Live Q&A: Our CEO Answers Your Questions About our New Name, HEAT Merger and IT Operations

February 06, 2017

Steve Daly | President and CEO | Ivanti

Steve Morton | Executive Vice President and Chief Marketing Officer | Ivanti

In early January LANDESK and HEAT Software announced a merger. In late January the combined company announced it’s new name: Ivanti. The new company is perfectly positioned for the future of IT Security and Operational IT. In this webinar you have an exclusive opportunity to hear our CMO and CEO discuss the rebrand, the merger, and the future of operational IT.

 

Submit your questions during the live webinar and they’ll address as many as they can.

Transcript:

McKay: Hello everyone, my name is McKay Allen. Thank you for joining us in this webinar today. We're thrilled you're here. We have a big crowd on—a lot of interest in this topic—and we're excited everyone has joined us today. In the room with us, and I'll turn it over to them in a second, we have Steve Morton, Chief Marketing Officer of Ivanti, and Steve Daly, CEO of Ivanti. Thanks gentlemen for joining us. They just got back from Europe. They're back in the U.S. now, so they're both a little jet-lagged.
 
Steve M.: No, we're actually asleep right now. 
 
McKay: They're both asleep. We'll have to prod them occasionally for answers. A couple of house-cleaning items before we get started. First: This webinar is going to be recorded, and we'll send you the recording in a couple of days. You'll also be able to see the transcription on our website a few days after that.

This webinar is really going to be driven by you, so please ask questions in the Q&A portion. Can you see the little Q&A button? Ask your questions. We'll monitor them and have Steve Daly and Steve Morton address them in the webinar, as well.

You can see from the screen that there's not going to be a PowerPoint presentation today. This is really more of a discussion and a conversation about the merger with HEAT—the rebrand as well as the future of the company in operational IT. It's exciting times for the company. So, with that, gentlemen, thank you for joining us today, we appreciate it.
 
Steve D.: It's our pleasure.
 
Steve M.: Yeah, nice to be here.
 
McKay: So why don't we get started here. There are a lot of questions coming in already. Talk to us a little bit about what a crazy few weeks it’s been for the company. We had the merger with HEAT, which we announced in early January. We changed the name of the whole company a couple of weeks ago. Talk to us about the craziness of this past couple of weeks.
 
Steve D.: Yeah, you're right, it has been a little crazy. Publicly, it's been crazy for the past few weeks. Behind the scenes, it's been crazy for the last three months.
 
Steve M.: Yeah, it feels like even longer than that, but I guess it's only been about three months or so. 
 
Steve D.: I'll talk a little about the merger, and then I'll let Steve Morton talk a little about the rebranding. From a merger perspective, this is something that had begun probably a year and a half ago. We had talked with Clearlink Capital, we recognized that HEAT software was pursuing a path similar to ours. They saw this opportunity at the endpoint or at the end-user environments. What they recognized, as we recognized, was that the way IT is managing and securing the end-user environment is flawed. It's very fragmented. If I'm on a mobile device, IT may use a different set of tools, or a different team, versus when I'm in the office using my laptop to get my job done or try to secure me with a different security team, or if IT operations touches me every day, security's trying to watch me and do things by their own tools. It's super fragmented, which causes a lot of cost in the environment and a lot of risk. We recognized there had to be a better way to bring this together, give IT that 360-degree view of the end user, and be able to provide solutions that integrate IT at the endpoint. 
 
HEAT were marching along the same lines, so we started talking about maybe LANDESK could acquire HEAT or maybe Clearlink could acquire LANDESK and bring us together. A year ago, we tried to do it and it didn't work. We kept in touch, and going into Q4 of last year, it looked like we could come to an agreement between the investors and make this happen. It's a pretty exciting time from that perspective.
 
McKay: It's interesting that you talk about those silos in IT and how those have to be broken. It's like a game of telephone tag, right? Every time somebody says something and they pass it along, inevitably  information gets lost. In a secure environment, there's a security risk perspective introduced as well, right?
 
