 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 at the West and St. Francis at Union Square, San Francisco. About a thousand people getting together, talking about the evolution of PagerDuty. We're really excited to have Jennifer Tajada here, the CEO, just coming off a terrific keynote. And I got to say congratulations on your recent round of funding that made all the news a week ago. It's great to see you. Thank you very much. It's great to see you again, as always, Jeff. We love having theCUBE with us at Summit. Thank you. And I have to say, we do hundreds of events over six years I've been doing this. I've never seen a Summit picture in the keynote until the Summit. So you got to work then twice. I love the message really about taking the team to the top of the mountain, that moment of truth. And then you got to just go for it. You got to be prepared. You got to have the team. And at some point in time, you just got to go. It was awesome. Point them down. Yeah. Jump into it. So big topic here before has been kind of dev ops. But you guys are moving beyond that. You're kind of taking this classic play, start as an application, move into a platform space. And you guys know with all these integration announcements, the announcements of BI, the growth obviously, the support from the funding that you just got shows that you guys are well on your way to take what was a pretty special purpose application and take it into a platform play that crosses a whole bunch of other applications. Yeah, I take it even one step further. We almost started out more like a consumer app. I mean, it was really an application built for engineers to make better use of their time on call and frankly not being woken up when they didn't need to be, right? And so everything about our first product was designed around what does a developer need? What does an ops person need? What does that look like, et cetera? As opposed to being designed for the CIO or the CTO or the company, right? And I think that user centricity, that user ethos has served us really well because we start there, that's our starting point. Who's the community that is using our products and services, how is their role changing? How's their world changing and what do they need from us? And that was really the foundation of the trust that we built to start to become truly an ecosystem because all those users started pushing their data to us, their monitoring data from their APM environments or the data from their ticketing platforms or the data from their cloud services. And with that information comes the power to be able to really create context. And now with the aggregation of nearly 10 years of data coming from our responders and how they behave when they're under pressure, the workflows, which ones work better, which ones don't work so well, and the events, the signals that all of technology and the internet of things throws off in real time all the time, you bring that data together and apply machine learning and artificial intelligence to it. And we really are putting ourselves in a position, not only to be the platform that serves a real time business and orchestrates teams as sort of the platform for action, but importantly becomes the trusted engagement for automation or engagement of autonomy for a fast moving business in the future. Right, because you talked about real time and I just want to throw a couple numbers out that you had from the keynote, 3.6 billion events. So it becomes apparent really fast. So far this year. Right, even though people are at the center of that, that's kind of hard to manage. So you have to start to use the intelligence, you have to start to use business intelligence and artificial intelligence to help filter and help that person do their job much better. So you guys are making a lot of plays there and we see it all the time. It's not the BI vendors per se, it's the use of this technology in the background to make apps work better. And it's the fact that not only do we correlate the signals and turn them into intelligent insights, but we can then route those signals intelligently to the right people and orchestrate the actual physical work. So a lot of the technology community has been focused on just that technology and our focus is really on people and teams. How do you empower teams closest to the action, closest to where the proverbial stuff hits the fan at a really exercise restraint there to be in a position to make the best possible decision in those tiny micro moments that matter. And the consumer used to wait maybe six minutes for a website to download. Now, if an app doesn't work perfectly in six seconds, maybe three seconds, you're gone. I walk out of the building in our office in San Francisco and see our employees and they're toggling back and forth between ride sharing apps and food delivery apps and Tinder and whatever else is going on. And it's literally like in a couple of minutes. They're working through eight, nine applications at once. And if any one of those does not work the way it's supposed to, they're done. They just move on and it's one or two times before they'll delete that. So the technology community is now responsible for delivering the perfect brand experience digitally every time and they've got to be empowered to do that with the right tools and services. And the expectation is set by the best. I mean, that's the funny thing, right? What was the best or cutting edge quickly becomes the expected norm? What is the most delightful thing that ever happened to me? Well, that's what I want from you. I mean, that is basically the way it works. And you talked about trust and trust is such an important part because one of the key pieces that you guys are enabling you talked about in your keynote is letting the person at the frontline in that moment of decision have the tools and the data and the authority to make the right call. And it's not a escalation up the food chain, wait, send some emails. It's really empowering that individual to get the right thing done. And that's a core tenant of DevOps culture. It's actually born and agile in fact, but what's really interesting about it is it's the way companies need to be run now. If page or duty waited for me to make every big decision, we would be back where we were three years ago, right? And as a result of being able to empower our teams, great information, very clear understanding of our goals and the time frames that we expect to achieve those goals and then context as we progress through our journey to understand how we're doing against those goals, it gives them the power and the intelligence to make better decisions every moment when I obviously can't be there or their leadership can't be there. And in fact, it means that