage with them, and you know how to merchandise your products, you don't have to worry about the technology stack. So I think this is going to be the great equalizer with where merchants are actually interacting with their customers. It's going to be a huge opportunity. >> What about, kind of, the competition with somebody, like an Amazon, where on one hand it's a great distribution channel for me as a small merchant. I got some specialty items-- I used to always joke, "Good news, just got an order from Walmart. Bad news is you just got an order from Walmart", right? So, you've got the scale issues, as you mentioned in Instagram. Suddenly I turn on Instagram, and my cup goes viral. How are small merchants kinda playing both sides of that coin: I wanna play with Amazon. I want to use their distribution technology, I wanna use Instagram with to pay. At the same time, I've got limited resources. Oh my God. One of these things hit and I get 100 000 orders pop up on my system tomorrow, I'm in trouble. How are people managing that? How are you helping them, kind of, strategise? >> You want to find the right tools. You need to understand your customers. You need to understand where to best engage them, and if you have limited resources, you have to be selective. You have to figure out which one is the best, like if I have all my customers on Instagram, then that makes sense, but if all my customers are on Twitter, then why am I putting resources into Instagram? So you figure out which platform is best. When it comes to Amazon, not to quote-- we don't want to quote 90s rap on here, but in the words of the Immortal Too $hort, "You should be getting it while the gettin's good". Take advantage of it while it's there, but sooner or later they're going to own your market. You understand that, you go in with eyes wide open, that sooner or later if you're successful, Amazon is going to take over your market share that you're getting from their platform. But until that happens, you have no choice but to play by their rules. These other platforms, it's a little different, because Amazon's dangerous because they own the channel, the actual medium and the platform by which transactions are happening, but they're also a competitor on that platform, which is what makes them dangerous. When you get in that situation, there just so many gray areas. We've never been in that situation before. The good thing about these other social channels, is that they're the medium but they're not also competing. Like Instagram is not selling on their platform, so it's-- somethings going to happen with Amazon. Every Juggernaut dies at some point. We maybe a 100 years from now before we see that happen, but, you know, something's gonna have to happen to stop Amazon. We can't have one platform, that is also a competitor in the space be 75, 80, 90% of all ecoomerce. We just can't have it, so something's going to happen between now and when we get there. I'm not the guide, I'm not Nostradarmus, I'm not going to prognosticate what that is, but changes are gonna happen over the next five years, because that's just not a market conducive to competition. >> Speaking of changes, there's a lot of change going on with the expectation of consumers, which we are every day, for many products and services, and we wanna have a personalized experience. We also want to be able to do everything from our smartphone, so this rise of, at least it's starting a transactional buying process on mobile is really critical. One of the things also announced today was progressive web apps. Want to get your perspective on that as a game changer in the next gen for shopping, and how might that enable a small to medium business to compete better with its competitors on Amazon itself? >> Yeah, PWA is if you don't know what a progressive web app is, you need to go do research right now. It was-- they definitely mentioned it today. It wasn't necessarily announced. It was announced, I wanna say, a year and a half, two years ago now. They've been working on PWA Studio in Magento for a while. Progressive web apps are a Google initiative, and Google usually gets what it wants. We won't talk too much about Accelerated Mobile Pages, or anything like that, but usually if Google's pushing it, it's a good thing. PWAs are interesting, because they're not a technology. They're a methodology. It's like responsive web design. It is just best practices for how you should deliver a mobile experience. It's a single page application, which means you load your app once, and then elements-- when you're moving through your site, elements that are the same don't refresh. Like if the navigation, the headers the same, when you click, it's still there. It doesn't flicker, it doesn't jump, it lazy loads things in, so it brings things in as it needs it, to save time, so that it loads faster, and to save data, because mobile usually you're on a cell network when you're doing that. It touches on all of the important aspects of ecommerce, which is why it's coming fast. Number one, you're gonna have increased conversions, because if you can browse around the website, and it's snappy, and it's fast, you're much more likely to order something. So you've got increased conversions there, that's number one. Number two, you're gonna get more traffic, because it's a Google initiative, Google rewards fast websites. So if you do it properly, and you've got the SEO right, Google's going to send you more traffic, and so it also leads to more loyalty, because you can have a more pleasant user experience, and your customers like you. Really in ecommerce there's really only three stats that really matter when it comes to how much money you're taking in: how many new customers can you get-- right, that goes back to the conversion rates, and Google sending you stuff-- how much did they order, were they more likely to order more when it's fast, and they go right through and they can browse through 1000 products really quickly, and then how frequently do they order from you? That's it. Every other stat in ecommerce trickles down to those, and PWA touches on all three of those, which is what's going to make it happen and happen really fast. Right now, if you move into PWA, it's a little bit of a risk, a little bit. That risk lowers every day, so if you watching this, two months from now the risk is a lot lower, but the technology is new, the tooling is a little new. It still needs to mature a little bit to be readliy available for the masses and affordable, especially for smaller merchants, but if you do move now, you can have a serious competitive advantage for years. If you're building a website right now, you 100% need to at least look into PWAs. If you're gonna launch it, later this year, you're gonna launch it early next year, you absolutely have to look at it, and if you're going to start the website next year some time, I really-- it's going to be an odd case that launches a website by summer of next year, or after, that is not a progressive web app. It's gonna be that fast. >> T.J. I wanna get your perspective on something else that we're talking about here at the show, and that's AI. You know, talk about AI, and machine learning for a long time, and as we kinda suspected, really the easy application flows are inside somebody else's application. We're seeing Adobe use AI on the back-end or on the marketing side, 'cause the whole idea is to get you what you want, and as somebody once said "If it's done poorly, it's creepy. If it's done well, it's magic". So I wonder if you can kind of reflect on how AI is changing what you can build, amd what you can deliver to the customer, even if you're an SMB, 'cause you're leveraging AI back in systems, way back supporting it. >> Yeah, the AI is a buzz term right now, and buzz terms are always really popular about five years before they're useful, and we're probably a couple of years into AI really being a huge buzz term, so it's starting to creep down market. With something like SenSei being added to Magento, you're going to see it creep even further down market. I'm excited about it. What AI in ecommerce-- where it's really going to play is understanding your customers in real time. Those who understand their customers, can provide a better experience. And how do you understand your customer, the differences between them, what they're looking for in real-time, while they're interacting with your website, that's really difficult to do, and it's impossible to do without something like artificial intelligence, so leveraging it for your product recommendations, for your search, for what content you're going to show to them. It's still going to be a lot of work, unless we figure out how to AI create all that content. Still going to be a lot of work, but just having the ability to understand the subtle nuances and differences between your customers and their desires, and then to be able to actually react to those in real time, is going to be incredible. >> Especially as there is not only so much noise out there, but there's so much competition, pretty much every product and service. T.J. we thank you so much for joining us on theCUBE this afternoon. Next time you gotta come back with your orange-- >> I'll bring the cape. >> Magento Imagine cape. >> If they would have just told me, I'd have brought it, but-- >> Now you have to come back. >> Now I've got an excuse. I'll forget it next time so I have to come back again. >> There you go! (laughs) Allright T.J. thank you so much for joining us. >> Thank you. We appreciate your insights. For Jeff Frick, I'm Lisa Martin. You're watching theCUBE live from Las Vegas, Magento Imagine 2019. Thanks for watching. (energetic music)

