 from Union Square in downtown San Francisco. It's theCUBE, covering PagerDuty Summit 18. Now, here's Jeff Frick. Hey, welcome back everybody. Jeff Frick here with theCUBE. We're at PagerDuty Summit 2018 at the Weston St. Francis and Union Square San Francisco, been here all day, a lot of excitement, a lot of buzz, some great keynotes, including Ray Kurzweiler checking in, which was really a cool thing. We're excited to have our next guest. She's Rachel Opsler. She's a VP of products for PagerDuty. She's one responsible for delivering all this fun new toys. Did it all on my own. All on your own. Rachel, great to see you. Nice to see you too, Jeff. Absolutely, so great event. We're talking our second year. Last year was cool. It was kind of out by the water, but this is another kind of historic classic. San Francisco venues were surrounded by all the gilding and everything else and tech companies with all their displays. Yeah, they're not a lot of spaces that are big enough to do an event like this in San Francisco proper, unless you're going full on Moscone Center. You'll be there soon enough, I think. Maybe. So let's get into it. You announced a bunch of new products here over the last couple of days, so let's go through some of those announcements. Sure, so we announced two new products. One of them is PagerDuty Visibility, and PagerDuty Visibility is really designed for the person that we call the bow tie knot in the organization. The bow tie knot. The bow tie knot. So you know you have a bow tie, a bow tie and there's a little knot in the middle. So the bow tie knot is usually an engineering leader. It's someone who, when there's a problem happening, an incident going on, that they're kind of coordinating between keeping track of what's going on in the ground with the responders actually trying to fix it and telling all the stakeholders what is going on. Because stakeholders don't understand things like the server XXX has some problem, right? Right, right. But at the same time, you don't want those executives getting on a call and disrupting the responders who are actually busy working on the issue. Right, right. So that person in the bow tie knot has a lot of manual work to do to make sure they're translating constantly between what's going on and what the executives need to know. And they need to know because if there's an issue with a customer application, you want to get in front of it. You want to be able to proactively tell your support team if tickets come in, this is what you say. Right. You want to maybe even send an email to your customers. We know there's an issue. Update your status page. We're working on it. Tell them as much as you can. It gives them confidence that it's being taken care of. So this gives them kind of the God view of all the things that the team is working on in terms of getting resolution to that problem. Yeah, it ties the technical services, which are the things that are jargon and gobbledygook, except for the people working on them, to what our business service is, which are those customer applications that the executives understand and the customers understand. So with that tie, you know when a technical service is impacting a customer application, which one it's impacting, and you can also let the right people know who are responsible for that customer application, what they need to know so they can let the customers know. Right. So what happened before without having kind of a central place to manage that communication and that visibility? That bowtie knot person did this all manually. Running around, gathering facts and figures and status and updates from various points. And then fielding phone calls with people yelling at them. Right, right. It's a very painful, you know, we talked to a lot of customers, it's a very painful position to be in. Right, well that's a good one. And then you have another one, PagerDuty Analytics. Yes, so PagerDuty Analytics is really a product more used during peacetime. So visibility is used during wartime to make sure responders know which customer applications are being impacted. But during peacetime, there's a number of operational analytics that you want to know about all the real-time work that you're doing. So some examples are, I had a set of engineers that were on on-call last week. Was it a bad on-call? How many times were they woken in the middle of the night? Do I need to give someone a day off? Right, so to make sure you manage the health of your team. You may also want to know which of my technical services is causing the most pain for the business. So that might be a monthly or quarterly report. I'm doing like a quarterly business review. So which technical services do I need to invest in because even a technical service that may not be down that much, if it's impacting multiple critical customer applications, it could be causing your business a lot of money. Right, right. You also may want to know what's your total time that you're spending resolving issues, right? So how many hours are all across all your employees? Are you spending just reacting to real-time issues that may happen and is that too much? Right, and if you can't measure it, you can't manage it, right? Exactly. And it's funny because pulling from Jen's keynote earlier today, I think she talked about the number was 3.6 billion incidents that have gone through the system just in year to date, 2018. So the scale is massive. But you guys are bringing some artificial intelligence, you're bringing some machine learning to bear because you have to, right? This gets way beyond the scope of a person being able to really prioritize and figure out what's the signal, what's the noise, what do they have to really focus on? That's exactly right. So in June, we launched a product called