 Okay, we're back here live at the Velocity Conference. I'm John Furrier, the founder of SiliconANGLE. This is theCUBE, our flagship program. We go out to the events to check the signal from the noise. I'm here with Kate Matsudaira, who is the founder and CTO of PopForms, which is leadership software. But you're also involved with O'Reilly Media, who runs this event in a lot of different capacities. One is this new Cultivate project. Welcome to theCUBE. Yeah, thank you. I'm excited to be here. We love to have folks who are doing a couple different things. One is you're doing a startup, your own. You've a tech geek, and you're working on an event, which means you've got to have some savvy around content programming. You've got to read the tea leaves. Kate got to do what we do at SiliconANGLE, try to figure out what's going to be relevant. That takes a lot of work. And it sounds trivial, but it's not that easy. Well, I'm definitely really opinionated on these things around technology and leadership. I started my career as an engineer, and really had struggled my way through management. And so I've been blogging about it and things like that. So I, and for them, it's the content's easy, because I know all the things I wish someone would tell me. Yeah, yeah, exactly. Get to the point, will ya? And it's fun too. Now, what's exciting about us, I mean, SiliconANGLE's only four years old, and our research side, Wikibon, and we love working with O'Reilly, because they're like such big pros, is that we, the word's already out there. There's a lot of content already online. And so the content business has changed, but there's also a need for in-depth, a little bit more, but not to the community levels, but it's more like, okay, I want to think. I call it thinking content, right? Like just enough collaboration. That sparks a lot of creativity. So with that is, what's the focus of Cultivate? What's your thinking around Cultivate? Well, so for Cultivate, we really wanted to create a conference for software and technology leaders, or aspiring leaders. So all the things that you kind of have to really think about and care about from technology trends to the culture, there's this big trend right now to flatter organizations. I talk about it as leaders everywhere. Everybody is a leader in their own way, and how do you empower them? But also, how do you harness all that? Because great ideas don't just come from the top, right? Like great ideas come from everywhere. So if your company can leverage that, it gives you a big advantage. You know, one of the things, first of all, we talk about this all the time, is mostly on the IT enterprise space, which is going through a lot of massive transformation to just basic business. I mean, one of the themes here at Velocity that's interesting is that things like e-commerce. Because this performance web thing hits a lot of the main world, the real world, retail, commerce, healthcare, not just the web firms, but those guys with the leaders. So I think there's a real leadership need for, okay, how do I think about reconstructing my value chains? Because big data changes that. Okay, great. Well, what about cloud? Well, now you have an elastic resource. That's a resource. So the resource changing dynamics are causing business folks to go, wait a minute, I can measure things and I can get business value? Why aren't I running IT? So there's a mindset around that versus I got my laptop, it was issued to me by the company, here's my forms, here's my BI, here's my data warehousing. Well, and I also feel like. What do you see? Yeah, I mean, I totally agree. And I think there's a trend too. Like, they say that this is the first time where there's really like these three concurrent generations in the workforce. And with the millennials, you know, they kind of have different values, different trends. And so what worked previously doesn't work anymore. And so, yeah, so what we're trying to do with the conference is just create a really great forum for people to talk about this. So, you know, technology and technical topics are really great, but there's a lot of people doing really cool and interesting things, right? And velocity is great because they have a lot of culture and process. But with Cultivate what we're trying to do is make it even a higher level. So CEOs and, you know, VP of Engineering, CTOs, CIOs, like it's the conference for them to talk about their jobs. And what are you seeing as the critical success factors for them in terms of CTOs? Is it scheduling? Is it human resource issues? Is it all the above? It's always human, it's always people. You, like, always talk about how technology problems, like people will hire me as a consultant to come help with the technology problem and it's always a people problem. And what's the biggest problem you've seen? The biggest problem, I mean, well. Not being collaborative? It's a difficult collaboration, organization. You know, a lot of it is learning how, you know, being able to really understand yourself and understand those around you and work together. I don't know, it's hard to say. No, it's no wonder. Hiring, a lot of people will tell you. Hiring wrong, yeah. So let's talk about some concepts we talked about in theCUBE earlier. So, velocity, velocity is not just a cloud, it's not just performance and UX. But the UI teams are usually different. I got a UI team over here, I got a backend team over here, and they were siloed before. So, you know, breaking down the silos. Okay, that's great. We'll break down the silos. But what does that mean? How do you organize that? How does that change someone's job? Is what people want to know. They want to know, am I going to lose my job? How do I build my career path so that I can, you know, take some risks but not worry about getting fought? You know, these are little things that are big, right? Yeah, I know. Well, I know from my own personal experience, right? Like I started my career and you wanted to build like deep technical skills. Like that's what you wanted. And then when you came in the manager, you're like, oh, I need some people skills, right? And then when you go into a startup, you're like, shit, I need business skills. And then you're like, I need sales and marketing skills. And it becomes like you really need to kind of be more well-rounded and you need to have more of this. And I think to lead technology, it's not just enough to be a great technologist anymore. So talk about pop forms and your keynote here at Velocity because obviously, we can talk more about the culture of the economy. I want to just find out what you thought about your keynote and how it was positioned in context to the alpha geeks that were here. Yeah, so, well, platforms were about building leadership software. So a lot of what I'm talking about, but the keynote was really about influencing without authority. So I think that no matter what your role is here, that there's probably ways that you can be more influential, more helpful. And at the end of the day, people in success are really tightly intertwined. And so if you don't learn that piece of it, I don't think that you can really be as successful as maybe your potential would allow you to be. What's the biggest thing that you've learned that you can share with folks around? Is this some of the challenges that people are facing today that really are going to be more important in the future but that they can start changing now? Because change is hard, right? It changes like, you know, people fear change, but it's also like, if you take your medicine early or you do something early, it will pay dividends versus the unwinding of bad behavior or bad practices. What do you think people should be focusing on now that will pay dividends that might not be that obvious? I think, you know, really understanding what your strengths and weaknesses are and like in a company, like what you're good at, what you're not good at. So you kind of can think about hiring for that or just even being aware of your blind spots. I think that's one of the things they always talk about. Another thing I would even say is just, you know, you can be really great at your job, but your job is also making sure everyone else knows what you're doing. And so building that trust and having those communication lines so that you can share that with the world. So give the folks some URLs to the Cultivate or your coordinates if they want to contact you with any questions. So the Cultivate conference is CultivateCon.com. And if you should come, it's in New York, it'll be awesome. And then my company is PopForms.com and you know, I'm Kate Matz on Twitter. I think we'll be there with theCUBE. Kate, thanks for coming on theCUBE. Really appreciate you coming on. I think what you're doing is amazing. On a personal note, I just think that we are at the beginning of a massive explosion of, I won't say reeducation and whenever you have a redistribution of wealth during these major inflection points, you have opportunities for entrepreneurs, but there's a bigger picture and that is the DBA might be the data scientist. There's all kinds of changes that are happening in the technology business. So it's an opportunity. So thank you for coming on theCUBE. Really appreciate it. This is Silicon Angles Coverage of Velocity. We'll be right back after this short break. Day two, Walter Walt Coverage live. I think we have 16 interviews today, 17 yesterday. Go to siliconangle.com to see all the blog coverage. Go to youtube.com slash siliconangle. See all the videos on demand. They go live from here, right to YouTube. And of course, go to wikibond.org for free research. We'll be right back after this short break.