Alteryx Inspire 2024 | Jeff Pehler | West Monroe

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Jeff Pehler

Managing Director

West Monroe

Transforming data into insights: West Monroe and Alteryx’s collaborative edge

When it comes to running a business, sharp and speedy data analytics is the secret to success.Leveraging strategic partnerships with data analytics platforms is transforming business operations. Advanced technology and comprehensive data solutions enable companies to make faster, more informed decisions, driving both immediate value and long-term growth. This approach highlights the critical role of integrating business and technology in today’s competitive, data-driven market, according to Jeff Pehler (pictured), partner of consumer and industrial products at West Monroe LLC.“When we think of the biggest opportunities, it is leveraging the data that [companies] have,” Pehler said

play_circle_outline Overview of West Monroe as a business and technology consulting firm

play_circle_outline The Crucial Role of Data and Technology in Business: West Monroe's Collaborations with Alteryx and Databricks

play_circle_outline Examples of how West Monroe has used Alteryx to solve client problems

play_circle_outline Importance of challenging the status quo and thinking differently

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Jeff Pehler | West Monroe

Jeff Pehler

Managing Director West Monroe

search

Rebecca Knight

>> Hello everyone, and welcome to day one. Actually, it's only one day of theCUBE's live coverage of Alteryx Inspire here at the Venetian in Las Vegas. I'm your host, Rebecca Knight. My cohost and analyst, Rob Strachay will be joining us. He's finishing up at a keynote right now. But I would like to welcome our first guest of the day. He is Jeff Peeler, managing director at West Monroe. Thank you so much for joining us from Minneapolis.

>> Yes, thank you for having me.

Rebecca Knight

>> So why don't you start by telling our viewers a little bit about West Monroe, what you do?

>> Yeah, so West Monroe is a business and technology consulting firm. We have about 2000 employees headquartered in Chicago. I have offices in London and Costa Rica, so a global presence. And when you think about our expertise, we have it across insurance, healthcare, private equity, and manufacturing, amongst others. I think we're uniquely positioned at the intersection of business and technology, which allows us to have an end-to-end partnership with our clients to deliver these end-to-end solutions. And you need that multidisciplinary and cross-functional approach, because let's be honest, technology and data is everywhere in business. And I think when you look at our clients, we serve all types of clients, but a lot of our clients are in the middle market. And we find that this breed of client is really focused on near-term value creation opportunity, while also in setting their aspirations on the north star transformation. And at West Monroe we are rooted in technology and our background came from technology. And so we're able to leverage that and deliver on both of those with our agile approach from diagnostic to delivery. And it spans across everything from sales enablement or even a cost optimization play.

Rebecca Knight

>> So I understand that you're announcing a new partnership with Alteryx. Would you tell our viewers a little bit more about that?

>> Yeah, so there's actually two partnerships we're very excited about, both Databricks and Alteryx, the ones that you just mentioned. And we were very selective in this partnership because we wanted to have solutions that could scale and deploy at our clients. And we wanted it because we have clients of all sizes of data, all analytical maturity, and they ask us all types of analytical questions. And so with Databricks' usage-based platform and Alteryx's no and low-code solution, it's exactly what we were looking for. And not only does it help our clients, we have hundreds of business analysts at West Monroe, and by arming them with Alteryx, it's turned them into what we call resident data scientists. And so they can take any size of data, any type of analytical use case, bring that to the client and service our clients in a better way. When I started consulting about 10 years ago, I was told, "Don't boil the ocean, Jeff." And now I'm pushing all of my teams to boil the ocean, because with Alteryx we can process gigabytes of data in a matter of seconds. And so if you aren't to boiling the ocean, you're doing it wrong. And with Databricks now we can have all of the data at the fingertips of both technical and non-technical users to be used in a multitude of use cases. And it's the right grain of data, it's trusted by the organization and it's ready to be used by anybody. And let me give you an example. If I were the VP of sales and I saw a decline of 10%, I would go to my team and one of two things would happen. They would give me an anecdotal story of, "Well, this client canceled their order. There was a region-specific event that happened." And I'd be left questioning, "Is that the truth? Is that the whole story?"

