ServiceNow, Inc. (NOW) Earnings Call Transcript & Summary

Hi, everyone. Thank you for joining us today, to hear about our webinar on how we optimize technology spend and mitigate risk. I'm sure every organization in this macroeconomic environment is trying to reduce their cost, optimize their spend and while mitigating their risk. But what is really hard is what to optimize and how to deliver on those decisions. And today, I am joined by my colleagues. But before I start, I want to introduce myself. My name is Newsha Sharif, Senior Solution Marketing Manager at ServiceNow, and I'll hand it off to my colleagues to introduce themselves. Adam?

Very good. My name is Adam Smith-Cairns, and I'm a senior product and solution Marketing Manager here at ServiceNow. I've been here for 3.5 years, and I've been in the industry at close to 20 years so.

Debbra?

Thanks, Newsha. Hi, I'm Debbra McGrath, Principal Product Marketing Engineer with ServiceNow. I've been here 6 years -- and actually, this is my second time around, if you add them all up, it's 10 years, and I've been in the industry over 20 years as well.

Fantastic. And I get to work with these 2 fantastic people. So before we start, I wanted to talk about what we're going to cover today. We're going to talk about 2 main themes that are trying to achieve the same goal. We're talking about enterprise asset management team and enterprise architect teams. And actually, I'll be very curious. Actually, all of us are going to be very curious to know if -- if you guys from these teams, if in your organization, if you are reporting to the same executive, so feel free to put it in chat if in your organization, enterprise asset management team and enterprise architect management teams are reporting to the same executive. And if yes, please write down the name of the executive, CIO, CTO, it's a game actually between Adam and I, we are trying to see who is going to win, which organization is reporting mostly to CIOs. Thank you so much for that. And then we'll talk about the successes of these 2 teams, what are they good at, what tools they're using, that's helping them achieve their goals. And what are the challenges actually to make sure that they are optimizing cost and mitigating risk. And then we'll provide a solution that ServiceNow has to help these 2 teams and will help you have a maturity model in terms of journey from the beginning how you can achieve that. And we'll have Debbra show us this great solution as a demo and then we'll wrap things up with a live Q&A. So please put your questions in the box and we'll take it from there. Thank you. And of course, before we start talking about anything I want to show the safe harbor notice that you may see some forward-looking statements. So please do not make your decisions on things that you're hearing here, make sure you check with your account representative. So as I mentioned, organizations are trying to reduce cost, optimize their cost and while mitigating risk, and it's not an easy task actually especially both teams, both enterprise asset management teams and enterprise architect teams, they are trying to overcome that challenge, but it's hard. It's hard, of course. And analysts are seeing the same trend that cost optimization is a top priority for them, consolidating tools and making sure that they are responding to the -- navigating these economic challenges is top priority for them and keep talking about cost, cost optimization, but risk management goes hand in hand. Both of them are very important if you are just focusing on reducing cost if the security vulnerability happens or you are not in compliant with a specific software, it's going to cause more damage to your organization. Now I hand it off to Adam.

All right. We want to start with the positives. I like to start with positives anyway. And we want to see where your teams are accelerating it. What are some of the skills, what are some of the capabilities you're able to accomplish and so with this poll question, we want you to pick your top 3, and we understand that we have a mixed audience. So from the asset side, you have things like asset life cycle, compliance and security, end user service and others. And then from the enterprise architect, those latter ones are strategic planning, architectural frameworks, what are the things that you feel like you're doing well? And we'll give you just a second to finish that up, scan through that. And so a Newsha, I'm just curious, like we were saying, we like to play a little bit of a game here. But -- on the enterprise architect side, what are you thinking is going to be the top one?

Well, I would say, strategic planning and technical risk management.

