The RES Acquisition, One Year Later: A New Introduction to Ivanti Unified IT Solutions

October 17, 2018

Bob Janssen | Chief Technology Officer | Ivanti

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

It’s been just over a year since Ivanti acquired RES. We’ve enjoyed getting to know so many of you as new members of the Ivanti family. In this special webinar we will discuss the steps we’ve taken to integrate the RES products into the Ivanti portfolio and we’ll introduce you to all Ivanti has to offer. Did you know, for example, that many RES customers have combined RES automation with Ivanti ITSM to transform their IT organization? Or that they are now using Ivanti Patching products to keep their company safe. 

Join Ivanti CMO, Steve Morton, and RES founder and Ivanti Chief Technology Innovation Officer, Bob Janssen, as they discuss the acquisition, answer your questions, and more.


Steve: Good morning everybody. This is Steve Morton. I'm the CMO here at Ivanti. And I'm pleased that you are joining our webinar this morning. With me on the phone is Bob Janssen. Bob is our Chief Innovation Officer. Is that right, Bob? Is that your official title now?

Bob: That's the official title. Good morning, everybody.

Steve: Okay. Awesome. That's a good-looking title. It's nice to see a couple of friendly faces down here. Bob, the [inaudible 00:00:32], which I only learned as Bob, the stocking maker recently. Bob, nice to have you on. And I see other folks are jumping on as well. We'll have a quick conversation today about our RES products and where they've come since acquisition.

We'll get a chance to talk about some cool innovation that's coming. And for many of you, this may be an early introduction to Ivanti and what we do and why we're so excited to have RES in our portfolio products here at Ivanti. I can't believe it. Bob, it's been a year, even more than a year, I guess, since the RES products came into the Ivanti family.

Bob: It's been quite a ride. And it's a thrill to be a part of Ivanti now. And it's been wonderful so far.

Steve: What's different than you thought going in? After a year, what was your perception going in and what's out of what you expected it to be?

Bob: One of my worries was, okay, this organization is now 10 times bigger than what RES used to be. But actually, it feels much more like a family. And it's great to work with people that have earned their marks in the IT industry. And it's great to work globally together on some pretty awesome stuff.

Steve: Yeah, that's an important thing is we talked today that family atmosphere, that kind of big company. It's still a small company. And that plays into the innovation stuff that we'll talk about in a few minutes. And I think I'd start off by saying can a company the size of Ivanti... You know, we're a little under 2,000 employees and 23 different countries and things, can we still innovate? Can we still do those things that maybe RES as a smaller company was able to do? Is that still part of the ethos of a larger company?

Bob: Absolutely. And it has to be, if you wanna be successful in IT. And Ivanti has the right type of DNA to be able to pull that off and to do some great innovation.

Steve: Yeah, yeah. Let me let me talk for a couple minutes about Ivanti and who we are. Here's the quick marketing slide of who we are. We've been around for a long time. Well, 35 years, I think, is when we were founded, some, 34 years. My math is correct? Thirty three, something in that range. That's older than me, to be honest. And we've been around, maybe not, been around for a long time.

We're owned by this company by a private equity firm, Clearlake Capital, based in Los Angeles. So we're not a public company, but a good size. We're based here in the Salt Lake City area. I'm speaking right now from our South Jordan office, where we have under...there's probably 500 of us here in this building.

And a couple of interesting things on here about 30,000 unique customers. When we think we're managing and working on nearly 50 million endpoints in our environment, there's about 1,700 of us in 23 countries. As I mentioned, we've got a big partner community. And one of the things that has differentiated us in this market is we have this vision of unified IT. Our plan is to bring together various parts of an IT organization to reduce the friction between parts of IT with each other, but also to unify IT with a business.

That's our vision. That's our strategy. And to do that, we've put together a lot of acquisitions, including RES, a little over a year ago into the portfolio. We've done 10 acquisitions in the past... You know, what is that time frame of...Ten or two... What is it, 10 years, something like that? So it's a big number of acquisitions that we've brought into the portfolio. Again, transform into an innovative and cloud company that delivers on this message of unified IT. So that's the big picture of how this stuff comes together.

Let me spend a few minutes talking to Bob about innovation as we kind of, you know, tipped it off there. Bob, again, is the Chief Innovation Officer and is really in charge of making sure that we're not just bringing companies together and solving a broader set of problems, but really driving, again, a spirit of innovation along those lines. Bob, and you've kind of grew up those into four different parts we have on the screen here, and including a hackathon, which I am gonna be in Poland for, one of our development sites, and coming up here in November.