>> Announcer: Live from Las Vegas, it's theCUBE covering Magento Imagine 2019, brought to you by Adobe. >> Welcome to the theCUBE, I'm Lisa Martin at The Wynn, in Las Vegas for Magento Imagine 2019. This is a three day event. You can hear a lot of exciting folks networking behind me, talking tech, talking e-commerce innovation and we're pleased to welcome fresh off the keynote stage a couple of guests from HP. We've got Gillian Campbell, the Head of Omni-channel Strategy and Operations. Gillian, thank you for joining us. >> Thank you for asking us. >> Our pleasure and Herriot Stobo, Director of Omni-channel Innovation and Solutions, also from HP. Welcome. >> Thank you very much. >> So Gillian fresh off the keynote stage, enjoyed your presentation this morning. >> Gillian: Thank you. >> Everybody I think in the world knows HP. Those of us consumers going, you know what actually, that reminds me, I need a new printer. >> We can help you. >> Thank you, excellent. Whether I'm shopping online or in a store. So you gave this really interesting keynote this morning talking about what HP is doing, starting at Apache. You really transform this shopping experience. Talk to us a little bit about HP, as I think you've mentioned it as a $50 billion start up and from a digital experience perspective, what you needed to enable. >> Yeah, so as I said, HP have been around for 80 years and in 2015, we became our own entity, HP Inc., and really started looking at how do we enable digital to be pervasive through everything that we do. Our internal processes are reached to customers and identified a great opportunity to really take leading edge and our digital commerce capabilities and we already had some early proof points and APG so we launched a global initiative and we're now on that journey to enable that best in class experience through the digital platforms. >> So Herriot talk to us about, you're based in Singapore. >> Yes. >> What were some of the market dynamics that really made it obvious that this is where we want to start building out this omni-channel strategy starting in Apache? Is it, you know whether, Gillian you mentioned it before. We started retail spaces, some being expensive. Is it more mobile experience and expectations on consumer's part? >> I think we've got a mix of different starting points across Asia. We've got some mega cities like Hong Kong and Singapore rising, Tokyo. And then we've got you know emerging markets across South-East Asia. We don't necessarily have any single market place that controls the entire market as we might see in other regions and so we've had a lot of runway to go and experiment and try new things. We also have an ecosystem of branded retail in Asia. Not in all markets, predominantly in India but also in some markets in South-East Asia that allow us to really blend the experience across both offline and online and to give customers choice at the end of the day. Let them decide how they want to shop and interact with our brand. So we have been running Magento 1 since we first launched our online store businesses in Indonesia and Thailand about six years ago and then we moved into China, replatformed, lexi-platform onto Magento 1 and then that was really the foundation of what we decided to go and build upon to become a global program. so we already had some proof points under our belt with Magento so. >> And what were some of those early wins that really started to make this really obvious that this omni-channel experience, the ability to give customers choice? Whether they want to start the process online, finish it in store, vice verse, or at least have the opportunity to have a choice? What were some of those early wins and business outcomes that you started to see? >> I think even just from because we're all, customers are people. Whether you're a corporate customer, a small business, or a consumer, we're all people and we all know that we shop that way. So essentially the storyline on that back to HP was we have to enable experiences that we would want to experience as well and it was quite a shift for a tech company who were really all about the products to be thinking about, well, how do we really enable that end to end experience? And as Herriot said, the runway was open. We already had some proof points. I was new in the job so I was like all listening to, you know, what the team were telling me. We have a great opportunity here and took that formered as a new concept for the company. We got funding approval and you know the rest is the history and the journey that we're on. So I think it was just taking a different perspective and a different approach and working with a team who already had the, built some of that credibility and others proof points with the earlier deployments and I think we kind of took a risk at the time when we started the engagement with Magento. They weren't in that leadership quadrant and we took a risk to say, let's partner with an energizing company and do something a little bit different and we're still here working towards it so I think that for me was the breakthrough, was just having the tenacity to say, we're gonna drive this path forward. It may not be how we would have done things in the past, but we're a different company now. and we had much more thinner air cover to be able to do that. >> Little bit more agility and flexibility. >> Yeah, absolutely. So you guys, you talked about, Gillian about all the buyers. We are the consumers and we have this expectation, growing expectation that I want to be able to get any and transact anything that I want to buy, whether I'm a procuring person for a company and I'm traveling but I need to approve expenses or I'm a salesperson maybe sitting next to a medium-small business customer. I need to have the option at least to have this store front. What are the things that you guys launched in Apache, leverage be the power of Magento Commerce was click to collect. So tell me a little bit about from maybe an e-commerce cultural perspective, what is it that makes people want to have the ability to start online and actually complete the transaction in a physical location? >> Essentially I was in the Advisory Board yesterday and one of the other customers of Magento said, "Until we can invent a way to touch and feel online, "there's always gonna be a need to have, "outlets where you can go touch and feel." and I think with the click and collect, some of our products are, you know, high-end PCs and gaming devices and printers that is hard to get a good appreciation of what it looks and feels like online. So if you're gonna be spending you know, a significant money you may want to go in and be able to see the colors, feel the finish. You know some of our newer products with the leather portfolios is not something you can truly appreciate without touching it. So I think we have to enable again those customers who do want to experience, feel the weight, you know feel the finish, see the color scheme 'cause its usually important, again not for all customers. Some customers are quite happy to spend thousands of dollars on an online purchase without seeing it and then making sure they have a good facility to be able to, well if they wanted to, to return if they got the normal the product. >> As we look though at like we talked about, this consumerization of everything where we have this expectation and the numbers, I think you even mentioned it maybe in your keynote, Gillian, the numbers of, or somebody did this morning, like upwards of half of all transactions are starting on mobile so we got to start there. What are some of the things that you guys have seen in region in terms of mobile conversions? >> So there's still a massive gap between desktop and mobile conversions, first of all. I mean we're not anywhere near parity between the two. But obviously we're seeing a huge volume of traffic coming in as well and it's shifting that way, so you would expect it to drop as result. I think with Magento what we've seen over the, you know, past few deployments that we've been running and that were over 8% improven. But the desktop conversions are far higher. I mean in terms of improvement and actual conversion so we've still got a long way to go. There and that's a naturative process, that's a journey that probably never ends in terms of ongoing optimization and experimentation. So yeah a lot happening there. I think just on the click and collect topic as well that you were asking about people wanting to start their journey online and then come into bricks and mortar. We're seeing a huge uptake on it just by experimenting, by piloting. Over 26% of our consumer notebooks in India that we've put onto this program were being collected in store and this is in environments which are inherently chaotic on the streets. You don't want to go out there but actually I'm passing that way anyway so it's just easier for me to pick it up on the way home and probably quicker 'cause I can collect in two hours. So it's just giving people customer choice, no additional incentive and it seems to take. So now we're expanding out regionally. >> So you said there's, this morning, Gillian, in your keynote eight markets covered, mostly Apache, but also in Latin America. >> We just started in Latin America, again, the development process is not just as simple as we're switching on. So we've been doing a lot of work for this past six months with Latin America. The team there, they're super excited to get launched. There's some differences there, we've talked about the regional variation around fulfillment models that we have to adapt towards but the intent is to get Latin America deployed, leveraging some of the layer lengths from what we've done in Asia specific and then starting to move around into more the near region and then ultimately back into the US and Canada. >> So as you look forward and of course you've mentioned we're on this journey right, what are some of the key learnings that you're going to apply? You mentioned this morning, something that was very intriguing and that was, respect the integrity of the Magento platform. Talk about that in context of some of the other learnings that you'd recommend for colleagues and similar or other industries to be able to achieve what you have on a global scale. >> I think from the outset, there was this kind of like baggage of deployments of capabilities not just in commerce but deployment of capabilities across HP that we had not respected the integrity of the platform. We had adjusted the code and developed on the code to make it HP specific and with the new HP Inc. company one of the guided principles was no, when we buy the leverage software applications respect it for what it is and adjust business processes and adjust integration rather than adjust the core so that we can get the advantage of the longer term opportunity without creating such like. So it was really just a foundational, you know, let's not go in here with a mindset that we know better than the core. The core is there for a reason and then build around that and ensure the integration and I think you know with Herriot's leadership, we've been able to you know, just keep that firm is why we can be successful and be successful longer term as well. So that all the, and one of the things we talked about yesterday also is the excellent capabilities that are coming with Adobe and the integration that we talked about the recommendation of Adobe Sensei and integrate that with Magento Core. If you don't keep to the respect the integrity, those upgrades and capabilities become really hard to take benefit of so we're really excited about, you know, again, sticking with the core and enabling and growing with the core with Magento and Adobe. >> I would just build on it, I mean I think its never gonna be easy running a global commerce platform. Single instance, multiple countries, you know, 27 markets to get started with. Who knows where we're gonna end. Its always gonna be a challenge so we have to keep it as simple as possible. These upgrades are fast and furious and that's great and we all gets lots of benefit but if we start going down our own path, we've lost it. We've lost the benefit. >> And that's one of the things too that Jason Wolfsteen said this morning was that the word Magento was gonna be enabling businesses to achieve without getting in their way and it kind of sounds Herriot, like you're saying the same thing. That we've gotta be able to respect the technologies that we're building so we don't get in our own way and we keep it simple as we wanna expand globally. Ultimately at the end of the day, you're creating these personalized experiences with consumers and that personalization is so important because it's more and more not only are we transacting or wanting to on mobile but we want our brands like HP to know us. We want you to know our brand value, you know our average order value so that we can become part of the experience