Steve D.: Yeah, that's exactly right. And that's a huge part of our thesis about LANDESK—that is, our vision of what we'd like to accomplish—that by integrating. we can take out those telephone points so you don't have dropped communication, and it will speed up the ability to react when you do have an event in the environment. It will also ensure you don't have an event to start with. 
 
McKay: Right, we talked about three big things: Our ability to discover something, our ability to provide insight and give information about what's happening in your environment, and the ability to take action. When those come together, when those boundaries are broken, and they're actually one team, then IT can do great things for sure.
 
Steve D.: That's exactly right.
 
McKay: Tell me a little more about the acquisition of LANDESK itself, because a big part of this, and what we've been working on for a long time, is that LANDESK has since changed owners to this private equity firm called Clearlink.
 
Steve D.: That's right. The conversations with Clearlink, as I said earlier, have been going on for about a year and a half, and what we recognized was a good partner. As I've worked with them over the past year and a half, they've been very high-integrity individuals. Everything they’ve talked about, they've come through on, which is important. The other important thing is they have some capital to put to work. We're now at a very early stage in the investment, and we have a lot of runway to make investments. They have some dry powder, and they've kept some equity out so that if we need to make any big investments, they're standing by and willing to do that. They're a good partner for us to continue to grow the business in the way we have.
 
McKay.: Are you telegraphing new acquisitions, or are you telegraphing investments in products? 
 
Steve D.: You'll see both. It's similar to the strategy we've been pursuing. I don't expect customers or partners or even employees to feel that much of a difference, other than maybe there's a little more investment, we might go a little faster in acquisitions. Though right now, that sounds crazy. 
 
Steve M.: Let's see, 12 hours ago you were in Paris, right? Something like that? 
 
Steve D.: Yeah, around 12 hours ago. 
 
Steve M.: Twelve hours ago, we were in Germany together, we were in Paris, we're heading out to the California office. This really does expand the reach of the company. One of the thesis of this deal is the number of offices, the number of people, the amount of revenue and size the company brings. 
 
Steve D.: We have a lot of scale to be able to make investments, we have 36 offices worldwide. That's a big part of that investment thesis—now we're a very large company, we're nearly 2000 employees, and it allows us to make some investments that when we were less scale, we couldn't make.
 
McKay: That growth trajectory has been phenomenal. If you think about it, a year and a half ago, we were maybe half the size we are today. 
 
Steve D.: In fact, this time last year, we were half the size. In our company kick-off in Salt Lake City, we had as many employees in the room as we had in the entire company the year before. We doubled in the past 12 months. 
 
McKay: How good are you at remembering everyone's name? 
 
Steve D.: I got 'em all.
 
McKay: You do?
 
Steve D.: Yeah, they're all Steve.
 
McKay: That's the new rule, everybody has to be Steve.
 
Steve M.: Yes. That definitely is the new rule. 
 
McKay: Regarding the acquisition of LANDESK by Clearlink, the merger of HEAT into the new company, tell us about the executive team and how we're bringing the executive teams together, the leadership of this going forward.
 
Steve D.: We've had an executive team that, as you know, at what was formerly LANDESK, has worked together for a long time. In fact, a lot of us have many, many years in this industry.
 
McKay: You've been in this industry for over 10 years.
 
Steve D.: I've been CEO for 10 years. I've been associated with the business for about 15. We have Tom Davis, who's been associated with the business almost 20 years, Josh Baxter's been here about 12. There's a lot of tenure and a lot of understanding of the space and what the needs are. You've been involved in the industry for...
 
Steve M.: It's about 20 years, and I started when I was six just to be clear. But yes, there are a lot of folks who have been on the team, the former LANDESK team, as well as being in the industry. There are some people, guys like Kevin J. Smith and Prajval Parthasarathy who are coming over to be part of this leadership team as well.
 