Bob: Yeah, I love innovation. I think it's an integral part of IT. I've been in IT for almost 25 years now. And I think IT should stand for innovation and transformation. And so it's very natural for teams to innovate. And it is a great advantage that we can actually foster that through these methods that you see here on the screen. So we have a hackathon coming up next month. We do that with all of our engineering sites.

And we get input, we ideate, and then in two days' time, we experiment with these ideas and see what sticks. And that's how we get to great ideas. And I think great ideas are crazy and a little bit nuts, right? So you have to prove it out, show to people to see what sticks, and then take it from there. And this also helps energize the teams. And it's wonderful to do a hackathon and be a part of that.

Steve: Yeah. And it's easy to confuse a hackathon with the innovation activity. But innovation really is a broader piece. It's not just the hackathons. But that's kind of how it comes together. And that's how that's how people really, to your point, really test their ideas.

Bob: Yeah. And that's also right. The ideation platform comes in. Ideation is a whole process. Sometimes it's a great idea. But it's not the right timing yet or it needs to mature further and nurture those ideas. And that's why we have this ideation platform that we use to capture all the ideas and all feedback and pick the best ideas and put them on our research program. And that's also then where Ivanti Labs comes into play where we can try out new technologies and capabilities and show them to people and to excite them and see what we can further productize from there.

So that's blue sky research, as well as business-sponsored projects. That's what we do with Ivanti Labs. And then overall, we have the Office of the CTO that is helping us to become more and more that innovative cloud company to stare the technology, vision, and direction and together with Tom Davis our CTO, as well, as to guard that innovation and great leadership, thought leadership.

Steve: You know, you mentioned the primacy of it being cloud-oriented. Does that mean that all of our innovation is happening only in the cloud or is that just an organizing principal or how would you paint cloud as part of the innovation strategy?

Bob: It's an organizing principle, absolutely. But we're also innovating at the edge. You see this whole thing in IT where, also, as computing becomes more and more important, but also AI analytics, it's often driven by cloud. But you also need to have the metrics from the edge, as well. So it all comes together. And in this research program, we don't shy away from any technology. We look at everything and see how this can be useful for our customers and how we can move things forward.

Steve: Hey, one of the questions we have from the chat, and I think it's a good one, is, is there a way to involve our customers and partners in the hackathon? Whether that's through the ideation aspect or whether we live stream, as is suggested here, some of the hackathon stuff itself, you know, what is a way and how can we involve customers and partners and maybe even prospects into that ideation work?

Bob: That's a great suggestion. So we started the hackathons last year with all of our sites. And the first series was across all sites with different plans. So the next one we're going to do all together working on one topic only. So we're trying to take it one step further with each new series. And definitely on our road map is to involve partners and customers, as well, to help with the ideation and also be part of the actual presentations that the team do and also help select the winning ideas. Innovation is best with as many people as possible.

Steve: Yeah, agreed. I was just thinking maybe this would be a cool thing to do an interchange, right, where we'd have either the readouts of the of the top development winners of the hackathon or that we can...we have a great audience opportunity both in Madrid and in Nashville this next year to maybe include some of the ideation work and hackathon work at our conference itself. I think that's a cool idea.

Bob: That would be awesome. That would be really cool.

Steve: Yeah, yeah.

Bob: Let's make that happen.

Steve: Yeah, all right. So you can look into that. Ideation happening right here during the webinar itself. It's kind of a self-fulfilling prophecy. Hey, let's talk a little bit about one of the cool projects that you've been working on. And it's more than a project. We've highlighted this a little bit at our interchange events. And we'll talk about it more externally here. But it's...the code name is Pulse. That's just kind of the working name. But tell us a little bit about what Pulse is and why we think it's gonna be so impactful to our customers.

Bob: Yeah, so in our research, we started looking at things like IoT, Internet of Things and senders and how we could leverage that to help IT. And our research pointed towards something called operational awareness. And for IT departments, it's really hard to know exactly what's going on right now as we speak and to get the facts straight when you're solving a problem.

So, we came up with this notion of real-time IT operational awareness. It uses machine learning and IoT in the back, but allows you to ask questions. And then the sensors that you deploy, the virtual sensors, that run in your infrastructure allows you to do fast fact checking, but also to do automated remediation. And this started out as a showcase, an innovation showcase, that we showed this year at Interchange. And we are now incubating these into a full-fledged offering.

