Greg Butterfield - Symantec - Group President - Altiris Business Unit

Greg Butterfield - Symantec - Group President - Altiris Business Unit Good morning, it's good to be here. It's been a great week here at Vision to participate in all the activities and events to meet with the customers. It's great to be part of Symantec. Today there are three things that I'd like to accomplish during my presentation. First of all I would like to go over the objectives for FY '08. Since Altiris is a new business unit inside Symantec, I thought it would be helpful to give you a high level overview of who we are as a company and what's the value proposition we provide to our customers. I want to take a moment a talk about some of the synergies and some of the excitement that our customers and partners are experiencing as a result of this transaction, as well as our employees. You know over the past six months I've met with over 1,000 customers personally. And so I want to share with you some of the excitement that they've experienced relative to this transaction and why they believe that this makes huge success and makes sense for all customers. And then I'm going to share with you just a few of the growth drivers that we've been able to identify in the first 60 days being part of Symantec. So before I talk about the business in general, let me just first of all say that business unit's number initiative for FY '08 is to meet our financial objectives, both revenue as well as profitability. How are we going to do that? Well we're going to stay focused on the things, the goals, the objectives that we established as a stand alone company before the acquisition. You know this transaction has been basically seamless for many of our employees. You know credit to John and his team, I've done nine acquisitions in the last three years, I've been acquired multiple times in my life, this has been by far the best transaction that I've ever been involved with, including those that we've done our self. So for most of the employees the goal for me is to make sure that they're staying focused on the things that they were already doing. So developers still have the same deadlines, they're working on the same code, our field marketing people have the same campaigns, the same events, our customer support people, the Global Services people are still talking with the exact same customers, still the same exact phone lines, phone numbers. And most importantly, our sales reps are still part of this business unit, they're calling on the same customers and they have exact same quotas they had prior to the transaction. So focus on the things that are currently being done and the goals and objectives that we had as a stand alone company. As we get to know each other better we'll drill down on some of those objectives at a later date. The second most important thing is for executive staff, myself and my team, to make sure that we're maximizing the global resources and the strengths of the greater Symantec. And as we get into growth drivers we're going to talk about some of those things that are very obvious. And then the third thing where I view that there's a huge opportunity in '07, end of '07, moving into '08 and beyond, is the energy associated with the Vista migration. Analysts have forecasted that 10% of all commercial desktops will be converted in the 2007 time frame, and so we view there is a huge opportunity associated with this, there's billions of dollars that are going to be spent. And so we're going to talk about how Symantec is going to be the best company to manage the transitions, not only once they do the migration, but manage the Vista platform going forward and making Windows a better managed operating platform and a more secure operating platform. So those are three or four main objectives we have for FY '08. Let me now transition and share with you the overall value proposition provided by Altiris. Did you know that 80% of IT person's budget is spent and focused on just doing routine maintenance functions, basically keeping the lights on or keeping the system status quo. Well that's the business that were in is helping customers reduce the overall cost and complexity of managing IT. Now being part of Symantec we have the ability not only to cut the costs and complexity of managing the information technology, endpoint and devices, but we also now have the ability to secure that technology. So regardless of customer size, we help reduce risk and we help enhance IT performance. How do we do it? Well we've gone out over the past eight years and we've identified many things that IT organizations are doing on a manual basis and we've taken those things and we've created what's known as an IT Lifecycle Management Suite. So we've taken the manual things that are being done from cradle to grave and we've automated the process through web services and products that solve business problems. Now today we do not have time to go through all of the different products that are available from this business unit. We have over 40 different point solutions, we have five major suites, but let me just identify a few of the solutions that we provide to help reduce business costs and complexity of managing technology. The first thing you'll notice on lifecycle wheel is Asset Identification. Three weeks ago we had a Fortune 500 event. We had 20 plus CIOs in a room. A question was asked, how many of you know how many servers you have in your organization. Guess how many people raised their hand? Three. Three out of 20 said they new how many servers they had in their organization. At the keynote presentation on Tuesday, Mike Mussard from one of the major editors for the trade rags listed ten top oxymorons in IT. The first one he listed is that we're in charge of managing IT but we don't know what we have in our own organizations. How can you manage it if you don't know what you have? So this business unit, right out of the gate, has discovery technology that allows people first of all to identify all their assets, allowing them to then be able to go out and manage the devices. A quick business case with regards to software identification is the annual maintenance fee that you provide to your large software manufacturer. We have had many customers that just implementing that one component from this business unit were able to more than recapture the cost for the product that they actually paid for. If I'm in the process of doing a large software maintenance contract with my software provider and I don't how many licenses I have, then there's the risk of me paying too much. So asset identification, deployment configuration, deployment configuration, there's a huge PC refresh. You've got Vista migration. Today it takes the average IT person approximately two hours at a minimum, two hours to deploy and configure and set up a new device with the Symantec Altiris Business Unit technology you can actually do that in less than 15 minutes. And the exciting part about this is not only can you do a machine, the time that it takes to do a machine you can do ten machines or hundreds of machines or even thousands of machines. So hopefully that gives you a feel for the value proposition. Once again there are 40 different products. We don't have time to talk about all of them today. A key thing here is not just the technology, but the fact that all of these technologies are running on a common configuration management database. So one thing that we do is we help to eliminate manual procedures. The second thing that we do is we provide technology and this technology is built around business process and this technology is all integrated. Part of the reason IT departments are spending 80% isn't because they haven't gone out and purchased software, they have purchased tools. The problem with the tools is they're not integrated on a common architecture. You don't get the benefit of Asset Identification with regards to service delivery. All of these technologies are web services running on a common UI and a common data model. Now in your supplemental information I've given you a couple of customer success stories. Just to give you once again the cost savings, Cargill, a $60 billion company, 40,000 endpoint devices was struggling with the cost and complexity of managing over 40,000 endpoint devices. By implementing our Asset Identification, our software distribution and our Patch Management technology, were able to realize a $4 million savings in the first year. So hopefully that gives you a feel for the value proposition that we provide. Once again, everything is running on a common architecture, you don't have a centralized management store, a source of truth. If you don't know where your assets are, where they're physically located, which people are using those assets and how those assets are tied to other IT assets, then how can you calculate your service level agreements and help determine the overall cost that you're spending on your systems.

Load more