but also ideally get rewarded for being loyal. >> Yeah. >> Yeah, I mean, I mean just coming to mobile again but you know, 2.3 delivers the native PWA capabilities which we're super excited to get started with. You know we've got so many used cases for this straight away, right out the box but you know we've got to do it gradually, do it the right way. I think we're also aware that we're not gonna be able to run with PWA in all markets straight away 'cause not all markets are ready for it quite frankly. User behavior- >> Is that a cultural thing? >> It's purely cultural. Maybe technical and just technical ecosystems as well. Places like China in particular, where, you know, customers use app stores but they use app stores from every single phone manufacturer right there. That's where the customer is. We can't just move away from that so we need to keep some of those legacy approaches for a little while and then yeah test in other regions and then take the learnings when we're ready to adopt it. >> Exciting so here we are at, this is the first Magento Imagine since the Adobe acquisition. Gillian, let's wrap things up with you. What are your, you mentioned you were part of the Customer Advisory Board yesterday, just some of your perspectives on this years' event now that Magento is powering the Adobe commerce cloud. >> I actually attended the Adobe Summit a few weeks ago here also in Vegas and started to see the thread of commerce coming into that conference and then seeing the Adobe, the experience, coming into Magento and I just think it's a perfect combination of opportunities especially for a company like HP where we were linked in to connect, you know, marketing and sales and support across the customer journey and the capabilities with Adobe and some of the marketing stack, and then the commerce stack, and there was support bringing that together is a super exciting opportunity for us. You know the partnership that we have with both Adobe and Magento again as one as I really, they were just starting what the next journey was gonna look like. >> We feel that about so many things, we're just starting, but Gillian, Herriot, it's been a pleasure to have you on theCUBE for Magento Imagine 2019. Thank you both for your time. >> Thank you, thank you. >> Our pleasure. I'm Lisa Martin and you're watching theCUBE live from The Wynn Las Vegas at Magento Imagine 2019. Thanks for watching. (light music)

>> Narrator: Live from Las Vegas It's The Cube covering Adobe Summit 2019 brought to you by Adobe. >> Hello everyone, welcome back to The Cube's live coverage here in Las Vegas for Adobe Summit 2019. I'm John Furrier with Jeff Frick. Our next guest is Jason Woosley, Vice President of Commerce Product and Platform for Adobe, part of the big keynote display this morning and news on the announcement of the Commerce Cloud, formerly Magento. Congratulations. Welcome to The Cube. >> Hey, thanks so much for having me. It's great to be here. >> Love the commerce angle because now that's a big part of a journey, people buy stuff. >> Absolutely. >> That's the most important, one of the most important parts. >> So when you think about an experience end to end, right it culminates hopefully in a transaction, and that's one of the pieces that makes the Magento acquisition fit so well into the Adobe family. We actually kind of finished that last mile of the transition getting to actual ownership. >> You know, I love this event because it feels a little like Woodstock, as Steve Lucas said on stage because you've got the best of big data all the intoxicating conversations and discussions. You get the best of the cloud, all the geek stuff under the hood. >> Oh, yeah. >> Then you've got the applications which are super relevant. So, it's really kind of, I love the content, love that you guys are in the middle of, I think, a great wave of innovation coming. But if you look at the big picture, you're seeing the same kind of themes, latency, relevance. I mean, these are tech terms used on your product in commerce a lot different than other things. So, you start to see these geek terms kind of weaving into this new cloud. >> I think you're really starting to see a convergence of some of the terminology and what really matters and that's the customer experience, right. It's really about answering what the customer wants and getting that is, that's the magic. >> It's accepting the fact that it's a disjointed journey. I love the journey conversation but it's not the straight pipe like it used to be. You're in and out, you're looking on a website, you're jumping over from a tweet, you know, there's so many kind of in's and out's, in's and out's, in's and outs before you get to that buy. >> And consumers are so sophisticated now, right. I mean they absolutely take advantage of all of those channels and that's why it's so important for merchants who are trying to be relevant. You've got to be present at every point where your customers are and it's a tough thing to do because there's just a proliferation of channels, I mean, you know, we've got digital kiosks, we've got buy online pick up in store, all these omnichannels operations coming together now. So it becomes even more important for merchants to make that investment and make sure that not only are they at the place where their customers are but they're there with a relevant and personalized message. >> Jason, I've got to ask you a question. I bring this up in a lot of these kind of user experience conversations. When you have new things coming on the market that are hard to operationalize out of the gate. It takes some time. We're starting to see that with you guys that built the platform. People are starting to operationalize new capabilities. But on the consumer side, the user side, expectations become the new experience. It's kind of a cliche in the tech world. What are some of those experiences that you're seeing that's becoming the new expectations. To your point about, the old way, I can smell a marketing funnel a mile away. I'm trying to buy something and all this other distractions that are not relevant to me are there. So you start to see some frustration but now users expect something new. What is that expectation that's converting it to experience? >> It's across the board and expectation are sky high, right. And it seems like every time we see something innovative you think about Amazon Prime, right, two day shipping. That was crazy back in the day and now, two day shipping is considered standard shipping, right. If you wanna be fast, you're doing same day. And that kind of, it's so hard to keep up with that pace of innovation and it happens all over the place. It's not just in logistics. People are expecting to be able to take advantage of omnichannel operations, right. Millennials especially. 60% of them really prefer to be able to have a tangible interaction with the product before they buy it. But they still want to buy online. So now they do buy online pick up in store or click and collect, they call it in Europe. And it's just become a huge fad. We've seen a 250% increase of the largest retailers of buy online pick up in store in the last year. Absolutely crazy. >> It's pretty wild when Best Buy gets on stage and says, we're not a brick and mortar retailer. (laughing) >> It actually changes the game, right. What else is interesting though is these brick and mortars that have an online presence, they actually have a distinct advantage because of that tangibility, right. You've got the opportunity to do all of your shopping online but you've also got a place to go do showcasing and actually interact with some of those especially more high tech tools. >> Right. >> You guys have been out front on the Magento side. We covered your event last year for the acquisition. And a couple things popped out at me that I want to get your reaction to now. One is obviously the role of the community. But as you started getting into the cloud kind of play the economics are changing, too, right. So you have community, economics and then large scale. These are new table stakes. So what's your reaction to that? How is Adobe and how are your customers adjusting to this new normal? Your thoughts on this shift? >> Yeah, I think that they adjust faster than we expect them to. It's really interesting because as you see these demands for things like cloud operations. Really, that's taking a whole set of responsibilities away from the merchant and allowing a single vendor to provide that as a service and we're seeing that again and again, right. This service based economy that's just becoming much, much more prevalent. What it means for our community and I'm glad you brought that up because our commerce community is the largest in the world, it's highly engaged. We have a tremendous amount of participation from those guys. And they're actually helping lead the way. They help merchants feel good about adopting new technologies. They're also incredibly innovative and they take our product and do things that we would never have thought of. >> They provide product feedback, too, the developers, that creates a nice fly wheel. >> It is a great fly wheel. >> It's a great use case. Congratulations, you guys done some nice work there. >> Oh, thanks, thanks. >> And Adobe's certainly gonna get the benefits of that. The other question I wanna ask you is something I noticed on digital over the years is that, it's gotten more prevalent now that everyone's connected. You know, the old days of buying tech. Let's buy this great project, we'll build it out and multiple year payback and everyone nerds out. It's like a project and they have fun doing it. And then, like, what was the value. When the value today is about money. When people lose money, the friction, all those other kinds of coolness, the shiny new toy, it goes away. >> Yeah, it falls away. >> You're in the middle of that. You see more of that now. People whose businesses are on the line. Security breach or revenue. >> Jason: Yeah. >> I mean, the optimization around the new way just goes right to the problem right there. >> The very best way to tackle that is an iterative experimental way. You've go to be able to make small bets. Learn from those bets and then pivot. This concept that we can take an idea, go into our back rooms and code it for three years and come back out with something that meets the market, it's a fallacy. It's never gonna work, right? So you've gotta start delivering shippable increments much faster, smaller pieces and then make sure that you've got that feedback loop closed so that you can actually respond to your customers. >> Jeff: Right, the other piece which you just talked on briefly but I wanna unpack it in reference to what you just said, two big words. Open source and ecosystem. >> Jason: Yeah. >> And as you said, you can't just go in the back room. Even if you knew the product, you can't necessarily go in the back room and build it yourself. >> Jason: Yeah. >> Fundamentally, believe that not all the experts are in your four walls and that there's, by rule, a lot more outside and leveraging that capability is really a game-changer. >> Yeah, absolutely, I mean, we have three hundred thousand developers that call themselves Magento engineers and don't take a paycheck from Adobe. It's phenomenal what they're able to do and