Steve: Yeah, it's a super powerful thing. And, you know, traditionally, IT departments have been able to look at a CMDB or look at inventory reports that were generated through its endpoint management solution, including our own endpoint management solution. But that immediacy, that capability of understanding essentially in real time, I mean, with, you know, a few seconds type of query capabilities is the reality, especially because of security concerns and in today's world. Would you agree with that, Bob?

Bob: Yeah, totally. So that operational awareness is something we want to give to our customers through this new concept. And once you get to use this, there is no going back. This is really important for IT. And it's a critical capability that each IT infrastructure should have.

Steve: We used to do this by writing big SQL queries and things like that. But part of this process is using natural language to be able to understand your environment.

Bob: Yes. And this natural language can be very complicated to give you some very advanced results by combining what you're asking for into easy-to-understand visualizations. And all of this is a real time. It's not contained in any database. It comes straight from your infrastructure. So you do know for sure that the information is fresh.

Steve: Yeah. And an important piece of that story is the ability to close the loop to remediate based on what you find as well, right? There's other solutions that allow you to have a faster return of a set. But being able to... it's one thing to get a report. It's another thing for you to be able to take action on the report that you get back. I think that's a key differentiator and a key part of unified IT as well.

Bob: Yes, absolutely. And it works across silos. It works across your silos as an IT department. And it does not only allow you to take action immediately, but also to do this in an automated way and to trend to what's going on and to keep track of things and be ahead of the game.

Steve: So we talked about this last year, this Pulse product, at our sales kickoff. Again, we have our Interchange in Madrid, which is March 11th through the 14th in, like I said, beautiful Spain. But give us a little bit more on when do we expect this product in its formation to come into the portfolio? When will customers be able to mess around with it, either at a beta or in pre-production or actually have shipping product? What's your best guess estimate right now and how that comes together?

Bob: So actually, right now, we're running a private beta with several customers who are testing this in live production environments. Next step will be to have a public beta early next year. And then also for identity change, we would like to have early availability. And that's what we're aiming for and pushing for, for this new offering.

Steve: I know that the product team is working on the new name for this. Again, it's Project Pulse right now. I'm not sure if you're aware of this, Bob. But the leading candidate right now for the name is Bob, which it seems like there's only been one entry.

Bob: Wow.

Steve: That's not true. That's not true. All right. Well, I'm excited about this. And, again, this has got a lot of buzz internally. And we love what we're doing. And, again, I think it points to the innovation style that we're doing. In fact, this next hackathon is gonna be focused on extending the capabilities of Pulse, right? I mean, that's the kind of edict you've given to everybody.

Bob: Yeah. So, all of our engineering teams will put in the best ideas. And there will be new capabilities in Pulse thanks to this hackathon that's coming up.

Steve: Yeah. I'm excited about it. And literally, you know, with all of our development sites... And I should think as a show of how important innovation is for us, our executive team is going to all the different development sites. I will be there live while hackathon is going on. And then we ought to see some great things coming out of it. So I'm super excited about it. You've done a really nice job and team to pull this together.

All right. I'm gonna shift off a little bit about Ivanti Labs and the innovation piece and talk a little bit about, for many of you who aren't familiar with the Ivanti product lines and family, to give you a little bit of background on that. And I also wanna give you, as many of you are existing RES owners of the product, a little bit about where we're at with some of the products and kind of how we see the RES portfolio continuing to work its way into the Ivanti portfolio. And this message on the board right here is a little bit of our heritage. You see on this the number of acquisitions we've put together. And, again, at the end there, you have the Ivanti name. And, Bob, do you know what the meaning of the word Ivanti is?

Bob: Absolutely. If you take the no's out of innovation and you all see the letters, you get Ivanti. So Ivanti is innovation.

Steve: I personally made up that word. But I like your story a lot better than mine. I think we ought to use that.

Bob: In fact, it's sounds better than our story [inaudible 00:17:02].

Steve: There is an opening in the marketing department, Bob, if you're interested in helping out which... But Ivanti is a name that allows us to bring in, you know, multiple products, establish our own brand identity. It's made up of a lot of great companies that have been around, again, as I mentioned, all the way back to 1985. Many people would know it as the place that LANDESK and HEAT came together. You see Shavlik in that list and companies like AppSense and RES. Now, there's a couple of themes here, one of which is a really strong background in configuration management, endpoint management, from LANDESK and have Absolute. And we have other parts in there.

