 from San Francisco. It's theCUBE, covering PagerDuty Summit 2019. Brought to you by PagerDuty. Hey, welcome back, everybody. Jeff Frick here with theCUBE. We're at PagerDuty Summit. It's the fourth year of PagerDuty Summit, third year of theCUBE being here at the Westin State Francis in downtown San Francisco. And let me tell you, at PagerDuty Summit, it's out in the Westin State. Francis, we're excited to be joined by our next two guests coming all the way across the Pacific Ocean. On my immediate left is Daniel Sultana, the group director for SAS for Technology One. Daniel, great to see you. Good to see you too, thank you. And on his left, Cameron Edwards. He's the production engineer lead, also for Technology One. Welcome. Thank you. So first question, first time to the States? Not the first time to the States. I've been to the States many times, but it's always a great comeback to California, and particularly San Francisco. Great. It is the first time for me, but it's been absolutely great. I got the whole weekend to explore San Francisco. It's just been wonderful. Good, good, good, good. It's a great, it's a great place to explore around. But let's talk about PageGD Summit. So first time at PageGD Summit, a lot of action going on. A thousand people, company IPO this year. It's a lot of buzz around there. Truly exciting, great for PageGD IPOing this year. Very similar company to Technology One in terms of size, in terms of genetic heritage. So there's a lot of affiliation between our two companies. All right, let's jump into it. So what is Technology One? So Technology One is Australia's largest enterprise software company. We produce software in a few vertical markets, focusing on higher education, local and federal government, asset intensive and health and community services. All right, so you guys are presenting later today on a really interesting topic. It was referenced in the keynote. Your conversation is how to increase customer experiences without burning out your people. I think the official report was unplanned work, the human impact of an always on world. This is a real deal. People don't often talk about the human impact. You know, we're at pager duty. The pager's got to ring somewhere. Do you see it a big impact in the terms of the pressure on the teams to deliver with this kind of consumerization of IT expectations? And that's exactly it. If you look at the enterprise world, the enterprise is expecting consumer response. You know, if your Netflix goes down, your home internet goes down, you want that fixed immediately. It's the same pressures now that we're seeing transferring to the enterprise space. It's much more complicated. And for me, I'm on for myself. So implementing these kind of systems it just helps an awful lot to really understand and reduce the amount of time that we're spending on those incidents after hours. Right. Well, since we talk a lot about unplanned downtime and maintenance for gear, right, and machines, and it's hugely impactful and a lot of conversations about prescriptive maintenance and kind of getting ahead of that, we don't hear that conversation so much about people. Yeah, about the humans. About the humans involved. And I thought it's a really interesting take as we go more to the service economy and the complexity of these systems between the APIs and everything's connected is, you know, astronomically more complex than it was in the past. It definitely is. Like, we used to have very simple, traditional services, but now it's hundreds of different services and applications that all need to talk together. So managing that's a very different game than it used to be. Right. So how does Page-Ruby help? How do you start to build the AI and machine learning for it to be able to, you know, triage and more importantly, you know, assign the right tasks to the right people? I think firstly we'll start off with us having many desperate systems, bringing that together and following through Page-Ruby so we knew what we had. It's like having many different nations around the world trying to talk but not a common interface and bringing that together was the first step for us. What's next step? We're still pulling together. We're still pulling it together. Now actually understanding what we have, turning that into processes that are more efficient, using the technology to move the various conversation and alerts and information to the right areas, be triaged ahead of time before problems actually happen and impact the customer. I think the other thing that we're moving more towards is starting to use the data a lot more to make more valuable data driven decisions as opposed to intuition based decisions that we used to make. Right. And did the Page-Ruby replace something else that you already had or is it kind of a supplement? No, no it didn't replace anything we had. So if I go back just to the technology one genetic history we're 30 years old, we started off before the internet. So as we made this transition from on premises to a SaaS based world, we needed tools to help us in this multi-tenancy that's always on world. I thought you were gonna say something. So what are the kind of characteristics of the biggest problems that come up in terms of application interfaces or when you got all these things tied together what seems to be the weakest link or what is the one that causes the most angst and now you can kind of reduce that angst? I don't think there's any one specific thing. We tend to talk about root cause an awful lot where it's really root causes. And it's very rarely ever one simple thing that's caused the problem. It's normally a multitude of factors that come into play. And some of that can be has the engineer been called three times over night and he came to work with two hours sleep. Right. And you said you carried a pager and hopefully you don't have it on right now. It is on right now. Oh it is on right now. Did you raise your hand on the key button? No. It switched to the number. So I mean have you seen a reduction in kind of the pressure of being on call and the quality of the stuff that gets through the triage and actually makes it to the pager? Yeah, so we've got some stuff that we fix from bed now. We used to have to wake up now we don't have to. Fixed from bed? Yeah. We're now getting up. So we use the pager beauty mobile app and then we have some stuff that we've built into that as well and we can fix things from bed. It's awesome. And to give you a specific example we used to have some issues that would take us 30 minutes to resolve. We've managed to bring that down to three minutes. Why is that because better, better tasking of the people, better identification of the problems where are some of the things that drive that down? Exactly that. So it is bringing the multiple inputs into a central place that being interpreted and then being shifted off to the right resources to be able to fix it. Behind all that is also some automated tasks that kick off and that just condenses the whole end-to-end process dramatically. So our customers are seeing a much greater mean time between failure because we can get on things a lot faster. How long have you been a pager beauty customer? Three years. Three years, okay. Okay, so lessons for people thinking about pager beauty. What would you tell them, some of your peers that are carrying the pager and kind of red-eyed and weary and exhausted and go on? Look, I think managing your people is very important. I think we're living in a world where talent is actually hard to secure. So you need to ensure that that talent is protected and looked after, well-nourished and grows. And so we've used pager beauty to help do that, to ensure that teams don't burn out. Do you understand what root causes are? So you can attack it right at the cause and become more efficient. Okay, is there any specific kind of characteristics or attributes within the people either in their behavior or things that they do that you're measuring as being now less burned out? Absolutely. What are some of the things you've measured? Absolutely. In us, we actually run an employee NPS survey twice a year. Could be I'll just rule from both five so that they get a bonus? No, no, no, no, no, that's how I get a bonus. Okay. And really, some of the fundamentals around the number of on-call out-of-hours work that was occurring, those real data that we can measure against before and after. And we've seen afterwards there's no longer a thing that is being managed quite worldwide in a much more efficient way. Don't share any secrets, but when things were not good, what was the magnitude of work was done kind of unscheduled which was causing this angst and how's that kind of adjusted? We would have engineers working multiple hours every night. Look, I'll be quite frank, we had people resign. We knew that's how far it got down and we knew right through something. Right, right. All right, good. Well, thank you for sharing this story and good luck, hopefully nobody else resigns and they keep a bunch of happy clients, no burnout and deliver that great customer experience. Absolutely, thank you very much. All right, thank you. He's Dan Lois Cameron, I'm Jeff. You're watching theCUBE, we're at Panger Doody Summit. Downtown San Francisco, thanks for watching. We'll see you next time. Yeah, you too. Bye.