Okay. And I'm thinking asset life cycles and let's see, maybe the inventory management. No audit-ready software license. That's what I'm thinking. All right. We're ready. We're going to count this down 3, 2, 1. Let's go to the results and see what we've got. Okay, from the asset side, it's kind of even across the board. Oh, I missed on the audit-ready software. Okay. And on the enterprise architect side, we have -- you know the strategic plan, you nailed it, I think, you scored there, okay. Let's go just for a second and talk about this. When we have these 2 different teams, they have some things that they're doing very well. And we believe that there's always room to work on these other areas as we saw. And -- but -- and Newsha talked about who do they report up to. And sometimes the way that they interact depends on the organization themselves. And so what we've seen when teams really work well together is that the success factors are these, that they have visibility between the 2 teams, they're able to collaborate very well either through the same tools or through just meetings and other things, and they have that cadence and behavior in their culture. And then they have the alignment between their goals and things that they're doing and then the automation between their processes. And so those are some of the things. Now we have what else here. If you want, you can put in the chat, what are some other things? Have you seen other things that bring greater success to the collaboration and work between these 2 teams. So if you want to put those in the chat, we'll be looking at those as well. So, very good. Let's jump to the next poll. And now let's go on the other side of things. Let's look at the 3 challenges. And to be fair, we put the enterprise architect side up on the top this time. So things like pace of change, lack of visibility, mitigating risk, misalignment of technologies, technical debt, those type of things. And then you've got on the asset side, things like cost reduction and control, budgeting, operational inefficiencies, things like that. So Newsha, what's your pick? What do you think? Hopefully, we will not take any of the results so.

Yes. I would say technical debt, for sure, as a challenge and misaligned technology. I'm not sure, but might be lack of visibility still is a problem, but -- yes, what about you, what do you think?

I'm going to put all my chips on cost reduction and control.

Yes. All...

Yes. Anyway -- so all right. Let's count that down 3, 2, 1, and let's see where we land. Okay. So you said lack of visibility, man, your'e holding pretty good there and technical debt. Those are 2 big ones. A, I put all my chips in on cost reduction, it was operational inefficiencies. Oh, software audits reclamation. I should have got that from the last agenda, anyway -- or the last poll. So there are obviously some challenges out there that we're working on. Let's go to this one. And there is a reason why there's that divide between these 2 teams. But there's obviously some common challenges too. I just want to mention the technology asset management challenges, those we took from the top ones that came from the EMA survey that we did this last fall. So that's why I think I put all my chips on cost reduction. So it's fun to have a different audience and see a little bit different shift in that. But we would also ask what else? These common challenges, visibility inefficiencies, collaboration, alignment, increased risk, they all kind of align and between the 2 teams. And if you're on one side or the other, you can see that makes sense. So again, in the chat, if you want to populate some -- are there some other challenges you think that both teams have. So with that, I'll pass it back to you to kind of sum it up there, Newsha.

Great. So I glanced at the chat, and I saw some of the attendees, they mentioned CIO or CTO, and we -- actually Adam and I we're in a customer panel couple of months ago, talking about the same solution. And we're asking customers, so if you are -- both of you are reporting to the same executives, what happens if you guys collaborate if you guys work together, what happens to the CIO of the company would be -- would this collaboration be make them achieve their goals. And one of the customers, they said, "Well, you can go on vacation." He's going to be very happy that we are collaborating, and we are achieving all the numbers that he wants to take to the Board. With that, what we observed in terms of challenges that Adam talked about, we boiled them down to 3 main buckets. And the challenges we see between these 2 teams is the problem with, of course, siloed data. They are not having the same visibility on which we mentioned on the same data whether it's on our business applications, software and hardware. So they cannot make complete decisions. They don't have the visibility. They don't have the means to create a -- I would say, complete data to make decisions on optimizing their costs. The other challenge that we see is poor alignment of technology that are available to strategy. So such strategy of the company could be a specific -- could have goals, but these technologies that they are delivering are not aligned to the goals of the company. And lastly, once they have the decision made of optimizing costs, it's hard to deliver on those because there is a ton of initiatives and tasks that, let's say, asset management team, they have to deliver on, but there is no way of prioritizing them, and there is no road map to deliver on them. So a CIO or a CTO, they don't have -- they don't know in like 3 years, 4 years, are they going to achieve them or not. And to give you an example of how important this collaboration would result in better decision-making is, let's say you have 2 business applications. Let's say, we're topline asset management team. They have enterprise architects team. They have 2 business applications, and they want to retire. And the both of them are not aligned to the strategy, they want to retire the commission. And they don't have the information on the software side, software asset management side of -- they've already been renewed. So some of the software has been already renewed. And one of them is ending for the next 3 years. So if one of them has already been renewed for the next 3 years and the other one is going out in like 5 months, let's focus on decommissioning that one, but Enterprise architects might not have that visibility. So it's very important for these 2 teams to have visibility on what is going on and collaborate to make a better decision. With that, ServiceNow, the fact that we have in our platform and we can bring these 2 teams to look at the same data to make decisions based on complete visibility, we're able to optimize the technology spend while mitigating risk. So they can leverage their investments they already have on in our platform and be able to achieve their goals.

