ServiceNow BMO Capital Technology and Innovation Leaders Conference

Good morning, everybody. It's Keith Bachman here. We're on a little delayed start, nevertheless, happy to have ServiceNow here. Josh, I'm going to let you give some introductions about your background with the opportunity to focus on where your real focus is within the business solution context of ServiceNow.

Yeah. Why don't I open the floor up to you?

Yeah, absolutely. First of all, apologies for being late today. It's kind of a slow news day anyway, right?

Yeah. I've been at ServiceNow for 10 years.

I run one of our workflows. I've spent most of the year, my time here building different businesses. We put those into product divisions we call workflows. Most of the time I spent growing what you call the Creator Workflows business, which we grew to be the second ServiceNow workflow over $1 billion several years ago. More recently, I've been focused on Core Business Workflows or the back office. So, I ran the HR business for a period of time and now intensely focused on finance, procurement, legal, and facilities. At ServiceNow, we tend to kind of have one core platform that we build specific applications and use cases for different personas. So, those are the new personas that I'm after.

Okay. If we think about those personas, so you have the front end, so to speak. Do you also own responsibilities for what I would loosely call the back end, i.e. R&D?

Yeah. Do you have a dedicated R&D team, and do you have a dedicated go-to-market team?

Yeah. So actually, at ServiceNow, the workflow leaders like myself, it is me and a few other folks that run the different workflows, we actually own the product resources, and then the rest of ServiceNow is matrixed. We have dedicated sales teams, marketing teams, services teams, and we act as the cross-functional leader for those. The reason we like that model is it gives us an intense focus on specific markets and personas, and it allows our teams to have sort of functional world-class excellence and live in a functional team that they live in. So, the job at ServiceNow is cross-functional, but the actual, if you looked at the org chart, it would look a little different.

Okay. So let us go into, world is changing, we talked about today, AI is good or bad depending on the day. What is your focus? What are your key strategic priorities over the next 12 plus months?

Yeah. What do you have to get right in order for Bill to say nice things about you?

We need to keep getting deeper and deeper into these buying centers. What that means is sometimes selling specifically to those personas. I am focused on the head of procurement, focused on the head of accounts payable, accounts receivable, different personas in the finance department. We have products that we take to market to them. A lot of what we do is actually creating better together solutions across ServiceNow.

Okay. One of the first focuses is in conjunction with our EmployeeWorks.

Okay product line. That is the product we created when we put Moveworks, which we acquired last year, together with the rest of ServiceNow.

EmployeeWorks is really a way for all employees to get the productivity they want. "Hey, my paycheck is wrong. What is the travel policy?" Any of those kinds of things. My business is building what I call better together solutions with those. If they want to go in and they need something from procurement, we want that to be an amazing conversational experience. In the old world, what it was is they go in and they fill out a form, and they do not know half the information, and it goes to procurement, and there is a back and forth by email. In this new world, it says, "Oh, you need 30 sweatshirts for your team offsite? Okay, here are the three suppliers we have.