Boomi World 2024 | Dan McAllister | Boomi & Prashant Gaonkar | Cognizant

theCUBE.net

Clips
News
More from Boomi World 2024

Dan McAllister

SVP Global Alliances & Channels

Boomi

Prashant Gaonkar

SVP, Integration & Process Organization

Cognizant

Integration and automation: Boomi and Cognizant address business needs in fast-paced tech landscape

Companies are experiencing a lot of dissonance in the struggle to integrate new technologies into business models. By partnering with Cognizant Technology Solutions Corp., Boomi LP aims to bring its integration and automation platform services to companies trying to keep up.Prashant Gaonkar of Cognizant, discusses how the company’s collaboration with Boomi is benefitting customers with theCUBE’s John Furrier.“We’ve seen economic change, we’ve seen technology change, just never at the pace that we’re seeing them together now,” said Dan McAllister (pictured right), senior vice president of global alliances and channels at Boomi

play_circle_outline Unveiling the Relationship Between Cognizant and Boomi: A Look into Cognitive Dissonance, Partner Ecosystems, Application Sprawl, and Healthcare Customer Engagement

play_circle_outline Enabling Connectivity: Exploring the Role of APIs and API Management for Agile and Automated Organizations

play_circle_outline Unveiling Successful Partnerships and the Vital Link Between Customer Understanding and Delivering Satisfaction

play_circle_outline Bridging Business and Technology: Cognizant's Role in Accelerating Innovation and Delivering Customer Outcomes

play_circle_outline The Significance of Building Strong Relationships: Measuring Quantifiable Results for Congratulations on the Developing Ecosystem and Market Momentum

Info

Dan McAllister | Boomi & Prashant Gaonkar | Cognizant

Dan McAllister

SVP Global Alliances & Channels Boomi

Prashant Gaonkar

SVP, Integration & Process Organization Cognizant

search

>> Welcome back, everyone, to theCUBE's live coverage, day three. We're winding down Boomi World. We're getting all the action here, all the big conversations are happening. I'm John Furrier, your host of theCUBE. We have two great guests here. Dan's back from Boomi, good to see you. Thanks for coming back.

Dan Robinson

>> Thank you, appreciate it. Yeah.

>> Yeah. Prashant from Cognizant-

Prashanth Shenoy

>> Thank you....

>> the partnership. One of the big stories guys, first of all, thanks for coming on, is the partner ecosystem. I've seen the movie before, certainly in the cloud 1.0 wave when Amazon emerged as the cloud, ecosystem was critical to their growth because they had a great product. They had compute, storage, queueing, all nice little building blocks, they called them. And then the rest is history and we now see what's happened. Similar movie going on right now here at Boomi World, where you got a lot of partner opportunities. There's huge white spaces of opportunity, there's tons of customer and demand, a lot of going on. How's the relationship going? Explain the relationship between Cognizant and Boomi and what are the opportunities you're working?

Dan Robinson

>> Sure. Do you mind if I jump in first?

Prashanth Shenoy

>> Please go ahead.

Dan Robinson

>> Yeah, sure. So listen, with across the marketplace and where we're at in Boomi is we see massive opportunity to not only help our customers with application sprawl that has developed over the past several years based on all of the incremental demands put on them by the market, the customers, their employees, et cetera. And Boomi has been very, very busy trying to help organizations integrate and automate all of those solutions across their enterprise. Very hard to do. Certainly, we can't do it ourselves and we have invested our time in creating a horizontal platform for customers to be able to take advantage of. Where we clearly fall short of that is bespoke knowledge of the line of business expertise, the business process know-how and the vertical expertise and of course, the global reach that we need to ultimately reach all of those customers and help their dreams come true. And that's where we've partnered with an amazing organization, Cognizant, for the past several years, has been one of our top partners, top partner in EMEA and other locations across the world several times over. And they have helped us take this to the next level and add so much more value to what we can bring to the market. So I'd love to have Prashant comment on that as well. Hopefully similarly excited about the partnership.

Prashanth Shenoy

>> Yeah, thank you. Very excited. Awesome event so far. One of the things that I see between Boomi and Cognizant is kind of getting the best of two different worlds to the customers. You mentioned about way one that the movie is repeating again, and our team this year was cognitive dissonance. Let me explain what that means in the context of enterprises. They have to leverage their people process, technology access, to maximize their outputs. But more often than not, they find themselves in so-called dissonance. The dissonance, why it happens, it happens because decisions at different points in time and then different people taking care of different stops, then organizational alignment, various technologies. Now it's not anybody who is doing a mistake, it's just that things are out of tune, out of sync. Now question is why that is out of sync, for example is localization versus centralization, fragmentation. Then we talk about cloud versus on-prem. Then we talk about accessibility versus data security. All of this bring varying conflicts within the organization to create that dissonance. Now, Boomi and Cognizant together understand those dissonances which cut across not just the processes, not the data, but the people and bring that all together and give them an ecosystem where they can operate seamlessly.

