Digital disruption is driving significant change in the consulting and outsourcing industry. As a result, business model change is a part of today's consulting environment. On this show, we talk with Matt Preschern, Executive Vice President and Chief Marketing Officer of HCL Technologies, a US$7 billion global information technology services company with 100,000 employees.
In his role as the company’s CMO, Matt leads all marketing functions including global business and strategic marketing, sales enablement and corporate communications to drive demand, growth and value for the HCL Technologies brand.
Matt has over two decades of leadership experience in marketing and strategic business development. Prior to joining HCL, he was Senior Vice President and Enterprise Chief Marketing Officer at Windstream where he led overall Brand Management, Demand Generation and Digital Content marketing. He was also responsible for product and solution marketing, pricing, channel and field marketing, Public Relations and industry analyst relations.
Matt has held several leadership positions at IBM including Vice President of Marketing for the North America Business Consulting Services organization, where he repositioned the organization for growth by aligning marketing and sales to key growth plays such as the CMO agenda, analytics and smarter commerce. Matt also played a key role in IBM’s Global ‘Smarter Planet’ campaign and earlier in his career developed the ‘On Demand Business Adoption’ model.
A global citizen, Matt was born and educated in Austria and spent part of his childhood in Taipei before moving to the U.S. in 1991. Matt is an MBA from Emory University’s Goizueta Business School.
Disruption in Consulting and Outsourcing with Matt Preschern, CMO, HCL Technologies
(00:04) Welcome to episode number 165 of CXOTalk. I’m Michael Krigsman and I’m speaking today with Matt Preschern, who is the Chief Marketing Officer of HCL Technologies. HCL is a huge company and Matt how are you and tell us briefly about HCL.
(00:29) Hello Michael, hello everyone and thank you so much for having me back on CXOTalk. Just a brief summery or introduction about HCL when I joined HCL in September 2014, we were roughly a $6 billion global IT services company with about 95,000 employees. Today we are just about a $7 billion IT services company with roughly 105,000 employees.
(01:01) Our core services are in the infrastructure space. We’re very proud in 2015 to have crossed the $2 billion mark just in our infrastructure services line. We have a very strong heritage in engineering services. Roughly about a $1.2 billion business that’s growing in a 20+% range.
(01:24) We also are quite active in the application services space. Our largest vertical in that area is financial services and we compete in other verticals just as well such as manufacturing and in various other industries.
(01:45) In addition to that if you just look at our revenue mix we have about 60% of our revenue in North America with an employ base of about 10,000 people here in North America. About 30-35% of our revenue comes from Europe, a significant growth market for us and then we have a pretty stronghold as well in Australia, Singapore and South America and other parts of the world.
(02:18) The only other thing I would mention about HCL if you have not heard of us, we grew in 2015 at 15% constant currency revenue growth. You know off the base of 6 billion I think it’s quite a significant growth trajectory. And we pride ourselves that we have an employee centric corporate culture, so in our view the notion of employees first, customers second. Our employees are the ones who interact with our customers on a day in and day out basis, and they’re a core aspect of our growth, a core aspect of the core values that we hold near and dear which are around trust, transparency, and flexibility.
(03:04) So you’re a $7 billion company with 100,000 employees it’s a big company. I need to also say that Matt has the flu, and so I’m particularly grateful that you’re joining us here today. It’s interesting that you talk about employees first your customers second. You talk about your culture. Recently, I’ve had several CEOs on CXOTalk who have given the same message, so maybe can you describe why do you put it that way, employees first customers second because we hear in the media all the time customers first, so why the focus on employees in this way.
(03:50) It’s a great question and it’s quite encouraging to hear that this notion on the focus of employees seems to become more and more focus across various industries. For us the basic notion is you know, we believe firmly that it’s not only our salespeople who interact with our customers, and our employees are frontline employees who are the ones who actually drive day to day interactions. And we do put our focus on empowering them, creating an environment where they can succeed working to give them the tools and the processes so that they can take actions and then work on behalf of our customers. We feel that they are our infact out strongest brand advocates. And we call them the idea-prenuers.
(04:49) We have a range of programs that we run every year that you know go from online programs to lead generation type of efforts with incentives as well as personal interactions with our Senior Executives. And then very importantly we really believe that our corporate culture as I stated before trust, transparency, and flexibility is infact what allows us to deliver ultimately relationships with our customers that go above and beyond the contract.
