extremely short leash. it cannot print proceedbelow 40 for long. >> see you back here tomorrow at 5:00. "mad money" with jim cramer starts right now. my mission is simple to make you money. i'm here to level the playing field for all investors. there's always a bull market somewhere. i promise to help you find it. "mad money" starts now. >> hey i'm cramer. welcome to "mad money" welcome to cramerica. this time from our san francisco home one market. other people want to make friends. i'm trying to make you a little money. my job is to educate you and put

this crazy market in perspective. call me at 1-800-743-cnbc or tweet me at jim cramer. does the market know what it's doing? does it really punish apple stock for, let's call it as it is, the best quarter ever. does it really reward murick for not screwing up? should twitter have been crushed on an estimate cut or ibm rally on a dividend hike? one is still growing like a weed and the other is not growing at all. these are all part of the mosaic today. s&p gained .28% but the nasdaq fell .10%. it's not that the market is stupid or even that it's unreasonable. it's just that it's prone periodically to brain freezes and snap judgments. we saw a huge number of snap judgments today and they may not hold up under close scrutiny. even as they seem dramatic and final in their severity. first there's apple. what happened? how could this stock be down if

you're selling more than 60 billion iphone. how could it be down with the excitement of the watch? how could it be down with the rapid adoption of apple pay or the excitement and tease by tim cook of apple tv? it was simple. it was up huge a a head of time and it's almost always the case with the stock of this company when it reports a good number and this was a fabulous one. after a big run there's always someone willing to call the top. the top. and we heard plenty of top calling today. a massive amount of top calling. mostly about how it can't get any better than it already has. we've heard that before haven't we? people don't want to factor it in early or that samsung is being vanquished by it's home turf and forget that about that capital being returned. who cares? that's for the long-termers. the short-termers don't care about that. what to make of it?

it's business as usual. it's why i urge you not to buy ahead of the quarter because i knew there would be someone or anyone that would say time to go. that's it. that's exactly what happened. it's almost like clock work. you need to ask yourself has the story really changed? i could argue that it has. now that we have seen the quarters results we know the stock is even cheaper than we thought. 12.5 times earnings. what do you do? you wait a few days for it to settle. it won't be void by any upgrades. most people already said it's a buy. if anything it will be hurt by downgrades as analysts take the queue from the stock itself. that's what they do. they can't take pain but i think apple stock will find a level where the fearful are gone. the summer soldiers and sunshine patriots have fled and you can get back in and hold it for the long-term.

what does that mean? how about you own apple? you don't trade it. something after 114 million shares that changed hands today told you wasn't obeyed at all. that's okay. it's always that way. but then you have murierk. the drug company that had failed to innovate and come up with blockbusters. it was the most forward of the drug companies. we used to call it st. merk when i broke into the business. why? because it could do no wrong. lately merk had become the ultimate. pretty much everything from animal health hepatitis c, diabetes cancer. then this morning it totally dazzles with better than expected numbers and some good news on its hep c formulation and cancer franchise. suddenly it's merck transformed

and the stock is the standout of the day in the dow. but is it? my charitable trust owns the stock. i'm thrilled that it rallied so big on this quarter. however the market has a confession to make. merck isn't that terrific. it just isn't as bad as we thought and for that it gets a brand new valuation and a better one. you think that's odd? how about with the -- how about the out with the new, in with the old? and that's how you have to feel about twitter. i wish i had a sound board because i would press boo and buzzer and all of that stuff and ibm. the market is making judgments that might not hold up on appeal or at least i think one won't. let's start with the one that might not hold up under appeal the bad boy that is twitter. this is one of the most bizarre am tushishateur releases in all my years. it got it's earnings leaked.