Very good. Just one thing that we want to throw out there is that we have thousands of customers on the different products that we're talking about that go towards these teams that you're on. And one of the things in working with product advisory councils and working with customers who've always warmed my heart when I heard customers talk about us as a partner. And so we want to make sure that when we're talking about taking you through this journey that you have a good partner. And we believe that we're a very strong partner in that regard. We have extremely high renewal rates on our products. We also have a program called Impact, where we not only help you with your customer support, but we help map out what that maturity model looks like based on what you've got. And we also like to attribute all of our success to our customers, for sure. And we see that in the marketplace, when I look at the stock, I'm just -- it's awesome to see the reaction that we have in the marketplace, not just in the industry and among analysts, but especially among our customers. And so we want to make sure that when we take you on this journey that you have a partner to do that. And with that, we'll jump into the journey of, first of all, what is our approach to helping you mature through this process? And the first stage is really consolidated to make sure that you have everything on that single platform, have the technology you can plan and manage all of the assets and the business applications and things like that. And then there's the automate stage where we're looking and focusing on automating and aligning the teams and driving that collaboration between the teams and throughout the tech life cycle because both teams look at that technology life cycle and address the different aspects of it. And then we have the optimize. And so at that stage, we're looking at what kind of things can we tweak? How can we do things at scale? And we really want to make sure that along this journey, you're getting success. Now when I first saw this, I thought, okay, my problem with this framework is optimize. I don't want to have to wait 3 spaces to be able to optimize. The idea here is you get all of these things in each stage. It's just that that's the focus. So in the first stage, it's about consolidating and getting everything in one place, the data in order and then being able to go from that stage. And then they automate, you're going to have some optimization in there as well. Automation does that and then further optimization. So make sure when we're going through this a little bit that you understand that these things apply to each stage, but we have specific focuses on that. And with that, Newsha, pick it up from there.

Perfect. Adam, this is a fantastic journey that we can take customers on to achieve all of those cost optimization and reducing risk that we talked about. And it's all is due to having the Now Platform. It's you're leveraging the Now Platform, one data model that can bring these 2 teams together and be able to achieve those. And what I'm going to do next is Adam and I were going to double-click on each of these stages, and we unfold some of the information and how we are doing that. So in the consolidated stage, we talk about getting one inventory of all business applications, software and hardware. So you have one place, one platform to look at all of the things that you have, both teams are looking at them and they can make a decision. So when you have that, you have a comprehensive asset -- technology asset information, you'll be able to make decisions better. Second, what we can do is you can establish technology reference model that you want and then you can enforce that standard throughout. So -- and make sure that you quickly identify any technical debt that you have. And this reference that you can -- technology reference model that you set up, you can identify if there are any nonstandard noncompliant software and hardware that are out there in your organization, you can identify them very quickly because you have visibility throughout. And then once you have this consolidated inventory and you already set up your technology reference model and you have -- you eliminated all those redundancies and you've eliminated your technical debt and identified any noncompliant technology assets. Now what you can do is you can look at your strategy of the company in terms of technology, what are the needs? And then you can, as an enterprise architecture, you can plan for what you need in terms of technology and make sure that your technology portfolio supports your organizational strategy. And then you want -- now you can spend on what matters, what your organization needs. So this way, you can reduce your cost and mitigate risk. Adam?