So it’s a philosophy that HCL had started even prior to me joining. I can personally tell you it’s a great element and it’s something that makes you actually very proud to be part of such a great company that’s growing at the rate and pace that we are.
(05:46) Did you say your revenue’s growing at 15% was that it.
(05:53) We’re at about 13.5% at constant currency, correct in 2015.
(05:57) Well it’s almost 15% and which is a very high number for a $7 billion organization. So can you make a linkage between this approach of employees first customers second and then you said the culture was transparency, trust, and flexibility. So can you connect those dots for us growth with that approach you’ve just mentioned.
(06:29) So what we can do is a couple of things. One is we would assert that our culture infact, and has been since the beginning, we’re one of only a handful of companies who were at 1515 a billion dollars in net income, $5 billion in in revenue, $15 billion dollars in market cap since 2000 when we became public right.
(07:03) We would assert what our culture which has been at the core as described is infact allowing us to reinvent ourselves to maintain a level of almost a startup culture within a large organization. And it allows us so far to continue to focus on the things that we’re describing.
(07:32) With respect to a direct revenue linkage, what I can tell you is we have various employed focused programs, one of them we call lead gen, where we infact provide our frontline delivery employees with an opportunity to not only identify key-customer pain points and issues, but to bring them forward and to then help resolve them. And I can tell you, just this past year we track over $500 million in incremental revenue just by employees, who are not sales employees but delivering employees who are focusing in on that.
(08:17) Again, I also spend a lot of time with our customers, and I can tell you we just recently held two customer advisory councils; one in North America in New Orleans, and one in Europe in Manchester with each about 20 of our top customers and the one resounding feedback that we received from our customers is please do not lose what has brought you to this point. When you engage with us, you resolve issues at a rate and pace that almost nobody else in the industry does. You focus in on us.
(08:59) One of our brand promises is our relationship beyond the contract, or as one customer stated, when an issue arises HCL never goes back and looks at the fine print in the contract. HCL shows up and focusses on the issues at hand and then resolves them so it’s to the benefit to the customer and ultimately to I think to the benefit of the overarching relationship. So yes, we are very proud of our culture and we believe it’s a differentiating factor as we move forward into 2016 and beyond.
(09:33) The services industry is undergoing its own digital transformation, maybe can you describe some of the forces that are driving change inside services and how does that affect a company like HCL.
(09:55) I’ll first say maybe a statement or two about how some of the overarching changes in the IT landscape which I think are pretty fascinating. So you know just about 50 years ago, the average lifespan of a fortune 500 company was about 60 years. At 2010 that had shrunk down to 18 years. At the very same time the number of one billion dollar startups if you can call it in the last decade have grown from 42 to north of 100. And at the very same time there are some estimates that would say that by 2020, three quarters of the fortune 500 companies will not exist as of today and that was about a year or two ago.
(10:48) So when you look at that, so what are the kind of trends or changes that are happening that are driving down the level of disruption in the marketplace, and I would suggest it’s probably three things. One is technology is the great equalizer; everybody has access to technology today.
(11:09) Number two, there is a significant change in customer expectations as customers become increasingly familiar and empowered in the digital age. And then third, I think traditional brick and mortar companies are seeing an unparalleled level of competitive forces, particularly from the call them you know, born digital or native digital companies that are very nimble, very fast and that are moving. And infact I have to deal with underlying infrastructure challenges that they may have had.
(11:51) So what does this mean for the services industry, you know talking to our customers and looking at some of the advisors we work with, whether it’s ISGs of the world or not, so there is a few things that are happening. The services industry I general, he contract sizes, the very large contracts are actually getting a little bit smaller. The duration of these contracts are also getting a little bit shorter. But interestingly enough, the actual number or sourcing and service contracts both in the US and in India are increasing.
(12:29) And as we look into 2016, what our customers are saying, they’re going to look to HCL and other service providers to even source more functional areas than ever before. But what they’re specifically looking for is not only a cost equation, but a value play. And the themes that come up when you speak to CIOs is help me on my digitalization journey; help me understand how smart things or IOT can be leveraged in my industry. Help me understand how I can leverage or use automation to my benefit; do you have any thoughts on robotics.
(13:17) In other words the appetite for CIOs and customers to engage with companies like HCL and to look to us on their transformation story is incredible, but I think it hooves us and we are investing quite heavily in various areas, and to do so in the areas that I just mentioned.