Rebecca Knight

>> Or is my team lazy?

>> Exactly. And how do I corroborate that? And then the other side is, well, I'd go to my team and then they would go to FP&A. FP&A would go to IT. IT would go to this poor data engineer who got this game of telephone and they would then give it to a business analyst on the sales side. And nine times out of 10 they'd have to re-pull the data because it was either wrong or there's additional data that was needed. And so now with these partnerships, and when we deploy it at clients, that same VP can go to a junior business analyst and ask that question, fire up Alteryx, pull the data and all the data attributes that are needed from Databricks, create a workflow, segment the data, summarize the data, hit run. And before that, VP leaves his or her desk, has an answer already in hand. And this Swiss army knife of capability has helped us, it's helped our clients, but it's also helped embed competitive advantages at our clients, because they can get insights faster, they can identify threats and be quicker to market. And so with these capabilities, at one moment, they could be doing an inventory allocation optimization problem for 40,000 SKUs and thousands of locations. And those same capabilities are then used to identify, "Where should I put my next new store?" With customer insights, historical performance assessments, competitive intelligence. We just learned about trade area demographics here. So all of those things can be used. And when we were looking at that, there's no other partnerships that are better than the combination of Databricks and Alteryx today.

Rebecca Knight

>> Earlier in our conversation, you were talking about your customers being focused on near-term value as well as the north star of greater productivity, greater profit. So what do you see as the biggest opportunities for your clients right now?

>> Yes. When we think of the biggest opportunities, it is leveraging the data that they have. And they're sitting on treasure troves of data and not using it. There's time and time again in my career where we hear clients say, "Well, we don't have the data or we don't have good data." And it leads to this circular level of inaction in a road blocker of, "Oh, we don't, don't have good data, we don't use the data. And because we don't use the data, there's no reason to fix it." And in my career, I've yet to find a client or a dataset that doesn't drive meaningful impact on the business when they use it. We worked recently with a sales organization, and that they knew they had lots of data, but it was a relationship-based sales approach. And so they took this approach of, "Well, you can use the data, but it's not going to tell you anything." And there was a new head of sales who wanted to prove this out, and so they engaged with West Monroe. And they had this belief that a sales rep could only carry a certain number of product lines and the sales reps had to be segmented by the category that they carry. You would carry the sports product line, I would carry the luxury product lines, et cetera.

Rebecca Knight

>> And just so I'm clear, this was really because someone invented this in their head. It wasn't based in any numbers or any empirical evidence?

>> Correct, yes. And we see this a lot though. Organizations that have just status quo, they don't really test to see what data we have or what could we do. And so typically it takes a new leader or an outside consulting firm to kind of help them think through the art of the possible. And in this situation, we were able to look at the data and disprove everything that they had believed. And their largest and best sales reps were ones that carried the broadest portfolio and the largest number of product lines. And as we mentioned, it's just people who haven't really challenged the status quo. And part of this was because of COVID, their customers wanted to have a different purchasing experience, and they just did business as usual. And so we were able to take this information and transform the way that they went to market. So we could say, "Sales reps, this is how many product lines you should carry. You can carry sport and luxury and dah-dah-dah-dah, and then go to your accounts and say, based off of this, this is how much you could sell. And these are the accounts that are under-penetrated, and there's an opportunity for you, Mr. or Mrs. Salesman, to make more commission." And by doing this, it's not just transforming the business, it's also arming the sales reps with more information. So with this data that they had, they could see the end customer who went into their store. And we could use that data to say, "Your store has this demographic of customers which looks identical to these other stores, and your store has a different planogram setup, or a portfolio mix. And so by optimizing it, you can then have your end customer come into your store, make a purchase, which converts more sales for you, Mr. Customer, and sales rep, you then sell more." And so it's a win-win-win across the board that just wasn't ever challenged or quoted. And so by doing this, we're able to empower individuals, and now with Alteryx, at record speeds.