>> I mean, Dan, this is a great point. The cognitive dissonance component is interesting because look at, we're in a whole new systems mindset with cloud. If you look at, I mean look at what you guys are doing. This is distributed computing. We know what it is. It's just changing so fast. And the question is, I mean I can see, if I'm a customer, did I make the right choice? Who developed that code? What's the software supply chain?

Dan Robinson

>> That's right.

>> What's the data? Who's got? "Whoa, don't bring the AI in here. I don't want any hallucinations."

Dan Robinson

>> That's right.

>> The fear, uncertainty and doubt that's out there is massive, yet the opportunity is too big to ignore.

Dan Robinson

>> I completely agree. I think what's amazing is we've seen all of these things before. As you said, we've seen this movie before. We've seen political change, we've seen economic change, we've seen technology change, just never at the pace that we're seeing them together now. Even workforce movement from the massive push to cloud because we're all remote workers. Well wait, now we want everyone back in the office again and how does that impact our lives? So all of these different experiences that we've had, we've seen over the last three decades, maybe the first three decades in my career, but in this last three years, we've seen all of that at once. And so the pace is just quickening and quickening and quickening and we have to help organizations react to that and be agile. And so what adds even a little bit more pressure to that is the consequences of not keeping up are greater than they ever have been before. So if you're not prepared for what's coming-

>> could be quantified too, by the way. The consequences of not keeping up, you can actually measure that now. Losing market share.

Dan Robinson

>> That's right.

>> Lost sales.

Dan Robinson

>> That's right.

>> Lost employee, tension. I mean a lot of metrics now that point to this and say, "Whoa, whoa, whoa, whoa, if we don't get in on this wave and if we miss it too early, you're driftwood."

Dan Robinson

>> That's right.

>> If you miss the wave, you miss the wave.

Dan Robinson

>> That's right.

>> So you've got to time it perfectly. So I can see this dissonance being an issue.

Prashanth Shenoy

>> Yes. And if you see what Dan said, there is a short-term pressure to perform and then the long-term requirement to have a sustainable growth. How do you then put a fabric in place to have both? And then there is individuality versus the automation element. You can ask a certain business unit to go and do something because they need autonomy and agility, but at the same time, they have to operate in an automation context so that they all talk in sync.

>> Yeah, that's why I like the API announcement you guys announced, Boomi announced the two M&A deals, API management, which you guys had some of that. You shored that up and brought in some real talent, certainly and some good technology. I know the Mashery guys from day one, they good tech. I don't think they got the market share they could have gotten had they been funded or nurtured differently. Not to put a dis on Intel or the PE companies, but they have good tech.

Prashanth Shenoy

>> One of the things we're seeing now, customers, they are coming to partners like Boomi and Cognizant. I'll give, right now in the last 24 hours, three examples where they said, "Hey, am I doing this right? Boomi is coming up with this great platform, what they call as Boomi enterprise platform. There are so many features that we thought we want to have. Now they're offering, how do I start? How do I build the foundation and what do I need to take care in terms of guardrails and guidelines?" And that's where the conversation is going, from that API to point-to-point connection, to a much broader business enablement.

>> And so you're saying that you're having conversations with Boomi, they're bringing something to the table that you don't have to build. That was the key message of the CEO. You can focus on your deal.

Prashanth Shenoy

>> Yes.

>> Which is your business.

Dan Robinson

>> That's right.

Prashanth Shenoy

>> And then work with Boomi to transform and the partnership work both ways in feeding back what we see from industries that he mentioned back to Boomi.

Dan Robinson

>> Yeah.

>> Dan, I want to ask you a question because Steve teased this out and I asked him when he was here in the queue, about an hour ago, he kind of answered the question, but I think he could have answered a little bit deeper. Maybe he didn't want to reveal it, but on stage, he's talking a lot of code words, low-code, LangChain. I heard that. I'm like, whoa, that's a dog whistle to me. I'm like, okay, I know LangChain, that's rag, that's all that stuff going over. That's built into the platform. That's a feature, not a company. Okay, no offense to those guys at Lang chain. He also mentioned orchestrating agents and CRMs. You mentioned line-up business. Okay, so you know where I'm going with this?

Dan Robinson

>> Sure.

>> Okay, IT modernization, iPads, whatever you want to call that, standard category APIs. It's called the internet. It's called enterprise architecture. Now you have that line of business, that's a different animal. That's different go-to-market, different customer, different technology.

Dan Robinson

>> That's right.

>> Is this where the partnership flowers for you guys where you guys handle a lot of that line of business? Because if that agent garden kicks in, that's going to be an ecosystem eating frenzy for customers to just click, click, click.

