WEBVTT NOTE This file was generated by Descript 00:00:00.050 --> 00:00:05.840 Sigal Zarmi: You see how companies are, switching direction really quickly 00:00:05.840 --> 00:00:08.389 if their strategy is not worked out. 00:00:09.870 --> 00:00:13.469 I, and I'm worried that transformation will be the same thing and with the 00:00:14.070 --> 00:00:20.970 economic, the macroeconomic, realities a lot of companies are going to retrench 00:00:20.970 --> 00:00:23.580 back and spend less on transformation. 00:00:24.420 --> 00:00:29.280 Or some of them would say, yeah, I'm, you know, what, what they should do is say, 00:00:29.280 --> 00:00:31.080 I'm gonna stick with the transformation. 00:00:31.140 --> 00:00:34.950 I'm gonna see what other priorities I have that I don't need to do. 00:00:35.050 --> 00:00:36.250 Mickey McManus: Brad, do you have more on that? 00:00:36.430 --> 00:00:36.700 Just, 00:00:36.700 --> 00:00:39.875 Bradley Strock: well, I, I would say, you know, just to emphasize the, I 00:00:39.875 --> 00:00:44.435 think we would call it the front to back or end to end, is, so important. 00:00:44.465 --> 00:00:46.025 I think Sigal's point about... 00:00:46.985 --> 00:00:50.645 you do have to break things up and figure out what you want to attack first. 00:00:50.645 --> 00:00:52.685 And are there things that can go in parallel? 00:00:52.685 --> 00:00:57.665 Are there, are there pieces where we could demonstrate that value early on 00:00:57.670 --> 00:01:03.215 so that you do provide some benefit and, and, justification for moving forward? 00:01:03.555 --> 00:01:08.975 I, I think the definition of how we think about the platform in business 00:01:08.980 --> 00:01:13.045 terms, there's the technical piece, but in business terms of being and 00:01:13.045 --> 00:01:16.915 setting that expectation for, we're gonna run the development of the 00:01:16.915 --> 00:01:22.165 platform using the same product paradigm that we do with our external customer 00:01:22.175 --> 00:01:27.185 products, but their customer for the platform team is those product teams. 00:01:27.190 --> 00:01:33.275 like that is an important paradigm shift, I think, and creating this expectation of 00:01:33.725 --> 00:01:37.105 when we build a new product, we shouldn't have to change the platform, or at least 00:01:37.105 --> 00:01:41.465 the platform should be ready for it, is a huge unlock to velocity of change. 00:01:41.470 --> 00:01:44.675 Sigal Zarmi: if you don't have the business mind or the senior leadership 00:01:44.675 --> 00:01:50.675 team starting with the CEO, drive for transformation, you can still do a lot 00:01:50.705 --> 00:01:56.585 within the four walls of the organizations that you're responsible for and maybe. 00:01:57.045 --> 00:02:02.015 Because sometimes all I hear is, our CEO is not bought in so let's not do anything. 00:02:02.015 --> 00:02:05.160 And then again, you just staying in place. 00:02:05.165 --> 00:02:08.760 You're not moving forward and you're becoming antiquated. 00:02:10.140 --> 00:02:12.920 Mickey McManus: Well, and I feel like, my experience in the working 00:02:12.920 --> 00:02:17.420 with corporate strategy at Autodesk, so 37, 38 year old software company, 00:02:17.425 --> 00:02:19.010 200 different software products. 00:02:19.010 --> 00:02:24.340 But they always sold big boxes and those big boxes, 10, 20, $30,000 a seat. 00:02:24.340 --> 00:02:27.715 And then some companies, if they're building buildings or if they're 00:02:27.715 --> 00:02:30.385 building vehicles they have to have a number of those boxes. 00:02:30.745 --> 00:02:35.605 But that would be kind of a sell it once it's a big capital cost and then, 00:02:35.655 --> 00:02:38.745 okay, we'll go back and visit it later because it was this kind of static thing. 00:02:39.165 --> 00:02:42.405 And when they had to go through that transition to effectively the 00:02:42.405 --> 00:02:46.995 cloud and to software as a service, what they realized was out of 200 00:02:46.995 --> 00:02:50.535 products, they had 200 different ways of rendering things in the world. 00:02:50.805 --> 00:02:53.115 They had 200 different ways of storing files. 00:02:53.115 --> 00:02:57.885 They had 200 different ways of assigning materials and properties to things. 00:02:57.885 --> 00:03:01.200 So they realized that if they could actually say, wait, lets have a 00:03:01.200 --> 00:03:04.350 large object renderer, and let's have one team that's just their 00:03:04.350 --> 00:03:07.890 api, their, their platform is just, we're gonna render anything. 00:03:07.920 --> 00:03:10.290 We're gonna take any material in, we're gonna use it. 00:03:10.290 --> 00:03:13.950 It'll be used in Hollywood for the new Avatar movie, but it'll be used 00:03:13.950 --> 00:03:19.965 for rendering, vehicles or whole factories or systems, okay, wait. 00:03:19.965 --> 00:03:22.815 Now we can actually take all these separate people keeping all these separate 00:03:22.815 --> 00:03:26.325 things going in projects and actually get 'em all together into a team that 00:03:26.330 --> 00:03:30.505 just focuses on excellence at rendering or excellence at materiality and then 00:03:30.505 --> 00:03:34.085 they had to think, as Brad said, they had to think of who are their customers? 00:03:34.085 --> 00:03:37.815 So they had to actually go, listen, how do I make the best API, the 00:03:37.815 --> 00:03:39.365 Application Programming Interface? 00:03:39.365 --> 00:03:41.945 How do I build the things so that you have more flexibility? 00:03:41.945 --> 00:03:45.055 And it changed dramatically what happened, and they made that transition 00:03:45.055 --> 00:03:48.995 and their market cap, you know, went from something like 15 billion dollar 00:03:48.995 --> 00:03:52.045 market cap to 50 billion dollar market cap, over the course of that 00:03:52.045 --> 00:03:53.905 transition, they had to stick with it. 00:03:54.295 --> 00:03:56.965 And I think that this is part of that point that I think Brad, you 00:03:56.965 --> 00:04:00.085 made and also Sigal you made, is that when you're, when you're going to, 00:04:00.085 --> 00:04:04.735 hell keep going, you know, you've gotta have the confidence to do that.