Disclaimer: This interview is for informational purposes only and should not be relied upon as a basis for investment decisions. In Practise is an independent publisher and all opinions expressed by guests are solely their own opinions and do not reflect the opinion of In Practise.

{audio:0:08:00} I am interested in talking about ServiceNow. Maybe I will start with my background so you can understand the level of conversation we would like to have. I have been an investor for 20 years. The first 10 years I was a tech analyst, so I am very familiar with the history of software. I have been covering hardware and software from 2000 to 2010 as a tech analyst, then became more of a generalist for the past 10 years, but still very plugged into the trends in software and understanding the changes in architecture. ServiceNow is a business I came across a year and a half ago and I have been doing work to understand the business. I have an opinion about it which I will hold off on until we have our conversation, then we can circle back on my opinion and experience and what is interesting about it. Could you tell me a bit about your background?

{audio:0:09:21} I have been in global IT services, end to end, starting with consulting, strategy, applications, infrastructure and operations with some of the leading global tier 1 players. I started my career with Wipro, then Cap Gemini where I headed the financial services. The industry verticalized 15 years ago so I have been focused since then on financial services, banking, insurance and capital markets. I was leading the financial services practice, about $750 million, for one of the Indian heritage major set sail tech, then went to IBM as a senior partner, the VP part of their financial services leadership where I focused on insurance and integrated financial services. That was a big portfolio of around $1 billion.

{audio:0:10:13} I then did a small stint with Cognizant as the head of their strategic deals in financial services, when I was head hunted by Heidrick & Struggles to head DXEs largest vertical which is insurance, around $1.2 billion. Of course DXE is a broken company and I know that is not the subject of this call. I am currently helping a tier 2 IT services player, around $1 billion. I have worked for very large companies and partnered with the hyper scalers such as ServiceNow, Salesforce and Adobe. The CTO founder chairman asked me to help grow their financial services.

{audio:0:11:09} Have you been doing this for a total of 20 years?

{audio:0:11:18} I have seen most of these cycles, in fact I have this proud privilege of being the first international services guy from Wipro when I came to Europe in the late 80s. I started my career around 1989, and was in between France and Switzerland for five to six years, then came to the US at the end of 1993 and have been here ever since.

{audio:0:11:46} Let us begin with ServiceNow, which is the focus of this call, in terms of the diligence I am trying to do. I would love to have you provide any background historical color or bring any of the companies you think would be interesting to discuss as we talk about ServiceNow. My understanding of ServiceNow, after going through marketing materials and doing research and bringing my own experience into it, is that they basically created a cloud-based enterprise bus. From my experience in the early 2000s, integration of packaged software vendors was hard, but at the time there were companies like TIBCO webMethods who made those connections. They were point to point solutions between software packages that enterprises were implementing. They were silo packages so these connectors were used to get them to talk and to try to create a more integrated view of the enterprise. The marketing speak at the time was all about trying to create an end-to-end service. It was also more vision than reality.

{audio:0:13:39} Part of the issue was that if you change or upgrade one package, it would break the connectors, so it was not scalable and was expensive to maintain. That remained a niche type market, but it looks like the game has changed in the approach that ServiceNow have taken, which is to make it more scalable and less expensive so that it breaks less. That was the big problem back then; these connectors would break due to changes to the individual packages they were connecting. But because they are now running this integration service in the cloud, when you update the API connections between one set of software packages, you get to roll out that change to all your customers. As a result, you end up with a true enterprise class integrated bus between different software packages, be they on premise or on cloud, as long as they are supported by both software package and the SaaS service and ServiceNow. Am I correct in the way I am thinking about this?

{audio:0:15:08} No I would think very differently. It is interesting you started with ESB or webMethods, MSMQ and IBM, which was more of a messaging system. In fact, it started with the capital markets. 10 terminals would open with different information coming in, and the story goes that a gentleman said he could integrate everything for the ticker or security. There is an element of bus in ServiceNow to the extent that it is digitizing workflow. The way they describe themselves – and we will soon come to why it is so hot and why the valuation is atrocious – is they digitize any and every workflow. If they are digitized, they are still dependent on human errors or incorrect process, not automated. Even if they are automated, the automation is not automated, like the good old days with batch scripts, so automate the automation. I agree with you that they started with IT service management.