(13:37) So your customers are having greater expectations of you, and where did those expectations of you lie in terms of these transformational forces.
(13:52) I think I would anchor it back in a couple of things you know that we’ve seen again speaking with our customers and looking at the industry at large. We call it you know, what are the changes around the enterprise space around 21st century enterprise. And here at like four or five tenancies and again we kind of validate this in one of our recent customer advisory councils.
(14:20) One of the first tenancies, we have clearly moved to an environment that is exceptionally call it customer centric experience centric. And it speaks to customers have a different level of expectation just about at every time when they have a touchpoint with you as a company. 21st Century enterprise also expects to be agile and lean. It’s very clearly increasingly outcome focused, particularly in our industry. It’s no longer just about service level agreements but about specific outcomes, and then maybe most importantly one of the areas we see is there is a tremendous amount of ecosystems in play that’s increasingly building up. This could be an ecosystem of your customers, your supply chain, your own ecosystem actually with your employees, other partners.
(15:18) So 21st century enterprises is literally demanding from and infact if they want to survive these are a kind of dependence that they need to think about. One of the very interesting comments you know to summaries from these advisory councils was, the underlying elements to do so of that is data and insight, with a lot of discussion about the importance of a company to emotionally connect with the millennials. Again, most of the workforce today is increasingly motivated by experiences and not just in various levels.
(15:59) So what I would suggest is that if you’re in the services industry and probably in other industries as well, those are drivers that have to be addressed, and whether if you’re a manufacturing company or if you’re an automotive company or a financial services company or maybe in less sciences, the notion of customer centricity, agility, and lean. The notion of having an ecosystem that you have to tap into those are key elements of the underlying technology is what’s going to allow a company to become a 21st century enterprise, or at least certain processes or parts of it. And those are kind of the drivers that we see, and we’ve positioned ourselves as a company to build on our traditional services, and also have invested quite heavily in some new capabilities.
(16:52) But Matt just to push back on you ever so slightly, you’re talking about technology but the digital transformational change that’s taking place it’s not really about technology even although technology is part of it, can you place it all in a business context.
(17:13) I would suggest that if I misspoke earlier let me clarify here. We firmly believe that technology is the underpinning that will allow companies to become a 21st century enterprise, right. but the notion of ensuring that your customers have unique experiences with every touchpoint and you can basically integrate your entire ecosystem or that you take advantage of the data that’s being generated from a whole range of smart devices, so that you can drive a higher level of interaction with your customers that you may be able to do predictive types of efforts. If you’re in manufacturing you may do predictive maintenance or you may do remote maintenance frankly speaking, and you use the data to drive specific analytics so that you can minimize the downtime of your equipment right. Or if you’re in transportation you use fleet management control and fuel optimization analytics to drive higher levels of efficiency.
(18:27) Those are the business elements, or if you’re in healthcare right, if you deploy technology to create a new level of security and the disbursement of drugs right, which was a huge issue. You start to go into areas of the pharma industry in the development of drugs.
(18:53) The key point being all of these are increasingly possible because technology is pretty much fundamentally available, but companies taking advantage of those technologies to drive the types of interactions with the respected customers in some of those respected sectors. So that’s what I would suggest, and in that context a company like HCL and others it behooves us to help customers on that transformation as opposed immediately going into a very deep technology only.
(19:29) That’s quite interesting because historically service to outsources like HCL were very focused on the technology component of the outsourcing. But now what you’re describing is a much greater focus on customer outcomes.
(19:47) I think I would suggest two things here right. Look, one of the reasons why I believe HCL has enjoyed the growth rates that we’ve been able to demonstrate is because we have a very strong engineering services and infrastructure services background. You have exceptionally strong technology skills, and I would not want to misguide anyone. I think those skills ultimately are key differentiators that allow us to help companies with their transformation.
(20:26) But in the spirit of change, and in the spirit of what customers are requiring, they’re basically as I said earlier asking us, you know, I clearly need to run my business model more efficiently, but can you help me transform the customer experience.
(20:43) We invested heavily since we last spoke into what we call our beyond digital business unit. We hired over 100 people and we’re now in a position to select customers, help them with design thinking. We’re working on persona based types of efforts and then ultimately connecting a front end whether it’s a mobile environment, we based environment or other environments connecting into the technology stack and into the applications and infrastructure.