Steve D.: That's right. Prajval was at HEAT. He will be in charge of our overall Cloud strategy. He's created a powerful Cloud platform at HEAT. It’s very mature, they have good processes in place, great investment in the technology, and they really know how to run a Cloud platform. 
 
McKay: That's one of the advantages of being with Clearlink, as well. They've gone through that transition with HEAT as they moved over to HEAT Service Management (HSM). They've helped make that transition, because the transition to a more Cloud-based business is not only about the underlying technology, but also about how you build, how you get your customers enabled, all those things.
 
Steve D.: Right. It's also how you develop products, and Prajval has a lot of that experience. He's going to—and he's done this in several companies—help us make that transition. He's going to be a great resource within the company, he'll be sitting on staff with us, and he'll be responsible for helping us make that transition.
 
Steve M.: I'm sure the number one question (I haven't looked at the list yet) is around products. You mentioned we have similar strategies going forward, but there has to be some level of which product is going to lead going forward? How do you bring the companies together from a technology standpoint? I guess it was January 20 when the deal officially closed. 
 
Steve D.: Yes, and the product team started meeting right away, as soon as we were able to go public with the announcement. I think for us, the overarching strategy, which has been interesting as we've done due diligence, is that while we have products that are in the same space, our strengths are in very different spots, and so the plan is to continue to make investments in both of the platforms and bring them together over time.

When it comes to our service management platforms, we have LANDESK Service Desk, we have HEAT ITSM delivered in the Cloud or on-premise. We will continue to push those forward. The strengths within LANDESK Service Desk, the UI, Workspace, those will continue. All of those investments will continue forward. The HEAT platform is very strong from a single-user interface, from a Cloud platform delivery, and we will bring the best of both technologies over time. But we're not in any hurry. This is a multiyear process. We'll continue to invest in both products and eventually converge the two on the same platform.
 
Steve M.: Yes. It's interesting, definitely the future of Service Desk seems to be more and more Cloud oriented.
 
Steve D.: That's right.
 
Steve M.: And that's one the reasons that this merger was so interesting to us is that the operational excellence, the ability to cloud care the ability to support and manage customers in the cloud was something that frankly, the HEAT folks were in front of us.
 
Steve D.: That's right, they were years ahead. In fact, they'd been building on this Cloud platform for six or seven years. A lot of miles on it, very robust processes, a big team around the world, 24/7 support, very, very robust. And so we'll continue with that investment. We'll continue to move our other technologies onto that platform. We'll make it very easy if there is a LANDESK customer who would rather be on that platform. It will be an easy migration, no additional licenses or subscription costs in that process. 
 
Steve M.: We were in Stuttgart the other day, actually in Filderstadt, which overlooks the Stuttgart airport. It was a very nice visit, but that office was really built on the backbone of DSM as a HEAT product. 
 
Steve D.: Yes, Desktop Systems Manager, that's right.
 
McKay: Probably the closest competitor to a traditional LANDESK Management Suite. Tell us what you felt you learned on that visit and what your strategy is for DSM going forward.
 
Steve D.: Yes, last week was a fun visit. We recognize that we're trying to solve the same problems, and we have a lot of DNA in common as we go after solving these problems. Our strategy with DSM or Desktop Systems Manager is to continue to support that product in the German-speaking countries. We have a team there, we have developers on the ground in Germany who are able to support our customers, and we’ll also be merging the best of both the LVMS and the DSM platforms over time. Again, that will be a multiyear process. We'll continue to support our LVMS customers in Germany and in German-speaking countries, but the hope is to get them to a common code base over time and have that support locally so they have good local-language support.
 
Steve M.: Yes, those guys know their business. It was impressive when we were there. They know the space, they know the business, they have a long history of working successfully in that DACH region, and we want to make sure we don't interrupt that in any way.
 
Steve D.: That's right. 


Steve M.: It was too short of a trip, but it was good to visit.