Rebecca Knight

>> And what you're describing is really not just implementing new ways of using technology and data and analytics. It's really about a mindset shift and change management, because it is having someone willing to challenge the status quo and think differently.

>> Yes.

Rebecca Knight

>> Can you talk about the ways in which West Monroe has to tackle that mindset problem? Because I imagine describing the leader who said, "No, this is a relationship game. It's all about this." When in fact you could say, "Actually no, we've got some data that shows otherwise." That's tough to do.

>> Yes. And so usually what you try to find is what we call change champions to help you with that. The other thing that's very successful, and when I was early in my career, someone said this and it stuck with us. It's, "In God we trust, everyone else, bring data." And with that it's like, "Look, if we have data that is our foundational truth, and that's what we can then build off of." And so while most of our projects have a qualitative and quantitative approach, the quantitative and data will set you free. You just have to leverage it and use it.

Rebecca Knight

>> You just made a brilliant case study of how a sales organization could really change. But what do you think are some of the factors that really contribute to this kind of transformation?

>> I think there's multiple, but I think the biggest factor is knowing what you're trying to solve. And you have to then have a use case to go after. And so when we think about the use cases, it could be everything like I mentioned before about a sales enablement or a cost optimization. When we work with some clients, they may come to us and say, "Hey Jeff, our cost to serve is increasing." And they know the problem, they just don't know how to solve it. And in one situation, we're working with a distributor. And they know that their cost buckets have increased, and therefore the cost to serve has increased. But now what they're looking at is, "I don't know why, what the driver was. I don't know how to mitigate that trend, and I don't know what my should be costs after we go through this exercise." And so by aligning towards a use case, we were then able to get them to transform. But more importantly, within a matter of weeks, we could give them a fully costed model, segmented by location, channel, product, et cetera, and use that internal data to benchmark across themselves and externally and get hyper-specific on our recommendations. And by doing this, as an example, we could say, "The location in Seattle has an underutilized fleet. Our sales data and forecast data, both short-term and long-term plan, don't show an increase of sales, and so we think you can reduce that fleet. And by reducing three vehicles, you save on lease costs, maintenance, insurance, it saves a million dollars." And by doing that, you paint the picture that's a tangible value creation opportunity. And by doing also that level of fidelity, you can then create a laundry list of opportunities that you can draw a line in the sand to say, "We're going to tackle these initiatives. Jeff already just told us what we need to do. We need to go reduce the fleet here. We need to move this location over in Maine." All of these things, and it's a tangible and tactical thing to do. So that value creation opportunity that we just talked about is realistic, and now you can go run towards it. And so by having the use case and a tangible target, that's how we get the organizations to align and move forward.

Rebecca Knight

>> Right, because they understand that there is a plan in place and something that needs to be done, and everyone can be then aligned toward a singular goal. I want to go back to where we started this, about the partnership with Alteryx and also Databricks. When you are thinking about measuring the ROI of these partnerships, what are the factors that you're thinking up and what will determine whether or not these partnerships are indeed a success?

>> Yeah, I think the ROI by definition is a quantitative measure, but I think there's also the qualitative part of it. So there's the ROI that we have on this partnership of which clients can we go to market together with? But then there's also the ROI that is the customer satisfaction and what our customers see. And so while the partnership helps us, like I talked about before, we really look at this as, "What ROI do we drive to clients and what is that customer satisfaction?" And so we can measure our customers P&Ls or our clients' P&Ls. And if they have an ROI, what that means is they're happy and they engage West Monroe, and we are continuously engaged on these types of opportunity. And so while there's the customer satisfaction, it really comes back to which clients can we now have a new tool in our tool belt to go after, but also which ones are re-engaging us because we've been able to prove the opportunity and profit improvement from the work that we've done?