Very good. As we move into that automate stage, we're focusing on aligning those teams and driving that collaboration throughout the tech life cycle. Part of that is being able to rationalize not only the technology portfolio, where we're looking at risks when you remove a certain application, what kind of ripple effects are those. But we're also looking at software overlap. So when we look at what kind of software is out there and what kind of capabilities it has, we can look at both of those things, either from the asset management side or from the enterprise architect side. And also, some of the workflows cross department automations are there. So when we're talking about onboarding, we can talk about onboarding assets that go into that technology reference model, whether they're coming in from the asset side or coming in from the enterprise architect side, but it can also mean onboarding assets, for instance, for a new employee. And so there's like zero touch provisioning that comes as part of that process and then understanding how many people are using what software, how many people are using hardware and then the business applications that use both of those things. And so being able to have that visibility, we talked about that as part of some of the pluses and minuses of our jobs. But then also that proactively surface things like the asset security and policies and controls that are in place, so for instance, if there's vulnerability assessments that are going on, how can we determine where that vulnerability is and who has that and be able to isolate that and remediate that vulnerability. And so it becomes something that goes into that risk side of things and helps in the risk side. Now one thing I want to point out about these different phases we're going through, we're pointing out 3 different things, key things, but these are all built on business value assessment formulas. So we can actually prove some of the ROI that you're going to get from this. Now these are only 3 that we put up here, but there's 6 to 9 more that you have with each one of these. So if you're trying to build a business case around this, it would probably be a good idea to talk to us and we can collaborate and find out, which ones are really the ones most particular to you. For instance, in this one, in just automate, there's increased team efficiency. So there's a formula for that, determining that. There's insured project development on budget and there's optimized IT hardware inventory. So if you're dealing on the hardware side of things. So just know that these are things we're just touching on, and you'll see some of them in the demo, but there's more to it than what we're able to show so. Now on the optimize. When we move into the optimize stage, this really is about optimizing the spend. And we're looking at things not only as the software and the licensing in the hardware and the inventories and managing all of those things, but we're also looking at cloud resource spend, so things like cloud cost management and being able to manage things like reserved instances and things like that. So we want to make sure that we can optimize every aspect of the asset management now and the enterprise architecture and the things that are with the business applications. Now this dashboard here that's shown -- there's another one that we showed earlier that was the executive asset management dashboard and your executives are able to see all of their assets, including the cloud, including software, including hardware, as part of that view and you can drill and then use it as well so. And then reduce risk, we kind of mentioned that a little bit, understanding where there's noncompliance with the technology based on that technology reference model, but also being able to maintain an audit-ready governance around your licenses. And I know in this group, we just saw it in the polls that being at software, the audit ready is still a challenge. And so these are some of the things that are important. So I'll pass it back to you, Newsha. Actually, let's go to our demo. She will let you take the last one. Let's go to our demo. So Debbra, if you want to jump.