{audio:0:16:33} That competed with the legacy from BMC Remedy, CA Associates and IBM who were basically doing IT tickets. They have very quickly used that as a foot in the door, which is a fantastic strategy and expanded into IT areas such as operations and asset management and IT business management which includes budget and spend. Their focus is still on workflow relevant in an ITSM which can easily be extended into employee on boarding.

{audio:0:17:33} Their bread and butter remains ITSM, ITAM and ITBM, and where your analogy holds good partly – I do not fully agree with it – they are extending to employee onboarding. When an employee joins, many processes are triggered, such as equipment, legal, training, forms and reference checks, which can flow and have people who are responsible for it. If they do not do something they will nudge them. They have taken a concept called ESM, which is enterprise service management. They track their revenue into four buckets. One is the IT element we talked about. Another is the customer, where a similar concept is around customer engagement, everything we need to interact and meet the customer journey. They are slowly getting to a CRM, and we can talk about how big players like Salesforce and ServiceNow are overlapping. Employee is a big one which they refer to as E2E. We talked about on boarding, but there are many other E2E use cases because they are redefining work. So much happens inside an organization, even outside the customer and other stakeholders. The new bucket they are pitching is called Creator, particularly after Bill McDermott took over. He is a great sales guy and we can get to your view on the company, how much is hype and how much is mute.

{audio:0:19:29} In the good old days you had your JCLs and automatic scripts, now you can use the ServiceNow widget and other tools which automate the automation. Their revenue stack is $6 billion today and projected to double by 2025 at 25% growth. They track it in four areas with the ultimate goal of making any workflow more efficient and customer and employee centric.

{audio:0:20:23} They have a 30/30/40 formula, whereby if 100 people are doing a job with a budget of $100,000, 30 are in your high-end headquarters in Chicago, New York or London; 30 are anywhere like in Bangalore or the Philippines, and they do the back end and help the tool. The other 40 are the automation or AI piece, which is really getting in the kicker. Their focus is to become the enterprise service management, and one can argue they have no strict competition. We can talk about Jira or Atlassian but when you add in AI, nobody is doing this. Their subscription SaaS model has an 86% gross margin, taken directly from BMC, CA and IBM.

{audio:0:21:49} Are you saying no one else is doing the SaaS model?

{audio:0:22:00} Yes; not only SaaS, but they brought out automation and workflow, the integration part you spoke about in the opening, analytics and productivity dashboards for management. That was not easy for a BMC Remedy engineer who had to be extensively trained, whereas with ServiceNow that is a simply drag and drop. Today everything is a low code no code approach. Along the way they have bought companies and are eating into the other centers such as the robotic process automation, which is a separate sector. UiPath and Blue Prism and ServiceNow are heavily getting into that space with their acquisition of Intellibot.

{audio:0:23:04} That is a big German unicorn and was Bill McDermott's contribution. One of the other things they are doing well is integrating with task ERPs, and SAP is a big partner. That is where they will start challenging Workday, Oracle and others. Bill McDermott came from SAP and is partnering with them to introduce the workflow element, which it does not focus on. They focus on system of record, reports, compliance and GRC, your basic accounting, finance and HR. ServiceNow focuses on the workflow element to ensure it flows correctly, is automated and efficient; less with more. Those are the things they have started doing.

{audio:0:24:11} Since Covid, they have changed the software to ensure all workflows are in place to onboard people back to the building. Part of that challenge is how to industry verticalize, because if you do employee onboarding, you can onboard a broker or an MG insurance. There has to be a slight change in the semantics and process, because there are differences between employee and broker/agent onboarding. It is not very different from an internal software building perspective; it is an e-packaging issue with the right semantics and forms.

{audio:0:25:11} They are expanding globally with the new CEO who has brought in partnerships from SAP, who have many partners. Regarding your opening sentence of how you integrate everything, as more people go to cloud, you need more integration. You need to select a platform which will either do it for you or will be very easy. You no longer have to buy, otherwise you have five Snowflakes and 10 for Sentiment. You want to say, if you have Adobe, Salesforce and ServiceNow, you are more or less 90% done. These guys will take care of everything else.

{audio:0:26:13} Conceptually thinking of it as an enterprise service bus, there are many challenges enterprises have that this helps alleviate in a cost-effective manner. There are tons of legacy software and the expectations from both customers and employees, which ServiceNow talks about, is a more consumer app like experience. It is intuitive, easy to use, it is fast and efficient, which you cannot do with legacy software. SAP do very well at being a system of record on ERP, but are very bad at UI and do not integrate with other software to delight customers and employees, which is the expectation now.