they help us move very, very quickly. We saw last year when the Amazon patent expired for one-click checkout on the day that it expired one of our community members created a pool request that made every Magento store able to take advantage of it. >> John: They were probably waiting right there on that clock. >> Oh no, they were waiting. (John laughing) Because the licensing fees were extortion. >> That's innovation. >> It is. >> That's our example of community driven innovation. >> And that's a great place to go get that, right. Within your four walls, you've got lots of expertise but you always end up with some blinders on. We've got profit margins to go chase. We've got all kinds of good business things to go do. The community, however, completely unfettered. They've got the ability to go try all kinds of cool stuff. >> Two questions on that thread. One is community. A lot of people try the buzzword. Hey, let's get a community. You can't buy a community. You've got to earn it. Talk about that dynamic and then talk about how Adobe's reacted to Magento's community because Adobe's pretty open. >> Yeah. >> They're creatives. I don't think they'd be anti-community. They have developers. They got a bunch of community themselves. So, community, buying a community versus earning it, and then the impact of Magento's community to Adobe. >> You cannot buy it. 100% you cannot buy a community. And you have to deserve it. And really, you have to think about yourselves as custodians of a community rather than, I mean, we're members. We used to have this saying, we are Magento. Everybody inside Magento, in the ecosystem, our partners, our developers. Everybody is part of that solution so trying to own it, trying to exert control over it, it's a recipe for not having it at all, right. So you have to be very cautious and it really is a custodianship. It's an honor and it's a privilege and you have to kind of take it seriously. >> If you get it right, the benefits are multi-fold. >> That's exactly it. >> Now, Adobe, obviously they have, we heard and we see that they're open to that and working with it. >> Adobe has been terrific and it was, I think, one of the biggest fears from our community as acquisition unfolded was hey, Adobe, big corporate company not a lot of open source projects. They've got some but their core isn't about open source and what was gonna happen to our community as we came in. It's been absolutely terrific because Adobe has been absolutely investing and making sure that we continue to be terrific custodians of this community and in fact, they're trying now to expand that community to the rest of their products. They would love to have our community members that are able to go out and innovate so rapidly, do so across the entire Adobe portfolio. >> Well, it's interesting, too. If you have a platform play in the cloud scale and some of these cross functional connection tissue points that's recipe for robust ecosystem development. >> Exactly. >> Because they means there's white space, there's opportunities to build on top of. That's a platform. >> Right, and you will see innovation and ingenuity from that you'll never expect. It's just phenomenal. >> So I'm curious to get your take on a specific feature I wanna dive into which is dynamic pricing. Right, hotels have been doing dynamic pricing forever. You give the authorization to the kid working at the front counter if it's 11 o'clock, you got a open room take whatever walks in the door. >> Jason: Yeah. >> To the airline, it's got very sophisticated but most companies haven't really be able to excuse dynamic pricing. Just curious, when you bring in capabilities that you get now with the Adobe suite and the data now that you have around the customer and the data that you now have around the context, I mean, are we gonna see much better execution of things like dynamic pricing. >> We're gonna see democratization of a lot of those things that were typically reserved to the very, very big industries, right. I think you're looking at airlines, they did a great job. But they invested hundreds of millions of dollars into systems to go do that. Now, with things like Sensei and artificial intelligence our machine learning capabilities, we can actually bring those capabilities to small merchants and everyday folks to go out and do those experiments with your pricing and understand where you have elasticity and where you don't. Once you have that information, you're making much better decisions across the board for your business. >> And that's actually the benefits of the Magento platform and scale that you have. So the question is, as you guys continue to get this cloud scale going, what are some of the platforms priorities for you guys? What product areas you looking at? What white spaces are gonna leap for the ecosystem? Can you share a little insight into what you guys are thinking? >> Yeah, I mean, one, we try to open everything to the ecosystem. There's really not a lot of advantage for us to have anything that's super closed off and secret sauce. We try to make sure that everything is available and so what you'll see is investments in things like SDK's. An SDK is software development kit basically lets you use any language, any tool that you're comfortable with to go ahead and integrate, extend and contribute to our core capabilities. You'll see us continue to invest in making sure that everybody that wants to participate has a very, very easy path to do so. >> And in terms of the developer program, you mention SDK, what's your impression of that? Can you give an update? We're not really familiar with that much, we're learning Adobe. What do you guys have for developer programs within Adobe? >> Well, it is terrific. We have a project called Adobe I/O that actually does a terrific job at sort of standardizing the API and interfaces between all of the different components within the digital experience suite. So, you'll continue to see us investing in that. Certainly, commerce is gonna start participating in that Adobe I/O model and that's going to make it even more broadly available to these great folks. >> Even one of the things we had on The Cube today was a historic moment. We been doing this for 10 years, hundreds of shows a year. We had our first guest on, one of your customers from Metlite. His title was Marketing CIO and I'm like, okay. He's part of the global technology operations team of Metlite. But I think the bigger story there is that we think we'll be a bigger trend than just one-off. We think, we're seeing the connection between the IT world, data, developers, applications coming together where marketing is like a CIO. >> And it's exactly right. We look at the CMO and the CIO as two sides of the same coin. And more often than not they have the same objectives. They're coming at it from a slightly different perspective and so you really do end up having to marry the message so that it resonates not only with the IT folks and usually that's about cloud processes, ease of use, ease of deployment, low cost operation and then on the marketing side it's really about feature availability and visual merchandising and being able to bring their great products to life. >> And an interesting quote, he said, what's it like, to be a marketing CIO, share to others who might to be that. He goes, well, I'm kind of a matchmaker and a translator. (laughing) >> I think that's pretty good a way to put it. Yeah, that makes good sense. >> He puts projects together, translating jargon to business benefits. Emphasis was on the business. You got to know the business. We had Dollar Shape Club on earlier, another one of your Adobe's customers. They were like, no, we need to know the business. It's about the data, data processing, the data systems, business. It has to be blended. It's the art and science of business and technology. >> Yeah, the only get that right when you put the customer right in the middle. You have to build all of those business processes and all of those systems around what that customer's looking for. >> So I'm just curious, Jason, what's changed over the last couple of years, 'cos we've been talking about the 360 view of the customer since, I don't when, but a while. >> A while, yeah. >> And we've been talking about omnichannel marketing and touching the customer for a while but it seems like we've hit a tipping point. Maybe I'm misreading the tealeaves but you know, what are the kind of critical factors that are making that much more a reality than just talk it was a couple years back? >> Well, on omnichannel, we're certainly seeing a maturity, an understanding of what it takes to do omnichannel. It's not just a commerce operation. omnichannel actually stretches back into your supply chain. To be able to really think about the way you deliver to customers as a single channel. Your supply chain has to be highly flexible. Your logistic capabilities have to be extremely flexible and they have to be able to tuned for the things that are important to your customers. Either speed of delivery or cost of delivery. All of those kinds of things. In the omnichannel space, I think we're finally starting to see the maturity of, okay, how do we make these things real. And that's critically important. And the other one. >> 360, 360 view of the customer. >> 360 view of the customer. Almost the same thing there, right. We're finally seeing the technology start to catch up and the big challenge there was we always had one view or the other. You either had a behavioral view of your customer, how they interact with your content. Or you had this great transactional view, the dollar and cents behind a relationship. Now, we're starting to see companies especially like Adobe, that have made these incredible investments to bring those two houses of data together, and that really starts to tell the full story. Again, going back to that customer journey, you need to be able to observe that entire journey in order to make those kinds of decisions. >> Jason, I wish we had more time. I wanna get one more question. I know we might wanna break here. Maybe we can follow up as a separate conversation in Palo Alto. You know, having a digital footprint you hear that buzzword, I'll get a digital footprint out there. It makes a lot of sense but a world that has been dominated by silos, it's hard to have footprint when you have siloed entities. So, in your mind, your reaction between something that's foundational and then data silos. Maybe silos could be okay at the app level but what's the foundational footprint? I mean, foundation's everything. >> Jason: It is. >> Without a foundation, you clearly can't build on. >> Yeah, and we talked a little bit about the Adobe experience platform this morning. Eric Shantenu and Anje will come on and talk about, we've got this amazing capability now to really take that data, standardize it and make it available for all kinds of systems and processes. And I think that's where you're going to see the real foundation for all of these siloed efforts. It's gonna be in this kind of common data understanding, what they call a XDM. >> And customers got silos, too. They've got agencies. All kinds of things out there. >> Absolutely. >> Data everywhere. Jason, thanks for coming on. We really appreciate it. >> Hey, guys, I really appreciate it. Thanks so much. >> Jason Woosley on The Cube here at Adobe Summit 2019. I'm John Furrier. Day one of two days of wall-to-wall live coverage. Stay with us for more coverage after this short break. (electronic music)

