 Live from Orlando, Florida. It's theCUBE, covering ServiceNow, Knowledge 17. Brought to you by ServiceNow. We're back in Orlando. I'm Dave Vellante with Jeff Frick. Kerry Cullity is here. She's the advisory managing director of healthcare solutions for KPMG. Kerry, good to see you. Good to see you. You're in Boston, center of a lot of healthcare action going on in Boston. Yeah, absolutely. And they use specialty. So give us the update. Tell us about your role and the practice of KPMG. Yeah, absolutely. So as I said, I work at KPMG as a managing director in healthcare solutions. I lead up our enterprise asset management offering, our solution that healthcare organizations are now starting to actually take a look at. It's, you know, with all the mergers and acquisitions that have occurred in healthcare today, it's a good place for cost savings. And so we're seeing a lot of CFOs and other executive leadership really starting to take a look at their enterprise asset management strategy. So how do you organize enterprise assets in healthcare hospitals or giant places? They got a ton of assets from expensive MRI machines to lots of rubber gloves and everything of it. Yeah, so it's a big task. I mean, it's something that organizations haven't thought about. So, you know, all these organizations are being asked to cut costs and it's a really good place to start. Because as you said, there's some really high ticketed priced items such as MRI machines, IV pumps and, you know, also, so they look at it from a clinical perspective, which is really clinical engineering. And they also look at it from a facility's perspective, which is the safety of not only your patients but also your customers as well. So they're really looking at it two different categories from a clinical and a facility's perspective. So how does KPMG help these organizations? Maybe you could describe how they engage with you. Yeah, absolutely. So one of the things that KPMG does is we come in and actually take a look at what their systems look like today, look at their current state and look at where their future state wants to be. So really doing an assessment of their workflows, processes, people and technology and help them really put a roadmap in place to be successful in getting an enterprise management, enterprise strategy in place. So when you do an assessment like that, is it a big data collection exercise? You got to get the right constituents in the room. You heard all the cats. Can you describe that? Yeah, absolutely. So some of the challenges is that today is that they have multiple disparate systems across the organization. So they could have 10 legacy systems that are not cloud-based, that aren't online. Everything's very manually driven. So we go in and we conduct business analysis workflows with their certain teams. We start either in facilities or clinical, depending upon where their biggest pain point is. And then we actually gather all that data and information and understand where they're not in sync with each other because getting all of your folks at the same time, at the right time, thinking how do we standardize and consolidate across the organization is probably one of the biggest challenges that they have today. Now, how granular do you get in an assessment like that? It can be very granular. Sometimes we actually do physical inventory. So from a clinical perspective, especially if they had gone through mergers and acquisitions, they could have 14 different facilities with 14 different pieces of equipment in it so we can get down to the granular level of actually doing physical inventory accounts because a lot of times these leadership doesn't even know. They could have the same piece of equipment in 14 different places and they're paying duplicate maintenance contracts, which really comes down to the vendor management aspect of it so we can go as granular as the physical inventory all the way up to the putting together the entire strategy around the people process and technology. So how does service now fit? So service now, that's actually a great question. One of the things that organizations that have made the investment in service now is typically, especially in the healthcare setting, has made it in the IT space. And so this really allows them to leverage that investment and bring it out into other parts of their business, such as the clinical engineering, the facilities, and really you start to see that standardized and consolidated platform across the organization. So you work with your colleagues who have a service now practice, right? And then you sort of hunt within those guys that have adopted, say for instance, ITSM and then say, okay, hey, look what else we can do for you. Yeah, so we're working with a lot of the vendors that actually have built the enterprise asset management software. Service Now actually has an enterprise asset management solution as well. They've also, they partner with other organizations that look at it from a workflow, a whole entire work life cycle aspect of it. So we work very closely with our service now team because a lot of these organizations have built their service now platform and been able to take that and bring it into other parts of the business is critical for success. So KPMG obviously is independent, you're agnostic to technology and not supposed to play favorites, but like John Donahoe said yesterday, and you know that my daughter's my favorite. That was classic. That was good. So how do you, now at the same time, of course you know certain technologies fit a particular use case, they have their strategic fit. So where is the Service Now strategic fit? Yeah, Service Now is in a lot of healthcare organizations today when cloud became the big thing. They are already in a lot of our customers so what we do is we actually work with our service now counterparts both from a Service Now perspective and also from a KPMG Service Now team and understand what those roadmaps look and how do they continue to mature the Service Now platform. I would say 99% of the time Service Now is the platform of choice because it's so easy to use. I'm sure you've heard that quite a bit and they can customize it to make it fit for them. So a lot of times because of our partnership with Service Now it just is a good fit for both the client and for us and for Service Now. So are you managing a global organization? So I manage the US right now. We have spoken to other large healthcare organizations so what's happening now is that we're seeing our clients are really starting to look at, okay how do we look at our enterprise asset management from a physical contractual help us make better enterprise-wide business decisions and now we're actually starting to see that go into not only the healthcare providers but also into the clients that actually support them as well. So we've worked with some large in Germany we were talking to them about how they can kind of start to play in this whole space as well. So just shifting gears a little bit, you know healthcare always gets knocked for being laggards on technology but you know we've had a couple of people on the show the last couple of days that are involved in healthcare and I'm just kind of curious to your perspective. You know is that a legitimate knock? Is that changing if it is? And if it is changing kind of where do you see the opportunities for them to catch up, get ahead because it's such a big industry it's such a big spin, so much facility. I think we're seeing it shift a little bit. I think you know they have been a little bit slow as far as technology goes because there's been so many competing projects such as regulatory issues, the whole you know now we're in the repel and replace so everyone's trying to figure out exactly what that means for them as an organization. We do see that shifting because it's becoming a very customer focused, the customers driving you know whether it be the customer or the patient it's they're driving a lot of these organizations to start saying you know we need technology because we need it's a very competitive market as you said and we need them to stay within our organization or they're going to go elsewhere for the care and so we're actually seeing really us as consumers of healthcare really pushing them in that direction that they need to start looking at technology more seriously. So what's the vision where do you take this you know midterm long term? Yeah I think the vision is is that one first is it gives them an opportunity as we said to leverage the investment that they've made in their current technology such as ServiceNow to bring it into other parts of their business it also allows them to start really putting you know the challenges that they have and to make enterprise wide business decisions as they move forward. I think you'll see them starting to look at not only just from a facilities and clinical perspective I think you'll start to see that really branch out into that entire continuum of care. How about this show? I know you're kind of doing it in and out but have you had a chance to walk around check out your booth? It's been amazing it's been great it's amazing the amount of partners that ServiceNow has in their ecosystem and I've learned a great deal the keynotes have been fantastic. So I'm looking forward to see what they do next year I know that when they last year it was 12,000 and this year it's up to 15,000 so it's quite a growth. Back to Vegas. Yeah exactly. Bigger hallway. All right Carrie thanks very much for coming to theCUBE, we appreciate it. Thank you so much, thank you for having me. You're welcome. All right keep it right there. Jeff and I'll be back with our next guest right after this short break.