We have a super strong patch product set. Leaders of Lumension and Shavlik are in that. We've got a very good asset management products like [inaudible 00:18:04], LANDESK, and Enteo where in the asset management part of the world, as was Absolute. And, again, we've been bringing those technologies together. Service Desk is a strength of ours. You see Touchpaper and HEAT are both strong players and have traditionally been very strong players in ITSM world. In fact, as we brought those together and if you look at the recent magic quadrant from Gartner, you see that we're in a very strong position with our service management business, security business, asset business, and increasingly, in identity management, as well.

We'll talk a little bit about that .But I wanted to give you a background of these companies coming together. And this is how it is...this is the road to Ivanti. That's our strategy and how it comes together. All right. Let's talk for a minute about what we're calling IT now. I'm gonna give you a little background of, again, more detail on the story that we tell, why we think these companies coming together is such a good idea. And, Bob, you'll recognize this, as you've been around IT. In college, is that where you first started doing your work with IT? I don't remember if that was in high school or in college or when did you start really connecting with IT?

Bob: Yeah, that was in college. And it grabbed my attention. I joined IT. And I never left. I really like it.

Steve: Yeah. And I love the fact that... And I didn't know this for a while. But the RES actually stood for Real Enterprise Software. Is that what with the acronym was?

Bob: Yep, Real Enterprise Solutions [inaudible 00:18:41] solutions to complicated problems in IT. Yep.

Steve: Yeah. And I love that.

Bob: You have a few here?

Steve: Yeah. Have those shifted a lot since you started back in college?

Bob: Yeah, Shadow IT is a big thing right now. The security threat's more present than ever before, but also the velocity of how updates are being done. It went from Waterfall to Agile to Immediate. So a lot has changed in IT at the same time the business challenges in IT, they're very much the same as, like, 10, 20 years ago.

Steve: I think the biggest one on this list for me is the changing user expectations, the fact that... And you pointed it out with the Shadow IT that, you know, a credit card and access to the internet could change what you're using to manage your environment. But users expect easier to use. They expect good-looking interfaces. It's not just a technician hanging behind, you know, a 747 cockpit trying to manage their environment. You know, there's a consumerization of IT. There's an expectation of not only quality of the software, but ease of use, as well.

Bob: Yeah. People want to be delighted using IT. And if they can't get it from IT, they will probably try and do it themselves. And that's where Shadow IT comes in.

Steve: Yeah, and I love that. I love the term "Delighted." I mean, that's not good enough. That means engaged and excited and, you know, solving problems maybe that they didn't even know they had. So this is the environment that we think we're walking into and many of our customers and I think sets up the why we think we have a better solution for this. If we look at the next slide, the traditional way that people have solved this through IP departments is that they've created these silos.

This rational behavior, our argument is, that when mobile became such a hot thing, it became a separate department or a certain set of tools that were separate than maybe traditional configuration management. Certainly, the security team has been having more added onto their shoulders, you know. But the problem here is that you take out one of those guys, you take out one of those people holding up all these blocks, the thing starts to fall down. And in a world where it's much more difficult to hire good talent, there's a lot of competition for talent. Where the supply line is much lower than the demand line, there has to be ways to fix this that don't, including just adding more people into this environment.

And our argument here is that it's also fundamentally inefficient to do this. We talk about a visit that we had with Cizo or a CIO of a big organization that told us they had a breach. And they called together a meeting. And in that breach meeting, there were 80 people, 80 different people, that were representing different departments and parts of IT. And I love the phrase that this guy used to describe it. He said, "The purpose of the meeting was to establish the meantime to innocence, to find out... I mean, to try to reduce the amount of time it took to prove that it wasn't your fault that this stuff happened.

And again, that's an indication of the siloed organization. And it's, again, what gets in the way when that stuff happens is you get everybody finger-pointing. But just as importantly, the innovation comes out of the company. You don't have time to do those things that can advance what you're doing. So if we take a look at the next slide, you can see, again, our solution is what we believe to be this concept of unified IT. And I made an important point earlier of reemphasize, its unifying IT within itself because of these silos.

But it's also unifying IT to what's the business needs. And, Bob, I think you've had a vision since you started that IT for IT's sake is not that interesting. IT is an enabler to make sure that the business succeeds and can go faster and have a technology advantage, all those type of things. How important is this vision to you about aligning with the needs of the business? How many IT departments do you see that understand that is their charter?