>> Live from Las Vegas, it's theCUBE. Covering Adobe Summit 2019. Brought to you by Adobe. >> Welcome back everyone, live CUBE coverage here in Las Vegas for Adobe Summit 2019 I'm John Furrier. With Jeff Frick. Our next guest is Jeff Allen, Senior Director Product Marketing, Adobe. Jeff, welcome to theCUBE, thanks for joining us. >> Thank you. Nice to be here. >> So day one is kind of winding down, big, great keynote, laid out the platform product's working together, lot of data, lots of data conversations. >> Yeah, exciting day. Excited to have Adobe Analytics in the mix with that, you saw the four clouds we talked about, Analytics Cloud is one of them and really kind of core to everything we do at Adobe, right? In fact, even in the Creative Cloud side, Document Cloud side, our customers have to be able to measure what they're doing and so, data is obviously key to that. >> Tapping the data across the different applications and now clouds - It's interesting - it's a whole new grail, people have been trying to do for how many years? >> Forever, from the beginning. >> And it's always been that holy grail, where is it? Now some visibility is starting to get to see into the benefits of horizontal scale, diverse data, contextual workloads, >> Absolutely, yeah. >> This is a big deal. >> It is a big deal. >> Explain why it's impacting. >> It's funny. Our culture now expects data right? We measure everything. Our kids are taught to measure things, even something as simple as likes on, my kids, they argue about whether the picture mom posted of them or the other one got more likes, right? So we kind of have hardwired our society around measurement, and now of course, marketing has always been a measurement-heavy discipline, and so, it's just absolutely core to what we're doing. >> And we had a historic moment, we've been doing theCUBE, it's our 10th season, a lot of events. >> Congratulations. >> And we had a guest come on here, that we've never had before, the title was Marketing CIO, it was one of your customers at MetLife >> Interesting, yeah. >> But this brings the question of, of the confluence of you know, the factions coming together. IT, creative, marketing, where the tech, measurement, data. >> Yeah, totally. >> Data processing, information systems, kind of an IT concept now being driven and married in with the business side. >> Absolutely. >> This is really the fundamental thing. >> I started my career marketing to CIOs, in fact, I've spent most of my career marketing to the CIO organization, right, and about 7 years ago, I came over to Adobe to market to marketing, right? And I used to say, "You know I kind of like marketing to this guy, I understand him better," right? Because I know how marketers think a lot better than CIOs, I had to go learn how they thought. But it's amazing how the tech explosion has happened in MarTech and AdTech, all of these vendors here at this event, this is just a piece of our industry, right? There's thousands of companies serving marketing organizations, and so, all of a sudden, the tech stack looks more crazy than even what many CIOs manage, and so it doesn't surprise me at all that organizations, you're talking to organizations that have a CIO/CMO hybrid role. >> Jeff, I'm curious how the landscape is changing, because all the talk here is about experiences, right? And the transaction is part of the experience, but it's not the end game, in fact, it's just a marker on a journey that hopefully lasts a long time. How does that change kind of the way that you look at data, the way customers are looking at data, you know, how the KPIs are changing, and what they're measuring, and the value of the different buckets of data as it's no longer about getting to that transaction, boom, ship the product, and we're done. >> Yeah, so I look after Adobe Analytics, and Adobe Analytics was the first component we acquired in this business, right? Experience Cloud, started with the acquisition of a company called Omniture back in 2009, was an analytics company, primarily web and mobile app analytics, and it has grown since then, to measure many more things. And we've seen our category with analytics that we've addressed move from web analytics to a broader view of digital analytics, right? The digital parts of marketing to all of marketing, the rest of marketing said, "Hey, we need measurements too. We need tools." And then it clicked out another broader click to this idea of experience, right? Because everybody has a stake in experience, and experience is all wrapped around people and how people move through experiences with your brand, so that's where we sit today, is really helping organizations measure experiences, and that spans every person in the organization. >> Talk about the dynamic between how the old way of thinking was shifting to this new way, and specifically, the old way was "I'm a database guy. I've got operational databases and analytical databases," you know, and that was it. You know, relational, unstructured, you know, kind of quadrants. Now, it's kind of, you have (laughs) it's not about databases, it's about data. So you have operational data, which is the analytical data now >> Yeah. >> So you have now, this new dynamic, it's not about the databases anymore >> Absolutely. >> It's about the data itself. >> It's not about, I would say, it's not about the stores of data, right? It's about really getting the insights out of the data, and you know, for the longest time, in my career, uh, you went to CIO, the CIO organization and there was a BI team there, and you would ask them for data, and they could go to the main frame, they could go to these big IT systems, and you know, in 30 days, they could email you back a .csv file, or even before that meeting, give you a .zip file or something with the .csv file on it. And then you got to go see if you could even get it to open on your laptop and get it into Excel and start to manipulate it. And those days don't work. >> And then you go get your root canal right after. It's a painful process. >> What if the data - today that data is trying to understand, "Hey I got a guy that just checked into the hotel. He's standing in front of me, I need to know if he had a bad experience the last time he checked in with us, so I know if I need to give him an upgrade. And you can't go down to I.T. real quick and ask them to take 30 days to get that data and then crunch the data all to find out. Customers need to know, and in the experience business, immediately this person just walked into the hotel and we need to give them a good experience, we blew it last time for them. That's what the experience business wants out of data. >> One of the questions we had with Anjul, who runs engineering on the platform side, was around the rise of prominence of streaming data, how is that impacting the analytics piece, because, you know, if you want the flow, this is a key part of probably your side of the business. Can you comment, what's your reaction to that - streaming trend? >> We've been talking about streaming for a while. CIO, this isn't a new thing, we were streaming applications, right, 10 years ago, 15 years ago, but really in the story I just shared, right? The idea of going down and waiting in this asynchronous process with data, the experience business can't handle that, so streaming data is really implying that, as it's coming in, we're processing it, and learning from it, and getting that out into the systems and the people that can take action, instantaneously. >> Talk about the dynamic that customers have around, traditional silos within their organization, you know, that guy runs the database and data for that department, that person runs the data over there, and if this vision is to be, is to be, is to come true, you have to address all the data, you got to know what's out there you got to have data about the data, you got to know in real time, and these are important concepts. How does a company get through that struggle, to break down those kind of existing organizational structures? >> It's a cultural shift, I mean, who has a desktop publishing team anymore in their organization, right? Everyone does desktop publishing, that is how data is too. Everyone's got to be comfortable with data, they have to be conversing around data, and everyone needs access to data. So, that's, you know, that's what is happening in our industry, the analytics industry, is that we're democratizing that data, and getting it everybody's hands, but it's not enough to give them charts and graphs, they have to be able to manipulate that and make it apply to their part of the business, so they can make a decision, and go, and so, that shift in how people think about data, as it's not part of your - it's part of everyone's job, as opposed to being a specialized, siloed job. >> I'm just curious to get your take, a lot of conversations here about you know, Adobe, using their own products, eating your own dog food, drinking your own champagne, whatever analogy (laughs) you like to use. And when you see the DDOM, right, the Data-Driven Operating Model, on the screen, in the keynote, with the CEO, and he says, "Basically everyone at this company is running their business off of these dashboards, that's got to be pretty, pretty, uh, profound for a guy like you who is helping feed those things. >> It's cool. I like to talk about what I call the modern measurement team. The modern measurement team is no longer that centralized data team, right, or that centralized BI team, but every single function, right, under CIO. Every one of the CEO's directs, has their own data team. You go look around and you see that in every single function, there is a sophisticated data team. They have the best tools in the industry, they have the smartest people they can find, they have PhDs on staff, and that's not enough. So, these teams now have to get that out to every constituent in their organization. And that's what we're trying to do at Adobe, that's what we're seeing our best customers do as well, is trying to inform every decision anybody makes. >> And that's where machine learning really shines. You get high quality data on the front end, with the semantic data pipeline capability, get that into the machine learning, help advance, automate, that seems to be the trend. >> Yeah. Yeah, look the insights that you can get from the data, the ability to predict with rich data, it sounds - prediction sounds like - invention used to sound like this novel thing, right, and then you realize, we're inventing things all the time, that's not so - that's just creativity. Well, the same thing is happening with AI and ML, is we're able to predict things with good statistical modeling, with pretty strong, uh, reliability around those models. >> The keynote had great content, I liked how you guys did a lot things really well, you had the architectural slides, platform was a home run, how you guys evolved as a business, see you laid that out nicely, but one of the things I liked, not that obvious, unless you go to a lot of events like we do, everyone says "The journey of the customer", I mean, it's