Event Intelligence. And what it does is it takes in all those signals that PGDD takes into the system and then it makes sense of them. So it says, well, these things are related. Let's group them together. So as each new signal comes in, it won't create a new incident that someone that needs to run down. It will put it in the existing incident. So the responder keeps getting all the context they need about the incident, but they don't keep getting notified while they're trying to concentrate and fix something. They must love you guys. They must love you guys. So the other piece I found interesting and I think some might find a little confusing is all the number of integrations you guys have with so many different kind of workflow management and monitoring and a lot of things. How does that work? How does that kind of, I would imagine as some, you know, competition, cooperation with all these different applications. But as Jen said earlier today, if that's what the customer wants, that's what you guys got to deliver. That's right. And you know, this is a complex ecosystem. There are a lot of different tools in the ecosystem. Naturally, as companies get bigger, there will be areas of overlap, but we very strongly believe in an open ecosystem. We want to inter-operate with every product that's out there. So we do have a lot of different integrations. We have a lot of integrations with companies where we take data in. So monitoring data that tells you who your server's down or whatever else it is. But we also have a lot of integrations with like ticketing tools, tools that will or customer files a ticket. So that, you know, you can have the information, this is what's going on in the engineering side right now. So the customer support team can stay informed. Right. And also managing through workflow. A lot of companies use like an ITSM tool to manage through workflows. So integrating with them. Integrating with chat tools. We integrate with Slack. You know, so there's a lot of different integrations because you want to make sure that resolving an incident is the smoothest, easiest process it can possibly be because it's stressful enough already. Right, right. So a lot of stuff going on here. So as you look forward, don't, you know, congratulate someone getting a couple of products out today. But what are some of your priorities as you kind of look at the roadmap, you know, kind of where you guys have things covered? Where do you see some new opportunities to take some of the tools that you guys have built? Yeah, we see a big opportunity in that world of events intelligence. So we already have a product, but we're going to continue to add more capabilities to it and continue to take advantage of the data in our platform. So surfacing that data in more intelligent ways through event intelligence could also be through analytics. So for instance, you know, we today can group things together intelligently. We can show you similar incidents, right? This incident looked like something that happened in the past. Well, next maybe we can say this looks like something that happened in the past and oh gee, that got really bad. You might want to pay special attention because this one may get bad too. So starting to get more predictive, really making sense of all the data that you have from the past history, our 10,500 customers over nine years. It's a lot of data that we can use to help people get more and more efficient with their real-time work. Right. And is there an opportunity to kind of use cross-customer data? Not, you know, obviously you got to anonymize it and all those types of issues. But clearly, you know, there's stuff that has happened to other companies that I could probably benefit knowing that information around some common attributes either around a particular type of infrastructure configuration or whatever. So have you started to pull that and bake that back into some of the recommendations? Yeah, so one area that we do have available some data today is benchmarking. So without, as you said, sharing any specific customer data, it's very helpful for customers to understand, first of all, how their individual teams are performing versus their teams, but then also how their teams are performing against the industry. Right. So are we fast at responding to incidents? What does best in class look like? How quickly could you actually mobilize a response to a major incident? This is like great data for customers to have as they move forward in their digital transformation. Right, hugely, hugely important. So last word, you said you, you know, you're relatively new to the company, but you're a wildly old veteran because you guys are growing so fast. Just love to get your impressions. It's your second PagerDuty Summit, you know, kind of the vibe. I think Jen's got a really very positive and very specific kind of a leadership style. Just share your impressions with the show and what's going on inside of PagerDuty. It's been great. I've loved every moment that I've worked there. I feel like we're doing things that are really innovative and we're always pushing the envelope, trying to go faster and faster. So I'm really excited for the next year. Good. The next summit looks like. What it's going to look like, yeah. It'll probably be like 2000. We're not even done with this one yet. 2000 people, I'm sure. All right, yeah, but the advanced planning committee is already taking notes, right? All right, well, Rachel, thank you for taking a few minutes and congratulations on your product release. I'm sure there are many sleepless nights over the last several months to get that stuff out. Thank you, Jeff. Great to be here. All right, cheese, Rachel, I'm Jeff. You're watching the Cube or PagerDuty Summit in San Francisco. Thanks for watching.