McKay: With this acquisition, we become a pretty dominant player in the patch-management market, both with Shavlik and with Lumension. One of the things we think is going to drive the growth of the company is the increased emphasis around operational security, correct?
 
Steve D.: That's right.
 
Steve M.: We've faced this challenge before. We had LANDESK Patch, and we had Shavlik. One of the things we did successfully with that is, over time, we made modifications so we could bring them together under one engine. Transparently to the customer, by the way.
 
Steve D.: That's right. 
 
Steve M.: And then we started to bring the content together, as well. Because I’m head of product management, I happen to know our plan is to do a similar type of strategy with the Lumension products. They have some great stuff, and we want to make sure they all work together.
 
Steve D.: That's right. We'll bring the content together, so there'll be a common content platform. The nice thing is, for an existing Lumension or PatchLink customer, there will be 40 or 50 new titles they'll be able to support, and we'll make up part of that content. If you're a Shavlik LANDESK Patch customer, you'll get another 10 or 15 titles we didn't have before, so it should be a net win.

As you said, we've done this with LANDESK Patch. On the agent side, we have a common agent framework that will be deployed, so for the customers, it should be fairly transparent. They'll be able to continue forward with the products they have, sharing content and having this common agent self-updating, self-healing, self-organizing sort of agent infrastructure that's common between all of them. I think that will be pretty transparent really, as we move forward. 
 
Steve M.: If we look at the other parts of the portfolio, and one of the things you mentioned earlier, we found that while we had a similar strategy, there wasn't a lot of customer overlap. Probably less than we originally thought.
 
Steve D.: That's right.
 
Steve M.: If we looked at desktop deals, we weren't in those. We looked at sales forecasts and pipeline, and there was far less of that than we originally thought. This again bodes well for us to have a good expansion and not necessarily be competing on the same deals and disrupting them.
 
Steve D.: That's right, and I think from a customer perspective, ultimately, we believe we need to unite IT. We need to unite the IT operations people with the security people, with the support people, service delivery people. We need a set of tools that talks and communicates, as you said before, across all of those. The nice thing is, because there's not a lot of overlap right now, we can bring more of that portfolio to bear to solve that problem within our customers. There are a lot of interesting and exciting new technologies our customers will have available to them now. 
 
McKay: One of the questions that's coming up a lot is around LANrev. One of the things that has always interested us in LANrev is the deep Mac expertise and connection with Apple LANrev has had. They have a good, simplified interface and those types of pieces. Maybe we should talk for a minute about the future of LANrev and how we plan on bringing that together.
 
Steve D.: From that perspective, we will merge that team with our Apple teams so we can have even more critical mass. The strategy's the same, We'll take the products, and we'll bring together the best of both. We love the relationship the LANrev team have with Apple, and we'll continue to support that relationship. One of the things that's really important and high on the Apple list is that they want support for their platforms. We had that at LANDESK before, and as Ivanti, we'll continue that investment to make sure we support all things Apple, both from a mobile device and from their Mac platform.
 
Steve M.: And it's a critical story—unified endpoint management
 
Steve D.: Impossible to do if you can't support and manage and secure end users when they're on an Apple versus a Windows versus an Android versus a virtual device. Our strategy has always been to have world-class support for all of those platforms so we can give IT that true 360-degree view and really unite IT at the endpoint.

McKay: A key part of that strategy. And our story is really focused on operational IT, right?
 
Steve D.: That's right.
 
Steve M.: There are other companies out there doing science projects, and we had our fair share of such projects and leaning forward stuff, but we really focused on what it takes to get work done in IT. It's a common theme that crosses all those products. What does it take to actually get the work done? I think it's fair to say that if you're a customer of LANrev, if you're a customer of Lumension, if you're a customer of LANDESK, if you're a customer of Shavlik, we're going to continue to focus on giving operational IT the tools they need to get their job done. That's just an organizing principle. 
 