a, it's become a cliche, you guys actually mapped specific things to the journey piece that fit directly into the Adobe set of products and technologies, and the platform. It's interesting, so the word journey has become, actually something you can look at, see some product, see some - a pathway to get some value. >> There's definitely a risk if the word journey, becomes like "Big Data" and all these cliche terms, you know, that means everything, so it comes to mean nothing. But for us, journey, and as marketers especially, journey is just naturally understanding where did I interact with this person, and what did that lead to along the way, right? And so, customer journey, is absolutely core to data analytics. >> All the hype markets, cloud washing, until Amazon shows them how it's done, everyone else kind of follows, you guys are doing it here with journey, one of the things that came out was a journey IQ. I didn't really catch that. Can you take a minute to explain? >> So we have a couple of things. We have something called Segment IQ, Attribution IQ, and now we have even introduced Journey IQ. And when you see that IQ moniker on one of our, kind of our super umbrella features - that means that we're applying AI and ML, right, and Sensei is involved. So we're using powerful data techniques, and we're also wrapping it with a really simple user experience. So Journey IQ starts to break down the customer journey in terms that a normal person, without a PhD, without knowing statistical methods, or advanced mathematics, can leverage those techniques to get really powerful insights. And that's specifically around the customer journey. >> So the IQ is a marker that you guys use to indicate some extra intelligence coming out of the Adobe, from the platform. >> Yeah, yeah, if we're going to democratize data, right, we have to democratize data science as well, right? And so, a big part of what we're doing at Adobe Analytics is really simplifying the user experience, right? So I don't say, Do you want to run a regression model against this to answer your question? We just say Click this button to analyze. Right? So it's a simple user experience, behind the scenes, we can run these powerful models for the customer, and give them back valuable insights. So, Journey IQ is specifically taking things like cohorts, and introducing cohort analysis into the experience, making it simple to do powerful things with cohorts. >> What's the pitch to a customer when you go to one and talk about all this complicated tech and kind of new, operationalized business models around the way you guys are rolling it out, when they just want to ask you, "Hey Jeff, I care about customer experiences." So, bottom line me. What's the pitch? >> How can you possibly address your customer's needs if you don't know what they think. Right? What they need? So, at the end of the day, the great thing about working with customers, like most businesses do, is customers are happy to tell you where you're getting it right, and where you're getting it wrong, right? And that's all over the data. So all you have to do is develop a culture of using data to make decisions, and 9 times out of 10, if you have the right data, and people are using the data to make decisions, they are going to make the right calls and get it right for your customer. And when they don't, they're using opinions and they're going to get it wrong all the time. >> Or, bad data, could be hearsay. >> Or you course correct, or that wasn't - you know, make an adjustment. Right? Again, based on the data. >> Exactly, yeah. >> You're in product marketing, which is a unique position, because you have to look back into the engineering organization, and look out to the customers, so you're, you're in a unique position. What's the customer trend look like right now? What are some of the things you're hearing from the market basket of customers that you talk to? Generally, their orientation towards data? Where are they on the progress bar? What is the state of the market on the landscape of the customer, what patterns are you seeing? >> Good question. So there's a lot of - there's a lot of, um, anxiety around where do I have pockets of data that I'm not able to leverage, and how do I bring that together, so when we tell a platform story, like you heard us tell today, customers are really excited about that, because they know, they've known forever. I mean, this isn't a new problem, like, data silos have been around as long as data has. So, the idea of being able to bring this data into a central place, and do powerful things with it, that's a big point of stress for our customers. And they know, like, "Hey, I have dark spots in my customer experience, that I lose the customer." For example, if I'm heavily oriented around digital, let's say, um, I'm a retailer, and I see a customer, I acquire them through advertising channels, they come through an experience on my website, and they buy the product. Success. I ship the product to them, and then they return it in the retail store. The digital team might not see that return. >> So they might think it was successful. >> They think it was successful. So what do they do? They go take more money and spend it in the ad channel, where that person originated. When in reality, if they could look at the data over time, and incorporate this other channel data, of in-store returns, the picture might look very different. >> So basically, basically. >> It's those dark spots that customers are really needing. >> So getting access to more diverse data, gives you better visibility into what's happening contextually, to open up those blind spots. >> Exactly. Yup. It's just that, adding resolution to a photo. >> Love this conversation, obviously we're data-driven as well on theCUBE, we're sharing the data out there. This interview is data as well. >> Fantastic. >> Jeff, final question for you - for the folks that couldn't make it here, what's the - how would you summarize the show this year, what's the vibe, what's the top story here, what's the big story that needs to be told from Adobe Summit? >> We're just a day in, there a lot, there's a lot to do still, right? We still have two more solid days of this show. But you know, the big themes are going to be around data, they are going to be optimizing the experience for your customers, and what's really amazing is how many customers are here, telling their stories. That's the thing, I wish everybody in your audience could experience by coming here, because there is 300 breakout sessions that feature our customers talking. All of our sessions on main stage, we bring customers out, and we learn from them. That's the best part of my job, is seeing how customers do that. >> Some of the best marketing, you let the customers do the talking, and they're doing innovative things. They're not just your standard, typical, testimonials, they're actually doing - I mean, Best Buy, what a great example that was. >> Cool brand - we work with some of the coolest brands in the world, so, fascinating, brilliant people. >> Marketing, at scale, with data. Good job, Jeff, thanks for coming on, appreciate it. >> Thank you. >> Jeff Allen, here inside theCUBE with Adobe. I'm John Furrier with Jeff Frick. Stay with us for more Day 1 coverage after this short break. Stay with us.

(Latin music) >> Narrator: Live, from San Juan, Puerto Rico, it's theCUBE! Covering Blockchain Unbound. Brought to by Blockchain Industries. (Latin music) >> Welcome back to our exclusive Puerto Rico coverage, here, this is theCUBE for Blockchain Unbound, the future of blockchain cryptocurrency, the decentralized web, the future of society, the world, of work, et cetera, play, it's all happening right here, I'm reporting it, the global internet's coming together, my next guest is Fred Krueger, a founder and CEO of a new innovative approach called WorkCoin, the future of work, he's tackling. Fred, great to see you! >> Thank you very much, John. >> So we saw each other in Palo Alto at the D10e at the Four Seasons, caught up, we're Facebook friends, we're LinkedIn friends, just a quick shout out to you, I saw you livestreaming Brock Pierce's keynote today, which I thought was phenomenal. >> Yeah, it was a great keynote. >> Great work. >> And it's Pi Day. >> It's Pi Day? >> And I'm a mathematician, so, it's my day! (Fred laughs) >> It's geek day. >> It's geek day. >> All those nerds are celebrating. So, Fred, before we get into WorkCoin, I just want to get your thoughts on the Brock Pierce keynote, I took a video of it, with my shaky camera, but I thought the content was great. You have it up on Facebook on your feed, I just shared it, what was your takeaway of his message? I thought it was unedited, obviously, no New York Times spin here, no-- >> Well first of all, it's very authentic, I've known Brock 10 years, and, I think those of us who have known Brock a long time know that he's changed. He became very rich, and he's giving away, and he really means the best. It's completely from the heart, and, it's 100% real. >> Being in the media business, kind of by accident, and I'm not a media journalist by training, we're all about the data, we open our datas, everyone knows we share the free content. I saw the New York Times article about him, and I just saw it twisted, okay? The social justice warriors out there just aren't getting the kind of social justice that he's actually trying to do. So, you've known him for 10 years, I see as clear as day, when it's unfiltered, you say, here's a guy, who's eccentric, smart, rich now, paying it forward? >> Yep. >> I don't see anything wrong with that. >> Look, I think that the-- >> What is everyone missing? >> There's a little jealously, let's be honest, people resent a little bit, and I think part of it's the cryptocurrency world's fault. When your symbol of success is the Lamborghini, it's sort of like, this is the most garish, success-driven, money-oriented crowd, and it reminds me a little bit of the domain name kind of people. But Brock's ironically not at all that, so, he's got a-- >> If you look at the ad tech world, and the domain name world, 'cause they're all kind of tied together, I won't say underbelly, but fast and loose would be kind of the way I would describe it. >> Initially, yes, ad tech, right? So if you look at ad tech back in say, I don't know, 2003, 2004, it was like gunslingers, right? You wanted to by some impressions, you'd go to a guy, the guy'd be like, "I got some choice impressions, bro." >> I'll say a watch too while I'm at it. >> Yeah, exactly. (John laughs) That was the ad tech world, right? And that world was basically replaced by Google and Facebook, who now control 80% of the inventory, and it's pretty much, you go to a screen, it's all service and that's it. I don't know if that's going to be the case in cryptocurrencies, but right now, initially, you sort of have this, they're a Wild West phenomenon. >> Any time you got alpha geeks, and major infrastructure application developer shift happening, which is happening, you kind of look at these key inflection points, you need to kind of have a strong community self-policing policy, if you look at the original DNS days, 'cause you remember, I was there too, Jon Postel, rest in peace, godspeed, we all know what he did, Vint Cerf with TCP/IP, the core