we don't know how it happened. we know the market hated it or hated the leaked number which looked remarkably and unfortunately like the actual deal. you might be confused about this one too because twitter reported a sharply better than expected quarters but then proceeded to squelch all hope by cutting it's forecast to the point. sellers sur paced everywhere. what happened here? what happens to get a stock down almost 20%. twitter stocks start substantially lower than it was when it came into the session. it started at $35. then it ran into the mid 50s. why on combination of a belief that it figured out how to monetize it's users and make them more happy and bring new people into the party but when we saw the numbers we recognize that we were too positive. yours truly included. another charitable stock. stock got crushed on a belief that these guys not only can't execute, they can't even release

their earnings right. what to make of it? first i think there was too much enthusiasm by everyone except for a fellow by the name of rob peck. he is the analyst soon to sport the name sun god analyst that downgraded the stock yesterday from buy to hold. he has me involved in it with the whole way. should have been out there throwing mud at this thing. even though it's down there's so many analysts that have to cut estimates tomorrow that another down day or two or maybe even three is in the cards. he just downgraded there has to be more pain. why believe in it then? just jump over this fence. i believe that twitter remains a gold mine and while i thought these folks figured out a way to mine it i was wrong. twitter has to figure out how to

make it more accessible and while it was cool cool isn't translating into numbers. how could this decree be reverse reversed? by prayer? no, by devine bells and chimes? no but someone else maybe. meaning that if it can't fail if it keeps failing, well let's just say someone else will take care of twitter. now i don't think most investors are going to be that patient. hence, again more pain. it's going to be like a mr. t situation. the prediction pain. polar opposite ibm. unlike twitter which was thought to be spry but is now in intensive care and some would say dnr meaning do not recess tate ibm was perceived to have no pulse at all. no pulse at all. i know that there were many a call from people on twitter no less to put -- really at jim cramer on twitter to but him on the morning wall of shame. ibm, she is finished.

i admit having not been too keen going into the last quarter but you could see that ibm was reinventing itself on the fly. it was all there. reinventing itself this time as a trusting advisor to companies that want to compile and analyze big data. look i don't think that it's cloud business is where it will be. it's no sales force.com and we're going to hear from them later. but it's getting there. more important, though this stock rallied huge today because it boosted it's dividend by a phenomenal 18%. no one expected that. the stock has been doing nothing. that 18% boost is incredible and it brings ibm into a very special club. it's the we will pay you 3% while we wait for a turnaround camp and that's a camp i want to be a part of. i want to go to that camp. to me the judgment will hold up under close scrutiny. at least the next few quarters because a conservative company like ibm doesn't boost it's dividend like that if it doesn't have the book of business to maintain it. now you can not afford to be shocked by this pattern of

failed discounting and misdirection. analysts were cutting numbers from microsoft for weeks before the quarter. so when it beat those subtle revisions, the stock took off. hasn't looked back. rallied again on top of yesterday. this time because of the morgan stanley upgrade. what did it say? the reports of the copper gold and oil company are premature and that was enough to send the stock up almost 4%. so apple and twitter overdone but must get severely overdone. burnt to a crisp while merck and ibm get rerated. they're going to choice from chuck. neither is prime. that would be too quantum a leap. let me give you the bottom line for today. this is like short order cooks, don't make for the finest of

feasts or most accurate ones. you have to live and die by them only if you trade. tomorrow is a brand new day and judgments are made today to be reversed on a later date. let's take some calls. texas. >> caller: yes, dr. cramer. big booyah to you. congratulations, man. >> thank you, man. i love being a doctor. always wanted to be one. don't even have to go to med school. what's going on. >> caller: nothing much. i would like to say one thing i really appreciate what you do for us. we need your advice. i watch you in the morning 8:00 to 9:00 and 5:00 to 6:00 every day monday through friday. >> thank you. thank you. >> caller: i have a question about gw pharmaceuticals. >> i like it. a lot of that is because my doctor is the cbs doctor that told me the way to go. but it's run too far too fast. let's be careful here.

there were too many short-term cooks in the kitchen today and they spoiled the market. the good news is if you stick to the "mad money" mantra of investing and not trading you can make a sweet dish as long as the long-term story plays out. i'll talk to the pioneering ceo behind the epic rise of salesforce. then t-mobile is nipping at the heels of the big boys and stock is being rewarded up 25% this year. i'll talk to the the ceo to find out what's next. >> plus cyber threat. the man helping to secure silicon valley's biggest players against attack. all ahead. "mad money" from one market continues. so stick with cramer. don't miss a second of "mad money," follow @jimcramer on twitter. have a question? tweet cramer #madtweets. send an e-mail to madmoney@cnbc.com or give us a call at 1-800-743-cnbc.