We'll have more product information available. Again, we've been in this deal now for three weeks or something like that. Do you know where the best place is to learn details about that in-depth product roadmap and the influence direction? I bet you know.
 
McKay: I have no idea. 
 
Steve M.: It's in May.
 
McKay: Oh yeah, yeah. Okay, it's our user conference called Interchange.
 
Steve M.: It's something called Interchange—and by the way, we're keeping that name. It’s May 7 through 11. We'll be in beautiful Las Vegas at the Mirage Hotel, and we're going to have a great conference. We're going to have a bunch of people there, but there's still incredible focus at that conference and across the company around customer closeness. 
 
Steve D.: That's right. 
 
Steve M.: In fact, when you stood up at our sales kickoff and said, "Our differentiator in our market has continued to be conversations like this, conversations with product managers, conversations with the development team. Those things that keep our customers close to us so they can influence direction and have their voice heard on how these problems get solved."
 
McKay: That's exactly right, and Interchange is a great place to do that. A lot of our engineers are there, all of the product managers are there, our UX team’s there, and they have a user experience lab they'd love to have our customers come in and give us feedback on how they use the product. It's a great opportunity for customers to really have an impact on our roadmaps.
 
And this is not a sales pitch. It's great that we have people there, we don't really make any money from this conference, but it’s great to get great ideas. It's great to get customer closeness. And I think again, more so than any conference we've had in the past, this is a great one to come to. By May we have much more definitive roadmaps outlined. We'll have a much better opportunity to engage at a deep level across this product.

I want to shift topics for a minute now. We not only got acquired, we not only merged with HEAT, but we also put a new name out there. 
 
Steve M.: That's right, and we did it in three weeks. 
 
McKay: We did it in three weeks. We were working on it a little longer, but it felt like three days. Tell us why we wanted to make that change and why that's important.
 
Steve D.: Well, we recognized some time ago, actually about a year ago, that our strategy was bigger than the names of any of the brands that made up what was then LANDESK. We knew that to really explain to the world what we're trying to accomplish, we needed to put it in a new container, a new name. Each of the brands have great names. Everybody thinks about LANDESK as desktop systems management, and it's been known for that for 20 years. AppSense has been known for VDI management of virtual environments for 15 years, Shavlik's been known as Patch for 10 or 15 years. We didn’t want to lose any of that brand equity, but we knew none of those names explained who Ivanti was going to be in the future.
 
Steve M.: It wasn't a big enough foundation for products we want to build and the solutions we want to offer.
 
Steve D.: That's right. So that was a big investment, right? You engaged an agency a year ago.
 
Steve M.: Yes, a year ago we started the process.
 
McKay: Walk people through what that process was like.
 
Steve M.: It was a huge process and one we didn't take lightly because LANDESK is a brand that's been around for 30 years. Can you imagine that? It's a pioneer in the systems management market, but we felt we were getting constrained by the systems management focus. It's an increasingly smaller portion of our business as we’ve branched into security, as we’ve made acquisitions, with AppSense, and with a unified endpoint management story. We went to the board in April of this past year and said, "Look we want to make that change," and they said, "Well about time. We thought you would come to us a long time ago with that."
 
Steve D.: That's right.
 
Steve M.: We don't take that change lightly. The reality is, there's tremendous brand equity, as you said, in each of these products, but we wanted the foundation to build this next generation of product. We engaged an agency, we chose the name Ivanti, we did work on the logos, we secured all the website properties and have rolled out a new website. If you haven't seen it yet, I'd love to have you give us your thoughts on it. It's ivanti.com I-V-A-N-T-I.

It was fortuitous that all these things came together at one time, right when the merger was happening with HEAT software. When we stood up at our sales kickoff, announced the brand, and did the brand reveal, it felt like a different company. It feels like a different company. It feels like there's a chance to do something amazing in this market. 
 