Rebecca Knight

>> So we are here at Alteryx Inspire, and I know you only just got here yesterday and we're early days into this conference. But I'm curious to hear about the conversations that you're having and what you're most excited about and how they also will translate to West Monroe's priorities this year and the years to come.

>> Yeah, I was sitting down for breakfast earlier and I met an individual, and I was surprised at the level of the penetration of analytics in some of these small companies. Now it's not a matter of, "Can we afford it?" You cannot afford to not afford it. And with that, it's like analytics is everywhere. And so now what I'm most excited to learn about is how do we then partner these analytical use cases to then drive it even faster? So we heard in the keynote speaker about some of the products coming out. How do we leverage AI and other advanced capabilities, rather than the days that I was talking about to get insights, how do we get that to hours? And how do we auto program stuff to tell you exactly what you need to know that reduces your cost to serve your customers, but also cost to get insights?

Rebecca Knight

>> And last question. I know you are a former triathlete, and your comment about how analytics are everywhere, data is everywhere. I'm sure you use your own data about your performance to get better and to coach yourself and to improve your time and endurance. Do you have any final reflections about how you use data personally and how you approach these analytical problems that you did in your personal life and your athletic quests and you do in your professional life too?

>> So I'm on Strava, and one of the things that I do is, in an Excel spreadsheet ... I know it's very rudimentary, but in Excel spreadsheet, I write down all of my times and my miles per hour for when I bike and when I have a bad day, I look at why. Why is it a bad day? Was it, there was a headwind in my face? Was it that I got three hours of sleep because of my kids? And by doing that, I can then pinpoint what I need to focus on. And that helps me in my life. And it's really because I learned it by doing this job. It's what are the things that are impacting your performance, and tackle that. Like I talked about, boiling the ocean. We want to boil the ocean to get the insights, but you need to tackle the thing that is impacting you the most. And so I've learned it from my job, and while my wife would say maybe I work too much, it's something that I've leveraged from my job to help me grow and be a better person and now a better athlete too.

Rebecca Knight

>> Excellent. Well, Jeff, thank you so much. It's been a pleasure having you on theCUBE.

>> Thank you. It's been great being here.

Rebecca Knight

>> I'm Rebecca Knight. Stay tuned for more of theCUBE's live coverage of Alteryx Inspire. We are coming up right after this. You're watching theCUBE, the leader in technology enterprise news and analysis.

Jeff Pehler | West Monroe

search

Rebecca Knight

>> Hello everyone, and welcome to day one. Actually, it's only one day of theCUBE's live coverage of Alteryx Inspire here at the Venetian in Las Vegas. I'm your host, Rebecca Knight. My cohost and analyst, Rob Strachay will be joining us. He's finishing up at a keynote right now. But I would like to welcome our first guest of the day. He is Jeff Peeler, managing director at West Monroe. Thank you so much for joining us from Minneapolis.

>> Yes, thank you for having me.

Rebecca Knight

>> So why don't you start by telling our viewers a little bit about West Monroe, what you do?

>> Yeah, so West Monroe is a business and technology consulting firm. We have about 2000 employees headquartered in Chicago. I have offices in London and Costa Rica, so a global presence. And when you think about our expertise, we have it across insurance, healthcare, private equity, and manufacturing, amongst others. I think we're uniquely positioned at the intersection of business and technology, which allows us to have an end-to-end partnership with our clients to deliver these end-to-end solutions. And you need that multidisciplinary and cross-functional approach, because let's be honest, technology and data is everywhere in business. And I think when you look at our clients, we serve all types of clients, but a lot of our clients are in the middle market. And we find that this breed of client is really focused on near-term value creation opportunity, while also in setting their aspirations on the north star transformation. And at West Monroe we are rooted in technology and our background came from technology. And so we're able to leverage that and deliver on both of those with our agile approach from diagnostic to delivery. And it spans across everything from sales enablement or even a cost optimization play.