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we need to talk about one of the most important technology trends of the year cloud computing. welcome back to "mad money". >> great to be with you in san francisco. >> fantastic. >> the bay bridge behind us. what a gorgeous view. >> a beautiful, well let's see, boat going by us. >> you're here in sales forces headquaters building now. one market street. that's exciting. welcome. >> thank you for having me. mark, you are quoted as saying the business of business is to improve the state of the world. your stock is up 1,000% since we first said you should buy sales force. how can you reconcile those two? >> when i was in business school i was told the business of

business is business and stay in the guard rails. and i think there's been a pretty big shift and i think that shift came from the founder of the world economic forum that said the business of business is improving the state of the world. and the way to do that is with stakeholder theory and what that is is so simple. >> it may be simple to you but not to our viewers. >> well the reason why it's so simple jim is because we're told all the time well think about your shareholders. that's all that matters. your shareholders and eps. if that's all i focused on my company would be a disaster. the reason my company is successful is because i'm focused on my stakeholders and not my shareholders. if a lot of important stakeholders that are important for your company, your employees, your customers, your partners, the community around you, you know all of these people who live here in san francisco, for example, the environment. and a lot of other key

stakeholders as well and to really think and be successful as a co today you need to think in a multistakeholder frame work and that's what is important. that's really what drives me every single day. >> you bought a company, exact target famously he said listen i hope that mark doesn't move all the jobs out of indiana. suddenly indiana state became part of the business of improving the state of the world. >> you're right, jim. we paid $2.5 billion for mr. dorsey's company. >> which is a great company and you integrated it perfectly. >> it's the best thing we ever did was buy that company and we got great assets with that company. now it's all the sales force marketing cloud. it moved us into marking. it's fast tracking into a billion dollar a year business for us. but we became the biggest tech employer in indiana so all the issues in indiana became sales force issues because of stakeholder theory. my number one stakeholders are

my employees. i have to advocate on their behalf. i have to be their spokesperson and the tip of the spear and when we saw what was going down in indiana, that they were going to be prevented from being in restaurants, it was crazy. what was i going to do? send my customers to indiana state -- indiana and they were told you can't go to this pizza restaurant because you're gay? that was the igniting of the stakeholder theory. my job is to say that's not okay with us. >> board of directors, general council, they all -- they're all in on it so to speak at salesforce? they understand this concept. >> a lot of people are starting to understand this concept. you saw with what happened with indiana was it wasn't just sales force that said you can't do this and said to the governor mike pence you need to change this law, which he did, but it was many ceos. everything from the ceo of levi strauss to eli lilly to nike to

marriott and we saw doug mcmillen the ceo of walmart call the governor of arkansas and say don't do that here. that was impressive. they recognize something very porn which is you're an advocate for your employees. you have to be speaking the truth and you see it more and more. >> that's the future. >> that's exciting. >> that's the future. >> i hope it's the present. >> that's right. i have just a little time left. the apple watch. you're the first guy out there. did you decide how your business is doing? >> i'm excited. i can just hit this button and i hit the sales force app. >> was it a good day? >> you can see i'm running my business from my wrist. i'm checking my customer service requests. i can see my analytics and look at everything associated with my business using the sales force analytics cloud which is our

brand new product that lets customers do business intelligence and also of course i have it on my phone right here of course. >> which is your mainframe? is that your mainframe and minicomputer. >> it could be. it is amazing actually how computing has changed but what's on my wrist today is more powerful than the computer that i learned to program on which is only 10 miles south of here. >> that's a good way to end things. >> pretty exciting. >> chairman and ceo of sales force.com. business is to improve the state of the world. "mad money" is back in one moment. >> coming up mobile maverick. >> the unconventional ceo behind t-mobile is giving the big boys a run for their money adding over a million subscribers last quarter. but after a 25% run this year can the uncarrier stock continue to soar? cramer talks to him when "mad money" from one market