dudes, and gals, back then, they were tight! So any kind of new entrants that came in had to prove their worth. I won't say they were the most welcoming, 'cause they were nervous of people to infect the early formation, mostly they're guys, they're nerds. >> Right, so I think if you look back at domain names, back in the day, a lot of people don't know this, but Jon Postel actually kept the list of domain names in a text file, right? You had basically wanted a domain name, you called Jon up, and you said, "I'd like my name added to the DNS," and he could be like, "Okay, let me add it "to the text file." Again, these things all start in a very sort of anarchic way, and now-- >> But they get commercial. >> It gets commercial, and it gets-- >> SAIC, Network Solutions, in various time, we all know the history, ICANN, controlled by the Department of Commerce up until a certain point in time-- >> Uh, 'til about four years ago, really. >> So, this is moving so fast. You're a student of the industry, you're also doing a startup called WorkCoin, what is the formula for success, what is your strategy, what are you guys doing at WorkCoin, take a minute to explain what you guys are doing, your team, your approach-- >> So let's start with the problem, right? If you look at freelancing, right now, everybody knows that a lot of people freelance, and I don't think people understand how many people freelance. There are 57 million people in America who freelance. It's close to 50%, of us, don't actually have jobs, other than freelancing. And so, this is a slow moving train, but it's basically moving in the direction of more freelancers, and we're going to cross the 50% mark-- >> And that's only going to get bigger, because of virtual work, the global workforce, no boundaries-- >> Right, and so it's global phenomena, right? Freelancing is just going up, and up, and up. Now, you would think in this world, there would be something like Google where you could sit there, and go type patent attorney, and you could get 20 patent attorneys that would be competing for your business, and each one would have their price, and, you could just click, and hire a patent attorney, right? Is that the case? >> No. >> No, okay. >> I need a patent attorney. >> So, what if you have to hire a telegram manager for your telegram channel? Can you find those just by googling telegram manager, no. So basically-- >> The user expectation is different than the infrastructure can deliver it, that's what you're basically saying. >> No, what I'm saying is it should be that way, it is not that way, and the reason it's not that way is that basically, there's no economics to do that with credit cards, so, if you're building a marketplace where it's kind of these people are find each other, you need the economics to make sense. And when you're being charged 3.5% each way, plus you have to worry about chargebacks, buyer fraud, and everything else, you can't built a marketplace that's open and transparent. It's just not possible. And I realized six months ago, that with crypto, you actually could. Not that it's going to be necessarily easy, but, technically, it is possible. There's zero marginal cost, once I'm taking in crypto, I'm paying out crypto, in a sort of open marketplace where I can actually see the person, so I could hire John Furrier, not John F., right? >> But why don't you go to LinkedIn, this is what someone might say. >> Well, if you go to LinkedIn, first of all, the person there might not be in the market, probably is not in the market for a specific service, right? You can go there, then you need to message them. And you just say, "Hey, your profile looks great, "I noticed you're a patent attorney, "you want to file this patent for me?" And then you have to negotiate, it's not a transactional mechanism, right? >> It's a lot of steps. >> It's not transactional, right? So it's not click, buy, fund, engage, it just doesn't work that way. It's just such a big elephant in the room problem, that everybody has these problems, nobody can find these good freelancers. What do you end up doing? You end up going to Facebook, and you go, "Hey, does anybody know any good patent attorneys?" That's what you do. >> That's a bounty. >> Well, it's kind of, yeah. >> It's kind of a social bounty. "Hey hive, hey friends, does anyone know anything?" >> It's social proof, right? Which is another thing that's very important, because, if John, if you were-- >> Hold on, take a minute to explain what social proof is for the folks. >> Social proof is just the simple concept that it's a recommendation coming from somebody that you know, and trust. So, for example, I may not be interested in your video services, John, but I know you, and I am in the business of a graphic designer, and you're like, "Fred, I know this amazing graphic designer, "and she's relatively cheap." Okay, well that's probably good enough for me to at least start looking at her work, and going the next step. On the other hand, if I'm just looking at 100 graphic designers, I do not know. >> It's customized contextual data, around a specific transaction from a trusted source. So you socially, are connected to, or related. >> It, sort of, think about this, it doesn't even have to be a source that you know, it could be just a source that you know of, right? So, to use the Brock example again, Brock's probably not going to be selling his services on my platform, but what if he recommends somebody, people like giving the gift of recommendation. So Brock knows a lot of people, may not be doing as well as him, right? And he's like, "Well, this guy could be a fantastic guy "to hire as social media manager," for example. Helping out a guy that needs a little bit of work. >> And endorsement's a major thing. >> It is giving something, right? You're giving your own brand, by saying, "I stand behind this person." >> Alright, so tell me about where you are with WorkCoin, honestly, people might not know your background, if you check him out on LinkedIn, Fred Krueger, mathematician, Stanford PhD, well-educated, from a centralized organization, like Stanford, has a good reputation, you're a math guy, is there math involved? Obviously, Blockchain's math related, you got crypto, how are you guys building this out, share a little bit of, if you can, show a little leg on the tech-- >> The tech is sort of simple. So basically the way it is, is right now it's built in Google Cloud, but we have an interface where you can fund the thing, and so it's built, first of all, that's the first thing. We built it on web and mobile. And you can basically buy WorkCoins from the platform itself, using Ethereum, and also, we've integrated with Sensei, a different token. So, we can integrate with different tokens, so you're using these tokens to fund the coin, to fund your account, right? And then, once you have the tokens in your account, you can then buy services with them, right? And then the service provider, the minute they finish delivery of the service, to your expectation, they get the coin in their account, and then they can transfer that coin back into Ethereum, or Bitcoin, or whatever, to cash out. >> Okay, so wait, now that product's built, has the coins been issued? Are you guys doing an ICO? Are you raising money? >> So we're in the middle of an ICO-- >> Private? >> Private, only for now. So we've raised just under $4,000,000-- >> Great, congratulations. >> I have no idea if that's good or not-- >> Well, it's better than a zero (laughs). >> It's better than zero, right? It is better than zero, right? >> So there's interest obviously. >> Yeah, so look, we've got a lot of interest in our product, and I think part of the interest is it's very simple. A lot of people can go, "I think this thing makes sense." Now, does that mean we're going to be completely successful in taking over the world, I don't know. >> Well, I mean, you got some tailwinds at your back. One, the infrastructure in e-commerce, and the things that you're going after, are 20-year-old stacks. Number two, the business model, and expectation of the users, is shifting radically, and expectations are different, and there's no actual product that does it (laughs), so. >> So a lot of these ICOs, I think they're going to have technical problems actually building into the specification. 'Cause it's difficult, when you're dealing with the Blockchain, first of all, you're building on some movable platform, right? I met some people just today who are building on Hash-Craft, now, that's great, but Hash-Craft is like one day old, you know? So you're building on something that is one day old, and they've just announced their coin five minutes ago, you know. Again, that's great, but normally as a developer myself, I'm used to building on things that are years old, I mean, even something that's three years old is new. >> This momentum going on, that someone might want to tout Hash-Craft for is, 'cause it's got momentum-- >> It's got total momentum. >> They're betting on an ecosystem. But that brings up the other thing I want to get your thoughts on, because we've observed this at Polycon, we've been watching the industry landscape now, onto our 10th year, there's almost an ecosystem stake in the ground. The good news is, ecosystem's developing. You got entrepreneurs, you got projects, you got funding coming in, but as it's going to be a fight for the ecosystem, because you can't have zillion ecosystems, eventually they have to be-- >> Well, you know-- >> Or can you? >> Here's the problem, that everybody's focused on the plumbing right now, right, the infrastructure? But, what they should be focusing it on is the app. And I've a question for you, and I've asked this question to my advisors and investors, which are DNA Fund, and I say-- >> Let's see if I get it right, it's a test here on the spot, I love this, go. >> Okay, so here's the question, how many, in your wallet right now, on your mobile phone, show me how many Blockchain apps you have right now. >> Uh, zero, on my phone? >> Okay, zero. >> Well I have a burner phone for my other one, so (laughs). >> But on any phone, on any phone that you possess, how many Blockchain apps do you have on your phone? >> Wallet or apps? >> An app that you-- >> Zero. >> An app, other than a wallet, zero, right? Every single person I've asked in this conference has the same number, zero. Now, think about this, if you'd-- >> Actually, I have one. >> Uh, which one? >> It's called Cube Coin. >> Okay, there you go, Cube Coin. But, here's the problem, if you went to a normal-- >> Can I get WorkCoin right now? >> Yeah, well not right now, but I have it on my wallet. So for example, it's in test flight, but my point is I have a fully functional thing I can go buy services, use the coin, everything, in an app. I think this is one of the things-- >> So, hypothetically, if I had an application that was fully functional, with Blockchain, with cryptocurrency, with ERC 2 smart contracts, I would be ahead of the game? >> You would be ahead of the game. I mean, I think-- >> Great news, guys! >> And I think you absolutely are thinking the right thinking, because, everybody's just looking at the plumbing, and, look, I love EOS, but, it's sort of a new operating system, same as Hash-Craft, but you need apps to run on your thing-- >> First of all, I love chatting