Rebecca Knight

>> So I understand that you're announcing a new partnership with Alteryx. Would you tell our viewers a little bit more about that?

>> Yeah, so there's actually two partnerships we're very excited about, both Databricks and Alteryx, the ones that you just mentioned. And we were very selective in this partnership because we wanted to have solutions that could scale and deploy at our clients. And we wanted it because we have clients of all sizes of data, all analytical maturity, and they ask us all types of analytical questions. And so with Databricks' usage-based platform and Alteryx's no and low-code solution, it's exactly what we were looking for. And not only does it help our clients, we have hundreds of business analysts at West Monroe, and by arming them with Alteryx, it's turned them into what we call resident data scientists. And so they can take any size of data, any type of analytical use case, bring that to the client and service our clients in a better way. When I started consulting about 10 years ago, I was told, "Don't boil the ocean, Jeff." And now I'm pushing all of my teams to boil the ocean, because with Alteryx we can process gigabytes of data in a matter of seconds. And so if you aren't to boiling the ocean, you're doing it wrong. And with Databricks now we can have all of the data at the fingertips of both technical and non-technical users to be used in a multitude of use cases. And it's the right grain of data, it's trusted by the organization and it's ready to be used by anybody. And let me give you an example. If I were the VP of sales and I saw a decline of 10%, I would go to my team and one of two things would happen. They would give me an anecdotal story of, "Well, this client canceled their order. There was a region-specific event that happened." And I'd be left questioning, "Is that the truth? Is that the whole story?"

Rebecca Knight

>> Or is my team lazy?

>> Exactly. And how do I corroborate that? And then the other side is, well, I'd go to my team and then they would go to FP&A. FP&A would go to IT. IT would go to this poor data engineer who got this game of telephone and they would then give it to a business analyst on the sales side. And nine times out of 10 they'd have to re-pull the data because it was either wrong or there's additional data that was needed. And so now with these partnerships, and when we deploy it at clients, that same VP can go to a junior business analyst and ask that question, fire up Alteryx, pull the data and all the data attributes that are needed from Databricks, create a workflow, segment the data, summarize the data, hit run. And before that, VP leaves his or her desk, has an answer already in hand. And this Swiss army knife of capability has helped us, it's helped our clients, but it's also helped embed competitive advantages at our clients, because they can get insights faster, they can identify threats and be quicker to market. And so with these capabilities, at one moment, they could be doing an inventory allocation optimization problem for 40,000 SKUs and thousands of locations. And those same capabilities are then used to identify, "Where should I put my next new store?" With customer insights, historical performance assessments, competitive intelligence. We just learned about trade area demographics here. So all of those things can be used. And when we were looking at that, there's no other partnerships that are better than the combination of Databricks and Alteryx today.

Rebecca Knight

>> Earlier in our conversation, you were talking about your customers being focused on near-term value as well as the north star of greater productivity, greater profit. So what do you see as the biggest opportunities for your clients right now?

>> Yes. When we think of the biggest opportunities, it is leveraging the data that they have. And they're sitting on treasure troves of data and not using it. There's time and time again in my career where we hear clients say, "Well, we don't have the data or we don't have good data." And it leads to this circular level of inaction in a road blocker of, "Oh, we don't, don't have good data, we don't use the data. And because we don't use the data, there's no reason to fix it." And in my career, I've yet to find a client or a dataset that doesn't drive meaningful impact on the business when they use it. We worked recently with a sales organization, and that they knew they had lots of data, but it was a relationship-based sales approach. And so they took this approach of, "Well, you can use the data, but it's not going to tell you anything." And there was a new head of sales who wanted to prove this out, and so they engaged with West Monroe. And they had this belief that a sales rep could only carry a certain number of product lines and the sales reps had to be segmented by the category that they carry. You would carry the sports product line, I would carry the luxury product lines, et cetera.