Dan Robinson

>> So if I could jump in on, I think there's a reason why Steve was maybe not so deep on it because each one of those is probably a very deep discussion. But to go back to what Prashant was offering about this cognitive dissonance, it's really about the customer's journey. And so you don't take a legacy architecture or a non-modernized architecture or unintegrated architecture. And by the way, we find most organizations have roughly a thousand applications, cloud applications only. Not even the on-prem stuff. We've heard Steve talk about this. Only about 30% of those are integrated. So it is going to be a journey to get them to homeostasis of where all of that is to be ready for AI and then add all of the new things that you just talked about, APIs and API management, let alone they'll still have multiple different tools out there. And so there's a few unique things that Prashant and Cognizant are amazing at. One is they understand the customer's need, they understand the outcome they want to do, but they understand the journey and when to make those switches without disrupting the business and how to help them do that in a harmonious way. So that's why we partner with companies like Cognizant because they can help customers through that journey to get to where they want to go in a reasonable amount of time without flipping the light switch. Because it's impossible to do that. You cannot do things overnight, and things change as you go. And so they help them with this migration path.

>> I mean it's interesting you bring that up and I'd like to get some examples, but I would just make a comment first and maybe you can weigh in on the reaction, integrations, I won't say is easy. You can integrate stuff, then you integrate critical workloads and then you integrate at scale. Okay, those are hard things. So I can see where you're going with that. The question I have is can you give an example of how you guys are working together? A use case customer example that illustrates your point around integrating good big workloads and that scale is hard. And by the way, you create new value, not just create the existing value.

Prashanth Shenoy

>> Yeah. So you are right. When you look at, let me take an example of a healthcare customer. You are a member, I'm member, he's member. What's the pain you feel? Because all the way from your premium, the open enrollment till any care after the post-operative care or anything, there is so much of member engagement that happens. And as you said in a healthcare system, it's more than 2000 systems that need to feed to that member experience. And there is data, that's a longitudinal data. There is information, there is radiology, image readings. So much of data has to come in to give you, as a member, a better experience.

Dan Robinson

>> Yeah.

Prashanth Shenoy

>> Now to do that, you have to go through different sets of data. There are SaaS platforms, there are on-prem systems, there are at least two, three clouds. And then now to top it all, there are various outside stakeholders have come into play. Now, Boomi and Cognizant, we are working with the healthcare provider to give that seamless experience at any stage in your journey with that partner. Healthcare because of the exchanges and other things, the biggest thing is member retention. How do you do that? As a consumer, I feel it adds to a brand. Can you bring the brand familiarity, brand connection through this platform?

Dan Robinson

>> That's right.

Prashanth Shenoy

>> So that's one. And second is Boomi provides all this ecosystem. 80% of the customers don't know how to leverage it across different things, right? There's APR, there's MDM, there is this agent garden you spoke about. Things can be seamless if you bring that all together, with it all together. And it requires, to your point, it's complex, the buyer personas are different.

>> And you need teamwork, right? Silos kill. We all know silos are the death of innovation.

Dan Robinson

>> Yeah, a hundred percent.

>> But so you start getting into a team sport, okay, this is where I see agents playing a big role because they can do... They use the word minions on stage. They can do a lot of the work that causes usually personality crisis. "Prashant, Where's that invoice?" "No, it's your fault." So we had one customer actually saying they automated the process. Wait, everyone's happier.

Dan Robinson

>> That's right.

Prashanth Shenoy

>> So you mentioned silos kill, but let me expand on that a little bit.

>> Sure. Please do.

Prashanth Shenoy

>> Maybe Boomi have found a solution to it because the decentralization allows agility and autonomy in an organization to quickly spin out businesses, quickly respond to the changing events in the market, quickly respond to the customers. Now with that platform, you don't need to worry about, oh, where is that legacy system? You get the information already. You don't have three month cycle. Boomi is helping that. I wouldn't use the word silos. You could literally have an autonomous group working on a great idea with the platform enablement.

>> I mean this is classic decouple and be highly cohesive.

Prashanth Shenoy

>> Exactly.

>> That's the operating principle of all good software design is to have these systems work together.

Prashanth Shenoy

>> Yeah, you defragment through seamless integration.

>> That's right. It's a feature, not a bug. That's why I think the API sprawl messaging, I told Steve this and the team, it's a feature. You want more sprawl. More APIs means more connections and more growth. But sprawl is out of control.