Steve D.: It does. There's an energy, everybody's excited, everybody recognizes that we can solve a problem in a unique way and bring together technologies unlike anybody else in the industry. The name is a way to help us make that transition, but we've been executing on this strategy for three or four years—ever since we came out with the user management strategy. It's always been “Let's help IT unify IT at the endpoint” because it's so fragmented, and it needs to be done in a different way.
 
Steve D.: You do expect some changes to that, right? Not to be too buzzwordy, but let me give you the straight facts, not the “alternative facts.” We'll give you the straight facts. The name of the company has changed. The name of the products will change. This will happen over the next year. As new products get released, they'll pick up the Ivanti name and the Ivanti brand. We'll make sure it's clear, that the names and the function of each of those products is very descriptive. 
 
We've done kind of a poor job in the past of thinking up all these cool names to give our products. Going forward, you'll see us having much more descriptive product names, which all tie back to the master Ivanti name. Because we don't want to lose the brand equity associated with each of those big companies, we'll use names like Ivanti Patch Manager for SCC empowered by Shavlik, for example. You'll see things like Ivanti Service Desk and Ivanti Asset Management powered by LANDESK. We’ll maintain those powered-by strategies so your customers and your prospects, if you're a partner, if you're a user of the products, you'll understand where they came from and where they sit. While the color palette changes, while the master name changes on the products, those names will migrate. The good news is, we'll maintain the same SKUs, which will make it easy for people to do business with us. 
 
Steve D.: I think when we think about name changes, when we think about powered bys, it means a lot to employees. Employees usually have a little more of an emotional attachment to names. For a customer, for a partner, I think the relevant thing you should know is the same people are here supporting you, the same people are working on the products, regardless of what the name is. The relationships you have will continue forward. Even though the name may be changed to a powered-by, understand that the same teams are working on these products, the same teams are trying to solve the problem. It’s only the name that's changed.
 
Steve M.: Maybe we'll close our portion off here by talking about changes we could see happening in each of the major product lines. We had a question on asset management. Asset management continues to be a big focus for us. I tell people that is a market I'd go build, and we are going to build, invest, acquire, all those type of things in asset management. You can't do any of the things we talked about without having a good understanding of your environment.
 
Steve D.: That's right. It is key, and you mentioned it earlier—discover, provide insight, take action. Having a source of truth in the environment is so important, regardless of whether it’s systems management, security, support, or delivery. That foundation of what access I have, is there software, hardware, services—getting a 360-degree view of that is important. 
 
The problem is, in our industry, the way we do it is every toolset creates its own set of truths. You end up with a deluge of data, none of which matches and none of which makes any sense. That investment in asset management is key to providing that whole view throughout the lifecycle and allowing IT to deliver a secure digital workplace. You have to have strong asset management, strong security capability, strong end-user support capability, and strong service delivery capability. It's so critical. 
 
Steve M.: So the ITM roadmap will continue. In fact, it probably accelerates, if anything, in this environment.
 
Steve D.: I think so.
 
Steve M.: We've talked a lot about unified endpoint management. We've talked about how our DSM product goes forward, what we're going to do there.
 
Steve D.: The DSM in German-speaking countries will continue to go forward. From a traditional LANDESK UEM customer, some of the LANrev technologies are going to help accelerate some of the mobile Apple capabilities. We'll continue to make investments in bringing that 360-degree view.
 
Steve M.: And the cool thing is, almost all those products in UEM are going to have the advantage of being able to connect with other parts of the portfolio. For example, DSM, while it may be the leader in our DACH region right now, should have the capability of connecting with our privilege management products.
 
Steve D.: The asset management products.
 
Steve M.: ITM products, right?
 
Steve D.: That's right.
 
Steve M.: So UEM certainly has a strong go-forward message. And ITSM—again, this is the one where we're going to have a better-together message. This is where the roadmaps are being worked out clearly. There are no significant changes to the roadmaps today. We're early in that process. There are also no changes in the cadence and plans and release schedules for any of these products today. We're certainly not announcing any of that type of stuff, and to be honest, we're not even contemplating how that may happen. But the reality is a better-together message in our ITSM. If you're an existing HEAT Classic customer or if you're a LANDESK Service Desk customer, we recognize that ITSM is strategic ground for our strategy going forward.
 