{audio:0:27:40} They do not even do the basics of workflow. If the process stopped at someone in the finance department, a new employee could be left waiting for three days and because they did not get their badge, their laptop could not be ordered. There was no accountability, automation, nudging or AI metrics dashboards. We have 400,000 employees in our company and we interview thousands daily. As a manager in a practice with 40,000 people doing over $1 billion, I want to see how many people joined or left on one day or who is held up for a laptop so they can continue with their project. None of that is possible with SAP without heavy changes, which is why people do projects for five to 10 years on SAP. If you only give me the system of record and the processing, you are still not helping me in my workflow.

{audio:0:28:48} I understood the importance of workflow, but I thought of that as being a service you presented on that enterprise service bus, but it sounds like it is the reverse. To enable the workflow, you need interconnection. In other words, the way the business runs itself or the value proposition is around the workflow, which exposes information and therefore what the next action should be?

{audio:0:29:26} Productivity and customer delight; if you wait two days instead of instantaneously of course you can do more with less, but that is your agility. People have been talking about it for 10 years but for the first time, perhaps due to Covid expediting many other things, redefining work and workflows are becoming very central.

{audio:0:30:01} When you look at the opportunity ServiceNow has, you mentioned they have no competition in their initial ITSM, because legacy packages are 30 years old?

{audio:0:30:24} They are so focused on workflows, productivity and efficiency and are able to scale to other areas that build on top of their core customer base, the IT department, which touches so many other areas, you can bring workflows into those other areas. It sounds like a huge opportunity with not much competition?

{audio:0:31:04} That is true but the execution challenge is difficult. HR is the first one they have got into outside of IT, but they have still not got the results they wanted. As they get into loan approval process and onboarding insurance agents and brokers, in a B2B situation several things have to come. You have to know the domain to be able to tweak the engine. That may be easy by hiring some domain experts, which is what people like me do for a living, but more difficult is the go-to market. I partnered with ServiceNow through many companies. DXC was one of the top four partners with them globally, so I have seen many of these people.

{audio:0:32:01} They have very little clue about the domain, and do not call the buyers for that. They know the CIO’s and CTO’s organization but once you are successful, you no longer have to sell, people buy because they know you. Then you are dealing with sourcing and procurement organizations in IT, or even central, and trying to get selected through the RFP and so on. The other business is chief marketing officer, because they are growing into sales and marketing, where you now run into Adobe and Salesforce. The race between ServiceNow, Salesforce and Workday is slowly coming up from an ERP angle. They will need more time but the race is on.

{audio:0:33:13} What are the execution capabilities among those software companies?

{audio:0:33:22} Salesforce has executed very well. People have been skeptical of Marc Benioff, but he is producing, whether it be Tableau or all the commerce engines he bought like Slack. In typical Microsoft fashion, Slack was getting pushed around, but he has now taken over Slack and is trying to integrate that. Salesforce is in a different scale with a $120 billion market cap. Salesforce has become a much larger company but ServiceNow has that potential, although Salesforce is also into commerce engine and Sentiment, not only CRM or customer support.

{audio:0:34:27} Salesforce are not focusing on ITSM and IT workflow and operations. ServiceNow are currently over $100 billion and with predictions of 11% to 15% CAGR over the next five to six years they can grow to $200 billion. If you include agencies, people have even more fantastical projections on the term. They are currently only at 4% so there is a lot of room for growth. Many people think they can double to 8% or 9% in five years which means they can go from a top line revenue of $7 billion to $14 billion, but net margins are very high at 30%. Even if it goes down to 25%, their $2 billion free cash flow can go up to $7 billion. I find the valuation atrocious.

{audio:0:35:35} What drew my attention to ServiceNow was a chart they published, where they show a 25% to 30% annual growth rate of their customer cohorts over time.