Bob: I love seeing IT departments sort of have VIP users. So you see this in healthcare with doctors. You see this in law firms with the lawyers. For those IT departments, if they can deliver or how fast can they deliver and what's the quality of what they deliver. So it's outcome-based. And every IT should be run like this. It's almost like IT is a service and it's always there. And this is what unified IT will help to get you to. And that's what I really like about this. It's outcome-based. It is no longer silos. And it goes beyond being integrated. And it's focused on the business.

Steve: Yeah, yeah. This is a little architecture slide we have showing here. It shows our traditional kinda pillars and strengths here, security, UEM item, ITSM and identity, how those come together in a common framework that's integrated and automated and can be delivered via the cloud or on-prem. Some of our customers still wanna have on-prem solutions. But a lot of what we're doing on the cloud is gathering information and being able to deliver on this promise of these three things.

And that is first to discover, to understand, what you have in your environment. We do that better than anybody in the world. To provide insight, which is one of the key parts of something like Pulse to understand your environment. And not only to understand what's happening, but to maybe compare that to your peers, maybe to recommend best practices. And the final part of that here is the ability to take action, to remediate. So, again, it's one thing to get a report to understand what you have and understand your weaknesses. It's another thing to be able to prioritize those tasks and get you to really understand what you need to do next and give you suggestions.

And then it's another thing to be able to click within that same tool to actually execute the task, to enable the firewall, to deliver a patch, to change the configuration file, to enforce some security rules based on context. Those are the type of things that this kind of system allows us to do. And again, going back all the way to Pulse, you can see how that fits into this framework as well. But our vision is be the best at discovering what you have. Understand what your data is trying to tell you. And then having the ability to actually take action and fix the problem. That's seems like those are the type of things that allow you to do more innovative things and to put your money where your mouth is in regards to supporting the business.

Yes, good. Okay/ :et's take a look at the next slide. I wanna give you just a quick example. And again, I know that many of the people on the phone here are traditional RES customers that are now part of the Ivanti. You know, when we talk about Unified IT, this is what it looks and feels like. You can imagine an environment where you can bring somebody on board, as well as when somebody leaves the company or maybe even leaves departments that ,that process is seamless. And, Bob, this is part of the RES value proposition that may be the off-boarding is just as important as the on-boarding.

Bob: Yeah, on-boarding is important for the end user. But off-boarding from a security perspective is mandatory to do that fully automated and also is how you get compliance, as well. And so it's a very important use case and often overlooked by IT departments.

Steve: Yeah. Also and that continues to be an important part of our story. Imagine that these products working across these traditional silos can isolate a security threat. But not only isolate it, but actually mediate that solution. So our example is of a virus or some sort of malware comes into our environment. We can detect that. We can then sequester that machine off of the network. We open up a back channel that allows us to communicate with that machine and remote control it and see what's going on. We then can remediate that problem.

We can, you know, spend some help desk time and fix it or maybe we have to re-provision it after a certain amount of time. We can do that in an automated fashion and put it back on the network. So you minimize the impact of any malware. And in this world of unified IT, we see Win 10 migrations happening almost continuously. And, Bob, you mentioned that, you know, the delivery mechanism for software nowadays is really almost continuous.

This next piece is a really interesting one. And I'm struck still by the statement from Gartner that 30% of the cost of software... And just imagine how many software companies there are. And it's in the trillions of dollars of revenue. Thirty percent of the software the cost could be reduced by good asset management practice, understanding what you have, where it is, whether you're using it or not, and then actually removing it or reducing your licenses, if you don't actually use the software. And you've been around long enough to see that that's the case, that a lot of software really does become shelf-wear in this industry.

Bob: Yeah. So if that is not a quick ROI for you to get more resources, I don't know what is.

Steve: Yeah. That's the easiest way to just literally prove the value and reduce costs. Self-service on service desk, managing desktop, mobile and VDI together in a single interface into a single process. We'll talk about that more in just a couple minutes. Managing security privileges based on context, right, and based on where you are and your privileges and the strength of your network and all those type of things, that is what a unified IT organization can do.

And then finally, on that list, what you see is a list of customers who are using our software. Look, you know, HD Supply, those are the guys that manage a bunch of the big box hardware stores, 1.9 patches per quarter with one person, 1.9 million packages per quarter. That's amazing. Advocate Health Care says there's nobody faster in delivering migration to Windows 10. They've got it down in the process.

