 from San Francisco, it's theCUBE. Covering Conga Connect West 2018, brought to you by Conga. Welcome back, everybody. Jeff Frick here at theCUBE. We're at the Conga Connect West event at the Thirsty Bear. It's Salesforce Dreamforce downtown San Francisco. Mark Benioff, he said it, 171,000 people. I don't know where they all fit. Please don't bring your car, but we're here. Thirsty Bear is a place to hang. There's no lines at the bar, no lines at the food. This is a place to be, so we're happy to be here. Have our next guest from Conga. We've got Sawyer Martin, he's the director of product management from Conga. Say your name. Say your name, I'm sorry. Say you're good to see you. And also Mason White, the director of product strategy. Mason, great to see you. Nice to meet you, Jeff. Absolutely, so Sayer, you came in on an acquisition. We were looking almost exactly six months ago. That's right, orchestrate. So what is orchestrate and how's it been so far? Yeah, it's been really good. So orchestrate started as really a wealth management tool for process orchestration, so inside of Salesforce. So managing end-to-end processes for wealth management firms inside of Salesforce, that's a combination of human and automated work that are happening, tasks being generated, what type of tasks and stuff. So a task to tell someone, so a task in Salesforce is essentially an instruction to have someone do something. Right, but I'm curious, could you say very specifically it was for financial management? Yeah, so financial management, there's moving money, generating investment policy statements for clients. All kinds of different things that you might do, review meetings for clients. And how did you pick that vertical to get started? Well, we came out of, so the company was actually spun out of a wealth management firm. And that wealth management firm was on Salesforce, couldn't find a way to automate their business basically. Wanted to take those processes that they were living every day or that were in someone's head and put it down in a system that they could then use to train people as they grew. And so it was born out of that wealth management firm and knowing that industry, we thought as a small company let's establish a beachhead in that market and then move elsewhere. The tool was built generically, so it applies to any industry really, but we knew that industry the best. Did you spin out of the, or no, you weren't, you spin out of the wealth management company or did those people who founded it left to figure if these guys need it, there's probably a few more to do as well? Yeah, so it was a former, spun out of the wealth management firm and then took it as this independent entity, not doing wealth management at all, but doing technology exclusively. Right, right, and doing process flow and task management, those types of things. That's right. All right, so Mason, how does this fit in your portfolio strategy? That's a great question. And actually, Sayer and I met at Dreamforce 17 last year. What, in terms of orchestrate, what we've done is really, certainly we're keeping the existing customer base, but we're bringing that type of workflow capability into other areas of Conga. So as you look at the Conga suite of products, that workflow and approval process is really something that is vital for things like contract life cycle management. Who needs to be involved in reviewing and approving a contract depends greatly on the size of the contract, the level of complexity, the types of changes that are being asked for. So we're in the process of bringing orchestrate capabilities into various of our product lines. First one that we're showing to customers is how we've brought it into Conga contracts through Salesforce. We'll be bringing it into other elements really through a suite type of play. We're calling it a platform internally and as we mature that, it'll be come available to other members of the Conga product suite. So you guys have this interesting collection of products that I assume all started as silos, but they've all got this kind of interplay between the process flow, the contracts, the document creation, the contract kind of management. They're all very, very kind of different tranches of the same tree. Yeah, very much so. In fact, I'd throw in our recent acquisition of Councilytics with the artificial intelligence and machine learning capabilities related to contract analysis. There's a fairly consistent thesis in a lot of our recent, whether it's been product launches or product acquisitions around building out capabilities related to contract life cycle management. It's not the only place where those things come into play, but it's certainly the one that is exciting people as we go to market. Right, right. So Sarah, you've been with them for six months now. How's been the absorption? It's been really good. We didn't fully understand when we were required that sort of what the plan was. And we didn't get a lot of direction when we first came aboard, but we knew that contract life cycle management is a powerful piece of the business. It's a growing piece and it's one that's increasingly important to customers. And so we looked at that from a process perspective and we've really been focused on finding the gaps there and taking what was, as you said, the silo going from the contract management piece, generating the documents, doing the negotiations and ultimately signing the documents and tying it all together with the process engine we'd already built. Right, yeah. So is orchestrate, let's go to market today still as a single product or are you just getting completely embedded in all the other ones? I think to Mason's point, it becomes obvious to use more than one conga product. When you buy one, at least one other one will make sense for you and orchestrate included. Right, because orchestration is kind of like AI and I'm sure where and how you guys are going to apply AI in all these various applications and I don't want to buy a bucket of AI, I want all my other applications to work better, work faster, auto fill, auto select, take more and more of those manual steps out of the process. That's right, augment the human mind in many ways. Come in at those points in the process where it can add value or give you insights that you wouldn't have otherwise had. Right, right. So Mason, I'm just curious from a product strategy point of view, you guys have made a lot of acquisitions. Got some new money in the war chest and a really solid team of senior execs that have worked together a lot. The band is back together as a big theme that I've seen all day today. So when you're looking at kind of buy versus build decisions, what are some of the things you're thinking about as you kind of continue to build out this suite of kind of cross-functional capability? We're always looking at things worth in the buy, build or license. So there are things that as we're looking at them right now and I'm not going to mention them, the decision is between buy, build or license in certain types of capabilities. Really depends on what's the maturity of the technology out there. Is it something that we need, that others have right now and they've got strong, could be a strong OEM business model or could be something that is a rapidly growing area that we need to get in on, own it and tune it for our needs specifically? Right, well great story and I'm sure you're going to see that orchestrate stuff all over the place. That's what we hope, as we're working towards. All right, so say your Mason, thanks for taking a few minutes to tell your story and inviting us here to Conga Connect West. Great, nice to talk to you, Jeff. Oh, my pleasure. All right, you're watching theCUBE. Like I said, we're at Conga Connect West at Salesforce Dreamforce. Thanks for watching, see you next time.