 Hi, we're back, Dave Vellante from wikibon.org. I'm here with my co-host John Furrier of SiliconANGLE with SiliconANGLE's continuous coverage of Strata. And we're here with good friend Marco Pacelli. Marco, thanks for coming on theCUBE. Again, you're a two-time alum anyway, maybe three-time losing track here. But you know, this whole conference is all about what you guys are doing. You know, the plumbing is largely irrelevant. You know, we talked about this before last time. If you don't have applications on top of that plumbing to extract value, then you're really not going to get much out of your big data. And that's really what the theme of this conference is, isn't it, John? Yeah, I mean, Marco, you're the CEO of ClickFox, which we know, ClickFox has great IP in essentially figuring out business value. And, you know, we've talked on theCUBE and privately about all the things you're doing with your company and what you've built. That value proposition that you've been banging the drum for at least six months that I've known you is materialized in a full-on conference. So the Stratoconference here is about data. But basically, the theme is business value. So it's not only the geeks and the programmers, but you've got the mainstream guys here talking business value. So one, how's that make you feel? You feel valid? Hey, finally, the world gets it. And more importantly, what are the key challenges that you're seeing with the marketplaces that figures out big data is about big value? So hey, Dave, guys, thanks. This is pleasure and I'm just ecstatic about this. This is great. It just makes everyone in our organization happy about the fact of all the hard work we're putting into this past six, seven years is becoming real. And it's just a pleasure. Look, the big data tank is getting deeper and wider. You guys know that. Even on the first USA Today and the cover page of the business section, they were talking about how there's more communication than ever. There's more means of communication than ever that people, productivity levels of people are going downhill because they spend 50% of their time at work communicating to the outside world through different means of communication. Chat, SMS, social networks, emails, the funny thing is is all that data goes into that same tank and it's getting deeper and wider and how do I pull value out of that? How do I? Just total validation right now. It's not about data silos. It's about all data is available data. Correct. So it's not about, okay, this type of data is a database and we just have to see you have clusters on which helps companies scale. So no one really has that answer. I mean, your company is the one that we've seen it does. Still the other stuff, it's like BI, DW, as the guy from Jock was saying, the high priest of, you know, data warehousing. The high data priest and the data tempo. Temple of data warehousing. It's old school. From the accountants. It's totally old school. So I mean. If all you want to do is pull a report out and you're trying to find a static answer to a static issue, great. I mean, that all works fine. Plenty of tools for that. So can you talk about some of your customers? I know you have a lot of confidential customers and they're big names. Can you talk about them one? And talk about the use cases. Or if you can't talk about them, talk about the use cases where you guys actually use your, the people use your product for the value. We have a couple of the biggest financial firms in the country. One of them has had billions of dollars. Names? Is there names? I can't put names on those right now, but we have all the wireless providers. I will put a name on one of them. Sprint. Sprint, you know, was recognized five years ago as having a gigantic customer issues that they didn't understand their customers, didn't care about their customers. And to get an answer out of their Sprint to resolve an issue was, you know, it took forever. Today, actually in 2010, they got awarded Best in Class by Gartner in Customer Care, Customer Service. And it was because they spent five years pulling out the right value out of their data, tying the experiences and interactions to their presentation. How do they do that? I mean, so how do they do it? How do they go from, you know, zero to hero? They took a 360 degree view of the experiences customers were having across their data, across their touches, across their products. So they use your product and technology. Absolutely. And for the folks out there, just describe the ClickVox algorithm or product under the covers in general terms. The concept is there's a pattern to everything in life. You know, whether you're walking down a street and seeing things or walking into a restaurant or if you're looking, or if you have a very wide deep tank of data, somewhere in that there's a pattern. It's finding that pattern, connecting it together and determining if the pattern that you find is the right pattern for that customer and for that product to be serviced as. So our technology out of unstructured data or structured finds a pattern, links it together, analyzes it and determines whether that pattern has the best effect for the product and the customer to give you the ultimate return. And the return could be the highest customer satisfaction for the best experiences, could be the lowest cost to service, it could be the highest return in sales and product adoption, it could be applied to anything. So you measure and monitor that end-to-end customer experience, which is very unique. A 360-degree view of product and customer experience. The product is also a customer in the data world. So now, we were talking to Tim O'Reilly before about the whole issue of privacy, right? That comes up a lot in this world. He said, you know, basically give it up, right? I mean, there really isn't a lot of