Woodforest, the onboarding process, 3 to 5 days to 15 minutes, that's the RES solution working there, as well. And, you know, I remember when my wife went to work for a software company. And this is a few years ago. But they said, "Hey, bring in your knitting, or whatever you want to do for the first three days while you're here because we haven't got your machine. We haven't got your network access configured." That's just crazy. Talk about a way to suck up productivity and suck out the enthusiasm people have for working at a company when it takes five days to get your stuff together.

And resolution on self-service, cost savings on new software licensing with Sealed Air, $15 million. And there's a part of our business that a lot of people don't know about but I wanna mention. It's around mobile worker productivity. If you are at the largest of the large logistics companies, if you're the guys that are delivering packages or delivering computers and you got guys that are out in the warehouse, the software that's used between the guy that's picking the products in the warehouse that connects back to the back end database on these rugged devices is likely an Ivanti product.

We have a supply chain business where, you know, we are mission critical solutions for that environment. And they've also given us a lot of mobile knowledge in the space. But in a space where a single percentage point in productivity can mean, you know, millions of dollars, we have cases with our voice products like this company OHL, where they have a 34% increase in productivity and accuracy in picking pieces in their warehouse. So that's our vision. That's how we come together.

The way that we talk about this internally, and again, we'll come back to some of the specific stuff here in a second, is,well, these are our pillars, again, endpoint security, unified IT, service management, asset management, and identity management. The way that we think of them and how all these kind of work together is... And, by the way, our vision is eventually, this gets smaller. Eventually, the problems that we're solving don't really have to be tied into these different disciplines, if they all work together.

That when you have a security breach like I talked about, you have the ability to remediate it, which is really a unified endpoint management story. You have the ability to track it through its life cycle, through service management. You have the ability through identity management to control access and understand the user perspective on that piece. And you have the ability to track the asset and track the software. Those all come together in this unified IT model.

And the way that we've made this a little easier for people to buy this, just so you know how we actually go to market with this, is that we have an enterprise license agreement that lets you have all those stacks or we have a product that we call Pick 2 of our ELA where if you're a UEM customer or are doing configuration management and you wanna add asset to that solution set, which it's easy divide by two of those stacks. And we give you a great price. We give you a great value and increasingly great integration as part of that story.

So that's enough of the marketing pitch side. I just wanna give you guys an understanding of where that goes. I wanna take a pause here. So if you hold that slide for a second, just leave this up. And let's talk a little bit about the RES products and acquisitions. And, Bob, you know, RES is really making a push towards identity director and whether that's... And that's really become a pillar in our portfolio here. But how do you see and what's the importance of the unified IT message with the identity director product?

Bob: Identity is a core component of unified IT. If you want to unify IT, you need to know about the user identity and take care of what the user needs to be delivered from a service perspective. And that can be done through identity. Also, security-wise, if you're not aware of identity, it's going to be very hard to do this in a silent way. And the only way to do this more holistically or unified is by having this new pillar, which is identity management. It's critical to the unified IT story.

Steve: It is and frankly it's one of the main reasons that we purchased RES. We just thought that this has to be a pillar of our strategy. So we've had a product inside here, inside the Ivanti, that we OEM'd, called Password Central. That's been replaced with Password Director. That's based off Identity Director. You see us, again, working Identity into all of our pieces.

And I think for the first time we're in the Forrester Wave report for identity, which is a good sign of our continued focus around identity. Bob, the second piece that I think that we were really interested in when we looked at RES was around automation. And you can imagine that automation works its way into every nook and cranny of our product set going forward.

Bob: Yeah. And again, so automation is a fundamental component of unified IT. You see that in the DevOps movement today. If you can't deliver an automated way, it's not good enough anymore from an IT perspective. So for unified IT, everything needs to be automated. And although you don't see automation being mentioned specifically, and these are the stakes, the automation fabric that we're creating is we're gonna work through all of these components to make sure you can deliver them in a fully automated way. It's like a big orchestrator. It's very important to have this capability next to identity.

Steve: Absolutely. Again, those two are foundational reasons we bought the company. And it is around automation. Taking those tasks, which, you know, people, they didn't join IT for... I always use the line, "No one joined IT to reset passwords," right? What are those activities that we could use to automate those things that don't require human intervention that allow people to focus on the things that drive the business forward? And it's the stuff they wanna do.