with you, you're super smart, folks out there, Fred is someone you should check out, you got great advisor potential. You're right on this, I want to test something out with you, I've been thinking about this for a while. If you think about the OSI model, OSI stack, for the younger kids, that was a key movement that generated the key standards in the stack for inner networking, and physical devices. So, it was started from the bottom up. The top of the stack actually never standardized, it became the presentation session layer, they differentiated, then eventually became front end. If you look at what's happening now, the top of the stack is really the ones that's standardizing, or standardizing with business logic, the bottom of the stack has many different versions of say, Blockchain, so the question is is that, it might be the world that will never have a TCP/IP moment, it might be that the business app logic will dictate to some sort of abstraction layer, down to programmable plumbing. You see this with cloud with DevOps. So the question is, do see it that way? I'm thinking out loud here, but when I'm seeing the trend here, it's just that, people who make the business logic decisions first, and nail those, that they're far more successful swapping out and hedging on the plumbing. >> Look, I think you mentioned the word alpha geek, and I think you've just defined yourself as an alpha geek. Let's just go in Denzel Washington's set in the movie Philadelphia, talk to me like I'm a five year old, okay? What is the problem you're solving? >> The app, you said it, it's the app! >> My point is like, everybody is walking around with apps, if the thing doesn't fit on an app, it's not solving any problem, that's the bottom line. I don't care whether you're-- >> You're validating the concept that all that matters is the app, the plumbing will sort itself out. >> I think so. >> Is that a dependency, or is it an interdependency? >> What do you need in a plumbing? Here's how I think you should think. Do I need 4,000 transactions per second? I would say, rarely, most people are not sitting there going, "I need to do 4,000 transactions per second." >> If you need that, you've already crossed the finish line, you probably want a proprietary solution. >> Just to put things in perspective, Bitcoin does 300,000 transactions per day. >> Well, why does Ripple work? Ripple works because they nailed the business model. >> I'll tell you what I think of Ripple-- >> What's your take? >> Why ripple works, I think all, and I'm not the first person to say this, but I think that, the thing that works right now, the core application of all this stuff, is money, right? That's the core thing. Now, if you're talking about documents on the Blockchain, is that going to be useful, perhaps. In a realist's say in the Blockchain, perhaps. Poetry on the Blockchain, maybe. Love on the Blockchain? Why ban it, you know? >> Hey, there's crypto-kiddies on the Blockchain, love is coming next. >> Love is coming next. But, the core killer app, the killer app, is money. It's paying people. That is the killer app of the Blockchain right now, okay? So, every single one of the things that's really successful is about paying people. So what is Bitcoin? Bitcoin is super great, for taking money, and moving it out of China, and into the United States. Or out of Nigeria, and into Switzerland, right? You want to take $100,000 out of Nigeria, and move it to Switzerland? Bitcoin is your answer. Now, you want to move money from bank A to bank B, Ripple is your answer, right? (John laughs) If you want to move money from Medellin, Colombia, that you use in narcos, Moneiro is probably your crypto of choice, you know? (John laughs) Business truly anonymous. And I think it's really about payment, right? And so, I look at WorkCoin as, what is the killer thing you're doing here, you're paying people. You're paying people for work, so, it's designed for that. That's so simple. >> The killer app is money, Miko Matsumura would say, open source money, that's his narrative, love that vision. Okay, if money's the killer app, the rest is all kind of window dressing around trying to race to-- >> I think it's the killer, it's the initial killer app. I think we need to get to the point where we all, not all of us, but where enough of us start transacting, with money, with digital money, and then after digital money, there will be other killer apps, right? It's sort of like, if you look at the internet, and again, I'm repeating somebody else's argument-- >> It's Fred Krueger's hierarchy of needs, money-- >> Money starts, right? >> Money is the baseline. >> The initial thing, what was the first thing of internet? I was on the internet before it was the internet. It was called the ARPANET, at Stanford, right? I don't know if you remember those days-- >> I do remember, yeah, I was in college. >> But the ARPANET, it was email, right? We had the first versions of email. And that was back in 1986. >> Email was the killer app for 15, 20 years. >> It was the killer app, right? And I think-- >> For 15 or 20 years. >> Absolutely, well before websites, you know? So I think, we got to solve money first. And I bless everybody who has got some other model, and maybe they're right, maybe notarization of documents on the internet is a-- >> There's going to be use cases for Blockchain, some obvious low-hanging fruit, but, that's not revolutionary, that's not game-changing, what is game-changing is the promise of a new decentralized infrastructure. >> Here's the great thing that's absolutely killer about what this whole world is, and this is why I'm very bullish, it's, if you look at the internet of transmitting value, from one node to another node, credit cards just do not do a very good job of that, right? So, you can't put a credit card inside a machine, very well, at all, right? It doesn't work! And very simple reason, why? Because you get those Amex fraud alerts. (John laughs) Now the machine, if he's paying another machine, the second machine doesn't know how to interpret the first machine's Amex fraud alerts. So, the machine has to pay in, the machine's something that's immutable. I'm paying you a little bit of token. The classic example is the self-driving car that pays the gas pump, 'cause it's a gas self-driving car, it pays it to fill up, and the gas pump may have to pay its landlord in rent, and all of this is done with tokens, right? With credit cards, that does not work. So it has to be tokens. >> Well, what credit cards did for other transactions a little bit simplifies your things, there's a whole 'nother wave coming, that just makes it easier and reduces the steps. >> It reduces the friction, and that's why I think, actually, the killer app's going to be marketplaces, because, if you look at a marketplace, whether it's a marketplace like ours, for freelancers, or your marketplace for virtual goods, and like wax, or whatever it is, right? I think marketplaces, where there's no friction, where once you've paid, it's in. There's no like, I want my money back. That is a killer app, it's an absolute killer app. I think we're going to see real massive consumer adoption with that, and that's ultimately, I think, that's what we need, because if it's all just business models, and people touting their 4,000 transactions a second, that's not going to fly. >> Well Fred, you have a great social graph, that's socially proved, you got a great credentials, in mathematics, PhD from Stanford, you reinvent nine, how many exits? >> Nine exits. >> Nine exits. You're reinventing freelancing on the Blockchain, you're an alpha geek, but you can also explain things to a five year old, great to have you on-- >> Thank you very much John. >> Talk about the WorkCoin, final word, get the plugin for WorkCoin, can people use it now, when is it going to be available-- >> Look, you can go check out our platform, as Miko said, Miko's an advisor, and Miko said, "Fred, think of it as a museum, "you can come visit the museum, "you're not going to see a zillion, "but you can do searches there, you can find people." The museum is not fully operational, right? You can come and check it out, you can take a look at the trains at the museum, the trains will finally operate once we're finished with our ICO, we can really turn the thing on, and everything will work, and what I'd like you to do, actually, you can follow our ICO, if you're not American, you can invest in our ICO-- >> WorkCoin dot-- >> Net. >> Workcoin.net >> Workcoin.net, and, really, at the end, if you have some skill that you can sell on the internet, you're a knowledge worker, you can do anything. List your skill for sale, right? And then, that's the first thing. If you're a student at home, maybe you can do research reports. I used to be a starving student at Stanford. I was mainly spending my time in the statistics department, if somebody said, "Fred, instead of grading "undergrad papers, we'll pay you money "to do statistical work for a company," I would be like, "That would be amazing!" Of course, nobody said that. >> And anyways, you could also have the ability to collaborate with some quickly, and do a smart contract, you could do some commerce, and get paid. >> And get paid for it! >> Hey, hey! >> How 'about that, so I just see-- >> Move from the TA's grading papers payroll, which is like peanuts-- >> And maybe make a little bit more doing something that's more relevant to my PhD. All I know is there's so many times where I've said, my math skills are getting rusty, and I was like, I'd really wish I could talk to somebody who knew something about this distribution, or, could help me-- >> And instantly, magically have them-- And I can't even find them! Like, I have no idea, I have no idea how I would go and find people at Stanford Institute, I would have no idea. So if I could type Stanford, statistics, and find 20 people there, or USC Statistics, imagine that, right? That could change the world-- >> That lowers the barriers, friction barriers, to-- >> Everybody could be hiring graduate students. >> Well it's not just hiring, collaborating too. >> Collaborating, yeah. >> Everything. >> And any question that you have, you know? >> Doctor doing cancer research, might want to find someone in China, or abroad, or in-- >> It's a worldwide thing, right? We have to get this platform so it's open, and so everybody kind of goes there, and it's like your identity on there, there's no real boundary to how we can get. Once we get started, I'm sure this'll snowball. >> Fred, I really appreciate you taking the time-- >> Thanks a lot for your time. >> And I love your mission, and, we support you, whatever you need, WorkCoin, we got to find people out there to collaborate with, otherwise you're going to get pushed fake news and fake data, best way to find it is through someone's profile on WorkCoin-- >> Thanks. >> Was looking forward to seeing the product, I'm John Furrier, here in Puerto Rico for Blockchain Unbound, Restart Week, a lot of great things happening, Brock Pierce on the keynote this morning really talking about his new venture fund, Restart, which is going to be committed 100% to Puerto Rico, this is where the action will be, we will be following this exclusive story, continuing, we'll be back with more, thanks for watching. (soothing electronic music)