{audio:0:36:06} In all the years I have looked at software companies, I have never seen that. It is not a small VC company where you can see growth rates like this, but a $5 billion revenue company whose customers are increasing their spend with them. That is what got me excited to spend time on it. Then I understood their value proposition of service management as opposed to enterprise service bus, but that is simply semantics. You are seeing customer cohorts dramatically increasing their use of ServiceNow annually, which means more adoption. They are digitizing workflows to expose information within the enterprise which leads to better productivity for employees and customers. Combine that with a bunch of legacy stuff intermingled with new stuff, you need all that to basically interoperate in order to deliver the end service to the end user. All that seems to be a powerful combination of what used to be thought of as vaporware.

{audio:0:38:32} In fact, it seems like it is not vaporware but actually works according to the customer cohort numbers. But having said that it still feels early, there is a lot of runway ahead for them to keep doing this and bring more efficient workflows to the enterprise. Once they have the customer and show them the ROI in these different areas, not simply financial ROI but improved customer retention and satisfaction metrics with less spending and more productivity for employees, that holistic picture seems to be something special. It is all about their execution, verticalizing and bringing in domain expertise to understand the language. Their Now platform connects to different applications in the enterprise, and once you have those connections, you can build many different workflows on top of it. Building those workflows are simply scripts which are extremely profitable. Either customers can have their own people build the creator model and build their own scripts, or they can simply buy a package of scripts called workflows from ServiceNow. I cannot imagine they are not super profitable?

{audio:0:40:31} That is why they are high 80s in growth margin. Outside the IT and employee and customer, your bus analogy works very well. Because they came from an IT background and are still IT focused, they are intentionally not using that word which has prior connotations of TIBCO and MSMQ. That is a bus going round and round in the organization, from HR to finance to sales to service to logistics, and you get on and off, as processes, into that bus. The other thing is because you are now doing AI analytics, you can also do performance management. That is another category you are pushing into, so these super software companies will get into several categories including EPM which is enterprise performance management.

{audio:0:41:26} Every passenger and process stops at every stop in your bus analogy and, more importantly, you are doing hyper personalization because every passenger is so unique. You are no longer simply putting them into one of 10 or 12 buckets like insurance used to do with 10 rates for smoker, non-smoker. If you do not see me as unique GPA, degree, ethnicity, drinking habits and who I am as a person, you cannot underwrite with so many variables. Once you have the software and all the variables and analytics, you can precisely predict an accident record and can therefore underwrite appropriately. There is no reason to charge $3,000 when you can be profitable at $1,500 and expand the market size, in the insurance example. They will slowly get to E2E and customer where they can hyper personalize and deal with personas. Internally, you also have different personnel such as a finance or a treasury person. In the laptop example, I was doing a project for a $2 billion software company where we were trying to get a laptop customized for an individual.

{audio:0:43:20} 50,000 employees might have 50,000 configurations over 50,000 laptops. Based on your role, you will get LAN, a chip with or without GPU and the correct screen size. I know whether you need a tablet or not. Today, when you join, you get an iPad but may not need one. Every company I worked for gave me an iPad; they are all stacked up somewhere in my house. They never looked at my job and what I might use most. An insurance agent will probably need an iPad to carry around and show the illustration system, which is true for all software. The personalization element is linked to analytics and understanding all the stakeholders.

{audio:0:44:24} Everyone talks about this but the challenge is executing. Looking at the stack chart of the revenue; 80% or more still comes from IT. The remaining 15% to 20% is in the other three stacks; customers, employees and creators where they write my own script and automation. Those vertical solutions have to expand into underwriting, loan approval, collections and mortgage processing, similar to APIs, which you can fit in and make your own loan reservation.

{audio:0:45:18} So far, I am not seeing that element but there is a promise, and most table stakes have not been picked up yet. Perhaps they could try without it because international has not kicked in much for them. Bill is bringing that in with his background. I knew him personally when I was part of the leadership. He is one of those showmen and sometimes I worry if the marketing and hype is overtaking, especially when he wears black glasses and appears on CNBC talking to Jim Cramer every second day. I would rather their solutions speak and they make a press release where they show a loan process digital workflow. I would prefer to see that than the same nonsense I hear on Bloomberg CNBC every day, that our work is being redefined and 10 years have been shaved off. That is boring, I want to see real examples.

{audio:0:46:27} I agree that Bill is a sales guy and, having been in the industry for 20 years, I have seen many sales guys, and what they say does not match the reality, especially with software, but at the same time I get excited seeing that cohort chart with real spending. The trick is to continue providing customers with solutions they can spend more with you on and to bring on more customers.