Dan Robinson

>> But think about it from the user perspective. So the silo, the sprawl, all of these things together and the data integration, we get very complex in how we think about it. I always think about it from the end user perspective. I just recently moved and I had to transfer my services from one location to the other, be that my utilities, my gas, my electric, and I had various different experiences throughout. One great experiences was, "Hey, I'm moving down the road. It's only a few miles away. Can you end my service here, end there?" Talked to one person, they did it and it worked in the app as well as they did on the phone, seamless. Some of the other services, not so good. I had to call one person. They disconnected me, they transferred me to somebody else. I had to re-explain my entire situation all over again and re-initiate that process. And what that tells me is the data's not connected, right? One system is not here, one system is not there. We have to have a human in between those interactions, re-enter my passwords, re-authenticate who I am, et cetera. Maybe even go down to see them, which I had to do for one utility, which was far. Why couldn't I just do it in the -

>> Send the facts. That's the worst....

Dan Robinson

>> or web, et cetera. But that exists. That exists on the market and we need the reach, we need the breadth. That's why we need to make it happen because customers will leave you if they have a bad experience. It's never been easier to do that before as an end user.

>> That's what you mentioned, MDM. I think you guys use the word trusted data management. That's a key word, is trust. Because you don't want to have bad data, but on the hallucination side, on AI, and you got to get the governance right to be horizontally scaled, which you're basically are saying that Boomi's doing and be vertically specialized with the data in the app, you got to have different data diversity aspects of it. You got to be frictionless. That means the governance got built in before it flies. It's like a plane. It's the checklist.

Dan Robinson

>> Yeah.

Prashanth Shenoy

>> And one other thing with that acquisition, APIIDA, right?

Dan Robinson

>> APIIDA and Mashery. Yeah.

Prashanth Shenoy

>> So Boomi has solved one other bigger problem, which is customers want choices. They would always have more than one platform. They would always have probably sprawls. How do you still allow them to exploit that advantage? The single pane helps customers to have that flexibility and leverage. And that's what we've been working with Boomi to bring that to the customers. And there already just that need in the customer landscape. Now with Mashery, that's on the API side, API management. So if you see the white spaces have been filled, now it's ready to go.

>> And that's a great advantage because you have reliability and confidence in the enterprise when APIs are managing essentially all the connective tissue that's going to be flowing through it. I mean 85% of all internet traffic is API-based, right?

Dan Robinson

>> That's right.

>> That can be understated if you factor in the enterprise. So huge.

Dan Robinson

>> Every one of those, by the way, every API that's out there and exposed to the world is a potential for a breach. And that risk of failure is actually magnified the more we go. And so again, that's why we need somebody who can have oversight at all that help customers along that journey manage it through a single pane of glass and reduce the risk for our clients to ultimately get where they want to go.

>> Well, Dan, you must have a very busy job, the alliance and the ecosystems, probably just now you can feel the thundering stampede coming your way. I'm sure it's going to be a lot of growth. You guys are a great example working together. We saw some other partners. Stripe was on here with you guys, just love the relationship decoupled, but the synergies between them is classic optimization theory. So thoughts on where this goes next for you guys? Do more customer gigs?

Dan Robinson

>> Yeah, do you mind if I jump in first, because I think there'll be a good lead-in for where you'll take it. I think first of all, as part of my role, I manage our systems integrator partnerships as well as many of our technology partnerships and even those that embed Boomi within their own products to take to market. So Stripe falls in one, we have Cognizant and others. And what's amazing about this job is I really get to have a full spectrum of what the customer ultimately sees. And we can do that at a certain level to make our products work together, but the business know-how, to actually bring that to life for our customers, Cognizant is actually in an equally challenging role, where they have to make sense of all the things that we're doing and bring that to life. Because often, we get a lot of recommendations on who we should be working with based on what Cognizant tells us that the customers need to achieve. So I'd love you to maybe give an example of that.

>> It's a team sport.

Prashanth Shenoy

>> Thank you.

Dan Robinson

>> Absolutely.

Prashanth Shenoy

>> It's a team sport and Cognizant has always been at the intersection of business and technology, helping customers to think about business first and then what's the best way to execute on it. And that's where Boomi comes in. Now, the next thing is what you asked, what is next for you, is to take that to the next level. Especially with so much going on, the speed of innovation, we have to keep up to that pace with the customers, with the GenAI, which is another big gorilla in the environment. We're working closely with Boomi to make that impact to the customers. The cycle time that customers usually had, which is three to nine months, is getting much shorter. They want outcomes, they want to see, they want to feel it. So that's where we're taking the relationship. That's why we're on the ground side, we're working closely, any customers, ideating, before we go in front of the customers.

>> Yeah. Prashant, you nailed it. Acceleration needs trusted advisors, people that can build the bridge to the future with and then cross it. That is a special relationship now more than ever. Because again, the consequences, you actually can point to things now and quantify it.

Dan Robinson

>> That's right. Yeah. And that's exactly why we lean on Cognizant because they have that ear of the customer. They're not just coming in as a technology hammer to come in and solve some problem that we see. It's actually listening, understanding, understanding the scope, the timeline, et cetera. To ultimately get to that cognitive dissonance of a harmony, the band playing together.