privacy in the internet. And it's, to everybody's good if we're actually sharing data. So, and there's really no way to sort of adjudicate this. And so I flipped it on him and said, well, what about my data? I mean, if I'm having a customer experience I'm clicking online, you know, shouldn't I be able to see that data? And he said something interesting. He goes, yeah, I guess. He goes, but don't think of it that way. Think about it as if you can get access to that data and it's of value, you might be willing to pay for that. Or if you might be willing to give that data up, do you see the day where I as a consumer will be able to have some kind of navigator or dashboard that shows me what my customer experience is across all these touch points? Is that a possibility? That should be available now. It should be in the cloud. It should follow you around to everywhere you go. I want that. I mean, and you should not have to recreate experiences. You should be able to click on past experiences and have them be driven for you automatically. I mean, you don't have any more hours in the day. It's 24 hours. You have no more hours left, right? So anything you can do better, quicker and not have to even do will make your life easier. Yeah, I'm already working half day every day. 12 hours. That's good, let me know how you do that. Teach me the secret sauce. 12 hours a day, half day, every day. So Marco, Marco, you're an entrepreneur. I mean, you've been, how many times have you done this time? Five, six times? You're a five-time entrepreneur? Yes. You're doing a lot of traveling, you know, and see you're well-dressing from Italy, you know, handsome entrepreneur. Is he asking me on that date? What is, you're very popular and the online numbers are going through the roof. What is your view of the world right now? I mean, we saw you in London for the EMC thing. You were doing some business out there. The data is a global phenomenon. It's like, what's going on around the world? Just give us insight from your perspective. As an entrepreneur, not as a CEO, as you go out and talk to customers in this data area. For folks out there, there are people trying to figure out what to work on. Should I solve the healthcare problem? Do I do this? So, you know, just share for the folks out there what you are seeing right now for opportunities. I'll tell you what, it all comes down to executives are tired of making the wrong decisions. And somewhere in that data exists what I call the business case engine. Is the answer to what I'm supposed to do and the decisions I'm supposed to make to drive my company to where my shareholders and my customers wanted to go. And if I can't get that answer and determine the next step and see the effects of that step instantly, not wait 90 days to see the effects, but instantly see them the day next, then I can change my business. And this is a common theme all over the world is, you know, if you look at the top three banks in this country, Chase, B of A, and Wells Fargo, right? Or City, if you want to put them in the same category, you know, each one owns one of three clients. But yet they have data on every customer in the country. The content of the information they have and what they can do with that information can change the economic status from day to day, right? The question is, how do they leverage that information to make their company better, the shareholders happy or the customers happy and provide a better product than the outcome, right? It's all there. They got to find that needle in the haystack. And it's not about reporting. It's really, the data should work for you. I mean, the guy from O'Reilly who put this whole program together, I asked him a specific question. What's surprising you out of the content that, I mean, you shouldn't be surprising them. But he said, you know, what's surprising? And he said that most people don't know what questions to ask. Okay, so, which makes a lot of sense because you now have no available data. What can you share with folks about what that means? What question to ask? What does it mean? And have you identified any questions that people are asking themselves that they're working on? I'll tell you, if you do it right and you are able to tie and analyze the data correctly, the answer to every question you could possibly come up with is already answered for you. And that's the way it should work. You know, all the answers should be there for you. It shouldn't be a question of what I need to ask. It should be which answer do I want to retrieve out of the data. Because the answers are there. It's just getting them out. You shouldn't have to ask. You shouldn't have to generate a report. You shouldn't have to go out. So, you're an answer engine? Yeah, pretty much. Yeah, that's a good way to put a data answer engine. So, how do they know what answers to ask? How do they know what answers they want? I mean, it's almost that elementary. The answers are, what's today's issue? Is today's issue that I lost a million clients? Tell me why. Tell me why I lost a million clients. I mean, try to get that answer out of a data warehouse. And tell me what I have to do to make it better. Show me where the ROI is, right? Or better yet. In fact, why don't you just show me why I lost a million clients today? I shouldn't even ask the question, right? Just automatically tell me or show me. Hey, tap me on the shoulder and say, guess what? This is why you lost a million clients. And another big trend. So, now I know exactly what to attack, what to fix, and I'll get an instant ROI. And give me the root cause. So, if I know the root cause and I know I lost a million clients and here's the root cause, I know what to fix. I can fix it tomorrow. So, you show your customers where they can invest to fix the problem and get an ROI, right? Yes. I mean, the concept is root