Rebecca Knight

>> And just so I'm clear, this was really because someone invented this in their head. It wasn't based in any numbers or any empirical evidence?

>> Correct, yes. And we see this a lot though. Organizations that have just status quo, they don't really test to see what data we have or what could we do. And so typically it takes a new leader or an outside consulting firm to kind of help them think through the art of the possible. And in this situation, we were able to look at the data and disprove everything that they had believed. And their largest and best sales reps were ones that carried the broadest portfolio and the largest number of product lines. And as we mentioned, it's just people who haven't really challenged the status quo. And part of this was because of COVID, their customers wanted to have a different purchasing experience, and they just did business as usual. And so we were able to take this information and transform the way that they went to market. So we could say, "Sales reps, this is how many product lines you should carry. You can carry sport and luxury and dah-dah-dah-dah, and then go to your accounts and say, based off of this, this is how much you could sell. And these are the accounts that are under-penetrated, and there's an opportunity for you, Mr. or Mrs. Salesman, to make more commission." And by doing this, it's not just transforming the business, it's also arming the sales reps with more information. So with this data that they had, they could see the end customer who went into their store. And we could use that data to say, "Your store has this demographic of customers which looks identical to these other stores, and your store has a different planogram setup, or a portfolio mix. And so by optimizing it, you can then have your end customer come into your store, make a purchase, which converts more sales for you, Mr. Customer, and sales rep, you then sell more." And so it's a win-win-win across the board that just wasn't ever challenged or quoted. And so by doing this, we're able to empower individuals, and now with Alteryx, at record speeds.

Rebecca Knight

>> And what you're describing is really not just implementing new ways of using technology and data and analytics. It's really about a mindset shift and change management, because it is having someone willing to challenge the status quo and think differently.

>> Yes.

Rebecca Knight

>> Can you talk about the ways in which West Monroe has to tackle that mindset problem? Because I imagine describing the leader who said, "No, this is a relationship game. It's all about this." When in fact you could say, "Actually no, we've got some data that shows otherwise." That's tough to do.

>> Yes. And so usually what you try to find is what we call change champions to help you with that. The other thing that's very successful, and when I was early in my career, someone said this and it stuck with us. It's, "In God we trust, everyone else, bring data." And with that it's like, "Look, if we have data that is our foundational truth, and that's what we can then build off of." And so while most of our projects have a qualitative and quantitative approach, the quantitative and data will set you free. You just have to leverage it and use it.

Rebecca Knight

>> You just made a brilliant case study of how a sales organization could really change. But what do you think are some of the factors that really contribute to this kind of transformation?

>> I think there's multiple, but I think the biggest factor is knowing what you're trying to solve. And you have to then have a use case to go after. And so when we think about the use cases, it could be everything like I mentioned before about a sales enablement or a cost optimization. When we work with some clients, they may come to us and say, "Hey Jeff, our cost to serve is increasing." And they know the problem, they just don't know how to solve it. And in one situation, we're working with a distributor. And they know that their cost buckets have increased, and therefore the cost to serve has increased. But now what they're looking at is, "I don't know why, what the driver was. I don't know how to mitigate that trend, and I don't know what my should be costs after we go through this exercise." And so by aligning towards a use case, we were then able to get them to transform. But more importantly, within a matter of weeks, we could give them a fully costed model, segmented by location, channel, product, et cetera, and use that internal data to benchmark across themselves and externally and get hyper-specific on our recommendations. And by doing this, as an example, we could say, "The location in Seattle has an underutilized fleet. Our sales data and forecast data, both short-term and long-term plan, don't show an increase of sales, and so we think you can reduce that fleet. And by reducing three vehicles, you save on lease costs, maintenance, insurance, it saves a million dollars." And by doing that, you paint the picture that's a tangible value creation opportunity. And by doing also that level of fidelity, you can then create a laundry list of opportunities that you can draw a line in the sand to say, "We're going to tackle these initiatives. Jeff already just told us what we need to do. We need to go reduce the fleet here. We need to move this location over in Maine." All of these things, and it's a tangible and tactical thing to do. So that value creation opportunity that we just talked about is realistic, and now you can go run towards it. And so by having the use case and a tangible target, that's how we get the organizations to align and move forward.