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i'm always telling you that ceos matter. you might think in a company with tens of thousands of workers that one individual even if he's the top guy can't make much of a difference. i'm telling you that view is wrong. look at t-mobile. it's the smallest of the four major wireless companies in the us. but it's growing like a weed. t-mobile's brilliant ultra competitive ceo has been waging a one man guerrilla war against the rest of the industry by giving people what they want a wireless company that's simple transparent, no long-term contracts that lock you in. cheaper prices than the competition. much better customer service. he's a good guy and dresses in magenta and based on the strong quarter t-mobile reported this morning he's winning. they added 1.8 million customers and the company accounts for nearly 100% of the phone growth in the entire industry. it's a revolution and i bet the stock would have been up a lot

more today if not for the fact they're spending heavily to build out it's network to compete even more aggressively going forward. earlier today i got a chance to chat with the president and ceo of t-mobile. it was a hoot. >> i can only describe the numbers as stragaggering. where are these people coming from. >> keep going down jim. we had 1.1 million postpaid net ads and a million postpaid phone net ads and so far at&t and verizon announced minus 327 and minus 180. more than 100% of the growth and they're coming from all of the other carriers. mainly because we're doing my philosophy of business. we're listening to our employees and listening to our customers and shutting up and doing what they tell us and so far the uncarrier is resinating with customers in a big way. >> we have actual data about resinating because you have port ratios that no one else is

willing to talk about. can you talk about for att and verizon? >> it's funny. postpaid porting ratios is very simple. when people -- it's only one of many indicators but if a customer leaves and goes to another carrier and takes their number, ie ports with them we track the ratios. and if it's 1 point that means it's even. you're losing as many as you're gaining and two years ago t-mobile was always negative and we went positive and it's been two years that we have had a positive porting ratio as a company and it's been five quarters by the way that never ever in a given month ever has any carrier been positive with t-mobile. the overall porting ratio was 1.7. in q-1 it was 1.93. and so far in q-2 which is april it's 2.2 to 1. at&t is not bad.

at&t was 1.8, 1.85 and now they're 2.05. verizon was 1.4, 1.6 and now 1.8. you get the trend. >> yes. >> so we're pointing very positively and that's one of the reasons that dumb and dumber don't want to talk about it. >> you talked about -- sometimes you just want to throw away all your homework you talked about philosophy of listening and dumb and dumber. what i keep hearing is that if there's a device out there that you think that the customer wants that you've heard, they like it action, you have a new device here. maybe this is what you need 700 megahertz for. >> i took the company over 2.5 years ago and the fascinating part about the growth of the company is we have gone from the end of 2012 from 33 million customers to 57 million customers. >> you did an acquisition too. >> that was about 8.9 million and most of this is organic

growth. what has taken place is two years ago right now we announced the first uncarrier move. 100% no contracts. equipment installment plan. not even two years ago we got the ability to sell the iphone. so now you have this stage here this is a full range of devices, the samsung galaxy 6 edge. the note, the lg g4 that just came out and now we have all the major devices. what this is part of jim is when i came on the way in people said, yeah but who is this guy? he's not a wireless guy and you know what it became my biggest strength because i wasn't. i needed wireless for dummies but i spent every night dialing into an observation line where i could listen to both side of customer service calls. i could hear the calling party and my person and i spent every day going to stores and i just

listened and sitting there on the table was everything you needed to do and i just did that and i listened and i, you know my business philosophy is listen to your employees, listen to your customers, shut up and do what they tell you and each of our uncarrier moves and the way i run my company is completely aligned with that. and not the lieutenants. the people in the store talking to the customer and people picking up the phone. everything you need to know is right there. >> i was with a group of ceos last night and when i said i was going to be talking to you one after another they said ask him why he feels like he can tell the truth. why he's not afraid. why he's willing to say things. you said dumb and dumber. i talked to hundreds of ceos. who are you that you are willing to speak like this? >> i'm my customers. how do customers think? how do employees talk? just think about the -- you're a proper guy here but you go out