Steve D.: That's right. That ITSM platform is the platform that automates those workflows and those processes that allow IT to deliver a secure digital workplace. It's strategic to us, we'll continue to invest in both of the products. The teams are mapping out how those two come together. We'll have a lot more detail at Interchange in May as far as what that becomes, but from a customer perspective, you can expect to continue to see us advancing our Workspaces strategy on the Service Desk side. You'll continue to see investments, you'll see some of that UI work coming into the HEAT ITSM platform in the Cloud. You'll see some of the drag-and-drop, easy-to-use process engines also show up in the HEAT ITSM Cloud platform. You'll see some of the voice capability in the HEAT platform that we’ll be able to take advantage of across both customer bases. So, it will be a gradual merge together of those two code bases into one.
 
Steve M.: I already mentioned the term secure digital workplace. Security is a key part. When we look at our strategy, and we look at this concept of operational IT and how we support it, there is low-hanging fruit, an opportunity to make a real difference in security. It's through things like Patch, things like privilege management, things like whitelisting. It is the ability to drive configuration files, to understand what's in your environment. And of course Patch. We've suddenly become the unquestioned leader in patch management, and we are going to make sure we take advantage of that opportunity.
 
Steve D.: From a HEAT perspective, we have some very interesting technologies around device control that's incremental to the LANDESK portfolio, and the two whitelisting capabilities are very complimentary. I think both sides will see acceleration in the roadmap based on this, and we'll have one security portfolio branded as Ivanti. We'll take the best from both of those tool sets.

McKay: It's going to be a big lift over the next few years. This is a multiyear journey we're going on today.

Steve M.: Let me just say a little about that because we went through this process when we acquired Shavlik back in 2013. We are still moving forward with the LANDESK Patch roadmap three years, almost four years later. What we recognize is it's a long process. We're not in any hurry, we're not banking on any cost cuts, in synergies, what we're planning is to continue to invest in these two product lines, take them forward, and provide more of the stack to our customers as we go forward.

McKay: I think it's a great time to be a customer of Ivanti, a great time to be a partner of Ivanti, and a great time to be an employee of Ivanti. It's an exciting few days. Hopefully, the pace'll slow down a little bit, but probably not, probably not. But what a great opportunity. 
 
We'll close with this. Come to our conference in May. Again, that's not just a sales pitch. There's a great opportunity to influence, to participate. You can get information about that on our website at Ivanti.com. We talked specifically about coming to Las Vegas to meet with us. At the conference, you'll see more detailed roadmaps, more proof of concepts. You'll see other exciting projects we've been working on and are excited to show you that aren't necessarily part of this acquisition and merger. Plus, it's a great time to network with other folks and be embraced by the new Ivanti family. What a great chance to get together.
 
Steve D.: I think that's where the real value is. You get to spend quality time with a lot of Ivanti employees. It's the only place you can get that sort of intense one-on-one time with product managers, engineers, salespeople. In addition, what we consistently hear is some of the most valuable time our customers spend is talking to each other about how do you do this? or getting ideas about ways to better leverage the technology in the environment. A lot of the sessions involve customers explaining how they're doing it. There'll be a lot of time to get together during meals, during mixer times, to ask, "What are you doing and where are you getting value? How are you showing it to your boss?" Those types of conversations are invaluable.
 
McKay: Yes, we’re looking forward to seeing all of you there. That's going to wrap up this webinar today. I want to thank you for joining us. Again, we're new into this deal, but we wanted to get out to you as quickly as possible to share some of our thoughts and some of our strategic direction. There'll be more to come at our Interchange conference and of course more communications along the way. Thanks everybody, I appreciate your participation and look forward to working together under this new banner called Ivanti.