>> Congratulations on a great developing ecosystem you guys got.

Dan Robinson

>> Thank you.

>> Obviously, the evidence is clear, there's momentum.

Dan Robinson

>> Very exciting.

>> Based on the market we're in now and from a tech business model standpoint, looking all good, all green light. Congratulations.

Dan Robinson

>> Appreciate that.

Prashanth Shenoy

>> Thank you.

>> on the theCUBE. Thanks for coming on.

Prashanth Shenoy

>> Thank you.

Dan Robinson

>> Awesome. Thanks for the time. I appreciate it.

>> Okay, we'll be right back with more CUBE coverage. I'm John Furrier, your host. Stay with us. We'll be back up. We're wrapping up day three, coming to a close soon, but we'll be right back after this short break.

Dan McAllister | Boomi & Prashant Gaonkar | Cognizant

search

>> Welcome back, everyone, to theCUBE's live coverage, day three. We're winding down Boomi World. We're getting all the action here, all the big conversations are happening. I'm John Furrier, your host of theCUBE. We have two great guests here. Dan's back from Boomi, good to see you. Thanks for coming back.

Dan Robinson

>> Thank you, appreciate it. Yeah.

>> Yeah. Prashant from Cognizant-

Prashanth Shenoy

>> Thank you....

>> the partnership. One of the big stories guys, first of all, thanks for coming on, is the partner ecosystem. I've seen the movie before, certainly in the cloud 1.0 wave when Amazon emerged as the cloud, ecosystem was critical to their growth because they had a great product. They had compute, storage, queueing, all nice little building blocks, they called them. And then the rest is history and we now see what's happened. Similar movie going on right now here at Boomi World, where you got a lot of partner opportunities. There's huge white spaces of opportunity, there's tons of customer and demand, a lot of going on. How's the relationship going? Explain the relationship between Cognizant and Boomi and what are the opportunities you're working?

Dan Robinson

>> Sure. Do you mind if I jump in first?

Prashanth Shenoy

>> Please go ahead.

Dan Robinson

>> Yeah, sure. So listen, with across the marketplace and where we're at in Boomi is we see massive opportunity to not only help our customers with application sprawl that has developed over the past several years based on all of the incremental demands put on them by the market, the customers, their employees, et cetera. And Boomi has been very, very busy trying to help organizations integrate and automate all of those solutions across their enterprise. Very hard to do. Certainly, we can't do it ourselves and we have invested our time in creating a horizontal platform for customers to be able to take advantage of. Where we clearly fall short of that is bespoke knowledge of the line of business expertise, the business process know-how and the vertical expertise and of course, the global reach that we need to ultimately reach all of those customers and help their dreams come true. And that's where we've partnered with an amazing organization, Cognizant, for the past several years, has been one of our top partners, top partner in EMEA and other locations across the world several times over. And they have helped us take this to the next level and add so much more value to what we can bring to the market. So I'd love to have Prashant comment on that as well. Hopefully similarly excited about the partnership.

Prashanth Shenoy

>> Yeah, thank you. Very excited. Awesome event so far. One of the things that I see between Boomi and Cognizant is kind of getting the best of two different worlds to the customers. You mentioned about way one that the movie is repeating again, and our team this year was cognitive dissonance. Let me explain what that means in the context of enterprises. They have to leverage their people process, technology access, to maximize their outputs. But more often than not, they find themselves in so-called dissonance. The dissonance, why it happens, it happens because decisions at different points in time and then different people taking care of different stops, then organizational alignment, various technologies. Now it's not anybody who is doing a mistake, it's just that things are out of tune, out of sync. Now question is why that is out of sync, for example is localization versus centralization, fragmentation. Then we talk about cloud versus on-prem. Then we talk about accessibility versus data security. All of this bring varying conflicts within the organization to create that dissonance. Now, Boomi and Cognizant together understand those dissonances which cut across not just the processes, not the data, but the people and bring that all together and give them an ecosystem where they can operate seamlessly.

>> I mean, Dan, this is a great point. The cognitive dissonance component is interesting because look at, we're in a whole new systems mindset with cloud. If you look at, I mean look at what you guys are doing. This is distributed computing. We know what it is. It's just changing so fast. And the question is, I mean I can see, if I'm a customer, did I make the right choice? Who developed that code? What's the software supply chain?

Dan Robinson

>> That's right.

>> What's the data? Who's got? "Whoa, don't bring the AI in here. I don't want any hallucinations."

Dan Robinson

>> That's right.

>> The fear, uncertainty and doubt that's out there is massive, yet the opportunity is too big to ignore.