I'm on board now. Thank you. And you mentioned the polls again. And I was playing silently along with our audience while you and Newsha were doing that. And one of the things I -- for the record, to my thoughts were that strategic planning was probably pretty important for this audience as well as the visibility. But quite honestly, all of those different items you pointed out. And so we're going to see a little of that as we go through the demo today. So what we have, here we have a demo. And in this presentation, I'm going to tell you the story of how a team across a global organization uses the ServiceNow platform to optimize their technology spend and mitigate risks and ensure continued governance along the way. And the key thing about this, when I show you the story, it's embedded with some demo vignettes. There's a variety of capabilities that we had to tell the story. If I were going to take you through the whole story, it would probably take me a lot longer than I have. I've got about 10 minutes. So we're going to see this story and you'll see these capabilities as we go through this story. So to begin the story ACME Corporation is the story we're going to tell and it's a global organization that has offices all around the world in New York, London, Canada and other locations and they're in the middle of their ServiceNow journey. They have a 2-year goal to optimize technology spend by 10% by the end of this fiscal year 2024. And so far, they've achieved 8% reduction and they've got 2% more to go. So we're going to see how ACME uses the ServiceNow platform to accomplish this so far as well as how they'll continue to use it for ongoing success. So we begin with Claire, who's their CIO, and Claire and her executive team need visibility into progress against ACME's business goals. She has to ensure continuous alignment of investments and IT resources with business strategy as well as prioritize work and make data-driven decisions about demand. And the VP of IT Asset of Enterprise Architecture, excuse me, Ethan has to manage technology life cycle risk while ensuring that ACME has adequate usage of all their technology. And Ethan collaborates with Anna, the VP of IT Asset Management to optimize terms of licensing renewals. Anna also has responsibility to maintain optimal technology spend by managing overlapping applications and cloud migration opportunities. And throughout this story, they have to maintain governance of everything they're doing. And as Steve Jobs knew, great things are accomplished by great teams, and they can achieve even greater outcomes even faster and better when they're enabled with a great platform. So let's see how this team is going to do that. At their headquarters in New York, the office of the CIO and ACME's executive leadership team is laser focused on the goals, investments and demands that will help them achieve their top business priorities for this year. The CIO. Claire and her entire executive team have the insights they need to track ACME's top company goals in a single portfolio that they call ACME Corporation. This includes a dashboard with at-a-glance details about total progress and status of top-level primary goals and related subgoals and targets. And Claire is pleased to see that 2 of their primary goals: one, to optimize technology spend and another to mitigate technology risk are both on track overall, as indicated by green status bars. But viewing the expanded hierarchy shows 3 out of 4 subgoals are also on track. However, the subgoals to reduce overlapping usage of assets, it's only at 45% progress and it has a status of yellow. So clear things. This one needs attention. So she drills into the goal for additional information on any related items like demands, targets, subgoals or other planning items that may be impacting their progress. And in this case, there's a scrum epic, a project and 3 demands. One, to invest in ServiceNow PPM, one to retire legacy PPM and another to migrate their on-premise HP PPM to the cloud. And all these items are related to overlapping project portfolio management applications. And she thinks maybe there's an opportunity for her team to better optimize cost here. So these insights help Claire and her team make that -- those decisions. And planning prioritization enables them to manage work for optimal outcomes. Here they can easily view and collaborate on strategic alignment of all their IT initiatives to ensure that they're continually working on the right things to achieve their business goals. This requires insight into costs, prioritization methodologies like MoSCoW, and resource alignment in order to balance cost optimization with alignment of technical resources to their strategic initiatives, prioritizing any type of work automatically as it to their ACME Corporation portfolio roadmap, which helps communicate clear technology plans and prioritized initiatives that are aligned with their business goals. And on the road map, Claire's team can monitor work across the time line, grouped by primary goal and subgroup and colored by planning item type. They