cause, surface the root cause and build the business case engine to make the decision on what to do. What do you not do that people need you to do that you're going to be sort of working on in the next year or so? What we would like to get to from a point of view of the value of the data is to drive the change automatically. If you, if we can get to a point in the industry where the retrieval and analytics of data becomes real time, and that's really a factor around the processing power of technology and the direction it's going in. But if we can get the data real time, extract it real time, analyze it real time, we should be able to give a real time decision back and we should create a real time change in what you're about to experience. For instance, use the analogy, you're about to walk from point A to point X, or point Z, right? And there is a certain path you're going to take. Before you end up at a certain spot which I know may be dangerous, I'm going to change your path because of the way I'm analyzing your steps, the time, the temperature, the road. So I'm going to change your pattern of behavior. I'm going to change your experience you're about to have on the fly to give you a better and safer experience. Same concept with anything you do in business is if I analyze the data real time and I provide real time feedback, I can provide a change about what you're about to do. Maybe give you the answer before you ask for it. Maybe change the next step you're about to take because I know you won't enjoy the next step you're about to take and direct you to somewhere else. But I have to be able to provide that real time and make the changes to your steps you're about to take real time. So you're going to be anticipatory. Now you've already compressed this, we've talked about this before, you've compressed the cycle times dramatically. Correct. And we said earlier at the top, plumbing is sort of irrelevant, but it only is irrelevant if it works the way you want it to work. And it wasn't maybe a couple of years ago, we talked about green plum and holly, your load times accelerated, green plum is a, we got a shout out to them, John, because they're sponsoring our bandwidth. Yeah, they're paying help with the bandwidth cost. So they've been great here. I know you're a customer of green plum, so you're very happy there. And that's about the load time. We love green plum. Getting closer to real time, right? Yeah, yeah, yeah, that helps us extract data extremely fast, load it really fast, yes. Yeah, so, okay, so that's good. And now the other thing that we're hearing at this conference is it's all about sort of the individual, from e-business to me-business. That's really the focus, and that's really what ClickFox is all about, right? Correct, correct. Is how to improve that customer experience. Right, feed it back to you. Get it back to you, the consumer, look at, have you even analyzed across different businesses, you do businesses with, which are the next steps. I mean, you guys are delivering the elusive, the elusive holy grail that has been sought after. I mean, for companies, you talk about like the wireless companies in my experience. I mean, come on, who doesn't want to know what their churn is, the behavior of the customer. I mean, consumer behavior has been this, you know, science and art, kind of like advertising, you know. It happens, there's theories, 50% of it we don't know exactly. So, but we're going to an online world, you're delivering that. Correct. I mean, do you have guys just saying, hey, you know, we love this, we want to re-up, do more? I mean, when they first taste the success, what do they do? I mean, they must be blown away. Do they challenge the data? They go, they want more. They want more. I mean, you know, you probably have favorite restaurants to go to, right? You can probably walk in and get a table and you probably get the table you want. And by the time you get to your table, maybe the host has already gotten your favorite drink there and your favorite appetizer. And you've had a great experience. The reason why is because that owner knows you and knows what you like, what makes a good experience versus a bad experience. And you always have, they can depend on your business certain times a month, right? So now take that and extrapolate it across the world and all the different businesses that you interact with. And if every business knew that you personally liked that and knew what was a good experience versus a bad, wouldn't it make your life better? Well, certainly it's great for the user, but it's scary for the business because I think about all the re-engineering they got to do now. Not much. I mean, they've made some business assumptions based upon flawed data. Actually, all they need to do is get the value out of the data and change the way they treat you versus me. And that's simple. You're in the user experience business. Basically is what you're in. User satisfaction, yeah. You know what's missing, John? I want a dashboard. I want to see my experiences so I can compare them across all my service providers. Right, don't you want that? I want a leaderboard. Yeah, me business. Right, I mean, maybe it's the JD powers. Maybe we should start that. So we can bring the log post. Seriously, I mean, that to me is. That'd be a big business for you. Really, I mean, I think that that's empowering the consumer to really understand those experiences and make choices based on those experiences. Mark Pacelli from ClickFox. Great to have you on theCUBE again. We alumni again for the third time. Appreciate it. Great to see you, man. ClickFox is really killing it providing a really innovative product to large, large clients around understanding consumer behavior and delivering solutions to keep customers. So congratulations. Thanks, guys. All right, good to see you.