(21:22) So again I think the real winners in this marketplace will be the ones on the one hand who can articulate and understand the pressing business issues of their respective customers. But make no mistake, the underlying technology and the skills and expertise to do to simplify to also to automate, to orchestrate to bring your application and infrastructure environment together are still and will continue to be critical components. Because again you know, keep in mind most of the fortune 500 or even the fortune 2000 are still traditional brick and mortar companies, right.
(22:09) We love to speak about the Uber’s and the Airbnb’s and the Facebooks and the Google’s of the world right. Yes, they are of course, they’re the digitally born; they’re the new companies that we all aspire to be. But you know, if you have a 100 year old company that has an existing infrastructure you will need to simplify the infrastructure. You will have to find ways to streamline, automate your existing technology stack while transforming your business into a digital type of business model as well. So exciting times, and obviously it will take some time across various sectors.
(22:53) What does this all mean for the CIO and IT. It’s such a turbulent time for that group and where is the role for IT in this customer centric world that you’re describing.
(23:17) Look I’m the marketeer here. I sometimes think that the role of the CIO and the role of the CMO in many ways is actually quite interesting and they’re parallels right. I think first and foremost I will choose to take a glass that’s half full kind of perspective.
(23:37) So if you’re the CIO of a bank, or you’re the CIO of a traditional brick and mortar company you’re probably confronted with you know the following two or three kind of issues. You have the core information technology; everything that has to do with information. You have your increasingly you know IT issues that have to do with customer facing applications. And then you still have your entire underlying existing infrastructure which is basically your operational IT.
(24:11) And what you’re going to be asked to do is you’re going to be asked to do a few things and this goes back to my earlier comment, how do you create an agile, but also a lean IT environment, that on the one hand is flexible enough right, to meet the demands of the 21st century enterprise. And what does that mean? Are you fast and quick enough to deploy new digital applications? Can you actually implement new services, but at the same time are you lean enough and can you also use automation for autonomics and orchestration to further simplify your IT and it’s flexible enough. And all of that at a cost point so that you can actually support the business at hand.
(25:04) So for those CIOs who are embracing this and who are saying, look, I have an opportunity, I am the expert in technology. I am actually going to help the CMO. I’m going to work with the Head of Sales to build an infrastructure that can achieve the things I just mentioned. While also at the same time ensuring that the same infrastructure you know, continues to improve, run securely but also you know become scalable, and increasingly use autonomics and automation to further improve that. I think for those CIOs, this is going to be a tremendous opportunity moving forward.
(25:49) For others who maybe more comfortable to maybe run the existing infrastructure and ensure that there are no major issues, I think in some of those organizations we’re going to see some new roles come into play; a Chief Digital Officer right, who very often acts as almost a peer to the CIO. Sometimes reports directly you know into the CEO or into the CMO, right.
(26:20) I think it’s contingent upon the specific industry and also the specific organization and the history. But personally, I think the opportunities for CIOs are there to have a significant impact, and to maybe most importantly demonstrate a direct impact on the business outcomes, maybe the growth agenda of the business.
(26:46) And therefore you can actually as a CIO move away from this notion of being a ‘cost center’, which both you know the IT department and marketing department occasionally have been – I wouldn’t say accused but you know sometimes if you’re not careful you can very easily put in that bucket.
(27:05) How can a CIO who is listening to this and seize the opportunity but is not necessarily sure how to traverse the gap between traditional IT, maintaining integrity of systems and so forth, and then make the leap to the kind of business innovation activities that you were just describing.
(27:35) Thank you for the question Michael. You know I think one of the elements and I try to give an industry perspective and obviously I’m here representing HCL right. I think one of the challenges that we face in the IT industry in general and in others as well is that this is a highly dynamic marketplace, new skills development, new skills required. And I think what you’re going to find as a CIO and possibly as a CMO as well is you’re most likely not going to have access to all of those skills in-house.
(28:18) And this is why again I believe in the service industry, I don’t know how many times over the last 15 to 20 years it has been proclaimed as you know this is the end of the service industry. But it’s still moving today and still growing quite significantly.