Like I said, no one wants to reset passwords. They didn't join IT. They wanted to help the business or they wanted to work on innovation. They wanted to work on the cool stuff. And it's those things that humans are uniquely capable of doing. So in general, automation is just a key component. We're gonna continue to build connectors and work on core integration with Ivanti products. And this is one that will increasingly moving to the cloud as well, correct?

Bob: Yes and also the connectors to other platforms. It's very important to have a full automation going on in your IP infrastructure. It needs to work across all of your different environments. And it needs to happen automatically. And that's where automation comes in.

Steve: And were you surprised when you came to Ivanti at the number of acronyms that we have, by the way? Have you have you been able to learn all those? There's a cheat on our internet. But how are you doing on the three-letter acronym learning scale?

Bob: I'm getting there. It took some learning in the beginning. But once you get to know them, it's pretty easy. But like in anything IT, new acronyms pop up almost every day.

Steve: That's right. I would definitely agree. And the reason I'm bringing it up is as we talk a little bit about Workspace Control, what was once called ROW, RES ONE Workspace, is now called IWC Ivanti Workspace Control. Now, I had to look at a piece of paper to remember that. So, I think you guys are probably ahead of that. But so to be clear, RES ONE Workspace, which was a stalwart of the RES product sets, since it's come into Ivanti, we've shipped two major releases, 10.2 and 10.3. And we're continuing to revise that.

And, you know, we've been releasing every four weeks or so. It says here that we've done about 15 bug fixes and some slots for enhancements and improvements. But the Ivanti Workspace Control, formerly known as RES ONE Workspace, is in what we call a Long-Term Maintenance Release, or to use the acronym, LTMR. What does that mean and what would you tell our existing RES customers about where we sit with RES ONE Workspace?

Bob: It's our guarantee that IWC or Ivanti Workspace Control will continue to run on platform updates from the likes of Microsoft Windows, Citrix, VMware, and so on. So basically future-proofing other products.

Steve: That's right. So and we said there that there's slots in the development schedule to put enhancements and improvements. But it's a long-term maintenance release. And again, we wanna make sure that, you know, your investment is safe as we work on the next generations of the product and how Workspace and whether that's RES ONE Workspace and what we're now calling Ivanti Workspace Control goes forward. So, again, we're doing some work. The community is also active in improving and delivering content for specific work cases. Bob, we still have a very active community of IWC and RES ONE Workspace customers that are also advancing the feature set in the product.

Bob: Yes. The Workspace community has always been a very vibrant community, the Citrix community, the VMware community, the Microsoft MVP setting. So we continue to work very closely with all the partners and all the customers to advance the solution, but also start working on what's next together with the bigger team because that's the other thing that's really great about Ivanti is that we have now so much power, brainpower, to figure out what is going to be next and to be ahead of that. And that could be something like Unified Workspaces.

Steve: Yes, indeed, indeed. And, again, that spirit of innovation is critical for us going forward. And I see a comment here. I think it's a good one, that it is a big portfolio. It's one that's sometime is difficult to understand. One of the things that we've done in our re-brand of the company, we've also re-branded the product names to be more descriptive to say what they actually do and then put the brand equity behind, you know, the Ivanti name. But, you know, we appreciate your feedback. And as you work through our website and try to understand the broader portfolio of what we do, we'd love to hear about what you stumbled on, what you didn't intuitively understand from the way that we present it. That feedback is super important to us.

So I guess, Bob, we'll wrap up here in a second. Again, I hope that those in the audience had a chance to understand a little bit about Ivanti who we are and why RES is such an important part of our portfolio and why we're thrilled to have all of you and Bob you certainly as well in the Ivanti family. I hope you got a little bit of a view of our the importance of innovation in our strategy and the type of activities that we're doing, including involving you in the spirit of innovation that we have. And I hope you get a good understanding of some of the key parts of the RES portfolio, how they fit into the Ivanti portfolio, where we'll put our emphasis, what we're doing with things like Workspace Control, and to see that I think RES has found a great home inside of the Ivanti family. And, Bob, I hope that you would agree.

Bob: I totally agree with that. And also my message to everyone in IT is just keep on innovating. It's down to you. Nothing is impossible, even within the constraints that you have to work with today, but just to keep on pushing, for it it's all about innovation and transformation. And that's what keeps life interesting in IT.

Steve: That's right. And that's what keeps smart people in the business. So thank you all for joining us. We'll see you on the next webinar. Have a great day.

Bob: Bye, everybody.