have visibility to the status and progress of their work, which includes the 3 demands related to the PBM applications that they hope will help them reduce their overlapping assets and optimize their technology spend. Meanwhile, in Acme's London office, the VP of Enterprise Architecture, Ethan, is developing robust risk-resilient architectural frameworks overseeing governance processes and advocating for cost-effective technology solutions that provide value to the business, all in support of Acme's business goals. As catalysts for innovation, Ethan uses ServiceNow to help optimize Acme's technology landscape, ensuring adaptability, efficiency and significant contribution to overall company's success. As Acme's IT landscape has become increasingly complex, though, he's relied on application rationalization to align applications with critical business needs, help reduce their IT costs as well as mitigate technology risks. Application rationalization helps inform which applications his team should sustain, invest in, migrate or retire. And then indeed, he sees the 3 demands the executive team just viewed, the one to retire legacy PPM, the one to migrate the on-premise HP PPM to the cloud and the other one to invest in ServiceNow PPM application. So throughout this technology life cycle, Ethan must also provide oversight to identify emerging technologies, driving innovation for competitiveness and security and manage technology risks, including technical debt, noncompliant applications, technology currency or versioning and upcoming end of support and end-of-life dates, and as an example of this, because the legacy PPM application end of life is past due, the demand to retire it was created to remove it from use and mitigate the risk of using outdated technology. And similarly, Ethan' team recognized that the on-premise HP PPM application with an end of support date in June is a possible candidate for cloud migration, and they created the demand for that application, too. So Ethan wants to understand usage and licensing of these PPM applications to inform these efforts, and he discusses all of this with his counterpart on the asset management team. And along with cloud migration, the asset management team, which is primarily working out of Acme's Canadian offices is also focused on technology cost optimization and ongoing governance. And from Toronto, Anna, the VP of Asset Management collaborates with Ethan on the license renewals for the PPM applications in question. And the timing couldn't be any better because Anna and her team have been working on consolidating contracts for project portfolio management applications. Looking at the renewals calendar, she sees both HP PPM and workfront applications are coming up for renewal. To research the application usage information, enterprise architect team is looking for Anna moves to overlapping usage and views the detailed usage of project management applications. The workspace has organized the application categories under the application feature usage tab. And using the project management category, she sees -- she wants to determine if there's an opportunity to cut costs by retiring one of the PPM applications. And while comparing the usage, she immediately noticed that work front has the least usage activity yet they're paying significantly for the subscription. So the data allows her to create a demand for the team to discontinue the workfront application after the contract ends. Anna and her team are also responsible for monitoring the progress of technology investment goals. And as a result, their team software success goals, which are also aligned to the overall ACME company goals, they can monitor progress against goals and deliver value more rapidly through close collaboration with the enterprise architect team. So then fast forward in time, Anna meets virtually with Claire, Ethan and others on the executive leadership team to view their progress against ACME corporation goals. They're all on the ServiceNow platform. So they all have access to the same data. Everyone on an executive team also has access to strategic planning workspace. And they discussed how the team's collaborative efforts to reduce overlapping usage of assets, is undeniably help them optimize their technology spend and avoid some potential risks. And while they're all very happy about this, they observed that the goal to mitigate technology risk, has now changed to yellow and it needs attention. But they're confident that they have the right team on the right platform to course-correct as necessary to achieve this goal, too. And that's the story of how the team at Acme Corporation uses the ServiceNow platform to plan and manage their assets and technical resources and align teams and investments to drive collaboration throughout the technology life cycle, all while reducing cost and risk at scale to maximize their investments. And you go buy a great platform, this team achieves great outcomes faster, better and continuously. I did something bad there. I was just going to say all on a ServiceNow platform.