with a bunch of the ceos and people think about them as suits. they're suits and ties. they take off the suit as fast as they can. their sneakers don't say t-mobile ceo like mine but i'm at a stage in my life and career where i am who i am. i match my brand. >> you're at a stage of life in your career and your fearless. your general council is not saying are you out of your mind. >> he actually is. i am who i am. i love social media and for years and years and years as a cfo, violations general councils, human resources, i swear like a sailor. these are things that you can't normally do but they resinate

and i spend every minute of the day listening to individual customers talking to them and when i run my staff meeting i see reports and headlines and metrics and i say if that's true why did this person just tell me this. i think they're afraid but right now i think ceos in general are getting pressure from their people and customers to be more open. be more honest. be less of a suit. be more attached to your customers and employees. lead us. motivate us. show us the finish line. >> you talk -- i'd say the word used the most is awareness. magenta awareness. pair parascope awareness. there's an agenda besides listen to the customers but the customers are listening to you because of your style. >> as you know i have a team

that is unbelievable. in t-mobile on any given morning the tens and tens of thousands of people that go to work the average age is about 28.5. they're young. fearless people. my leadership team does exactly what i do. answers individual customers work. they have the same philosophy and i am a walking brand and people even here when i walk by they'll say what's up with him. that's up with that company. why do they love their company so much and i think it's contagious. people want to be a part of it and from the day i got here i told my people here's where we're going. you don't get it. we're going to win big and we're going to do it by focussing on customers. >> courage and bravery. you've got them both. john ledger t-mobile president and ceo. congratulations on a great quarter, sir. >> thank you, jim.

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there. pioneering with a stock giving you about a 70% return since we last spoke to the ceo in september. not to mention 75% gain year to date. they reported phenomenal results in march. third straight quarter with revenue growth and billings growth in excess of 50%. not to mention the earnings per share of 9%. the knock one the stock is its very expensive. everyone made that remark including me last october and ended up dead wrong. let's check in with the chairman and ceo to learn more about his company's process. >> thank you and congratulations on your new studio. >> thank you. it's great to be one-on-one with you right here. i recently asked some people in the military what the biggest threat is and i thought it would be isis maybe some sort of incursion from latin america where we know there's countries breaking down. cyber security. cyber war basically. it's a war, right? >> that's correct, yeah. >> what are we doing about it? >> i think the reason you're

hearing that is its becoming more and more evident that we live in the digital age. everything we do is digital and the threat is to the digital age. if we can't get this right maybe we can't get this risk compartmentalized into something acceptable their way of life may have to change. >> way of life? >> privacy. banking. think about your bank account. it doesn't exist except in bits and bytes. you trust it's there. what if it were now and weren't in ten minutes. what would it do to the financial system? energy sector all of those things are digital in nature so what the realization is that the very fabric of society is at risk here if we can't get this right and that's why people are so focused on it. >> the bad guys are smart. how about if the bad guys took the top kids from harvard, stanford, cal tech recruited them. top guys. how can we stop them? >> they already have really smart people right?

good news is so do the good guys and there's fantastic people working not only in industry but in government as well so it's just which hat do you want to wear, right? i think what's really changing or has to change is the recognition that prevention needs to be the keyword here. we are living in an age where everybody is very worried about this as they should be but the assumption is they're going to get in and there's nothing you can do about it. we reject that premis and say we have to have a prevention oriented approach. if you don't have that approach and you build things that can do that people process and technology then the cost curve that's to the benefit of the bad guy zbogs to keep growing and to the detriment of the good guys. part of that is talent. >> everybody on wall street says okay here's some interchangeable parts. fireeye and cyber arc and palo alto. right or wrong? >> that's wrong. each is doing something. no company can do everything.