Rebecca Knight

>> Right, because they understand that there is a plan in place and something that needs to be done, and everyone can be then aligned toward a singular goal. I want to go back to where we started this, about the partnership with Alteryx and also Databricks. When you are thinking about measuring the ROI of these partnerships, what are the factors that you're thinking up and what will determine whether or not these partnerships are indeed a success?

>> Yeah, I think the ROI by definition is a quantitative measure, but I think there's also the qualitative part of it. So there's the ROI that we have on this partnership of which clients can we go to market together with? But then there's also the ROI that is the customer satisfaction and what our customers see. And so while the partnership helps us, like I talked about before, we really look at this as, "What ROI do we drive to clients and what is that customer satisfaction?" And so we can measure our customers P&Ls or our clients' P&Ls. And if they have an ROI, what that means is they're happy and they engage West Monroe, and we are continuously engaged on these types of opportunity. And so while there's the customer satisfaction, it really comes back to which clients can we now have a new tool in our tool belt to go after, but also which ones are re-engaging us because we've been able to prove the opportunity and profit improvement from the work that we've done?

Rebecca Knight

>> So we are here at Alteryx Inspire, and I know you only just got here yesterday and we're early days into this conference. But I'm curious to hear about the conversations that you're having and what you're most excited about and how they also will translate to West Monroe's priorities this year and the years to come.

>> Yeah, I was sitting down for breakfast earlier and I met an individual, and I was surprised at the level of the penetration of analytics in some of these small companies. Now it's not a matter of, "Can we afford it?" You cannot afford to not afford it. And with that, it's like analytics is everywhere. And so now what I'm most excited to learn about is how do we then partner these analytical use cases to then drive it even faster? So we heard in the keynote speaker about some of the products coming out. How do we leverage AI and other advanced capabilities, rather than the days that I was talking about to get insights, how do we get that to hours? And how do we auto program stuff to tell you exactly what you need to know that reduces your cost to serve your customers, but also cost to get insights?

Rebecca Knight

>> And last question. I know you are a former triathlete, and your comment about how analytics are everywhere, data is everywhere. I'm sure you use your own data about your performance to get better and to coach yourself and to improve your time and endurance. Do you have any final reflections about how you use data personally and how you approach these analytical problems that you did in your personal life and your athletic quests and you do in your professional life too?

>> So I'm on Strava, and one of the things that I do is, in an Excel spreadsheet ... I know it's very rudimentary, but in Excel spreadsheet, I write down all of my times and my miles per hour for when I bike and when I have a bad day, I look at why. Why is it a bad day? Was it, there was a headwind in my face? Was it that I got three hours of sleep because of my kids? And by doing that, I can then pinpoint what I need to focus on. And that helps me in my life. And it's really because I learned it by doing this job. It's what are the things that are impacting your performance, and tackle that. Like I talked about, boiling the ocean. We want to boil the ocean to get the insights, but you need to tackle the thing that is impacting you the most. And so I've learned it from my job, and while my wife would say maybe I work too much, it's something that I've leveraged from my job to help me grow and be a better person and now a better athlete too.

Rebecca Knight

>> Excellent. Well, Jeff, thank you so much. It's been a pleasure having you on theCUBE.

>> Thank you. It's been great being here.

Rebecca Knight

>> I'm Rebecca Knight. Stay tuned for more of theCUBE's live coverage of Alteryx Inspire. We are coming up right after this. You're watching theCUBE, the leader in technology enterprise news and analysis.