Thank you so much, Debbra.

I like the fact that you can set the goals and at a higher level and then see those goals at the administrative level.

Yes. I mean it's an interesting thing that at the beginning, I said CIOs and CTOs that are managing these 2 teams they have visibility the whole time on what their teams are achieving towards their progress, towards their goal, each team has their goals aligned to what their executive would want and then they can road map it, they can visually see it how much progress they are making along the way. So -- and also, they can prioritize what is important to align to those goals and track them and show it to their executives.

So a fair insight and planning lease to success. And as Ben Franklin said, which I've said many times before, but I believe if you build a plan, you're planning to fail so there you go.

Very good. Well, this particular customer of ours Constellation spoke at our Knowledge event last year, and they had plans. And so they were looking at things like how can we make sure that we have our on-time retirement of their applications. And at the time, they had about 80%, as you note, in that quote down at the bottom, but they achieved 100%. So that's pretty significant. And that was one thing that they really touted when they were presenting is, hey, this was a big goal of ours, and we were able to achieve it. And in a particular quarter, they were able to save $216,000 just in a quarter that they were measuring and tracking that. So from a customer standpoint, there are reasons why they combine the application portfolio management and software asset management in this case, and it could be with hardware asset management or other things. So very important to combine those too. Now from a standpoint of you could just let things roll and could just let things be the status quo. But according to Gartner, these data points come from Gartner that if you do so, you'll suffer a little bit more cost in the software and cloud spend and that translates into a lot of money, millions of dollars, often for larger companies -- enterprise companies. You'll have more risk. So when you lose assets, laptops, you can't track them, you have devices like that, that lead to security breaches. There's increased risk if you just stay still and then there's teams can't keep pace with change. And so noticed that this was 80% of CTOs operating without business outcome-focused technology, which is kind of what we're describing here, have a hard time responding to the disruption in their environment. And so that is one area, but here are some data points coming back from these first 2 from the consolidate being able to increase the app utilization and that comes from that constellation customer, they're 100% compliance with end-of-life assets, also of consultation. And then we have another large customer who they measured $30 million that they saved based on optimizing their software and minimizing the security vulnerabilities that they had because they combined software asset management with their vulnerability assessment as part of the Now platform, and so there are some pretty important numbers that we can put to this about what kind of savings, what kind of improvements, what kind of enhancements you can achieve?

Fantastic Adam. So I hope by now you've gathered a lot of information on the value of having these 2 teams working together and the value of the Now platform. And we provided a 3-step plan to help you in achieving your goals. The first one is we'll sit down with you and we understand what are your tech initiatives? What are the risk issues that you're dealing with? And what are your goals? So we talked about making sure that you are working towards your goals of your company. We can -- definitely using the Now platform, we can bring teams together, we can bring data, we can have visibility on the same data in terms of business applications, software and hardware, so that you can make an informed decision. It's because you have a comprehensive view of what you have, you can easily reduce redundancies. You can easily enforce standards, reducing your risk for noncompliance technology, and then you can create priorities and plan for that towards your goal of reducing cost and mitigating risk. And lastly, we can help you determine the design. We had a maturity model we talked about. We can help you in terms of implementing them. We have support. We have multiple trainings. So we are here. You are your partners achieving your goals. And with that, we are wrapping things up with some resources. And so if you are interested in the solution, reach out to us, and we can show you a live demo as well, and there are a few resources that talks about a little bit in depth about the solution. And we had a QR code actually here for -- if you're a customer of ITAM from ServiceNow, you can go and leave your reviews here. And we have other solutions that I mentioned, information that you can gather.

They can actually see some of the reviews that have been left there as well, I hope...

Perfect. Okay. Now let's do some QA -- questions like we can take some questions live. But before we jump in, there are links to the solutions that we talked about, ServiceNow ITAM, include SAM and HAM and you can look at SPM for strategic planning and APM, so make sure to click on those. And then let's look at some questions. So Adam, I think this one is for you. Does this have a HAM module that -- this solution?

Yes. When we're talking about the technology asset management, we're including software asset management, hardware asset management and you can even include cloud cost management, so in ops type thing. So that would all fit into this type of a solution.

Perfect. The other question is, what does consolidating your inventory constitute? So I can take that. It's -- we talked about how we have One platform, the -- Now platform. You can consolidate all of your technology assets It includes business applications. It includes software. It includes hardware. So you can have one inventory one place to look at all your technology assets.

That's kind of a data -- kind of a data inventory, I would call it something like that versus sometimes when we describe inventory for an asset management person, they might be thinking of like hardware and having inventories of content. So yes, that's more about that technology reference model and having everything in one place and all the data in one place. So the inventory of everything.