so this is a ecosystem approach where you have to have an architecture that is prevention oriented. part is technology. part is people. part is process. in the technology realm to drive prevention approaches we believe that we have the best approach to that because we have a platform, a real native platform that's able to do prevention. >> not bold one. >> no we build everything ground up which is critically important. that's a great observation. it's critically important because everything has to be integrated to get automated outcomes. that's how you change the cost curve. only paloalto has done that. other companies have parts of that and try to bolt things together. that doesn't work in the security space. that's why we're selling so well. >> you got me thinking about this bank thing. i check my bank balance every monday. am i not doing it enough? >> you know i tend to check it more frequently than that and my credit card statements because

if you're going to see some malicious behavior you're not sure when it's going to show up. generally you're protected against that stuff meaning if you find something bad you'll be covered at the end of the day. the sooner you know it if there is an issue obviously the better it is because the people that may have stolen from you have less time to utilize it. >> the reason i say this i look at your revenues and the revenues in the banking industry and i think someone is not spending enough because otherwise your revenues would be ten times greater. is that the wrong way to look at it? your revenues versus what all the revenues are and critical issues? >> we're a fairly large company at this point and you can see from our revenue growth projected revenue run rate still growing at 50%. >> but if companies are only spending that much on security we're in trouble. >> well i'm not sure it's about how much you spend as how you spend it. obviously there's a big spend here that needs to occur and the reason is because we need to be

a forklift change out of legacy technology which clearly done work. into next generation technology and architecture i described. i think it's a mistack for people to rush headlong into that and say let me spend twice as much as i used to particularly if i'm going to spend it on the legacy stuff. they need to get the right architecture and spend accordingly. >> information sharing, change game. >> yeah. >> what do we do? >> it's super porn. if you go to the prevention approach i mentioned in changing the cost curve of what's happening around us in this cyber battle the nirvana would be if an attack is going to succeed that it succeeds one time, period. that's not the way it is today. today it could succeed 100,000 times and then you change it slightly and get a varyient. we're trying to get it to only work once. one of the ways to get to that point is if everybody could get on a real time basis to share

the threat on a global scale then that's greatly increases the chance that if it works it only worked one time because everything else was programmed automatically to handle it. >> one last question. i know officially this was an after thought. i felt that the watershed was target. ceo actually lost his job. the discussion now is with the audit committee is it in the board about what to go? >> i talk to a lot of boards and they see a lot of data. there's a very large percentage of publicly traded companies today standing upstanding committees like the audit committee committee. right now there's safety and security. if not they're picking up a specific charter around this. companies are realizing if they don't get this right perhaps the entire business is at risk. >> there we go. this is the greatest secular trend in business right now and the leader of it is mark the chairman and ceo of palo alto networks. congratulations on a series of unbelievable quarters. >> thanks.

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and now it is time time for

the lightning round on "mad money" from one market. we play this sound and then the lightning round is over. are you ready? it's time for the lightning round. andrew in florida, andrew. >> hey, jim, big dallas cowboys booyah to you. i wanted your opinion on berkshire hathaway. >> own it. bruce in new jersey. >> caller: booyah jim. i want to thank you for all that you do for us. and congratulations on your nuputals. >> i'm not recommending tobacco stocks as a matter of principles these days. michael. >> caller: booyah from manchester new hampshire. >> no place is more gorgeous. what's up.

>> caller: question i've been holding chicago bridge and iron for over 8 months. it's been a rough ride. >> 8 months you're almost pregnant with chicago bridge. i think you should cut your losses chicago bridge and iron. you don't want to be there. and that ladies and gentlemen, is the conclusion of the lightning round. >> the lightning round is sponsored by t.d. ameritrade. rated #1 trading app in the app store. it lets you trade stocks options, futures... even advanced orders. and it offers more charts than a lot of the other competitors do in desktop. you work so late. i guess you don't see your family very much? i see them all the time. did you finish your derivative pricing model, honey? for all the confidence you need. td ameritrade. you got this.