the most important decisions are getting made where the person's closest to our end customer, the user. And that makes a ton of sense to me even if it's not the way I was taught leadership or taught to manage. Right, well, you clearly get out front and run those people down that big giant mountain. So every time in me, I look up at you, I look at Australia last time I saw you speak at the Girls in Tech thing, so this is great. Another thing that you acknowledge in your keynote I wanted to get into is that tech and people are imperfect, right? They are imperfect and that's kind of part of what the DevOps ethos is, is that that's okay, we're just going to make it better today than it was yesterday. And I think Ray Kurzweiler's keynote about exponential growth and just the power of compounding which so many people miss out on. So that's really where you're trying to help people solve problems. It isn't the big Eureka moment. It's how do we learn? How do we get better? How do we make improvements? Well, and a lot of people in the Valley talk about failing fast. In order for failing fast to have a benefit for a company, you not only have to be allowed to fail, it has to be okay when you fail and there has to be an open, transparent conversation about what you learned, what went wrong. And that has to be a blameless, high empathy discussion or it doesn't work. If someone thinks they're going to get fired by marching you through all the details of their failure they're never going to tell you the truth. So when we think about incidences they come up or something breaking, not working the way it's supposed to or a business initiative, not, you know, turning out the way we thought it would, there has to be a blameless conversation so that everybody in that community learns so that we're better the next time around and that's where the compounding benefits come. Right, right. To the whole team effect. I thought the quote, I've never seen that quote that you brought up today. Teamwork remains the ultimate competitive advantage because it's both so powerful and so rare. That is a really scary statement but we see it all the time. In fact, I was at another keynote and there was a behaviorist talking about how do we get everybody pulling in the same direction and John also talked about that in terms of incident post-mortems and how do you make sure that you're learning and not just filing reports. So you guys are right in the middle of that. I thought John captured it really well when he said it's not about the technology we spend all of our time monitoring and talking about the technology, it's about us and it's us that actually makes this technology great and applies it so effectively to problems and challenges and opportunities in our world and in our lives. But what is also interesting is Patrick, what's also interesting is Patrick Lanzioni's paradigm around the first team. So most employees come into a business and they think the most important world for me in this company is my team, the people in the team who I report to, you know, a leader and it's just us or for leaders they say it's just the team that reports into me. Your first team is your peer group. Your first team is that and by first team I mean the most important highest priority aligned organism that is gonna drive massive change in a business. It's your peer group. It's the people who work across functions to help reduce friction in a business and drive fast outcomes and great results, right? But most people naturally kind of hunker down into their core team and that's the beginning of the silo mentality, right? And so one of the things I love about Patrick's book and you're gonna hear about that tomorrow on stage is this idea of what it takes to be an ideal team player, to be humble, to be hungry, like good is never good enough and to be smart, to like constantly be learning, to really care deeply about how you continue to push the envelope to get better. Right, so I wanna switch gears a little bit from the people and the individual teams to the ecosystem, right? You got a ton of partners here at the show and you talked about in the keynote, 300 integrations. And I think some people might be confused, right? Because it's always this wrestle for whose screen am I working on when I'm doing my daily job. But as you said, we're in a lot of different screens, right? And I'm going back from Salesforce. I'm in my G Suite. Maybe I'm jumping into Hootsuite for some social stuff. You guys have basically embraced the ecosystem for all these different types of systems and really kind of plugged into that. So I wonder if you could explain a little bit more because I'm sure most people might be confused by that. You know, I sort of think of us in the same way I would think of like the brain of an Olympic athlete, right? That athlete, like their arms, their legs, their muscles, their pulmonary capability, like their respiratory system is all super important to their performance. But the brain has to accept the signals from all the different parts of the body and then work through them, correlate them and then drive action, right? And I sort of think of major duty as sitting at the center of this, you know, rapidly changing technology ecosystem, this live organism, and really understanding the signals no matter what the, is it raining? Is there a pothole in the ground, you know, et cetera? And being able to then drive change in the process on the fly to help the body perform more effectively. And you know, the challenge is like if you try and fight with the arms and the legs and every other part of the body, they don't work nicely with you. So being central to the ecosystem is about being neutral and agnostic and really demonstrating you will not only say you will partner but investing in those partnerships. So we build first class integrations to companies that may see us as competition if that's what our customers need. Right, because like you said, it's got to be customer centric first. And it's an open ecosystem and this is what developers and, you know, employees and tech workers expect. Right. And to your point, the amount of data that's flowing through that nervous system is only getting more and the amount of noise to get through to the signal to take the right action is not getting any easier, right? All right, Jennifer. Well, thanks again for having us. Congratulations on the funding and the great show and it's always great to catch up. Thank you. I have the best job in the world. I feel very lucky. All right. Great to see you, Jeff. Thank you. All right, she's Jennifer Todd. I'm Jeff Frick. You're watching theCUBE. We're at PagerDuty Summit where they actually show summits on the keynote screen. Thanks for watching. We'll see you next time.