{audio:0:47:12} I cannot think of an apples-to-apples comparison for a competitor to ServiceNow. Jira and Atlassian do pieces of it, but they have nice products and are nice companies but are small players. Cherwell are also beginning to challenge in the ESM space. They are too small but are more cloud native, so they could have a better mousetrap. That is part of the reason why ServiceNow are winning so much.

{audio:0:48:13} At one of their investor days in 2018, they did a little interview with the CIO of FedEx about his experience with ServiceNow in his organization, and he commented that all enterprises were standardizing to an ERP system plus Salesforce, Adobe and Microsoft. He thought ServiceNow was not only an additional thing, but it took assets they already had and multiplies their productivity. He said a ServiceNow implementation gave you 10X what you already had in place. I read the transcript of that meeting trying to decipher what his comments meant; do they make any sense to you?

{audio:0:49:18} While doing the workflow you also do analytics, performance management and productivity, that is probably what he means. ServiceNow uses the word observability, from the word observe, meaning they are able to observe everything that is going on. They have a product called Lightstep. They showcase their big clients and it is obviously staged.

{audio:0:50:21} I am not sure if UiPath is getting challenged in the marketplace because maybe ServiceNow is slowly getting into their peer space. Tom Siebel's new AI company C3.ai is more industrial, but he will also do software and I see a challenge there. Once you are in most of the Fortune 500, which is what they are, with over 1,300 clients with more than $1 million, and a retention rate of close to 100%, it is easy to grow from there, but that is the opportunity. The execution I am not so sure. The vertical domain and workflow are outside the CIO and CTO.

{audio:0:51:19} Historically, when young software companies became mid-sized and looked to grow larger, they would partner with people like you, consultants to enterprises who would help verticalize the application and restructure the workflow processes. Is that not in some ways the tried and true path to getting to verticalization?

{audio:0:52:06} Partnerships is a big word, and software platforms will have different partners. They have SI partners like the company I work at who do system integration and consulting. They will also have go-to market partners, which again SI can be both. Then there are value added resellers but more importantly they need solution and engineering partners who will contribute to their exchange. Exchange is about how many thousand APIs are available in your marketplace, similar to an app store in a smartphone analogy. Each of them run their own app stores where you can download and use them, so they have to get that app economy right.

{audio:0:53:05} That is a different kind of partner. I might implement ServiceNow, you then sell it for $5 million and I make $50 million, which equates to 7X out of it implementing everything, but you need solution partners to do some of the things I mentioned. I will make a loan from with you and many times these companies will pay $500,000 because they have the budget. They will help you on their platform and offer you some of their secret sauce to help develop. So that has to kick in and is a different kind of partnership referred to as solution partners. Telecom partners can be your solution and they may simply repackage instead of build.

{audio:0:54:00} T-Mobile and Qualcomm have IoT and telecom partners instead of building in depth solutions. They simply supply their widgets and make it interface with your software. That is different from making an insurance workflow. These are the discussions I had with them. I will give you the IBM example from that famous Steve Jobs auditorium in 2014. There was a news flash where IBM promised 100 apps within 100 days in the first 15 industries. Steve Jobs sat on that stage, all the serial partners went and not even one app in one industry was built. The two cultures were different. An IBM PowerPoint slide is like McKinsey, with the history of the world written on one slide, whereas Apple will have one word. When we started working with them, we immediately saw that clash of cultures; the way they think, their design, and the way we over engineer and confuse, with lingo and semantics. It is very easy to announce anything, but very difficult to take those things out. Apple successfully developed an ecosystem with their Apple Store, and to be a true platform you need an ecosystem. Your marketplace exchange API foundry has to be rich. I am sure they are trying to do this.

{audio:0:56:08} A development ecosystem is important for the long term and you start that by creating tools which allow people to easily do that. The emphasis on Creator seems to be a move in that direction. Not only do you market those tools to your customers, their own employees can build the workflows they need, but those are the same tools solutions partners could use to build applications on your platform, but it is still early.

{audio:0:56:50} It is early but some things like sales workflow is CRM and they should have edged into that space by now. ITAM and ITSM is essentially internal customer service, so you should have been able to attach Salesforce CRM in the customer service area, but I am yet to see that kind of attack or growth. Those are two low hanging fruits and adjacencies to significantly grow the company to measure up to your valuation. They might not want to be too many things to too many people.