Dan Robinson

>> I completely agree. I think what's amazing is we've seen all of these things before. As you said, we've seen this movie before. We've seen political change, we've seen economic change, we've seen technology change, just never at the pace that we're seeing them together now. Even workforce movement from the massive push to cloud because we're all remote workers. Well wait, now we want everyone back in the office again and how does that impact our lives? So all of these different experiences that we've had, we've seen over the last three decades, maybe the first three decades in my career, but in this last three years, we've seen all of that at once. And so the pace is just quickening and quickening and quickening and we have to help organizations react to that and be agile. And so what adds even a little bit more pressure to that is the consequences of not keeping up are greater than they ever have been before. So if you're not prepared for what's coming-

>> could be quantified too, by the way. The consequences of not keeping up, you can actually measure that now. Losing market share.

Dan Robinson

>> That's right.

>> Lost sales.

Dan Robinson

>> That's right.

>> Lost employee, tension. I mean a lot of metrics now that point to this and say, "Whoa, whoa, whoa, whoa, if we don't get in on this wave and if we miss it too early, you're driftwood."

Dan Robinson

>> That's right.

>> If you miss the wave, you miss the wave.

Dan Robinson

>> That's right.

>> So you've got to time it perfectly. So I can see this dissonance being an issue.

Prashanth Shenoy

>> Yes. And if you see what Dan said, there is a short-term pressure to perform and then the long-term requirement to have a sustainable growth. How do you then put a fabric in place to have both? And then there is individuality versus the automation element. You can ask a certain business unit to go and do something because they need autonomy and agility, but at the same time, they have to operate in an automation context so that they all talk in sync.

>> Yeah, that's why I like the API announcement you guys announced, Boomi announced the two M&A deals, API management, which you guys had some of that. You shored that up and brought in some real talent, certainly and some good technology. I know the Mashery guys from day one, they good tech. I don't think they got the market share they could have gotten had they been funded or nurtured differently. Not to put a dis on Intel or the PE companies, but they have good tech.

Prashanth Shenoy

>> One of the things we're seeing now, customers, they are coming to partners like Boomi and Cognizant. I'll give, right now in the last 24 hours, three examples where they said, "Hey, am I doing this right? Boomi is coming up with this great platform, what they call as Boomi enterprise platform. There are so many features that we thought we want to have. Now they're offering, how do I start? How do I build the foundation and what do I need to take care in terms of guardrails and guidelines?" And that's where the conversation is going, from that API to point-to-point connection, to a much broader business enablement.

>> And so you're saying that you're having conversations with Boomi, they're bringing something to the table that you don't have to build. That was the key message of the CEO. You can focus on your deal.

Prashanth Shenoy

>> Yes.

>> Which is your business.

Dan Robinson

>> That's right.

Prashanth Shenoy

>> And then work with Boomi to transform and the partnership work both ways in feeding back what we see from industries that he mentioned back to Boomi.

Dan Robinson

>> Yeah.

>> Dan, I want to ask you a question because Steve teased this out and I asked him when he was here in the queue, about an hour ago, he kind of answered the question, but I think he could have answered a little bit deeper. Maybe he didn't want to reveal it, but on stage, he's talking a lot of code words, low-code, LangChain. I heard that. I'm like, whoa, that's a dog whistle to me. I'm like, okay, I know LangChain, that's rag, that's all that stuff going over. That's built into the platform. That's a feature, not a company. Okay, no offense to those guys at Lang chain. He also mentioned orchestrating agents and CRMs. You mentioned line-up business. Okay, so you know where I'm going with this?

Dan Robinson

>> Sure.

>> Okay, IT modernization, iPads, whatever you want to call that, standard category APIs. It's called the internet. It's called enterprise architecture. Now you have that line of business, that's a different animal. That's different go-to-market, different customer, different technology.

Dan Robinson

>> That's right.

>> Is this where the partnership flowers for you guys where you guys handle a lot of that line of business? Because if that agent garden kicks in, that's going to be an ecosystem eating frenzy for customers to just click, click, click.

Dan Robinson

>> So if I could jump in on, I think there's a reason why Steve was maybe not so deep on it because each one of those is probably a very deep discussion. But to go back to what Prashant was offering about this cognitive dissonance, it's really about the customer's journey. And so you don't take a legacy architecture or a non-modernized architecture or unintegrated architecture. And by the way, we find most organizations have roughly a thousand applications, cloud applications only. Not even the on-prem stuff. We've heard Steve talk about this. Only about 30% of those are integrated. So it is going to be a journey to get them to homeostasis of where all of that is to be ready for AI and then add all of the new things that you just talked about, APIs and API management, let alone they'll still have multiple different tools out there. And so there's a few unique things that Prashant and Cognizant are amazing at. One is they understand the customer's need, they understand the outcome they want to do, but they understand the journey and when to make those switches without disrupting the business and how to help them do that in a harmonious way. So that's why we partner with companies like Cognizant because they can help customers through that journey to get to where they want to go in a reasonable amount of time without flipping the light switch. Because it's impossible to do that. You cannot do things overnight, and things change as you go. And so they help them with this migration path.