while everyone is cooing

over the release of the apple watch, let me remind you some of the sexiest and more lucrative areas have nothing to do with fun gadgets and everything to do with crucial business of making companies more efficient. take workday, the cloud based provider of union capital management software in other words all the applications to your company's human resources department needs along with financial management software, big data software and higher education platform too. this is another way the cloud revolutionized in the way we do business. they're taking share from oldschool software companies with it's less expensive companies a lot easier to understand. the markets reaction was muted. it's the opportunity to nail the next? let's take a closer look with the co-founder and ceo of workday. welcome back to mad money. >> thank you jim, always great to be here with you. >> thank you so much. one of the things that i think that your company is doing differ from every other company

is you see the world through the eye of the consumer internet. why is that different than legacy companies that may not get it. >> if you look at the cloud and the way it evolved almost every piece of it emerged from technology out of the consumer internet companies. operating mile came out of the google and amazons. google and yahoo!. mobile apple and google. i've been fortunate to have friends close to some of the facebook guys and came to the conclusion that they were pioneering new technologies that could be used in the enterprise and for the next decade or so they'll lead the way on technology innovation. >> one that you left out, a different read is reid hastings and netflix. that would help people to understand the things you bring to the party. >> so we actually run all of their hr and finance.

that's your solution. so everything related to managing their employees, paying their employees on the accounting side. closing the books. people who usually use our systems can close the books much faster. they see cost savings much better analytics reporting but in general we are now the modern version of hr and finance systems that used to be on systems you built yourself 15 to 20 years ago. >> people should understand when you see companies that report a good sales like it's because they're spending too much money on things that you come in and save money for. >> in a typical five year time horizon we'll save a company about 50% of what they had been spending on their legacy systems. >> so you seem to play a big role with companies that do mergers. you did a great thing about mgm resorts. they bring two together and there's chaos and you restore the way it was.

>> in many ways change is our frenld. friend. if there's a change they look at their existing systems and scratch their heads as to how they're going to get from here to there. it's a good time to come in and show them a way to bring two companies together and question allow them to pass on a costly upgrade and move into the future so our o texture was built to support change. it's very easy to do organizational overhauls in a matter of minutes and the old technology might take you weeks or months. >> all right so when they emerge with morgan stanley, two very different cultures and systems they bring in workday to figure out how to be able to do human capital management? >> so it was a great example of two different data sources. they use workday as a driver to bring the company together. they're under one unified way of

looking at all of their employees and in many ways that brings the cultures together. everybody is seeing the data the same way. they all have the same experience. >> make sense. celebrating 10th anniversary and 2.5 years public. what changed during the ten years and where has -- where did your company start versus where it is now? >> we go back ten years and the cloud was just getting going. wasn't even called the cloud. my friend really kick started that trend. >> from sales force. >> from sales force and ten years later the cloud is here to stay. it's inevitable that it's taking over the business operations. it's what do you do with all the data captured by the cloud vendors. the first ten years are about cloud and the next ten years will be about leveraging the day to to make better decisions and we're well on that path and in ten years we look back and say

well cloud and data were meant to go like peanut butter and jelly and they produced better business results than anything the past had ever seen. >> but others have discovered peanut butter and yelljelly. you have competitors that have off the record discussions about how they're winning business from you. >> yeah, i think the analysts should dig into the facts about what business has been going and whether it's a true core hr financials win or just a point solution from one of the companies at the legacy vendors acquired and the truth is in the data and they'll find out that's not the case. >> i think your growth which has been extraordinary would demonstrate that as a fact. i want to thank you. he's the co-founder and ceo of work day. one of the companies i follow on "mad money."

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>> i'd like to say there's always a bull market somewhere and i promise to try to find it just for you right here on "mad money." i'm jim cramer and i'll see you tomorrow.

(man) 'tis the season... greetings. i'm scotty claus. for an all-new episode of "shark tank"... i think i just met santa claus. where hopeful entrepreneurs dream of a chance to secure an investment and gain powerful partners to start, grow, or save their businesses. i give people meaningful jobs during the holidays. is christmas gonna come early? look, i don't--i don't want to be a grinch. if the sharks hear a great idea they're ready to invest using their own money. so greedy on this one. and they'll fight each other for a piece of the action. ignore everything they just said. did you really just say that? but first the entrepreneurs must convince a shark to invest the full amount they're asking for or they'll walk away with nothing. you come in here and you charge me ten times more? are you crazy? it's sink...