Do you see the consolidated assets across all data centers, including the location, data center into now asset management makes sense. It's the same. They're all sitting on the Now platform doesn't matter if you have different data centers that you have. But I don't understand into Now Asset Management. So -- but I think it's -- it's the same as they're all sitting on the Now platform. It doesn't matter where is your deployment, you can get an inventory of all your technology assets. And Lastly, because we are almost -- we have other slides that we have to go through, what kind of integration needs to be done before the product worked together?

What kind of integration? From the standpoint, this is where there's kind of native integration built around the architecture, the data architecture with -- on the Now platform. So there really isn't much integration that's needed. That would be different with if you had a different enterprise architect type application and then trying to connect it to ServiceNow, then you might need service graph connectors and other things to do kind of a bilateral communication back and forth between data. But as far as -- that's why this is such a great solution because it all sits on the platform. It's all integrated by naturally, natively.

Actually, this question is for you again. We have SAM PRO and we utilize HAM, not HAM PRO, can we activate the asset workspace to see both? Or do we need HAM PRO? So can you see both SAM and HAM in the same dashboard or one is from, the other one is not.

Yes, you might want to follow up and get the definitive answer on this, but as I understand it, SAM PRO, if you have that when you're talking about utilizing HAM, you're talking about the asset management that's part of like ITSM. And so that some of the workflows and all that, I think, need to be in place, which comes with HAM PRO in order to be able to see it in the dashboard like the executive dashboard. But you could circle back and double check on that. I know that we have both. It's kind of the base level of asset management that's built in, but all the workflows and all the other things are really built into the HAM PRO. So good question.

Perfect. So let's look at the other information we want to share. So we want to talk about our largest user event that is coming up actually in May in Vegas is called Knowledge. Every year, more than 500 breakout sessions we have, every year here like customers and practitioners like you attend this user conference and so that they can collaborate with each other. It's a very good networking opportunity, can attend a lot of sessions, learn about ServiceNow products and learn about your peers in your industry talking about how they overcame their challenges similar to yours. So you can learn from them as well. And there are a ton of great sessions, a ton of demo hands-on sessions. There are so many ServiceNow gurus, I would say, that you can ask questions from and learn as well as learn from your industry peers. So make sure to register for that. There is a QR code and there is an early bird discount that's coming up actually by, I would say, February 29. You can get -- before that, if you sign up, you can get up to $200 discount, so make sure to take advantage of that.

And Newsha, I just want to put in a plug also the very same time, I don't know why we didn't get together with ITAM, ACE, there's a conference for Asset Management people in Vegas at the same time. And so that's May 7 through May 9, and if anybody is interested in going to that because it's very asset management focused, there are daily passes that you can get to go to knowledge as well. So you can kind of split a little bit between the 2 and get the benefits of both, if you want to look. So just a little plug IAA -- ITAM, ACE. That's a mouthful.

And I'd also like to add a little plug. So if you want to hear more about this and have an opportunity to ask some more questions, I'll also be presenting with Piyush. We're going to do a demo, but a longer demo -- live demo. So instead of those vignettes, we'll actually have that live demo and we'll be able to drill in a lot more on this same story essentially, but we'll just go into a little bit more depth on that. So we'd love to see you there, if you like, come up and say hello to us, and we'll be doing that as well.

Fantastic.

And of course, at the beginning of this webinar, we talked about this webinar is being been recorded, and you can find it later in this link, along with other webinars that we have done similar to this or with customers. So again, it's a great opportunity to learn from other customers, how they overcame the challenges using ServiceNow. And that's it. Thank you so much for joining us today. I'd like to thank my colleagues, Debbra and Adam for sharing their thoughts, sharing knowledge about ServiceNow, and if you have any questions, please reach out to us. We'd be happy to help you. Thank you.

Thanks, everyone.

Thank you.