>> I mean it's interesting you bring that up and I'd like to get some examples, but I would just make a comment first and maybe you can weigh in on the reaction, integrations, I won't say is easy. You can integrate stuff, then you integrate critical workloads and then you integrate at scale. Okay, those are hard things. So I can see where you're going with that. The question I have is can you give an example of how you guys are working together? A use case customer example that illustrates your point around integrating good big workloads and that scale is hard. And by the way, you create new value, not just create the existing value.

Prashanth Shenoy

>> Yeah. So you are right. When you look at, let me take an example of a healthcare customer. You are a member, I'm member, he's member. What's the pain you feel? Because all the way from your premium, the open enrollment till any care after the post-operative care or anything, there is so much of member engagement that happens. And as you said in a healthcare system, it's more than 2000 systems that need to feed to that member experience. And there is data, that's a longitudinal data. There is information, there is radiology, image readings. So much of data has to come in to give you, as a member, a better experience.

Dan Robinson

>> Yeah.

Prashanth Shenoy

>> Now to do that, you have to go through different sets of data. There are SaaS platforms, there are on-prem systems, there are at least two, three clouds. And then now to top it all, there are various outside stakeholders have come into play. Now, Boomi and Cognizant, we are working with the healthcare provider to give that seamless experience at any stage in your journey with that partner. Healthcare because of the exchanges and other things, the biggest thing is member retention. How do you do that? As a consumer, I feel it adds to a brand. Can you bring the brand familiarity, brand connection through this platform?

Dan Robinson

>> That's right.

Prashanth Shenoy

>> So that's one. And second is Boomi provides all this ecosystem. 80% of the customers don't know how to leverage it across different things, right? There's APR, there's MDM, there is this agent garden you spoke about. Things can be seamless if you bring that all together, with it all together. And it requires, to your point, it's complex, the buyer personas are different.

>> And you need teamwork, right? Silos kill. We all know silos are the death of innovation.

Dan Robinson

>> Yeah, a hundred percent.

>> But so you start getting into a team sport, okay, this is where I see agents playing a big role because they can do... They use the word minions on stage. They can do a lot of the work that causes usually personality crisis. "Prashant, Where's that invoice?" "No, it's your fault." So we had one customer actually saying they automated the process. Wait, everyone's happier.

Dan Robinson

>> That's right.

Prashanth Shenoy

>> So you mentioned silos kill, but let me expand on that a little bit.

>> Sure. Please do.

Prashanth Shenoy

>> Maybe Boomi have found a solution to it because the decentralization allows agility and autonomy in an organization to quickly spin out businesses, quickly respond to the changing events in the market, quickly respond to the customers. Now with that platform, you don't need to worry about, oh, where is that legacy system? You get the information already. You don't have three month cycle. Boomi is helping that. I wouldn't use the word silos. You could literally have an autonomous group working on a great idea with the platform enablement.

>> I mean this is classic decouple and be highly cohesive.

Prashanth Shenoy

>> Exactly.

>> That's the operating principle of all good software design is to have these systems work together.

Prashanth Shenoy

>> Yeah, you defragment through seamless integration.

>> That's right. It's a feature, not a bug. That's why I think the API sprawl messaging, I told Steve this and the team, it's a feature. You want more sprawl. More APIs means more connections and more growth. But sprawl is out of control.

Dan Robinson

>> But think about it from the user perspective. So the silo, the sprawl, all of these things together and the data integration, we get very complex in how we think about it. I always think about it from the end user perspective. I just recently moved and I had to transfer my services from one location to the other, be that my utilities, my gas, my electric, and I had various different experiences throughout. One great experiences was, "Hey, I'm moving down the road. It's only a few miles away. Can you end my service here, end there?" Talked to one person, they did it and it worked in the app as well as they did on the phone, seamless. Some of the other services, not so good. I had to call one person. They disconnected me, they transferred me to somebody else. I had to re-explain my entire situation all over again and re-initiate that process. And what that tells me is the data's not connected, right? One system is not here, one system is not there. We have to have a human in between those interactions, re-enter my passwords, re-authenticate who I am, et cetera. Maybe even go down to see them, which I had to do for one utility, which was far. Why couldn't I just do it in the -

>> Send the facts. That's the worst....

Dan Robinson

>> or web, et cetera. But that exists. That exists on the market and we need the reach, we need the breadth. That's why we need to make it happen because customers will leave you if they have a bad experience. It's never been easier to do that before as an end user.