(28:35) I think the reason for that is that you have to decide at one point at you know, how much of your IT; your traditional IT or maybe your apps development or you know your digital processes do you chose to maybe partner with a third party, maybe with a services company. and I think right there lies the value proposition that hopefully a company like ours can bring to bear and say look, we’re an expert in this specific area. We can help you with your infrastructure. If you would like to move into the IOT space which is you know smart things, smart devices that are connected. We have a tremendous amount of experience to our engineering services.
(29:24) And I think in that context and again I had the pleasure to work with many CIOs lately. I think particularly the US is one of the most advanced markets with respect to services. But we see it now also very strongly in Europe where companies are realizing that you know, I don’t have to do everything on my own in my own shop and I can actually partner with companies to actually help on that journey.
(29:50) What about changes that are taking place in marketing. We’ve been discussing the technology and the impact on IT and you’re CMO of a very large organization. So how does this all affect the marketing operations?
(30:08) I think when I described earlier you know the notion of the 21st century enterprise, you know experience eccentric outcome base, agile lean ecosystem centric, the notion of an empowered customer which I’m a very strong believer in I think is everywhere. And it kind of changes the paradigm I believe in just about for everyone in marketing whether you’re in the B2B or in the B2C space right.
(30:36) What it means that is that at any given point a customer when they eventually engage with you in the buying cycle the chances are that customer has already gone onto a good portion of the buying cycle by simply gathering information and having become very smart and intelligent on their own.
(31:02) And I think for us as marketeers there’s a few things that are super important. One, your brand, your value proposition is who you are is magnified even more important than ever before. The reason is because all the different touchpoints where somebody will experience you gets amplified, magnified right. Whether somebody finds you through a search or interact with you on a social media chat, or they have you know received an electronic invoice or they actually end up calling a call center. or they actually interact with you in person through a salesperson, the key question remains are you consistent in your experience. And then is your experience with the brand authentic with those that you interact with.
(31:59) And I think it fundamentally changes in how we need to think about marketing. It also in my view puts a huge emphasis on finding the right balance between clearly – and I always say right, it’s a saying that’s been used quite a bit, but we’re not talking about digital marketing, we’re talking about marketing in the digital world. And the notion here is you have to take advantage of the various platforms that are available to you, but I would still suggest from an experience perspective don’t underestimate the face-to-face interaction as well.
(32:38) So it’s actually very very exciting time, and the one thing that I would be happy to go into some more details on you know specifically elements that can be deployed. But the other part that’s not to be underestimated, the rate and pace of change; speed to market, the ability to try new things, the ability to – I’m not a big fan of fail fast, but I believe you have to try. You have to have a culture of experimentation. You have to have culture where you encourage your teams to try new things and when they work you scale them very quickly, when they do not work they move away and chose to try new things.
(33:26) Very important, our cycle and you just have to take a look at the new cycle right, the new cycle by itself is turned upside down nowadays but as a marketeer you have to take all of those into consideration.
(33:39) We have a question from Arsalan Khan on Twitter who asks, does HCL take lessons that you learned on client engagement and apply them internally inside HCL and if so how do you do that.
(33:56) That’s a great question and so what was the name of the lady again sorry?
(34:02) It’s a gentleman, Arsalan Khan.
(34:05) Arsalan Khan apologies so I appreciate the question, so that’s infact what you just mentioned is in part of the design point of our customary advisory councils. So we run them once or twice a year for geography. We also occasionally run customary advisory councils where we bring our customers together across geographies and the whole design point is to share with them where we’re going directionally, but most importantly to listen. And I can tell you again from having gone through that for two plus days in North America and Europe, you know the customers speak and they tell us what’s working, they tell us what’s not working. It’s at times slightly uncomfortable right, you feel a bit like the emperor without any cloths.
(35:06) But the reason why we do this as a company is because it’s of paramount importance to learn from our customers as to where and how we can improve. You’d be surprised. That can be from you know how do we further improve our, you know client facing interactions in a specific geography, to some operational elements, to in other instances you know training related efforts.
(35:41) But what we try to do as a company, we do them, we document them, we interact with our customers, following up with them. Infact in many instances continue the dialog and then every six moth we go back and use this as a vehicle to help become a better company. it may seem fairly trite in some ways, but I can tell you we take it very seriously and I truly appreciate the spirit of the question.