{audio:0:57:31} Putting valuation aside because ServiceNow cannot dictate to the market what the valuation should be. There are times the market is excited and others it is not, but when you made that comment they should already be more competitive with some of the Salesforce solutions, maybe it makes no sense to be competitive with someone like that because there is still so much room to go?

{audio:0:58:04} That is true, it is possible that, as an analyst or consultant, I am overthinking it. They could be saying they have a proven model, land in IT, then expand. They could get something out of HR. They are already with SAP who have their own CRM, so they would be competing and fighting with everybody.

{audio:0:58:29} At this point, you want to partner with the big guys to get you in, and at some point, maybe you become competitive, because of the nature of it?

{audio:0:58:40} Absolutely yes, the valuation is not important for our discussion. The reason I bring that aspect up is that it is partly a function of the promise you communicate. When you talk of PAM, gross and net margins, ARRs and retention rates, you are essentially guiding valuation. With all those metrics, what is the cost of acquisition and the lifetime value of a client? Analysts project by simply adding 2% year over year and do not realize you could have a March 2020 and everything will lose 50%. I bring that up as a function of the promise and potential you propagate.

{audio:0:59:39} The market is definitely in love with this kind of business model. Many SaaS companies have very healthy valuations and it is good to have healthy skepticism of it. At the same time, there are also distinct companies who have a unique situation and quite a growth runway ahead of them. If you paid attention to Salesforce back in 2012, it was not that hard to see what they could become, which is similar to ServiceNow today, in the sense that they had some scale and brand recognition. They were solving a problem that existed with a change in the business environment dynamics, which was employees had smartphones and were mobile and needed to access data on the go. That was a distinct difference from Siebel et al who were focused on the enterprise.

{audio:1:00:56} The move to mobile worked well with Salesforce's in the cloud solution. Benioff was a key part of the execution, sales and go to market. It is important to take an idea and an opportunity and translate it to financial success. It seems like ServiceNow is in a similar position to what Salesforce would have been in 2012, from the perspective of brand recognition and critical mass, and the changing way businesses have to operate in the sense that you have a transition happening in the IT infrastructure, combined with changed expectations from customers and employees on how they should be interacting with IT systems of an organization. But to your point, it is all about execution.

{audio:1:02:06} Yes, we talked a minute ago about how many things you should do, who you should partner with, where to compete and how much you can bite and digest, but Salesforce are at a different stage of evolution. nCino in banking is on the Salesforce's platform. Veeva Systems is a fantastically valued customized pharmaceutical which I would love to see in ServiceNow. Even if you are not competing with a CRM because this is not CRM, we talked about verticalizing your solution. nCino is a vertical solution built on Salesforce in the banking and pharmaceutical industry. What vertical solution has been built on ServiceNow? I am sure they are doing that job right now.

For that, your widgets have to be very stackable instead of monolithic. It has to be truly cloud native. Who is trying to build a company or product on ServiceNow, like nCino and Veeva Systems?

{audio:1:03:36} I have not found anyone who has built vertical solutions on ServiceNow. In some ways, it seems as if ServiceNow is trying to build the solutions themselves and they call them applications for different verticals. It is more enterprise departments than it is verticalized solutions, so that is a good point. That is something to look out for and do more work on. Before I let you go, are there any other companies from your perspective that look interesting that I should check out?

{audio:1:04:33} Do you mean in this space with regards to ServiceNow?

{audio:1:04:37} No; just broadly from your experience working with customers.

{audio:1:04:41} Broadly, I am watching the promise and the long-term potential. All of us are looking at companies which will grow up big, and the potential is there with UiPath and C3.ai as well as the gaming multiverse side which is a separate area. That is a new industry which will be formed with Unity Software, whose ticker is U. Gaming is going to be big, particularly the new age gaming like Roblox, which are doing all these Netflix South Korean dramas such as Squid Game. On the DevOps side I am looking at a much smaller company called JFrog, which is still early stages and not highly valued, but certainly I see traction and people using them to integrate development and operation. Those are some of the things which immediately come to my mind.

ServiceNow Strategic Positioning

Former VP at DXC Technology and Cognizant

inpractise.com/articles/servicenow-strategic-positioning

ServiceNow Strategic Positioning(November 1, 2021)

Former VP at DXC Technology and Cognizant

Interview Transcript

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