>> That's what you mentioned, MDM. I think you guys use the word trusted data management. That's a key word, is trust. Because you don't want to have bad data, but on the hallucination side, on AI, and you got to get the governance right to be horizontally scaled, which you're basically are saying that Boomi's doing and be vertically specialized with the data in the app, you got to have different data diversity aspects of it. You got to be frictionless. That means the governance got built in before it flies. It's like a plane. It's the checklist.

Dan Robinson

>> Yeah.

Prashanth Shenoy

>> And one other thing with that acquisition, APIIDA, right?

Dan Robinson

>> APIIDA and Mashery. Yeah.

Prashanth Shenoy

>> So Boomi has solved one other bigger problem, which is customers want choices. They would always have more than one platform. They would always have probably sprawls. How do you still allow them to exploit that advantage? The single pane helps customers to have that flexibility and leverage. And that's what we've been working with Boomi to bring that to the customers. And there already just that need in the customer landscape. Now with Mashery, that's on the API side, API management. So if you see the white spaces have been filled, now it's ready to go.

>> And that's a great advantage because you have reliability and confidence in the enterprise when APIs are managing essentially all the connective tissue that's going to be flowing through it. I mean 85% of all internet traffic is API-based, right?

Dan Robinson

>> That's right.

>> That can be understated if you factor in the enterprise. So huge.

Dan Robinson

>> Every one of those, by the way, every API that's out there and exposed to the world is a potential for a breach. And that risk of failure is actually magnified the more we go. And so again, that's why we need somebody who can have oversight at all that help customers along that journey manage it through a single pane of glass and reduce the risk for our clients to ultimately get where they want to go.

>> Well, Dan, you must have a very busy job, the alliance and the ecosystems, probably just now you can feel the thundering stampede coming your way. I'm sure it's going to be a lot of growth. You guys are a great example working together. We saw some other partners. Stripe was on here with you guys, just love the relationship decoupled, but the synergies between them is classic optimization theory. So thoughts on where this goes next for you guys? Do more customer gigs?

Dan Robinson

>> Yeah, do you mind if I jump in first, because I think there'll be a good lead-in for where you'll take it. I think first of all, as part of my role, I manage our systems integrator partnerships as well as many of our technology partnerships and even those that embed Boomi within their own products to take to market. So Stripe falls in one, we have Cognizant and others. And what's amazing about this job is I really get to have a full spectrum of what the customer ultimately sees. And we can do that at a certain level to make our products work together, but the business know-how, to actually bring that to life for our customers, Cognizant is actually in an equally challenging role, where they have to make sense of all the things that we're doing and bring that to life. Because often, we get a lot of recommendations on who we should be working with based on what Cognizant tells us that the customers need to achieve. So I'd love you to maybe give an example of that.

>> It's a team sport.

Prashanth Shenoy

>> Thank you.

Dan Robinson

>> Absolutely.

Prashanth Shenoy

>> It's a team sport and Cognizant has always been at the intersection of business and technology, helping customers to think about business first and then what's the best way to execute on it. And that's where Boomi comes in. Now, the next thing is what you asked, what is next for you, is to take that to the next level. Especially with so much going on, the speed of innovation, we have to keep up to that pace with the customers, with the GenAI, which is another big gorilla in the environment. We're working closely with Boomi to make that impact to the customers. The cycle time that customers usually had, which is three to nine months, is getting much shorter. They want outcomes, they want to see, they want to feel it. So that's where we're taking the relationship. That's why we're on the ground side, we're working closely, any customers, ideating, before we go in front of the customers.

>> Yeah. Prashant, you nailed it. Acceleration needs trusted advisors, people that can build the bridge to the future with and then cross it. That is a special relationship now more than ever. Because again, the consequences, you actually can point to things now and quantify it.

Dan Robinson

>> That's right. Yeah. And that's exactly why we lean on Cognizant because they have that ear of the customer. They're not just coming in as a technology hammer to come in and solve some problem that we see. It's actually listening, understanding, understanding the scope, the timeline, et cetera. To ultimately get to that cognitive dissonance of a harmony, the band playing together.

>> Congratulations on a great developing ecosystem you guys got.

Dan Robinson

>> Thank you.

>> Obviously, the evidence is clear, there's momentum.

Dan Robinson

>> Very exciting.

>> Based on the market we're in now and from a tech business model standpoint, looking all good, all green light. Congratulations.

Dan Robinson

>> Appreciate that.

Prashanth Shenoy

>> Thank you.

>> on the theCUBE. Thanks for coming on.

Prashanth Shenoy

>> Thank you.

Dan Robinson

>> Awesome. Thanks for the time. I appreciate it.

>> Okay, we'll be right back with more CUBE coverage. I'm John Furrier, your host. Stay with us. We'll be back up. We're wrapping up day three, coming to a close soon, but we'll be right back after this short break.