(36:11) Actually you know it’s funny. To me it doesn’t seem trite at all, but it’s one of those things I spend a lot of time with internet software vendors as an analyst, and you know my analyst peers provide advice and feedback to software companies. And I think the listening aspect is particularly difficult. It’s easy to sit down in a room to offer feedback, but incorporating that feedback and actually listening and learning from it is extremely difficult to do.
(36:46) Yeah and again thank you for saying that Michael. I think what we tried to do is we’re very proud of our customers who entrust us with a tremendous amount of their business and so when we invite CXOs in this context; many instances it’s CIOs, it’s also CPOs and also Head of Supply Chain we take their comments very seriously. What we also do in the spirit of a 21st century enterprise right, we invest quite some time and effort every year in an expensive C-set survey where we try to you know interview actually over 2000 decision makers.
(37:36) We also engage at various times of the year in particularly in preparations for some of these interactions with our customers. And you know what I would just suggest to everyone is, at the end of the day as much as a company maybe on the right trajectory and might have a strong strategy and ability to execute. Having an open dialog and listening at times to comments that are a little bit difficult to hear actually shows at least the feedback that we receive you know our customers really appreciate it.
(38:17) They’re saying look, we appreciate you’re giving us a forum. It’s always done by the rules right, it’s completely confidential and none of the comments ever go anywhere and it’s actually one of the highlights that I can personally tell you that I look forward to you know being in a room with 15 or 20 customers to learn.
(38:41) We’re almost out of time; we have about five minutes left. Matt, can you give us advice on how to be a good services client. So in other words what advice do you have for clients to get the maximum value out of the relationship with a services provider such as HCL or any services provider?
(39:05) I think it’s very interesting Michael it’s a great question because as we start new relationships with customers that question actually comes up more often, and one of the things that we actually tell all of our customers is, is just please approach the relationship the same way that we try to do it. Approach it open.
(39:27) Approach it with a level of you know, trust that we need to build with each other and be as transparent in what’s working and what’s not working, and you know what I can tell is that with any relationship when you help a company on their own transformation, a notion of openly resolving issues. You know I maybe mentioned this earlier, but we’ve actually invested quite heavily lately in what we call innovation labs across the world where we bring our customers together and then co-create and have dialogs together.
(40:05) So the best relationships are always those that I consider to be win-win for both parties, the only way you get to a win-win is when you’re open, when you build a level of trust. When you, you know feel comfortable to tell someone when something doesn’t work and we actually believe very strongly in that, so for anyone whose listening who maybe an HCL customer or maybe contemplating to become one, you know you can quote me on that and we’ll appreciate you know the open dialog.
(40:39) But that’s not always so easy to do, so what advice then do you have for folks that are listening, how do you develop that kind of culture that is willing to be open, transparent; that’s where a lot of companies have a great deal of difficulty.
(41:02) Yeah I would suggest that you know and again I’m just reflecting on a few of our recent partnerships that we have entered with our customers. Almost invariably I will tell you as we get to know each other through usually the RFP process and then you know eventually a relationship starts with some form of a contract. I will tell you, most of our customers who are onboard and who work with us say some very positive things through the process of getting to know us.
(41:44) And what we do quite frequently as well is we invite them very early on to visit some of our technology centers in India. So quite frequently we have many long-standing relationships. We invite people to come to India for a week or two, see firsthand some of our technology locations are. The same here in the US, right, we have delivery centers in Seattle and Frisco North Carolina, and Rochester New York and I think it’s just something you have to build.
(42:17) We as a company believe in that and the customers that we interact with gave us very high marks kind of going back to where we first started with respect to culture and it’s kind of ingrained in who we are and how we like to work with our customers.
(42:37) Fantastic, well unfortunately we’re out of time. We’ve been talking with Matt Preschern, who is the Chief Marketing Officer of HCL Technologies, a $7billion services and outsourcing provider and Matt is here talking with us despite have the flu and so Matt thank you so much for taking the time today.
(43:04) I appreciate it. thank you very much for having me and I hope my energy level was high enough but I’m doing the best I can so thank you very much I appreciate it.
(42:12) You were great, and everybody, next Friday we will be speaking with Quentin Clark, who is the Chief Business Officer of SAP. He’s a member of their executive board so he’s a real bigwig at SAP and it’s going to be a very interesting conversation. Thanks so much for watching episode number 165 of CXOTalk, we’ll see you next time and bye bye.
Companies mentioned in today’s show,
HCL Technologies www.hcl.com
Find Matt Preschern on: