(upbeat intro music) >> Hello everyone. Welcome to theCUBE's coverage of International Women's Day. I'm your host, John Furrier, here in Palo Alto, California. Got a special remote guest coming in. Teresa Carlson, President and Chief Commercial Officer at Flexport, theCUBE alumni, one of the first, let me go back to 2013, Teresa, former AWS. Great to see you. Thanks for coming on. >> Oh my gosh, almost 10 years. That is unbelievable. It's hard to believe so many years of theCUBE. I love it. >> It's been such a great honor to interview you and follow your career. You've had quite the impressive run, executive level woman in tech. You've done such an amazing job, not only in your career, but also helping other women. So I want to give you props to that before we get started. Thank you. >> Thank you, John. I, it's my, it's been my honor and privilege. >> Let's talk about Flexport. Tell us about your new role there and what it's all about. >> Well, I love it. I'm back working with another Amazonian, Dave Clark, who is our CEO of Flexport, and we are about 3,000 people strong globally in over 90 countries. We actually even have, we're represented in over 160 cities and with local governments and places around the world, which I think is super exciting. We have over 100 network partners and growing, and we are about empowering the global supply chain and trade and doing it in a very disruptive way with the use of platform technology that allows our customers to really have visibility and insight to what's going on. And it's a lot of fun. I'm learning new things, but there's a lot of technology in this as well, so I feel right at home. >> You quite have a knack from mastering growth, technology, and building out companies. So congratulations, and scaling them up too with the systems and processes. So I want to get into that. Let's get into your personal background. Then I want to get into the work you've done and are doing for empowering women in tech. What was your journey about, how did it all start? Like, I know you had a, you know, bumped into it, you went Microsoft, AWS. Take us through your career, how you got into tech, how it all happened. >> Well, I do like to give a shout out, John, to my roots and heritage, which was a speech and language pathologist. So I did start out in healthcare right out of, you know, university. I had an undergraduate and a master's degree. And I do tell everyone now, looking back at my career, I think it was super helpful for me because I learned a lot about human communication, and it has done me very well over the years to really try to understand what environments I'm in and what kind of individuals around the world culturally. So I'm really blessed that I had that opportunity to work in healthcare, and by the way, a shout out to all of our healthcare workers that has helped us get through almost three years of COVID and flu and neurovirus and everything else. So started out there and then kind of almost accidentally got into technology. My first small company I worked for was a company called Keyfile Corporation, which did workflow and document management out of Nashua, New Hampshire. And they were a Microsoft goal partner. And that is actually how I got into big tech world. We ran on exchange, for everybody who knows that term exchange, and we were a large small partner, but large in the world of exchange. And those were the days when you would, the late nineties, you would go and be in the same room with Bill Gates and Steve Ballmer. And I really fell in love with Microsoft back then. I thought to myself, wow, if I could work for a big tech company, I got to hear Bill on stage about saving, he would talk about saving the world. And guess what my next step was? I actually got a job at Microsoft, took a pay cut and a job downgrade. I tell this story all the time. Took like three downgrades in my role. I had been a SVP and went to a manager, and it's one of the best moves I ever made. And I shared that because I really didn't know the world of big tech, and I had to start from the ground up and relearn it. I did that, I just really loved that job. I was at Microsoft from 2000 to 2010, where I eventually ran all of the U.S. federal government business, which was a multi-billion dollar business. And then I had the great privilege of meeting an amazing man, Andy Jassy, who I thought was just unbelievable in his insights and knowledge and openness to understanding new markets. And we talked about government and how government needed the same great technology as every startup. And that led to me going to work for Andy in 2010 and starting up our worldwide public sector business. And I pinch myself some days because we went from two people, no offices, to the time I left we had over 10,000 people, billions in revenue, and 172 countries and had done really amazing work. I think changing the way public sector and government globally really thought about their use of technology and Cloud computing in general. And that kind of has been my career. You know, I was there till 2020, 21 and then did a small stint at Splunk, a small stint back at Microsoft doing a couple projects for Microsoft with CEO, Satya Nadella, who is also an another amazing CEO and leader. And then Dave called me, and I'm at Flexport, so I couldn't be more honored, John. I've just had such an amazing career working with amazing individuals. >> Yeah, I got to say the Amazon One well-documented, certainly by theCUBE and our coverage. We watched you rise and scale that thing. And like I said at a time, this will when we look back as a historic run because of the build out. I mean as a zero to massive billions at a historic time where government was transforming, I would say Microsoft had a good run there with Fed, but it was already established stuff. Federal business was like, you know, blocking and tackling. The Amazon was pure build out. So I have to ask you, what was your big learnings? Because one, you're a Seattle big tech company kind of entrepreneurial in the sense of you got, here's some working capital seed finance and go build that thing, and you're in DC and you're a woman. What did you learn? >> I learned that you really have to have a lot of grit. You, my mom and dad, these are kind of more southern roots words, but stick with itness, you know. you can't give up and no's not in your vocabulary. I found no is just another way to get to yes. That you have to figure out what are all the questions people are going to ask you. I learned to be very patient, and I think one of the things John, for us was our secret sauce was we said to ourselves, if we're going to do something super transformative and truly disruptive, like Cloud computing, which the government really had not utilized, we had to be patient. We had to answer all their questions, and we could not judge in any way what they were thinking because if we couldn't answer all those questions and prove out the capabilities of Cloud computing, we were not going to accomplish our goals. And I do give so much credit to all my colleagues there from everybody like Steve Schmidt who was there, who's still there, who's the CISO, and Charlie Bell and Peter DeSantis and the entire team there that just really helped build that business out. Without them, you know, we would've just, it was a team effort. And I think that's the thing I loved about it was it was not just sales, it was product, it was development, it was data center operations, it was legal, finance. Everybody really worked as a team and we were on board that we had to make a lot of changes in the government relations team. We had to go into Capitol Hill. We had to talk to them about the changes that were required and really get them to understand why Cloud computing could be such a transformative game changer for the way government operates globally. >> Well, I think the whole world and the tech world can appreciate your work and thank you later because you broke down those walls asking those questions. So great stuff. Now I got to say, you're in kind of a similar role at Flexport. Again, transformative supply chain, not new. Computing wasn't new when before Cloud came. Supply chain, not a new concept, is undergoing radical change and transformation. Online, software supply chain, hardware supply chain, supply chain in general, shipping. This is a big part of our economy and how life is working. Similar kind of thing going on, build out, growth, scale. >> It is, it's very much like that, John, I would say, it's, it's kind of a, the model with freight forwarding and supply chain is fairly, it's not as, there's a lot of technology utilized in this global supply chain world, but it's not integrated. You don't have a common operating picture of what you're doing in your global supply chain. You don't have easy access to the information and visibility. And that's really, you know, I was at a conference last week in LA, and it was, the themes were so similar about transparency, access to data and information, being able to act quickly, drive change, know what was happening. I was like, wow, this sounds familiar. Data, AI, machine learning, visibility, common operating picture. So it is very much the same kind of themes that you heard even with government. I do believe it's an industry that is going through transformation and Flexport has been a group that's come in and said, look, we have this amazing idea, number one to give access to everyone. We want every small business to every large business to every government around the world to be able to trade their goods, think about supply chain logistics in a very different way with information they need and want at their fingertips. So that's kind of thing one, but to apply that technology in a way that's very usable across all systems from an integration perspective. So it's kind of exciting. I used to tell this story years ago, John, and I don't think Michael Dell would mind that I tell this story. One of our first customers when I was at Keyfile Corporation was we did workflow and document management, and Dell was one of our customers. And I remember going out to visit them, and they had runners and they would run around, you know, they would run around the floor and do their orders, right, to get all those computers out the door. And when I think of global trade, in my mind I still see runners, you know, running around and I think that's moved to a very digital, right, world that all this stuff, you don't need people doing this. You have machines doing this now, and you have access to the information, and you know, we still have issues resulting from COVID where we have either an under-abundance or an over-abundance of our supply chain. We still have clogs in our shipping, in the shipping yards around the world. So we, and the ports, so we need to also, we still have some clearing to do. And that's the reason technology is important and will continue to be very important in this world of global trade. >> Yeah, great, great impact for change. I got to ask you about Flexport's inclusion, diversity, and equity programs. What do you got going on there? That's been a big conversation in the industry around keeping a focus on not making one way more than the other, but clearly every company, if they don't have a strong program, will be at a disadvantage. That's well reported by McKinsey and other top consultants, diverse workforces, inclusive, equitable, all perform better. What's Flexport's strategy and how are you guys supporting that in the workplace? >> Well, let me just start by saying really at the core of who I am, since the day I've started understanding that as an individual and a female leader, that I could have an impact. That the words I used, the actions I took, the information that I pulled together and had knowledge of could be meaningful. And I think each and every one of us is responsible to do what we can to make our workplace and the world a more diverse and inclusive place to live and work. And I've always enjoyed kind of the thought that, that I could help empower women around the world in the tech industry. Now I'm hoping to do my little part, John, in that in the supply chain and global trade business. And I would tell you at Flexport we have some amazing women. I'm so excited to get to know all. I've not been there that long yet, but I'm getting to know we have some, we have a very diverse leadership team between men and women at Dave's level. I have some unbelievable women on my team directly that I'm getting to know more, and I'm so impressed with what they're doing. And this is a very, you know, while this industry is different than the world I live in day to day, it's also has a lot of common themes to it. So, you know, for us, we're trying to approach every day by saying, let's make sure both our interviewing cycles, the jobs we feel, how we recruit people, how we put people out there on the platforms, that we have diversity and inclusion and all of that every day. And I can tell you from the top, from Dave and all of our leaders, we just had an offsite and we had a big conversation about this is something. It's a drum beat that we have to think about and live by every day and really check ourselves on a regular basis. But I do think there's so much more room for women in the world to do great things. And one of the, one of the areas, as you know very well, we lost a lot of women during COVID, who just left the workforce again. So we kind of went back unfortunately. So we have to now move forward and make sure that we are giving women the opportunity to have great jobs, have the flexibility they need as they build a family, and have a workplace environment that is trusted for them to come into every day. >> There's now clear visibility, at least in today's world, not withstanding some of the setbacks from COVID, that a young girl can look out in a company and see a path from entry level to the boardroom. That's a big change. A lot than even going back 10, 15, 20 years ago. What's your advice to the folks out there that are paying it forward? You see a lot of executive leaderships have a seat at the table. The board still underrepresented by most numbers, but at least you have now kind of this solidarity at the top, but a lot of people doing a lot more now than I've seen at the next levels down. So now you have this leveled approach. Is that something that you're seeing more of? And credit compare and contrast that to 20 years ago when you were, you know, rising through the ranks? What's different? >> Well, one of the main things, and I honestly do not think about it too much, but there were really no women. There were none. When I showed up in the meetings, I literally, it was me or not me at the table, but at the seat behind the table. The women just weren't in the room, and there were so many more barriers that we had to push through, and that has changed a lot. I mean globally that has changed a lot in the U.S. You know, if you look at just our U.S. House of Representatives and our U.S. Senate, we now have the increasing number of women. Even at leadership levels, you're seeing that change. You have a lot more women on boards than we ever thought we would ever represent. While we are not there, more female CEOs that I get an opportunity to see and talk to. Women starting companies, they do not see the barriers. And I will share, John, globally in the U.S. one of the things that I still see that we have that many other countries don't have, which I'm very proud of, women in the U.S. have a spirit about them that they just don't see the barriers in the same way. They believe that they can accomplish anything. I have two sons, I don't have daughters. I have nieces, and I'm hoping someday to have granddaughters. But I know that a lot of my friends who have granddaughters today talk about the boldness, the fortitude, that they believe that there's nothing they can't accomplish. And I think that's what what we have to instill in every little girl out there, that they can accomplish anything they want to. The world is theirs, and we need to not just do that in the U.S., but around the world. And it was always the thing that struck me when I did all my travels at AWS and now with Flexport, I'm traveling again quite a bit, is just the differences you see in the cultures around the world. And I remember even in the Middle East, how I started seeing it change. You've heard me talk a lot on this program about the fact in both Saudi and Bahrain, over 60% of the tech workers were females and most of them held the the hardest jobs, the security, the architecture, the engineering. But many of them did not hold leadership roles. And that is what we've got to change too. To your point, the middle, we want it to get bigger, but the top, we need to get bigger. We need to make sure women globally have opportunities to hold the most precious leadership roles and demonstrate their capabilities at the very top. But that's changed. And I would say the biggest difference is when we show up, we're actually evaluated properly for those kind of roles. We have a ways to go. But again, that part is really changing. >> Can you share, Teresa, first of all, that's great work you've done and I wan to give you props of that as well and all the work you do. I know you champion a lot of, you know, causes in in this area. One question that comes up a lot, I would love to get your opinion 'cause I think you can contribute heavily here is mentoring and sponsorship is huge, comes up all the time. What advice would you share to folks out there who were, I won't say apprehensive, but maybe nervous about how to do the networking and sponsorship and mentoring? It's not just mentoring, it's sponsorship too. What's your best practice? What advice would you give for the best way to handle that? >> Well yeah, and for the women out there, I would say on the mentorship side, I still see mentorship. Like, I don't think you can ever stop having mentorship. And I like to look at my mentors in different parts of my life because if you want to be a well-rounded person, you may have parts of your life every day that you think I'm doing a great job here and I definitely would like to do better there. Whether it's your spiritual life, your physical life, your work life, you know, your leisure life. But I mean there's, and there's parts of my leadership world that I still seek advice from as I try to do new things even in this world. And I tried some new things in between roles. I went out and asked the people that I respected the most. So I just would say for sure have different mentorships and don't be afraid to have that diversity. But if you have mentorships, the second important thing is show up with a real agenda and questions. Don't waste people's time. I'm very sensitive today. If you're, if you want a mentor, you show up and you use your time super effectively and be prepared for that. Sponsorship is a very different thing. And I don't believe we actually do that still in companies. We worked, thank goodness for my great HR team. When I was at AWS, we worked on a few sponsorship programs where for diversity in general, where we would nominate individuals in the company that we felt that weren't, that had a lot of opportunity for growth, but they just weren't getting a seat at the table. And we brought 'em to the table. And we actually kind of had a Chatham House rules where when they came into the meetings, they had a sponsor, not a mentor. They had a sponsor that was with them the full 18 months of this program. We would bring 'em into executive meetings. They would read docs, they could ask questions. We wanted them to be able to open up and ask crazy questions without, you know, feeling wow, I just couldn't answer this question in a normal environment or setting. And then we tried to make sure once they got through the program that we found jobs and support and other special projects that they could go do. But they still had that sponsor and that group of individuals that they'd gone through the program with, John, that they could keep going back to. And I remember sitting there and they asked me what I wanted to get out of the program, and I said two things. I want you to leave this program and say to yourself, I would've never had that experience if I hadn't gone through this program. I learned so much in 18 months. It would probably taken me five years to learn. And that it helped them in their career. The second thing I told them is I wanted them to go out and recruit individuals that look like them. I said, we need diversity, and unless you all feel that we are in an inclusive environment sponsoring all types of individuals to be part of this company, we're not going to get the job done. And they said, okay. And you know, but it was really one, it was very much about them. That we took a group of individuals that had high potential and a very diverse with diverse backgrounds, held 'em up, taught 'em things that gave them access. And two, selfishly I said, I want more of you in my business. Please help me. And I think those kind of things are helpful, and you have to be thoughtful about these kind of programs. And to me that's more sponsorship. I still have people reach out to me from years ago, you know, Microsoft saying, you were so good with me, can you give me a reference now? Can you talk to me about what I should be doing? And I try to, I'm not pray 100%, some things pray fall through the cracks, but I always try to make the time to talk to those individuals because for me, I am where I am today because I got some of the best advice from people like Don Byrne and Linda Zecker and Andy Jassy, who were very honest and upfront with me about my career. >> Awesome. Well, you got a passion for empowering women in tech, paying it forward, but you're quite accomplished and that's why we're so glad to have you on the program here. President and Chief Commercial Officer at Flexport. Obviously storied career and your other jobs, specifically Amazon I think, is historic in my mind. This next chapter looks like it's looking good right now. Final question for you, for the few minutes you have left. Tell us what you're up to at Flexport. What's your goals as President, Chief Commercial Officer? What are you trying to accomplish? Share a little bit, what's on your mind with your current job? >> Well, you kind of said it earlier. I think if I look at my own superpowers, I love customers, I love partners. I get my energy, John, from those interactions. So one is to come in and really help us build even a better world class enterprise global sales and marketing team. Really listen to our customers, think about how we interact with them, build the best executive programs we can, think about new ways that we can offer services to them and create new services. One of my favorite things about my career is I think if you're a business leader, it's your job to come back around and tell your product group and your services org what you're hearing from customers. That's how you can be so much more impactful, that you listen, you learn, and you deliver. So that's one big job. The second job for me, which I am so excited about, is that I have an amazing group called flexport.org under me. And flexport.org is doing amazing things around the world to help those in need. We just announced this new funding program for Tech for Refugees, which brings assistance to millions of people in Ukraine, Pakistan, the horn of Africa, and those who are affected by earthquakes. We just took supplies into Turkey and Syria, and Flexport, recently in fact, just did sent three air shipments to Turkey and Syria for these. And I think we did over a hundred trekking shipments to get earthquake relief. And as you can imagine, it was not easy to get into Syria. But you know, we're very active in the Ukraine, and we are, our goal for flexport.org, John, is to continue to work with our commercial customers and team up with them when they're trying to get supplies in to do that in a very cost effective, easy way, as quickly as we can. So that not-for-profit side of me that I'm so, I'm so happy. And you know, Ryan Peterson, who was our founder, this was his brainchild, and he's really taken this to the next level. So I'm honored to be able to pick that up and look for new ways to have impact around the world. And you know, I've always found that I think if you do things right with a company, you can have a beautiful combination of commercial-ity and giving. And I think Flexport does it in such an amazing and unique way. >> Well, the impact that they have with their system and their technology with logistics and shipping and supply chain is a channel for societal change. And I think that's a huge gift that you have that under your purview. So looking forward to finding out more about flexport.org. I can only imagine all the exciting things around sustainability, and we just had Mobile World Congress for Big Cube Broadcast, 5Gs right around the corner. I'm sure that's going to have a huge impact to your business. >> Well, for sure. And just on gas emissions, that's another thing that we are tracking gas, greenhouse gas emissions. And in fact we've already reduced more than 300,000 tons and supported over 600 organizations doing that. So that's a thing we're also trying to make sure that we're being climate aware and ensuring that we are doing the best job we can at that as well. And that was another thing I was honored to be able to do when we were at AWS, is to really cut out greenhouse gas emissions and really go global with our climate initiatives. >> Well Teresa, it's great to have you on. Security, data, 5G, sustainability, business transformation, AI all coming together to change the game. You're in another hot seat, hot roll, big wave. >> Well, John, it's an honor, and just thank you again for doing this and having women on and really representing us in a big way as we celebrate International Women's Day. >> I really appreciate it, it's super important. And these videos have impact, so we're going to do a lot more. And I appreciate your leadership to the industry and thank you so much for taking the time to contribute to our effort. Thank you, Teresa. >> Thank you. Thanks everybody. >> Teresa Carlson, the President and Chief Commercial Officer of Flexport. I'm John Furrier, host of theCUBE. This is International Women's Day broadcast. Thanks for watching. (upbeat outro music)

>>The Cube presents Ignite 22, brought to you by Palo Alto Networks. >>Welcome back everyone. Happy afternoon. It's Lisa Martin and Dave Valante of the Cube. We are live at MGM Grand. This is Palo Alto Ignite 22, our second day of coverage. Dave, we've had some amazing conversations, as we always do on the queue, but cybersecurity one of my favorite topics. So interesting to hear what Palo Alto Networks is doing, how it's differentiating itself and how it's ecosystem is >>Growing. Yeah, well one of the things I always, I often use ServiceNow as a reference example. I go back to 2013, had a kind of a tiny ecosystem and then sort of watched it grow. And one of those key signs was when the global system integrators actually began to lean in Accenture, obviously world class, one of the, you know, definitely in the top, you know, they talk about top five QBs, Accenture, you know, top five GSI easily. >>Yep. So, and in fact, Accenture, we've got Rex Stex in here, senior managing director at Accenture Security. You guys have been the GSI partner of the year for Palo Alto Networks for four years in a row, six years plus strong partnership. Give us a little flavor and history of the pan of the Palo Alto partnership with et cetera. >>I think, you know, we started early, right? And I think as they've evolved, we've evolved our partnership with them and as they've gone, you know, to more of a software footprint with, you know, around cloud security and network security and sassy, we've, we've seen a lot of growth and we're super excited about the opportunity that's ahead of us and the meaningful outcomes that we've been providing our clients as it relates to, you know, vendor consolidation, toll consolidation, tech debt reduction. You know, there's a lot of opportunity here to simplify our clients' lives with them. And that's something we're super excited about. >>Simplification, consolidation, been a theme of the last couple of days. Talk about some of the joint accomplishments that you guys have achieved. I know that you developed a lot of offers across all of Palo Alto Network's, GTMs, what are some of the highlights that come to mind? I >>Think one of the things that we're most excited about, you know, that being client specific is what we've been able to do on, on, on the network side with sasi and, and zero trust, network access. You know, as when Covid hit, there was a lot of change that happened with remote workforce and, you know, clients couldn't log in because their VPNs were crashing left and right. And so we were able to, you know, go in and help stand up, you know, this, you know, zero trust network infrastructure and help our clients get back online and get their employees back to work in a productive manner. And then it's evolved with the hybrid work model over time. And so it's, it's been a, that's probably the most gratifying cause there was a real crisis at, at a certain point in time, you know, a couple years ago were >>There Rex, were there unintended consequences of that, you know, rapid, we were forced, you know, the forced march to digital in terms of just multiple tools, plugging holes, and then sort of stepping back, you know, post isolation economy saying, okay, hey, we got through this, but now we need to take a new direction, new >>Strategy. I think that there, there isn't an intended consequence if you look at, most clients have, I saw a number 76, we counted as around 80 different security vendors and tools that they managed because a lot of people went and went after best of breed type capabilities. And, and so what we've seen now is, is the need to, you know, rationalize that, you know, their, their infrastructure and their, and their capability and, and consolidate and reduce that and, and move to, you know, more of what I would call platform providers. Cause if you may have, when you have 80 products, you have 80 integrations, 80 points of failure, and it gets very complex and, you know, there's a lot of finger pointing. And so as we're starting to see clients take a step back and say, Hey, look, if I, you know, spend the time to, you know, I call it modernization, but you know, modernize my security infrastructure and footprint focused around, you know, automation, orchestration, leveraging, you know, true ml and I know there's are buzzwords, but, you know, but you know, using 'em in, in, in the proper fashion, right? >>They, they can, you know, reduce that footprint, save a bunch of money, right? And, and, and drive that cost savings and then help scale their business. Cuz you have all these different vendors and what security is typically in the digital footprint is the slowdown, right? We, we've typically been the bottleneck in the past. And what we're seeing with, with, with what, you know, we've been very focused on is helping our clients scale their security footprints and their infrastructure and, you know, through automation orchestration, I i, I always say some folks do it your mess for less with labor arbitrage and bodies, but they're not enough security people in the world to do this. And so we're very focused on automation and orchestration and driving that into, into the market. >>Yeah. So you don't want to be in the business of, of filling those holes with labor. >>Exactly. You >>Want to actually get paid for outcomes. >>A hundred percent. And everything we've done is we've tried to simplify things not only for, you know, big Accenture, but even for our clients so that, you know, we can be focused on business outcomes, not necessarily technology outcomes. Cuz doing technology for the sake of technology. Is that unintended consequence that you described earlier, >>Speaking of transformation and outcomes I should say, what are you hearing most from CIOs and CISOs in terms of what they need now to be able to transform, to deliver the business outcomes so that they can become secure data companies regardless of industry? Yep. >>I think the, the biggest thing we're seeing right now is the need to, you know, leverage true automation and orchestration. We have to break the headcount model. There's not enough security professionals in the world to do, you know, to solve the world's problems. In order to scale that, you know, it's one of the reasons we're, you know, partnering with Palo Alto is because of, you know, the capabilities and the investments they've made in innovation to help drive that automation and orchestration through, you know, numerous capabilities from stock transformation to to to sassy cloud security, et cetera. But our clients need scale. They need to be able to go fast and net pace and they need to, they need to do it with confidence securely. And that, that's one of the big focuses. But the other focus is, is we're starting to see a need to, you know, vendor consolidation in the market. You've seen the acquisitions, I'm sure you've talked to people in over the last couple days. You know, there's, there's a, a tremendous amount of consolidation going around. And what our clients, you know, are asking for is, Hey, I need to reduce the number of vendors I interact with. I need to simplify my infrastructure, I need to focus on automation and, and orchestration from that perspective, >>What's happening with multi-cloud? What are you hearing from from customers? You know, we hear a lot of the, the, the conversations about, oh it's, you know, it's, and I agree by the way, multi-cloud is kind of a symptom of multi-vendor, you know, Chuck Whittens thing about multi-cloud by default versus design, you know, it's good, good line and I think rings true, but, but what a customer's telling you in terms of the real challenges generally and then specifically around security. >>I think it's, you know, each cloud service product has their own security capabilities and security models and, and, and being able to train the people to be able to manage those different models. I think that's where, you know, tools like, you know, Prisma Cloud for instance come in and help clients be able to manage the security and compliance of those infrastructures in, in a way to do that. And then to be able to manage applications security consistently, right? It's not just the cloud itself, but it's actually the applications that may, you know, cross, you know, be for, for resiliency but you know, be in, you know, multi-cloud, you know, multiple clouds and being able to make sure you have consistent security across those. And I think, you know, one of the things that it's permeated is, is just the, with data and identity and, and you know, cloud infrastructure and tolerance management, it's been a big problem cuz it's like the wild, wild west. I always look, when I look at identity and the cloud and how it's done, it, it looks like 1995 identity. It's, it's, it's ridiculously backwards. And so, you know, we've seen things like, you know, keem that have come into play to help manage those relationships and, and simplify it across multiple clouds consistently, if that makes sense. >>Yep. >>You, you mentioned Prisma Cloud most recently Accenture and Palo Alto developed the Secure Cloud Express. Correct. Can you talk to us a little bit about what that is and what outcomes is it gonna enable? Yeah, >>So great question and we're pretty excited about this cuz what we did with that was we manage cloud, you know, our cloud environments for numerous customers. So we've developed hundreds of policies that, you know, we implemented in Prisma Cloud to manage, you know, multiple clients, our internal infrastructure. And what we did was we said, well, most of our clients have to build those from scratch. So what we said is we will come in, in the best of week of time and come in and, and do a data-driven exercise to show our clients, you know, where where they sit from a, from a security perspective as it relates leveraging Prisma cloud and, and those policies that we've created. And what, what that has led to is another step, which is where we're focused on auto remediation. So, you know, when you, when you get, when you get the findings, then what do you do with them, right? If you have hundreds or thousands in some cases we've had clients with 1100 findings and they just sit there and they go, whoa, you know, so to speak. And so what we've done is we try to take those highest, most frequent findings and build securities code to auto remediate those for clients so they can choose to implement that and work down those, you know, findings very quickly, which helps, you know, drive more value out of, out of their prisma cloud >>Purchases. Accenture obviously has deep industry expertise around the globe. What are you seeing in terms of industries actually? So as they digitize not just their IT transformation but a business transformation, there are starting to see companies, financial services in particular bring their business to their cloud, sify their business. And specifically I'm interested in what's happening at the edge with operations technology. We just talked about healthcare and and medical devices. What's happening there? How connected or disconnected is that to the rest of the estate, the multi-cloud on-prem, et cetera? I >>Mean, I think OT is, is fairly disconnected, right? Sure. From, from that perspective, obviously, but I, I, I think what we're starting to see is an uptick, you know, on, I think secure edge and Sassy will come to OT cause it's a better way. Because what happens is if someone, you know, gets into the network, they can traverse it, right? And if they can apply those zero trust principles to ot, which is you're talking to people that have been, you know, wearing hard hats Yeah. And engineers, that's a big shift for them. And so, but I think that you'll start to see that play more prevalence, you know, with the industries like, you know, financial services, we're seeing a huge uptick in cloud adoption, right? They were, they were slow to do it, but now they're, they're going at pace and faster than most, right? Yeah, sure. And I think, you know, healthcare is a, is another big one where we've seen a lot of migration and a lot of need for multi-cloud. Cuz you know, some, they may be running their analytics on, you know, Google and, and their workloads on Azure, right? Or aws. And so you're starting to see a lot of people leveraging the best of what each cloud provider does well >>From that. And, and just an aside on that Palo Alto survey, we saw construction was one of the hardest hit industries. Yeah. Which I, I was like, what? And then of course it's because they're not really focused on security. They're focused on building stuff. No, >>It's really interesting. We're working with a large builder, I can't say the name, but one of the things that they're looking to do is, you know, they're moving to the cloud and they're building the capability to manage some of the, you know, largest skyscrapers in the world, but also manage the OT sensors and also do selling that creating another business, not only just managing those buildings, but managing other people's buildings for them and ha and selling security as a service for that because they built that capability around their devices and, and, and switches, hvac, et cetera. Do, >>Do you think that because I mean, you know, the operations technology, they're engineers and they're hardcore, like, don't touch my stuff. Exactly. And so do you feel like as, I mean I know that business has kind of done a reach around everything, you know, be becoming connected, but do you feel like they're gonna be more on top of it then, then, then sort of the, the broad commercial market has been? Or is it gonna be wild West all over again? >>My hope is that, you know, us as gsi, you know, my fellow GSIs, that we will help our clients make the better decisions this time around and, and not go to the wild, wild west. And you know, we see a lot of it in manufacturing, you know, if you saw, you know, with the, you know, the invasion Ukraine, you know, one of the big groups that was hit was manufacturing, right? There was factory shut down all over the world, you know, and, and so, you know, and that is an OT environment, but I, you know, what we've seen is them are, you know, those clients take more serious steps to protect those environments cuz they're on, you know, windows 10 servers running, you know, large machines. So we're starting to see a lot more care and feeding in into those environments as well. >>Can I ask you a question about the conversations that you're having? That survey that Dave mentioned, it's was released yesterday. There's a board behind us, what's next in cyber? That was the survey and amazing data that came from it. Like 96% of organizations have been hit by at least one attack in the last year. They were surprised that the number was that high, but we know that no industry, no company is safe. But one of the things that the survey found that, that surprised me was that we always say, oh, security is a board level conversation. We know that to some degree. But what they found was lack of alignment between the board and the executive level. In your Accenture's relationships, I know you guys have deep relationships across organizations and their boards. Can you help bring the board together with the executives and, and really not just talk about cybersecurity, but really develop a cybersecurity transformation strategy that actually delivers resilience? >>Yeah, no ab absolutely. And we've, we, we actually took a step back and, and reorganized our business this last year. And one of those areas that we focused on was within strategy and the C-suite agenda, right? And we actually published looking at gia, it was either the CEO handbook, I think it's what we called it, but they helped them and board be able to, you know, drive more meaningful conversations that relates to risk and and whatnot. And so we're very focused on that right now. And it's, we need to up-level our conversations within the organization. Cause even the buyers in these large, you know, two years ago was mainly the cso, now we're dealing with the cio, CTOs, cfo because these are, you know, meaningful business conversations, right? That are driving business outcomes and security needs to be a business enabler, not, not a a, a bottleneck >>Is the chief data officer starting to emerge as, as we see, you know, Nikesh said yesterday in his keynote and we talked about it with him when he was here, security is a data problem. >>Yep. It is. It's a huge data problem. And we're starting to, you know, I think we've talked a lot about zero trust, but zero trust data is, is a, is a significant problem, right? Because that you talk about the wild, wild west is we see clients that have people that have in, you know, they, they have access to, you know, what we call dev development environment data, right? But then you find out that they can hop four levels over into production data and this been exposed to, you know, the wrong people, you know, not focused on that least privileged aspect. I think data's a real problem, you know, per na kesha's statement in the cloud. It's something that really needs to be addressed. And I think we're starting to see a lot of innovation around that area. Cuz what typical data security has always been, I have all these problems, it creates, I call it noise, right? I got thousands of findings and then just, you know, need just sit there and they go, what do I do? Right? It's too much. And so I think there, there's gonna be more intelligence around that and more, you know, what I call auto remediation, right? Being able to remediate those findings quickly from from that >>Perspective. I've been watching this board behind us. Yeah. It's this what's next in cyber. And people come in and they write, it's just been growing, you know, all week and somebody just wrote sock transformation. Yeah. We were just sort of talking about earlier what, what, in your estimation, what percent of organizations that you target. I understand that you're not going after the, you know, mom and pop organizations, but what percent of that, you know, fat middle and the tip of the pyramid, that a euro, that's your sweet spot. What percent of those organizations don't have a sock? >>I mean, most every organization has a sock. You know, I talked to, you know, CISOs of large financial service organization, they said, do we even need a sock anymore? It could be a virtual sock so to speak, but I think, you know, am was SOC transformation. I think we could potentially head to something like that. But you know, but what's really been strange is there's been, you know, what we call soar, right? Security, you know, orchestration, automation, whatever. And what another, >>Another acronym, their >>Acronym that I security that I might brain is >>Hold apologize. >>But you know, they've, people have never really driven the value out of it because they build these automation playbooks and, and for one company to do it and build 20 of 'em or 30 of 'em to ha it doesn't pay off in the long run. And what we're starting to see is people, you know, bring to the table more crowdsource these capabilities so that they can scale those sock transformations. Cause it's really about, you know, orchestration and automation. That's where, you know, nirvana comes in because it's not about people with headsets on looking at, you know, 20 screens. It's not helpful, right? The humans, we make mistakes. And so if we can automate as much of that as possible, get rid of the false positives, leverage AI and and ML to do that. And I think we're starting to see, you know, what I would call more advanced AI and ml. I think in the early days in security, AI and ML was very nascent and, and, and now you're starting to see, you know, more powerful concepts come in better learning, better outcomes out of that. >>Well, it was a lot of modeling in the cloud still is, but it's increasingly going toward real time inference and that's, you know, game changing. >>Agreed. >>Last question for you. What's are some of the things that are next on the plate for Accenture and Palo Networks? What's next up? >>I think, you know, we're very focused on, on Sassy right now in, in the market. And I think we think that is, you know, I think both of us think that's the next big wave, right? Because I think what we learned out of, you know, these last two and a half, three years is that these concepts work, but they can actually scale out to drive significant cost savings. I mean, if you look at Accenture, you know, we don't have a a network backbone anymore. We're pure cloud wan, right? We're leveraging the internet for that. And I think that and what we're trying to do with Palo Alto and driving, you know, cloud WAN and Sassy as a service, I think will be super, super meaningful. And, and, and, and >>Well that's interesting. That has implications for a number of companies out >>There. Yeah. Well I think, you know, it's obviously the, you know, it, it's a, it is a big implication for a lot of, a lot of, you know, our customers even, right? Yeah. And so we have to be very careful and thoughtful about how we work to make that happen over time. >>Right. A lot of opportunity. Rex, thank you so much for joining us on the program and really dissecting what Accenture and Palo Alto are doing, all the value in it for organizations across industries. We appreciate your insights. Yep. >>Thank you >>For Rex Dexon and Dave Valante. I'm Lisa Martin, you're watching the Cubes stick around. Dave and I will be right back with our next guest. This is the Cube, the leader in live, emerging and enterprise tech coverage.

(bright upbeat music) >> Good morning fellow cloud community nerds and welcome back to theCube's live coverage of AWS re:Invent, we're here in fabulous Las Vegas, Nevada. You can tell by my sequence. My name's Savannah Peterson and I'm delighted to be here with theCUBE. Joining me this morning is a packed house. We have three fabulous guests from AWS's global startup program. Immediately to my right is Eric. Eric, welcome to the show. >> Thank you. >> We've also got Jimmy and Jeff. Before we get into the questions, how does it feel? This is kind of a show off moment for you all. Is it exciting to be back on the show floor? >> Always, I mean, you live for this event, right? I mean, we've got 50,000. >> You live for this? >> Yeah, I mean, 50,000 customers. Like we really appreciate the fact that time, money and resources they spend to be here. So, yeah, I love it. >> Savanna: Yeah, fantastic. >> Yeah, everyone in the same place at the same time, energy is just pretty special, so, it's fun. >> It is special. And Jimmy, I know you joined the program during the pandemic. This is probably the largest scale event you've been at with AWS. >> First time at re:Invent. >> Welcome >> (mumbles) Customers, massive. And I love seeing some of the startups that I partner with directly behind me here from theCUBE set as well. >> Yeah, it's fantastic. First time on theCUBE, welcome. >> Jimmy: Thank you. >> We hope to have you back. >> Jimmy: Proud to be here. >> Jimmy, I'm going to keep it on you to get us started. So, just in case someone hasn't heard of the global startup program with AWS. Give us the lay of the land. >> Sure, so flagship program at AWS. We partner with venture backed, product market fit B2B startups that are building on AWS. So, we have three core pillars. We help them co-built, co-market, and co-sell. Really trying to help them accelerate their cloud journey and get new customers build with best practices while helping them grow. >> Savanna: Yeah, Jeff, anything to add there? >> Yeah, I would say we try our best to find the best technology out there that our customers are demanding today. And basically, give them a fast track to the top resources we have to offer to help them grow their business. >> Yeah, and not a casual offering there at AWS. I just want to call out some stats so everyone knows just how many amazing startups and businesses that you touch. We've talked a lot about unicorns here on the show, and one of Adam's quotes from the keynote was, "Of the 1200 global unicorns, 83% run on AWS." So, at what stage are most companies trying to come and partner with you? And Eric we'll go to you for that. >> Yeah, so I run the North American startup team and our mission is to get and support startups as early as inception as possible, right? And so we've got kind of three, think about three legs of stool. We've got our business development team who works really closely with everything from seed, angel investors, incubators, accelerators, top tier VCs. And then we've got a sales team, we've got a BD team. And so really, like we're even looking before customers start even building or billing, we want to find those stealth startups, help them understand kind of product, where they fit within AWS, help them understand kind of how we can support them. And then as they start to build, then we've got a commercial team of solution architects and sales professionals that work with them. So, we actually match that life cycle all the way through. >> That's awesome. So, you are looking at seed, stealth. So, if I'm a founder listening right now, it doesn't matter what stage I'm at. >> No, I mean, really we want to get, and so we have credit programs, we have enablement programs, focus everything from very beginning to hyper scale. And that's kind of how we think about it. >> That's pretty awesome. So Jeff, what are the keys to success for a startup in working with you all? >> Yeah, good question. Highly differentiated technology is absolutely critical, right? There's a lot of startups out there but finding those that have differentiated technology that meets the demands of AWS customers, by far the biggest piece right there. And then it's all about figuring out how to lean into the partnership and really embrace what Jimmy said. How do you do the co build, the co-marketing, co-sell to put the full package together to make sure that your software's going to have the greatest visibility with our customers out there. >> Yeah, I love that. Jimmy, how do you charm them? What do the startups see in working with AWS? (indistinct) >> But that aside, Jeff just alluded to it. It's that better together story and it takes a lot of buy-in from the partner to get started. It is what we say, a partner driven flywheel. And the successful partners that I work with understand that and they're committing the resources to the relationship because we manage thousands and thousands of startups and there's thousands listed on Marketplace. And then within our co-sell ISV Accelerate program, there's hundreds of startups. So startups have to, one, differentiate themselves with their technology, but then two, be able to lean in to do the tactical engagement that myself and my PDM peers help them manage. >> Awesome, yeah. So Eric. >> Yes. >> Let's say I talk to a lot of founders because I do, and how would I pitch an AWS partnership through the global startup program to them? >> Yeah, well, so this... >> Give me my sound back. >> Yeah, yeah, look for us, like it's all about scaling your business, right? And so my team, and we have a partnership. I run the North American startup team, they run the global startup program, okay? So what my job is initially is to help them build up their services and their programs and products. And then as they get to product market fit, and we see synergy with selling with Amazon, the whole idea is to lead them into the go-to market programs, right? And so really for us, that pitch is this, simply put, we're going to help you extend your reach, right? We're going to take what you know about your service and having product market fit understanding your sales cycle, understanding your customer and your value, and then we're going to amplify that voice. >> Sounds good to me, I'm sold. I like that, I mean, I doubt there's too many companies with as much reach as you have. Let's dig in there a little bit. So, how much is the concentration of the portfolio in North America versus globally? I know you've got your fingers all over the place. >> Jimmy: Yeah. >> Go for it, Jeff. >> Jimmy: Well, yeah, you start and I'll... >> On the partnership side, it's pretty balanced between North America and AMEA and APJ, et cetera, but the type of partners is very different, right? So North America, we have a high focus on infrastructure led partners, right? Where that might be a little different in other regions internationally. >> Yeah, so I have North America, I have a peer that has AMEA, a peer that has Latin America and a peer that has APJ. And so, we have the startup team which is global, and we break it up regionally, and then the global startup program, which is partnership around APN, Amazon Partner Network, is also global. So like, we work in concert, they have folks married up to our team in each region. >> Savannah, what I'm hearing is you want do a global startup showcase? >> Yeah. (indistinct) >> We're happy to sponsor. >> Are you reading my mind? We are very aligned, Jimmy. >> I love it, awesome. >> I'm going to ask you a question, since you obviously are in sync with me all ready. You guys see what you mentioned, 50,000 startups in the program? 100, 000, how many? >> Well you're talking about for the global startup program, the ISV side? >> Sure, yeah, let's do both the stats actually. >> So, the global startup program's a lot smaller than that, right? So globally, there might be around 1,000 startups that are in the program. >> Savanna: Very elite little spot. >> Now, a lot bigger world on Eric's side. >> Eric: Yeah, globally over 200,000. >> Savanna: Whoa. >> Yeah, I mean, you think about, so just think about the... >> To keep track, those all in your head? >> Yeah, I can't keep track. North America's quite large. Yeah, no, because look, startups are getting created every day, right? And then there's positive exits and negative exits, right? And so, yeah, I mean, it's impressive. And particularly over the last two years, over the last two years are a little bit crazy, bonkers with the money coming. (mumbles) And yet the creation that's going to happen right now in the market disruption is going to mirror what happened in 2008, 2009. And so, the creation is not going to slow down. >> Savanna: No, hopefully not. >> No. >> No, and our momentum, I mean everyone's doing things faster, more data, it's all that we're talking about, do more and make it easier for everybody in the same central location. Jimmy, of those thousand global startups that you're working with, can you tell us some of the trends? >> Yeah, so I think one of the big things, especially, I cover data analytics startups specifically. So, one moving from batch to real time analytics. So, whether that's IOT, gaming, leader boards, querying data where it sits in an AWS data, like companies need to make operational decisions now and not based off of historic data from a week ago or last night or a month ago. So, that's one. And then I'm going to steal one of John's lines, is data is code. That is becoming that base layer that a lot of startups are building off of and operationalizing. So, I think those are the two big things I'm seeing, but would love... >> Curious to both, Jeff, let's go to you next, I'm curious, yeah. >> Yeah, totally. I think from a broader perspective, the days of completely free money and infinite resources are coming to a close, if not already closed. >> We all work with startups, we can go ahead and just talk about all the well is just a little (indistinct)... >> So, I think it's closed, and so because of that, it's how do you deal with a lot? How do you produce the results on the go to market side with fewer resources, right? And so it's incumbent on our team to figure out how to make it an easier, simpler process to partner with AWS, knowing those constraints are very real now. >> Savanna: Yeah. >> Yeah. >> Yeah, and to build on that. I think mid stage, it's all about cash preservation, right? And it's in that runway... >> Especially right now. >> Yeah, and so part of that is getting into the right infrastructure, when you had a lot of people, suddenly you don't have as many people moving into managed services, making sure that you can scale at a cost efficient way versus at any cost. That's kind of the latter stage. Now what's really been fascinating more at the at the early stages, I call it the rise of the AIML native. And so, where you say three years ago, you saw customers bolting on AI, now they're building AI from the start, right? And that's pervasive across every industry, whether it's in FinTech, life sciences, healthcare, climate tech, you're starting to see it all the way across the board. And then of course the other thing is, yeah, the other one is just the rise of just large language models, right? And just, I think there's the hype and there's the promise, but you know, over time, like the amount of customers big and small, whom are used in large language models is pretty fascinating. >> Yeah, you must have fascinating jobs. I mean, genuinely, it's so cool to get to not only see and have your finger on the pulse of what's coming next, essentially that's what startups are, but also be able to support them and to collaborate with them. And it's clear, the commitment to community and to the customers that you're serving. Last question for each of you, and then we're talking about your DJing. >> Oh yeah, I definitely, I want to see that. >> No, we're going to close with that as a little pitch for everyone watching this show. So, we make sure the crowd's just packed for that. This is your show, as you said, you live for this show, love that. >> Yeah. >> Give us your 30 second hot take, most important soundbites, think of this as your thought leadership shining moment. What's the biggest takeaway from the show? Biggest trend, thing that has you most excited? >> Oh, that's a difficult one. There's a lot going on. >> There is a lot going on. I mean, you can say a couple things. I'll allow you more than 30 seconds if you want. >> No, I mean, look, I just think the, well, what's fascinating to me in having this is my third or fourth re:Invent is just the volume of new announcements that come out. It's impressive, right? I mean it's impressive in terms of number of services, but then the depth of those services and the building on, I think it's just really amazing. I think that the trend you're going to continue to see and there's going to be more keynotes tomorrow, so, I can't let anything out. But just the AI, ML, real excited about that, analytic space, serverless, just continue to see the maturation of that space, particularly for startups. I think that to me is what's really exciting. And just seeing folks come together, start exchanging ideas, and I think the last piece I'll do is a pitch for my own team, like we have like 18 different sessions from the North American startup team. And so, I mean, shout out to our solution architects putting those sessions together, geared towards startups for startups, and so, that's probably what I'm most excited about. >> Casual, that was good, and you pitched it in time. I think that was great. >> There you go. >> All right, Jeff, you just had a little practice time while he was going. Let's (indistinct). >> No, so it's just exciting to see all the partners that we support here, so many of them have booths here and are showcasing their technology. And being able to connect them with customers to show how advanced their capabilities are that they're bringing to the table to supplement and compliment all the new capabilities that AWS is launching. So, to be able to see all of that in the same place at the same time and really hear what they need from a partnership perspective, that's what's special for us. >> Savanna: This is special. All right, Jimmy. >> My thoughts on re:Invent or? >> Not DJ yet. >> Not DJ. Not DJ, but I mean, your first re:Invent. Probably your first time getting to interact with a lot of the people that you chat with face to face. How does it feel? What's your hot take? Your look through the crystal ball, if you want to take it farther out in front. >> I think it's finally getting FaceTime with some of the relationships that I've built purely over Chime and virtual calls over the past two years has been incredible. And then secondly, to the technical enablement piece, I can announce this 'cause it was already announced earlier, is AWS Security Lake, one of my partners, Cribl, was actually a launch partner for that service. So, a little too to the Horn for Global Startup program, one of the coolest things at the tactical level as a PDM is working with them throughout the year and my partner solution architect finding these unique alignment opportunities with native AWS services and then seeing it build all the way through fruition at the finish line, announced at re:Invent, their logo up on screen, like that's, I can sleep well tonight. >> Job well done. >> Yeah. >> Yeah. >> That's pretty cool. >> That is cool. >> So, I've already told you before you even got here that you're a DJ and you happen to be DJing at re:Invent. Where can we all go dance and see you? >> So, shout out to Mission Cloud, who has sponsored Tao, Day Beach Club on Wednesday evening. So yes, I do DJ, I appreciate AWS's flexibility work life balance. So, I'll give that plug right here as well. But no, it's something I picked up during COVID, it's a creative outlet for me. And then again, to be able to do it here is just an incredible opportunity. So, Wednesday night I hope to see all theCUBE and everyone that... >> We will definitely be there, be careful what you wish for. >> What's your stage name? >> Oh, stage name, DJ Hot Hands, so, find me on SoundCloud. >> DJ Hot Hands. >> All right, so check out DJ Hot Hands on SoundCloud. And if folks want to learn more about the Global Startup program, where do they go? >> AWS Global Startup Program. We have a website you can easily connect with. All our startups are listed on AWS Marketplace. >> Most of them are Marketplace, you can go to our website, (mumbles) global startup program and yeah, find us there. >> Fantastic. Well, Jeff, Jimmy, Eric, it was an absolute pleasure starting the day. We got startups for breakfast. I love that. And I can't wait to go dance to you tomorrow night or tonight actually. I'm here for the fist bumps. This is awesome. And you all are great. Hope to have you back on theCUBE again very soon and we'll have to coordinate on that global Startup Showcase. >> Jimmy: All right. >> I think it's happening, 2023, get ready folks. >> Jimmy: Here we go. >> Get ready. All right, well, this was our first session here at AWS re:Invent. We are live from Las Vegas, Nevada. My name is Savannah Peterson, we're theCUBE, the leader in high tech reporting. (bright upbeat music)

>>Collibra is a company that was founded in 2008 right before the so-called modern big data era kicked into high gear. The company was one of the first to focus its business on data governance. Now, historically, data governance and data quality initiatives, they were back office functions and they were largely confined to regulatory regulated industries that had to comply with public policy mandates. But as the cloud went mainstream, the tech giants showed us how valuable data could become and the value proposition for data quality and trust. It evolved from primarily a compliance driven issue to becoming a lynchpin of competitive advantage. But data in the decade of the 2010s was largely about getting the technology to work. You had these highly centralized technical teams that were formed and they had hyper specialized skills to develop data architectures and processes to serve the myriad data needs of organizations. >>And it resulted in a lot of frustration with data initiatives for most organizations that didn't have the resources of the cloud guys and the social media giants to really attack their data problems and turn data into gold. This is why today for example, this quite a bit of momentum to rethinking monolithic data architectures. You see, you hear about initiatives like data mesh and the idea of data as a product. They're gaining traction as a way to better serve the the data needs of decentralized business Uni users, you hear a lot about data democratization. So these decentralization efforts around data, they're great, but they create a new set of problems. Specifically, how do you deliver like a self-service infrastructure to business users and domain experts? Now the cloud is definitely helping with that, but also how do you automate governance? This becomes especially tricky as protecting data privacy has become more and more important. >>In other words, while it's enticing to experiment and run fast and loose with data initiatives kinda like the Wild West, to find new veins of gold, it has to be done responsibly. As such, the idea of data governance has had to evolve to become more automated. And intelligence governance and data lineage is still fundamental to ensuring trust as data. It moves like water through an organization. No one is gonna use data that isn't trusted. Metadata has become increasingly important for data discovery and data classification. As data flows through an organization, the continuously ability to check for data flaws and automating that data quality, they become a functional requirement of any modern data management platform. And finally, data privacy has become a critical adjacency to cyber security. So you can see how data governance has evolved into a much richer set of capabilities than it was 10 or 15 years ago. >>Hello and welcome to the Cube's coverage of Data Citizens made possible by Calibra, a leader in so-called Data intelligence and the host of Data Citizens 2022, which is taking place in San Diego. My name is Dave Ante and I'm one of the hosts of our program, which is running in parallel to data citizens. Now at the Cube we like to say we extract the signal from the noise, and over the, the next couple of days, we're gonna feature some of the themes from the keynote speakers at Data Citizens and we'll hear from several of the executives. Felix Von Dala, who is the co-founder and CEO of Collibra, will join us along with one of the other founders of Collibra, Stan Christians, who's gonna join my colleague Lisa Martin. I'm gonna also sit down with Laura Sellers, she's the Chief Product Officer at Collibra. We'll talk about some of the, the announcements and innovations they're making at the event, and then we'll dig in further to data quality with Kirk Hasselbeck. >>He's the vice president of Data quality at Collibra. He's an amazingly smart dude who founded Owl dq, a company that he sold to Col to Collibra last year. Now many companies, they didn't make it through the Hado era, you know, they missed the industry waves and they became Driftwood. Collibra, on the other hand, has evolved its business. They've leveraged the cloud, expanded its product portfolio, and leaned in heavily to some major partnerships with cloud providers, as well as receiving a strategic investment from Snowflake earlier this year. So it's a really interesting story that we're thrilled to be sharing with you. Thanks for watching and I hope you enjoy the program. >>Last year, the Cube Covered Data Citizens Collibra's customer event. And the premise that we put forth prior to that event was that despite all the innovation that's gone on over the last decade or more with data, you know, starting with the Hado movement, we had data lakes, we'd spark the ascendancy of programming languages like Python, the introduction of frameworks like TensorFlow, the rise of ai, low code, no code, et cetera. Businesses still find it's too difficult to get more value from their data initiatives. And we said at the time, you know, maybe it's time to rethink data innovation. While a lot of the effort has been focused on, you know, more efficiently storing and processing data, perhaps more energy needs to go into thinking about the people and the process side of the equation, meaning making it easier for domain experts to both gain insights for data, trust the data, and begin to use that data in new ways, fueling data, products, monetization and insights data citizens 2022 is back and we're pleased to have Felix Van Dema, who is the founder and CEO of Collibra. He's on the cube or excited to have you, Felix. Good to see you again. >>Likewise Dave. Thanks for having me again. >>You bet. All right, we're gonna get the update from Felix on the current data landscape, how he sees it, why data intelligence is more important now than ever and get current on what Collibra has been up to over the past year and what's changed since Data Citizens 2021. And we may even touch on some of the product news. So Felix, we're living in a very different world today with businesses and consumers. They're struggling with things like supply chains, uncertain economic trends, and we're not just snapping back to the 2010s. That's clear, and that's really true as well in the world of data. So what's different in your mind, in the data landscape of the 2020s from the previous decade, and what challenges does that bring for your customers? >>Yeah, absolutely. And, and I think you said it well, Dave, and and the intro that that rising complexity and fragmentation in the broader data landscape, that hasn't gotten any better over the last couple of years. When when we talk to our customers, that level of fragmentation, the complexity, how do we find data that we can trust, that we know we can use has only gotten kinda more, more difficult. So that trend that's continuing, I think what is changing is that trend has become much more acute. Well, the other thing we've seen over the last couple of years is that the level of scrutiny that organizations are under respect to data, as data becomes more mission critical, as data becomes more impactful than important, the level of scrutiny with respect to privacy, security, regulatory compliance, as only increasing as well, which again, is really difficult in this environment of continuous innovation, continuous change, continuous growing complexity and fragmentation. >>So it's become much more acute. And, and to your earlier point, we do live in a different world and and the the past couple of years we could probably just kind of brute for it, right? We could focus on, on the top line. There was enough kind of investments to be, to be had. I think nowadays organizations are focused or are, are, are, are, are, are in a very different environment where there's much more focus on cost control, productivity, efficiency, How do we truly get value from that data? So again, I think it just another incentive for organization to now truly look at data and to scale it data, not just from a a technology and infrastructure perspective, but how do you actually scale data from an organizational perspective, right? You said at the the people and process, how do we do that at scale? And that's only, only only becoming much more important. And we do believe that the, the economic environment that we find ourselves in today is gonna be catalyst for organizations to really dig out more seriously if, if, if, if you will, than they maybe have in the have in the best. >>You know, I don't know when you guys founded Collibra, if, if you had a sense as to how complicated it was gonna get, but you've been on a mission to really address these problems from the beginning. How would you describe your, your, your mission and what are you doing to address these challenges? >>Yeah, absolutely. We, we started Colli in 2008. So in some sense and the, the last kind of financial crisis, and that was really the, the start of Colli where we found product market fit, working with large finance institutions to help them cope with the increasing compliance requirements that they were faced with because of the, of the financial crisis and kind of here we are again in a very different environment, of course 15 years, almost 15 years later. But data only becoming more important. But our mission to deliver trusted data for every user, every use case and across every source, frankly, has only become more important. So what has been an incredible journey over the last 14, 15 years, I think we're still relatively early in our mission to again, be able to provide everyone, and that's why we call it data citizens. We truly believe that everyone in the organization should be able to use trusted data in an easy, easy matter. That mission is is only becoming more important, more relevant. We definitely have a lot more work ahead of us because we are still relatively early in that, in that journey. >>Well, that's interesting because, you know, in my observation it takes seven to 10 years to actually build a company and then the fact that you're still in the early days is kind of interesting. I mean, you, Collibra's had a good 12 months or so since we last spoke at Data Citizens. Give us the latest update on your business. What do people need to know about your, your current momentum? >>Yeah, absolutely. Again, there's, there's a lot of tail organizations that are only maturing the data practices and we've seen it kind of transform or, or, or influence a lot of our business growth that we've seen, broader adoption of the platform. We work at some of the largest organizations in the world where it's Adobe, Heineken, Bank of America, and many more. We have now over 600 enterprise customers, all industry leaders and every single vertical. So it's, it's really exciting to see that and continue to partner with those organizations. On the partnership side, again, a lot of momentum in the org in, in the, in the markets with some of the cloud partners like Google, Amazon, Snowflake, data bricks and, and others, right? As those kind of new modern data infrastructures, modern data architectures that are definitely all moving to the cloud, a great opportunity for us, our partners and of course our customers to help them kind of transition to the cloud even faster. >>And so we see a lot of excitement and momentum there within an acquisition about 18 months ago around data quality, data observability, which we believe is an enormous opportunity. Of course, data quality isn't new, but I think there's a lot of reasons why we're so excited about quality and observability now. One is around leveraging ai, machine learning, again to drive more automation. And the second is that those data pipelines that are now being created in the cloud, in these modern data architecture arch architectures, they've become mission critical. They've become real time. And so monitoring, observing those data pipelines continuously has become absolutely critical so that they're really excited about about that as well. And on the organizational side, I'm sure you've heard a term around kind of data mesh, something that's gaining a lot of momentum, rightfully so. It's really the type of governance that we always believe. Then federated focused on domains, giving a lot of ownership to different teams. I think that's the way to scale data organizations. And so that aligns really well with our vision and, and from a product perspective, we've seen a lot of momentum with our customers there as well. >>Yeah, you know, a couple things there. I mean, the acquisition of i l dq, you know, Kirk Hasselbeck and, and their team, it's interesting, you know, the whole data quality used to be this back office function and, and really confined to highly regulated industries. It's come to the front office, it's top of mind for chief data officers, data mesh. You mentioned you guys are a connective tissue for all these different nodes on the data mesh. That's key. And of course we see you at all the shows. You're, you're a critical part of many ecosystems and you're developing your own ecosystem. So let's chat a little bit about the, the products. We're gonna go deeper in into products later on at, at Data Citizens 22, but we know you're debuting some, some new innovations, you know, whether it's, you know, the, the the under the covers in security, sort of making data more accessible for people just dealing with workflows and processes as you talked about earlier. Tell us a little bit about what you're introducing. >>Yeah, absolutely. We're super excited, a ton of innovation. And if we think about the big theme and like, like I said, we're still relatively early in this, in this journey towards kind of that mission of data intelligence that really bolts and compelling mission, either customers are still start, are just starting on that, on that journey. We wanna make it as easy as possible for the, for our organization to actually get started because we know that's important that they do. And for our organization and customers that have been with us for some time, there's still a tremendous amount of opportunity to kind of expand the platform further. And again, to make it easier for really to, to accomplish that mission and vision around that data citizen that everyone has access to trustworthy data in a very easy, easy way. So that's really the theme of a lot of the innovation that we're driving. >>A lot of kind of ease of adoption, ease of use, but also then how do we make sure that lio becomes this kind of mission critical enterprise platform from a security performance architecture scale supportability that we're truly able to deliver that kind of an enterprise mission critical platform. And so that's the big theme from an innovation perspective, From a product perspective, a lot of new innovation that we're really excited about. A couple of highlights. One is around data marketplace. Again, a lot of our customers have plans in that direction, how to make it easy. How do we make, how do we make available to true kind of shopping experience that anybody in your organization can, in a very easy search first way, find the right data product, find the right dataset, that data can then consume usage analytics. How do you, how do we help organizations drive adoption, tell them where they're working really well and where they have opportunities homepages again to, to make things easy for, for people, for anyone in your organization to kind of get started with ppia, you mentioned workflow designer, again, we have a very powerful enterprise platform. >>One of our key differentiators is the ability to really drive a lot of automation through workflows. And now we provided a new low code, no code kind of workflow designer experience. So, so really customers can take it to the next level. There's a lot more new product around K Bear Protect, which in partnership with Snowflake, which has been a strategic investor in kib, focused on how do we make access governance easier? How do we, how do we, how are we able to make sure that as you move to the cloud, things like access management, masking around sensitive data, PII data is managed as much more effective, effective rate, really excited about that product. There's more around data quality. Again, how do we, how do we get that deployed as easily and quickly and widely as we can? Moving that to the cloud has been a big part of our strategy. >>So we launch more data quality cloud product as well as making use of those, those native compute capabilities in platforms like Snowflake, Data, Bricks, Google, Amazon, and others. And so we are bettering a capability, a capability that we call push down. So actually pushing down the computer and data quality, the monitoring into the underlying platform, which again, from a scale performance and ease of use perspective is gonna make a massive difference. And then more broadly, we, we talked a little bit about the ecosystem. Again, integrations, we talk about being able to connect to every source. Integrations are absolutely critical and we're really excited to deliver new integrations with Snowflake, Azure and Google Cloud storage as well. So there's a lot coming out. The, the team has been work at work really hard and we are really, really excited about what we are coming, what we're bringing to markets. >>Yeah, a lot going on there. I wonder if you could give us your, your closing thoughts. I mean, you, you talked about, you know, the marketplace, you know, you think about data mesh, you think of data as product, one of the key principles you think about monetization. This is really different than what we've been used to in data, which is just getting the technology to work has been been so hard. So how do you see sort of the future and, you know, give us the, your closing thoughts please? >>Yeah, absolutely. And I, and I think we we're really at this pivotal moment, and I think you said it well. We, we all know the constraint and the challenges with data, how to actually do data at scale. And while we've seen a ton of innovation on the infrastructure side, we fundamentally believe that just getting a faster database is important, but it's not gonna fully solve the challenges and truly kind of deliver on the opportunity. And that's why now is really the time to deliver this data intelligence vision, this data intelligence platform. We are still early, making it as easy as we can. It's kind of, of our, it's our mission. And so I'm really, really excited to see what we, what we are gonna, how the marks gonna evolve over the next, next few quarters and years. I think the trend is clearly there when we talk about data mesh, this kind of federated approach folks on data products is just another signal that we believe that a lot of our organization are now at the time. >>The understanding need to go beyond just the technology. I really, really think about how do we actually scale data as a business function, just like we've done with it, with, with hr, with, with sales and marketing, with finance. That's how we need to think about data. I think now is the time given the economic environment that we are in much more focus on control, much more focused on productivity efficiency and now's the time. We need to look beyond just the technology and infrastructure to think of how to scale data, how to manage data at scale. >>Yeah, it's a new era. The next 10 years of data won't be like the last, as I always say. Felix, thanks so much and good luck in, in San Diego. I know you're gonna crush it out there. >>Thank you Dave. >>Yeah, it's a great spot for an in-person event and, and of course the content post event is gonna be available@collibra.com and you can of course catch the cube coverage@thecube.net and all the news@siliconangle.com. This is Dave Valante for the cube, your leader in enterprise and emerging tech coverage. >>Hi, I'm Jay from Collibra's Data Office. Today I want to talk to you about Collibra's data intelligence cloud. We often say Collibra is a single system of engagement for all of your data. Now, when I say data, I mean data in the broadest sense of the word, including reference and metadata. Think of metrics, reports, APIs, systems, policies, and even business processes that produce or consume data. Now, the beauty of this platform is that it ensures all of your users have an easy way to find, understand, trust, and access data. But how do you get started? Well, here are seven steps to help you get going. One, start with the data. What's data intelligence? Without data leverage the Collibra data catalog to automatically profile and classify your enterprise data wherever that data lives, databases, data lakes or data warehouses, whether on the cloud or on premise. >>Two, you'll then wanna organize the data and you'll do that with data communities. This can be by department, find a business or functional team, however your organization organizes work and accountability. And for that you'll establish community owners, communities, make it easy for people to navigate through the platform, find the data and will help create a sense of belonging for users. An important and related side note here, we find it's typical in many organizations that data is thought of is just an asset and IT and data offices are viewed as the owners of it and who are really the central teams performing analytics as a service provider to the enterprise. We believe data is more than an asset, it's a true product that can be converted to value. And that also means establishing business ownership of data where that strategy and ROI come together with subject matter expertise. >>Okay, three. Next, back to those communities there, the data owners should explain and define their data, not just the tables and columns, but also the related business terms, metrics and KPIs. These objects we call these assets are typically organized into business glossaries and data dictionaries. I definitely recommend starting with the topics that are most important to the business. Four, those steps that enable you and your users to have some fun with it. Linking everything together builds your knowledge graph and also known as a metadata graph by linking or relating these assets together. For example, a data set to a KPI to a report now enables your users to see what we call the lineage diagram that visualizes where the data in your dashboards actually came from and what the data means and who's responsible for it. Speaking of which, here's five. Leverage the calibra trusted business reporting solution on the marketplace, which comes with workflows for those owners to certify their reports, KPIs, and data sets. >>This helps them force their trust in their data. Six, easy to navigate dashboards or landing pages right in your platform for your company's business processes are the most effective way for everyone to better understand and take action on data. Here's a pro tip, use the dashboard design kit on the marketplace to help you build compelling dashboards. Finally, seven, promote the value of this to your users and be sure to schedule enablement office hours and new employee onboarding sessions to get folks excited about what you've built and implemented. Better yet, invite all of those community and data owners to these sessions so that they can show off the value that they've created. Those are my seven tips to get going with Collibra. I hope these have been useful. For more information, be sure to visit collibra.com. >>Welcome to the Cube's coverage of Data Citizens 2022 Collibra's customer event. My name is Dave Valante. With us is Kirk Hasselbeck, who's the vice president of Data Quality of Collibra Kirk, good to see you. Welcome. >>Thanks for having me, Dave. Excited to be here. >>You bet. Okay, we're gonna discuss data quality observability. It's a hot trend right now. You founded a data quality company, OWL dq, and it was acquired by Collibra last year. Congratulations. And now you lead data quality at Collibra. So we're hearing a lot about data quality right now. Why is it such a priority? Take us through your thoughts on that. >>Yeah, absolutely. It's, it's definitely exciting times for data quality, which you're right, has been around for a long time. So why now and why is it so much more exciting than it used to be? I think it's a bit stale, but we all know that companies use more data than ever before and the variety has changed and the volume has grown. And, and while I think that remains true, there are a couple other hidden factors at play that everyone's so interested in as, as to why this is becoming so important now. And, and I guess you could kind of break this down simply and think about if Dave, you and I were gonna build, you know, a new healthcare application and monitor the heartbeat of individuals, imagine if we get that wrong, you know, what the ramifications could be, what, what those incidents would look like, or maybe better yet, we try to build a, a new trading algorithm with a crossover strategy where the 50 day crosses the, the 10 day average. >>And imagine if the data underlying the inputs to that is incorrect. We will probably have major financial ramifications in that sense. So, you know, it kind of starts there where everybody's realizing that we're all data companies and if we are using bad data, we're likely making incorrect business decisions. But I think there's kind of two other things at play. You know, I, I bought a car not too long ago and my dad called and said, How many cylinders does it have? And I realized in that moment, you know, I might have failed him because, cause I didn't know. And, and I used to ask those types of questions about any lock brakes and cylinders and, and you know, if it's manual or, or automatic and, and I realized I now just buy a car that I hope works. And it's so complicated with all the computer chips, I, I really don't know that much about it. >>And, and that's what's happening with data. We're just loading so much of it. And it's so complex that the way companies consume them in the IT function is that they bring in a lot of data and then they syndicate it out to the business. And it turns out that the, the individuals loading and consuming all of this data for the company actually may not know that much about the data itself, and that's not even their job anymore. So we'll talk more about that in a minute, but that's really what's setting the foreground for this observability play and why everybody's so interested. It, it's because we're becoming less close to the intricacies of the data and we just expect it to always be there and be correct. >>You know, the other thing too about data quality, and for years we did the MIT CDO IQ event, we didn't do it last year, Covid messed everything up. But the observation I would make there thoughts is, is it data quality? Used to be information quality used to be this back office function, and then it became sort of front office with financial services and government and healthcare, these highly regulated industries. And then the whole chief data officer thing happened and people were realizing, well, they sort of flipped the bit from sort of a data as a, a risk to data as a, as an asset. And now as we say, we're gonna talk about observability. And so it's really become front and center just the whole quality issue because data's so fundamental, hasn't it? >>Yeah, absolutely. I mean, let's imagine we pull up our phones right now and I go to my, my favorite stock ticker app and I check out the NASDAQ market cap. I really have no idea if that's the correct number. I know it's a number, it looks large, it's in a numeric field. And, and that's kind of what's going on. There's, there's so many numbers and they're coming from all of these different sources and data providers and they're getting consumed and passed along. But there isn't really a way to tactically put controls on every number and metric across every field we plan to monitor, but with the scale that we've achieved in early days, even before calibra. And what's been so exciting is we have these types of observation techniques, these data monitors that can actually track past performance of every field at scale. And why that's so interesting and why I think the CDO is, is listening right intently nowadays to this topic is, so maybe we could surface all of these problems with the right solution of data observability and with the right scale and then just be alerted on breaking trends. So we're sort of shifting away from this world of must write a condition and then when that condition breaks, that was always known as a break record. But what about breaking trends and root cause analysis? And is it possible to do that, you know, with less human intervention? And so I think most people are seeing now that it's going to have to be a software tool and a computer system. It's, it's not ever going to be based on one or two domain experts anymore. >>So, So how does data observability relate to data quality? Are they sort of two sides of the same coin? Are they, are they cousins? What's your perspective on that? >>Yeah, it's, it's super interesting. It's an emerging market. So the language is changing a lot of the topic and areas changing the way that I like to say it or break it down because the, the lingo is constantly moving is, you know, as a target on this space is really breaking records versus breaking trends. And I could write a condition when this thing happens, it's wrong and when it doesn't it's correct. Or I could look for a trend and I'll give you a good example. You know, everybody's talking about fresh data and stale data and, and why would that matter? Well, if your data never arrived or only part of it arrived or didn't arrive on time, it's likely stale and there will not be a condition that you could write that would show you all the good in the bads. That was kind of your, your traditional approach of data quality break records. But your modern day approach is you lost a significant portion of your data, or it did not arrive on time to make that decision accurately on time. And that's a hidden concern. Some people call this freshness, we call it stale data, but it all points to the same idea of the thing that you're observing may not be a data quality condition anymore. It may be a breakdown in the data pipeline. And with thousands of data pipelines in play for every company out there there, there's more than a couple of these happening every day. >>So what's the Collibra angle on all this stuff made the acquisition, you got data quality observability coming together, you guys have a lot of expertise in, in this area, but you hear providence of data, you just talked about, you know, stale data, you know, the, the whole trend toward real time. How is Calibra approaching the problem and what's unique about your approach? >>Well, I think where we're fortunate is with our background, myself and team, we sort of lived this problem for a long time, you know, in, in the Wall Street days about a decade ago. And we saw it from many different angles. And what we came up with before it was called data observability or reliability was basically the, the underpinnings of that. So we're a little bit ahead of the curve there when most people evaluate our solution, it's more advanced than some of the observation techniques that that currently exist. But we've also always covered data quality and we believe that people want to know more, they need more insights, and they want to see break records and breaking trends together so they can correlate the root cause. And we hear that all the time. I have so many things going wrong, just show me the big picture, help me find the thing that if I were to fix it today would make the most impact. So we're really focused on root cause analysis, business impact, connecting it with lineage and catalog metadata. And as that grows, you can actually achieve total data governance at this point with the acquisition of what was a Lineage company years ago, and then my company Ldq now Collibra, Data quality Collibra may be the best positioned for total data governance and intelligence in the space. >>Well, you mentioned financial services a couple of times and some examples, remember the flash crash in 2010. Nobody had any idea what that was, you know, they just said, Oh, it's a glitch, you know, so they didn't understand the root cause of it. So this is a really interesting topic to me. So we know at Data Citizens 22 that you're announcing, you gotta announce new products, right? You're yearly event what's, what's new. Give us a sense as to what products are coming out, but specifically around data quality and observability. >>Absolutely. There's this, you know, there's always a next thing on the forefront. And the one right now is these hyperscalers in the cloud. So you have databases like Snowflake and Big Query and Data Bricks is Delta Lake and SQL Pushdown. And ultimately what that means is a lot of people are storing in loading data even faster in a SaaS like model. And we've started to hook in to these databases. And while we've always worked with the the same databases in the past, they're supported today we're doing something called Native Database pushdown, where the entire compute and data activity happens in the database. And why that is so interesting and powerful now is everyone's concerned with something called Egress. Did your, my data that I've spent all this time and money with my security team securing ever leave my hands, did it ever leave my secure VPC as they call it? >>And with these native integrations that we're building and about to unveil, here's kind of a sneak peek for, for next week at Data Citizens. We're now doing all compute and data operations in databases like Snowflake. And what that means is with no install and no configuration, you could log into the Collibra data quality app and have all of your data quality running inside the database that you've probably already picked as your your go forward team selection secured database of choice. So we're really excited about that. And I think if you look at the whole landscape of network cost, egress, cost, data storage and compute, what people are realizing is it's extremely efficient to do it in the way that we're about to release here next week. >>So this is interesting because what you just described, you know, you mentioned Snowflake, you mentioned Google, Oh actually you mentioned yeah, data bricks. You know, Snowflake has the data cloud. If you put everything in the data cloud, okay, you're cool, but then Google's got the open data cloud. If you heard, you know, Google next and now data bricks doesn't call it the data cloud, but they have like the open source data cloud. So you have all these different approaches and there's really no way up until now I'm, I'm hearing to, to really understand the relationships between all those and have confidence across, you know, it's like Jak Dani, you should just be a note on the mesh. And I don't care if it's a data warehouse or a data lake or where it comes from, but it's a point on that mesh and I need tooling to be able to have confidence that my data is governed and has the proper lineage, providence. And, and, and that's what you're bringing to the table, Is that right? Did I get that right? >>Yeah, that's right. And it's, for us, it's, it's not that we haven't been working with those great cloud databases, but it's the fact that we can send them the instructions now, we can send them the, the operating ability to crunch all of the calculations, the governance, the quality, and get the answers. And what that's doing, it's basically zero network costs, zero egress cost, zero latency of time. And so when you were to log into Big Query tomorrow using our tool or like, or say Snowflake for example, you have instant data quality metrics, instant profiling, instant lineage and access privacy controls, things of that nature that just become less onerous. What we're seeing is there's so much technology out there, just like all of the major brands that you mentioned, but how do we make it easier? The future is about less clicks, faster time to value, faster scale, and eventually lower cost. And, and we think that this positions us to be the leader there. >>I love this example because, you know, Barry talks about, wow, the cloud guys are gonna own the world and, and of course now we're seeing that the ecosystem is finding so much white space to add value, connect across cloud. Sometimes we call it super cloud and so, or inter clouding. All right, Kirk, give us your, your final thoughts and on on the trends that we've talked about and Data Citizens 22. >>Absolutely. Well, I think, you know, one big trend is discovery and classification. Seeing that across the board, people used to know it was a zip code and nowadays with the amount of data that's out there, they wanna know where everything is, where their sensitive data is. If it's redundant, tell me everything inside of three to five seconds. And with that comes, they want to know in all of these hyperscale databases how fast they can get controls and insights out of their tools. So I think we're gonna see more one click solutions, more SAS based solutions and solutions that hopefully prove faster time to value on, on all of these modern cloud platforms. >>Excellent. All right, Kurt Hasselbeck, thanks so much for coming on the Cube and previewing Data Citizens 22. Appreciate it. >>Thanks for having me, Dave. >>You're welcome. Right, and thank you for watching. Keep it right there for more coverage from the Cube. Welcome to the Cube's virtual Coverage of Data Citizens 2022. My name is Dave Valante and I'm here with Laura Sellers, who's the Chief Product Officer at Collibra, the host of Data Citizens. Laura, welcome. Good to see you. >>Thank you. Nice to be here. >>Yeah, your keynote at Data Citizens this year focused on, you know, your mission to drive ease of use and scale. Now when I think about historically fast access to the right data at the right time in a form that's really easily consumable, it's been kind of challenging, especially for business users. Can can you explain to our audience why this matters so much and what's actually different today in the data ecosystem to make this a reality? >>Yeah, definitely. So I think what we really need and what I hear from customers every single day is that we need a new approach to data management and our product teams. What inspired me to come to Calibra a little bit a over a year ago was really the fact that they're very focused on bringing trusted data to more users across more sources for more use cases. And so as we look at what we're announcing with these innovations of ease of use and scale, it's really about making teams more productive in getting started with and the ability to manage data across the entire organization. So we've been very focused on richer experiences, a broader ecosystem of partners, as well as a platform that delivers performance, scale and security that our users and teams need and demand. So as we look at, Oh, go ahead. >>I was gonna say, you know, when I look back at like the last 10 years, it was all about getting the technology to work and it was just so complicated. But, but please carry on. I'd love to hear more about this. >>Yeah, I, I really, you know, Collibra is a system of engagement for data and we really are working on bringing that entire system of engagement to life for everyone to leverage here and now. So what we're announcing from our ease of use side of the world is first our data marketplace. This is the ability for all users to discover and access data quickly and easily shop for it, if you will. The next thing that we're also introducing is the new homepage. It's really about the ability to drive adoption and have users find data more quickly. And then the two more areas of the ease of use side of the world is our world of usage analytics. And one of the big pushes and passions we have at Collibra is to help with this data driven culture that all companies are trying to create. And also helping with data literacy, with something like usage analytics, it's really about driving adoption of the CLE platform, understanding what's working, who's accessing it, what's not. And then finally we're also introducing what's called workflow designer. And we love our workflows at Libra, it's a big differentiator to be able to automate business processes. The designer is really about a way for more people to be able to create those workflows, collaborate on those workflow flows, as well as people to be able to easily interact with them. So a lot of exciting things when it comes to ease of use to make it easier for all users to find data. >>Y yes, there's definitely a lot to unpack there. I I, you know, you mentioned this idea of, of of, of shopping for the data. That's interesting to me. Why this analogy, metaphor or analogy, I always get those confused. I let's go with analogy. Why is it so important to data consumers? >>I think when you look at the world of data, and I talked about this system of engagement, it's really about making it more accessible to the masses. And what users are used to is a shopping experience like your Amazon, if you will. And so having a consumer grade experience where users can quickly go in and find the data, trust that data, understand where the data's coming from, and then be able to quickly access it, is the idea of being able to shop for it, just making it as simple as possible and really speeding the time to value for any of the business analysts, data analysts out there. >>Yeah, I think when you, you, you see a lot of discussion about rethinking data architectures, putting data in the hands of the users and business people, decentralized data and of course that's awesome. I love that. But of course then you have to have self-service infrastructure and you have to have governance. And those are really challenging. And I think so many organizations, they're facing adoption challenges, you know, when it comes to enabling teams generally, especially domain experts to adopt new data technologies, you know, like the, the tech comes fast and furious. You got all these open source projects and get really confusing. Of course it risks security, governance and all that good stuff. You got all this jargon. So where do you see, you know, the friction in adopting new data technologies? What's your point of view and how can organizations overcome these challenges? >>You're, you're dead on. There's so much technology and there's so much to stay on top of, which is part of the friction, right? It's just being able to stay ahead of, of and understand all the technologies that are coming. You also look at as there's so many more sources of data and people are migrating data to the cloud and they're migrating to new sources. Where the friction comes is really that ability to understand where the data came from, where it's moving to, and then also to be able to put the access controls on top of it. So people are only getting access to the data that they should be getting access to. So one of the other things we're announcing with, with all of the innovations that are coming is what we're doing around performance and scale. So with all of the data movement, with all of the data that's out there, the first thing we're launching in the world of performance and scale is our world of data quality. >>It's something that Collibra has been working on for the past year and a half, but we're launching the ability to have data quality in the cloud. So it's currently an on-premise offering, but we'll now be able to carry that over into the cloud for us to manage that way. We're also introducing the ability to push down data quality into Snowflake. So this is, again, one of those challenges is making sure that that data that you have is d is is high quality as you move forward. And so really another, we're just reducing friction. You already have Snowflake stood up. It's not another machine for you to manage, it's just push down capabilities into Snowflake to be able to track that quality. Another thing that we're launching with that is what we call Collibra Protect. And this is that ability for users to be able to ingest metadata, understand where the PII data is, and then set policies up on top of it. So very quickly be able to set policies and have them enforced at the data level. So anybody in the organization is only getting access to the data they should have access to. >>Here's Topica data quality is interesting. It's something that I've followed for a number of years. It used to be a back office function, you know, and really confined only to highly regulated industries like financial services and healthcare and government. You know, you look back over a decade ago, you didn't have this worry about personal information, g gdpr, and, you know, California Consumer Privacy Act all becomes, becomes so much important. The cloud is really changed things in terms of performance and scale and of course partnering for, for, with Snowflake it's all about sharing data and monetization, anything but a back office function. So it was kind of smart that you guys were early on and of course attracting them and as a, as an investor as well was very strong validation. What can you tell us about the nature of the relationship with Snowflake and specifically inter interested in sort of joint engineering or, and product innovation efforts, you know, beyond the standard go to market stuff? >>Definitely. So you mentioned there were a strategic investor in Calibra about a year ago. A little less than that I guess. We've been working with them though for over a year really tightly with their product and engineering teams to make sure that Collibra is adding real value. Our unified platform is touching pieces of our unified platform or touching all pieces of Snowflake. And when I say that, what I mean is we're first, you know, able to ingest data with Snowflake, which, which has always existed. We're able to profile and classify that data we're announcing with Calibra Protect this week that you're now able to create those policies on top of Snowflake and have them enforce. So again, people can get more value out of their snowflake more quickly as far as time to value with, with our policies for all business users to be able to create. >>We're also announcing Snowflake Lineage 2.0. So this is the ability to take stored procedures in Snowflake and understand the lineage of where did the data come from, how was it transformed with within Snowflake as well as the data quality. Pushdown, as I mentioned, data quality, you brought it up. It is a new, it is a, a big industry push and you know, one of the things I think Gartner mentioned is people are losing up to $15 million without having great data quality. So this push down capability for Snowflake really is again, a big ease of use push for us at Collibra of that ability to, to push it into snowflake, take advantage of the data, the data source, and the engine that already lives there and get the right and make sure you have the right quality. >>I mean, the nice thing about Snowflake, if you play in the Snowflake sandbox, you, you, you, you can get sort of a, you know, high degree of confidence that the data sharing can be done in a safe way. Bringing, you know, Collibra into the, into the story allows me to have that data quality and, and that governance that I, that I need. You know, we've said many times on the cube that one of the notable differences in cloud this decade versus last decade, I mean ob there are obvious differences just in terms of scale and scope, but it's shaping up to be about the strength of the ecosystems. That's really a hallmark of these big cloud players. I mean they're, it's a key factor for innovating, accelerating product delivery, filling gaps in, in the hyperscale offerings cuz you got more stack, you know, mature stack capabilities and you know, it creates this flywheel momentum as we often say. But, so my question is, how do you work with the hyperscalers? Like whether it's AWS or Google, whomever, and what do you see as your role and what's the Collibra sweet spot? >>Yeah, definitely. So, you know, one of the things I mentioned early on is the broader ecosystem of partners is what it's all about. And so we have that strong partnership with Snowflake. We also are doing more with Google around, you know, GCP and kbra protect there, but also tighter data plex integration. So similar to what you've seen with our strategic moves around Snowflake and, and really covering the broad ecosystem of what Collibra can do on top of that data source. We're extending that to the world of Google as well and the world of data plex. We also have great partners in SI's Infosys is somebody we spoke with at the conference who's done a lot of great work with Levi's as they're really important to help people with their whole data strategy and driving that data driven culture and, and Collibra being the core of it. >>Hi Laura, we're gonna, we're gonna end it there, but I wonder if you could kind of put a bow on, you know, this year, the event your, your perspectives. So just give us your closing thoughts. >>Yeah, definitely. So I, I wanna say this is one of the biggest releases Collibra's ever had. Definitely the biggest one since I've been with the company a little over a year. We have all these great new product innovations coming to really drive the ease of use to make data more valuable for users everywhere and, and companies everywhere. And so it's all about everybody being able to easily find, understand, and trust and get access to that data going forward. >>Well congratulations on all the pro progress. It was great to have you on the cube first time I believe, and really appreciate you, you taking the time with us. >>Yes, thank you for your time. >>You're very welcome. Okay, you're watching the coverage of Data Citizens 2022 on the cube, your leader in enterprise and emerging tech coverage. >>So data modernization oftentimes means moving some of your storage and computer to the cloud where you get the benefit of scale and security and so on. But ultimately it doesn't take away the silos that you have. We have more locations, more tools and more processes with which we try to get value from this data. To do that at scale in an organization, people involved in this process, they have to understand each other. So you need to unite those people across those tools, processes, and systems with a shared language. When I say customer, do you understand the same thing as you hearing customer? Are we counting them in the same way so that shared language unites us and that gives the opportunity for the organization as a whole to get the maximum value out of their data assets and then they can democratize data so everyone can properly use that shared language to find, understand, and trust the data asset that's available. >>And that's where Collibra comes in. We provide a centralized system of engagement that works across all of those locations and combines all of those different user types across the whole business. At Collibra, we say United by data and that also means that we're united by data with our customers. So here is some data about some of our customers. There was the case of an online do it yourself platform who grew their revenue almost three times from a marketing campaign that provided the right product in the right hands of the right people. In other case that comes to mind is from a financial services organization who saved over 800 K every year because they were able to reuse the same data in different kinds of reports and before there was spread out over different tools and processes and silos, and now the platform brought them together so they realized, oh, we're actually using the same data, let's find a way to make this more efficient. And the last example that comes to mind is that of a large home loan, home mortgage, mortgage loan provider where they have a very complex landscape, a very complex architecture legacy in the cloud, et cetera. And they're using our software, they're using our platform to unite all the people and those processes and tools to get a common view of data to manage their compliance at scale. >>Hey everyone, I'm Lisa Martin covering Data Citizens 22, brought to you by Collibra. This next conversation is gonna focus on the importance of data culture. One of our Cube alumni is back, Stan Christians is Collibra's co-founder and it's Chief Data citizens. Stan, it's great to have you back on the cube. >>Hey Lisa, nice to be. >>So we're gonna be talking about the importance of data culture, data intelligence, maturity, all those great things. When we think about the data revolution that every business is going through, you know, it's so much more than technology innovation. It also really re requires cultural transformation, community transformation. Those are challenging for customers to undertake. Talk to us about what you mean by data citizenship and the role that creating a data culture plays in that journey. >>Right. So as you know, our event is called Data Citizens because we believe that in the end, a data citizen is anyone who uses data to do their job. And we believe that today's organizations, you have a lot of people, most of the employees in an organization are somehow gonna to be a data citizen, right? So you need to make sure that these people are aware of it. You need that. People have skills and competencies to do with data what necessary and that's on, all right? So what does it mean to have a good data culture? It means that if you're building a beautiful dashboard to try and convince your boss, we need to make this decision that your boss is also open to and able to interpret, you know, the data presented in dashboard to actually make that decision and take that action. Right? >>And once you have that why to the organization, that's when you have a good data culture. Now that's continuous effort for most organizations because they're always moving, somehow they're hiring new people and it has to be continuous effort because we've seen that on the hand. Organizations continue challenged their data sources and where all the data is flowing, right? Which in itself creates a lot of risk. But also on the other set hand of the equation, you have the benefit. You know, you might look at regulatory drivers like, we have to do this, right? But it's, it's much better right now to consider the competitive drivers, for example, and we did an IDC study earlier this year, quite interesting. I can recommend anyone to it. And one of the conclusions they found as they surveyed over a thousand people across organizations worldwide is that the ones who are higher in maturity. >>So the, the organizations that really look at data as an asset, look at data as a product and actively try to be better at it, don't have three times as good a business outcome as the ones who are lower on the maturity scale, right? So you can say, ok, I'm doing this, you know, data culture for everyone, awakening them up as data citizens. I'm doing this for competitive reasons, I'm doing this re reasons you're trying to bring both of those together and the ones that get data intelligence right, are successful and competitive. That's, and that's what we're seeing out there in the market. >>Absolutely. We know that just generally stand right, the organizations that are, are really creating a, a data culture and enabling everybody within the organization to become data citizens are, We know that in theory they're more competitive, they're more successful. But the IDC study that you just mentioned demonstrates they're three times more successful and competitive than their peers. Talk about how Collibra advises customers to create that community, that culture of data when it might be challenging for an organization to adapt culturally. >>Of course, of course it's difficult for an organization to adapt but it's also necessary, as you just said, imagine that, you know, you're a modern day organization, laptops, what have you, you're not using those, right? Or you know, you're delivering them throughout organization, but not enabling your colleagues to actually do something with that asset. Same thing as through with data today, right? If you're not properly using the data asset and competitors are, they're gonna to get more advantage. So as to how you get this done, establish this. There's angles to look at, Lisa. So one angle is obviously the leadership whereby whoever is the boss of data in the organization, you typically have multiple bosses there, like achieve data officers. Sometimes there's, there's multiple, but they may have a different title, right? So I'm just gonna summarize it as a data leader for a second. >>So whoever that is, they need to make sure that there's a clear vision, a clear strategy for data. And that strategy needs to include the monetization aspect. How are you going to get value from data? Yes. Now that's one part because then you can leadership in the organization and also the business value. And that's important. Cause those people, their job in essence really is to make everyone in the organization think about data as an asset. And I think that's the second part of the equation of getting that right, is it's not enough to just have that leadership out there, but you also have to get the hearts and minds of the data champions across the organization. You, I really have to win them over. And if you have those two combined and obviously a good technology to, you know, connect those people and have them execute on their responsibilities such as a data intelligence platform like s then the in place to really start upgrading that culture inch by inch if you'll, >>Yes, I like that. The recipe for success. So you are the co-founder of Collibra. You've worn many different hats along this journey. Now you're building Collibra's own data office. I like how before we went live, we were talking about Calibra is drinking its own champagne. I always loved to hear stories about that. You're speaking at Data Citizens 2022. Talk to us about how you are building a data culture within Collibra and what maybe some of the specific projects are that Collibra's data office is working on. >>Yes, and it is indeed data citizens. There are a ton of speaks here, are very excited. You know, we have Barb from m MIT speaking about data monetization. We have Dilla at the last minute. So really exciting agen agenda. Can't wait to get back out there essentially. So over the years at, we've doing this since two and eight, so a good years and I think we have another decade of work ahead in the market, just to be very clear. Data is here to stick around as are we. And myself, you know, when you start a company, we were for people in a, if you, so everybody's wearing all sorts of hat at time. But over the years I've run, you know, presales that sales partnerships, product cetera. And as our company got a little bit biggish, we're now thousand two. Something like people in the company. >>I believe systems and processes become a lot important. So we said you CBRA isn't the size our customers we're getting there in of organization structure, process systems, et cetera. So we said it's really time for us to put our money where is and to our own data office, which is what we were seeing customers', organizations worldwide. And they organizations have HR units, they have a finance unit and over time they'll all have a department if you'll, that is responsible somehow for the data. So we said, ok, let's try to set an examples that other people can take away with it, right? Can take away from it. So we set up a data strategy, we started building data products, took care of the data infrastructure. That's sort of good stuff. And in doing all of that, ISA exactly as you said, we said, okay, we need to also use our product and our own practices and from that use, learn how we can make the product better, learn how we make, can make the practice better and share that learning with all the, and on, on the Monday mornings, we sometimes refer to eating our dog foods on Friday evenings. >>We referred to that drinking our own champagne. I like it. So we, we had a, we had the driver to do this. You know, there's a clear business reason. So we involved, we included that in the data strategy and that's a little bit of our origin. Now how, how do we organize this? We have three pillars, and by no means is this a template that everyone should, this is just the organization that works at our company, but it can serve as an inspiration. So we have a pillar, which is data science. The data product builders, if you'll or the people who help the business build data products. We have the data engineers who help keep the lights on for that data platform to make sure that the products, the data products can run, the data can flow and you know, the quality can be checked. >>And then we have a data intelligence or data governance builders where we have those data governance, data intelligence stakeholders who help the business as a sort of data partner to the business stakeholders. So that's how we've organized it. And then we started following the CBRA approach, which is, well, what are the challenges that our business stakeholders have in hr, finance, sales, marketing all over? And how can data help overcome those challenges? And from those use cases, we then just started to build a map and started execution use of the use case. And a important ones are very simple. We them with our, our customers as well, people talking about the cata, right? The catalog for the data scientists to know what's in their data lake, for example, and for the people in and privacy. So they have their process registry and they can see how the data flows. >>So that's a starting place and that turns into a marketplace so that if new analysts and data citizens join kbra, they immediately have a place to go to, to look at, see, ok, what data is out there for me as an analyst or a data scientist or whatever to do my job, right? So they can immediately get access data. And another one that we is around trusted business. We're seeing that since, you know, self-service BI allowed everyone to make beautiful dashboards, you know, pie, pie charts. I always, my pet pee is the pie chart because I love buy and you shouldn't always be using pie charts. But essentially there's become proliferation of those reports. And now executives don't really know, okay, should I trust this report or that report the reporting on the same thing. But the numbers seem different, right? So that's why we have trusted this reporting. So we know if a, the dashboard, a data product essentially is built, we not that all the right steps are being followed and that whoever is consuming that can be quite confident in the result either, Right. And that silver browser, right? Absolutely >>Decay. >>Exactly. Yes, >>Absolutely. Talk a little bit about some of the, the key performance indicators that you're using to measure the success of the data office. What are some of those KPIs? >>KPIs and measuring is a big topic in the, in the data chief data officer profession, I would say, and again, it always varies with to your organization, but there's a few that we use that might be of interest. Use those pillars, right? And we have metrics across those pillars. So for example, a pillar on the data engineering side is gonna be more related to that uptime, right? Are the, is the data platform up and running? Are the data products up and running? Is the quality in them good enough? Is it going up? Is it going down? What's the usage? But also, and especially if you're in the cloud and if consumption's a big thing, you have metrics around cost, for example, right? So that's one set of examples. Another one is around the data sciences and products. Are people using them? Are they getting value from it? >>Can we calculate that value in ay perspective, right? Yeah. So that we can to the rest of the business continue to say we're tracking all those numbers and those numbers indicate that value is generated and how much value estimated in that region. And then you have some data intelligence, data governance metrics, which is, for example, you have a number of domains in a data mesh. People talk about being the owner of a data domain, for example, like product or, or customer. So how many of those domains do you have covered? How many of them are already part of the program? How many of them have owners assigned? How well are these owners organized, executing on their responsibilities? How many tickets are open closed? How many data products are built according to process? And so and so forth. So these are an set of examples of, of KPIs. There's a, there's a lot more, but hopefully those can already inspire the audience. >>Absolutely. So we've, we've talked about the rise cheap data offices, it's only accelerating. You mentioned this is like a 10 year journey. So if you were to look into a crystal ball, what do you see in terms of the maturation of data offices over the next decade? >>So we, we've seen indeed the, the role sort of grow up, I think in, in thousand 10 there may have been like 10 achieve data officers or something. Gartner has exact numbers on them, but then they grew, you know, industries and the number is estimated to be about 20,000 right now. Wow. And they evolved in a sort of stack of competencies, defensive data strategy, because the first chief data officers were more regulatory driven, offensive data strategy support for the digital program. And now all about data products, right? So as a data leader, you now need all of those competences and need to include them in, in your strategy. >>How is that going to evolve for the next couple of years? I wish I had one of those balls, right? But essentially I think for the next couple of years there's gonna be a lot of people, you know, still moving along with those four levels of the stack. A lot of people I see are still in version one and version two of the chief data. So you'll see over the years that's gonna evolve more digital and more data products. So for next years, my, my prediction is it's all products because it's an immediate link between data and, and the essentially, right? Right. So that's gonna be important and quite likely a new, some new things will be added on, which nobody can predict yet. But we'll see those pop up in a few years. I think there's gonna be a continued challenge for the chief officer role to become a real executive role as opposed to, you know, somebody who claims that they're executive, but then they're not, right? >>So the real reporting level into the board, into the CEO for example, will continue to be a challenging point. But the ones who do get that done will be the ones that are successful and the ones who get that will the ones that do it on the basis of data monetization, right? Connecting value to the data and making that value clear to all the data citizens in the organization, right? And in that sense, they'll need to have both, you know, technical audiences and non-technical audiences aligned of course. And they'll need to focus on adoption. Again, it's not enough to just have your data office be involved in this. It's really important that you're waking up data citizens across the organization and you make everyone in the organization think about data as an asset. >>Absolutely. Because there's so much value that can be extracted. Organizations really strategically build that data office and democratize access across all those data citizens. Stan, this is an exciting arena. We're definitely gonna keep our eyes on this. Sounds like a lot of evolution and maturation coming from the data office perspective. From the data citizen perspective. And as the data show that you mentioned in that IDC study, you mentioned Gartner as well, organizations have so much more likelihood of being successful and being competitive. So we're gonna watch this space. Stan, thank you so much for joining me on the cube at Data Citizens 22. We appreciate it. >>Thanks for having me over >>From Data Citizens 22, I'm Lisa Martin, you're watching The Cube, the leader in live tech coverage. >>Okay, this concludes our coverage of Data Citizens 2022, brought to you by Collibra. Remember, all these videos are available on demand@thecube.net. And don't forget to check out silicon angle.com for all the news and wiki bod.com for our weekly breaking analysis series where we cover many data topics and share survey research from our partner ETR Enterprise Technology Research. If you want more information on the products announced at Data Citizens, go to collibra.com. There are tons of resources there. You'll find analyst reports, product demos. It's really worthwhile to check those out. Thanks for watching our program and digging into Data Citizens 2022 on the Cube, your leader in enterprise and emerging tech coverage. We'll see you soon.

>>Welcome back everyone Cube's live coverage here. Day two, two sets, three days of cube coverage here at VMware Explorer. This is our 12th year covering VMware's annual conference, formally called world I'm Jean Dave ante. We'd love seeing the progress and we've got great security comes Tom Gill, senior rights, president general manager, networking and advanced security business group at VMware. Great to see you. Thanks for coming on. Thanks >>For having me. Yeah, really happy we could have you on, you know, I think, I think this is my sixth edition on the cube. Like, do I get freaking flyer points or anything? >>Yeah, you get first get the VIP badge. We'll make that happen. You can start getting credits. >>Okay. There we go. >>We won't interrupt you. No, seriously, you got a great story in security here. The security story is kind of embedded everywhere, so it's not like called out and, and blown up and talked specifically about on stage. It's kind of in all the narratives in, in the VM world for this year. Yeah. But you guys have an amazing security story. So let's just step back into set context. Tell us the security story for what's going on here at VMware and what that means to this super cloud multi-cloud and ongoing innovation with VMware. Yeah, >>Sure thing. So, so probably the first thing I'll point out is that, that security's not just built in at VMware it's built differently, right? So we're not just taking existing security controls and cut and pasting them into, into our software. But we can do things because of our platform because of the virtualization layer that you really can't do with other security tools and where we're very, very focused is what we call lateral security or east west movement of an attacker. Cuz frankly, that's the name of the game these days. Right? Attackers, you gotta assume that they're already in your network. Okay. Already assume that they're there, then how do we make it hard for them to get to what the, the stuff that you really want, which is the data that they're, they're going after. Right. And that's where we, >>We really should. All right. So we've been talking a lot coming into world VMware Explorer and here the event about two things security as a state. Yeah. I'm secure right now. Yeah. Or I, I think I'm secure right now, even though someone might be in my network or in my environment to the notion of being defensible. Yeah. Meaning I have to defend and be ready at a moment's notice to attack, fight, push back red team, blue team, whatever you're gonna call it, but something's happening. I gotta be a to defend. Yeah. >>So you, what you're talking about is the principle of zero trust. So the, the, when we, when I first started doing security, the model was we have a perimeter and everything on one side of the perimeter is dirty, ugly, old internet and everything on this side known good, trusted what could possibly go wrong. And I think we've seen that no matter how good you make that perimeter, bad guys find a way in. So zero trust says, you know what? Let's just assume they're already in. Let's assume they're there. How do we make it hard for them to move around within the infrastructure and get to the really valuable assets? Cuz for example, if they bust into your laptop, you click on a link and they get code running on your machine. They might find some interesting things on your machine, but they're not gonna find 250 million credit cards. Right. Or the, the script of a new movie or the super secret aircraft plans, right. That lives in a database somewhere. And so it's that movement from your laptop to that database. That's where the damage is done. Yeah. And that's where VMware shines. If they don't >>Have the right to get to that database, they're >>Not >>In and it's not even just the right, like, so they're so clever. And so sneaky that they'll steal a credential off your machine, go to another machine, steal a credential off of that. So it's like they have the key to unlock each one of these doors and we've gotten good enough where we can look at that lateral movement, even though it has a credential and a key where like, wait a minute, that's not a real CIS admin making a change. That's ransomware. Yeah. Right. And that's, that's where we, you have to earn your way in. That's right. That's >>Right. Yeah. And we're all, there's all kinds of configuration errors. But also some, some I'll just user problems. I've heard one story where there's so many passwords and username and passwords and systems that the bad guy's scour, the dark web for passwords that have been exposed. Correct. And go test them against different accounts. Oh one hit over here. Correct. And people don't change their passwords all the time. Correct? Correct. That's a known, known vector. We, >>We just, the idea that users are gonna be perfect and never make mistake. Like how long have we been doing this? Like humans with the weakest link. Right. So, so, so people are gonna make mistakes. Attackers are gonna be in here's another way of thinking about it. Remember log for J. Remember that whole ago, remember that was a Christmas time. That was nine months ago. And whoever came up with that, that vulnerability, they basically had a skeleton key that could access every network on the planet. I don't know if a single customer that was said, oh yeah, I wasn't impacted by log for J. So seers, some organized entity had access to every network on the planet. What was the big breach? What was that movie script that got stolen? So there wasn't one. Right? We haven't heard anything. So the point is the goal of attackers is to get in and stay in. Imagine someone breaks into your house, steals your laptop and runs. That's a breach. Imagine someone breaks into your house and stays for nine months. Like it's untenable, the real world. Right, right. >>We don't even go in there. They're still in there >>Watching your closet. Exactly. Moving around, nibbling on your ni line, your cookies. You know what I mean? Drinking your beer. >>Yeah. So, so let's talk about how this translates into the new reality of cloud native, because now know you hear about, you know, automated pen testing is a, a new hot thing right now you got antivirus on data. Yeah. Is hot is hot within APIs, for instance. Yeah. API security. So all kinds of new hot areas, cloud native is very iterative. You know, you, you can't do a pen test every week. Right. You gotta do it every second. Right. So this is where it's going. It's not so much simulation. It's actually real testing. Right. Right. How do you view that? How does that fit into this? Cuz that seems like a good direction to me. >>Yeah. It, it, it fits right in. And you were talking to my buddy AJ earlier about what VMware can do to help our customers build cloud native applications with, with Zu, my team is focused on how do we secure those applications? So where VMware wants to be the best in the world is securing these applications from within looking at the individual piece parts and how they talk to each other and figuring out, wait a minute. That, that, that, that, that should never happen by like almost having an x-ray machine on the ins of the application. So we do it for both for VMs and for container based applications. So traditional apps are VM based. Modern apps are container based and we, and we have a slightly different insertion mechanism. It's the same idea. So for VMs, we do it with the hypervisor, with NSX, we see all the inner workings in a container world. >>We have this thing called a service me that lets us look at each little snippet of code and how they talk to each other. And once you can see that stuff, then you can actually apply. It's almost like common sense logic of like, wait a minute. You know, this API is giving back credit card numbers and it gives five an hour. All of a sudden, it's now asking for 20,000 or a million credit card that doesn't make any sense. Right? The anomalies stick out like a sore thumb. If you can see them. And VMware, our unique focus in the infrastructure is that we can see each one of these little transactions and understand the conversation. That's what makes us so good at that east west or lateral >>Security. Yeah. You don't belong in this room, get out or that that's right. Some weird call from an in-memory database, something over >>Here. Exactly. Where other, other security solutions won't even see that. Right. It's not like there algorithms aren't as good as ours or, or better or worse. It's that, it's the access to the data. We see the, the, the, the inner plumbing of the app. And therefore we can protect >>The app from, and there's another dimension that I wanna get in the table here, cuz to my knowledge only AWS, Google, I, I believe Microsoft and Alibaba and VMware have this, it nitro the equivalent of a nitro. Yes. Project Monterey. Yeah. That's unique. It's the future of computing architectures. Everybody needs a nitro. I've I've written about this. Yeah. Right. So explain your version. Yeah. Project. It's now real. It's now in the market right. Or soon will be. Yeah. Here. Here's our mission salient aspects. Yeah. >>Here's our mission of VMware is that we wanna make every one of our enterprise customers. We want their private cloud to be as nimble, as agile, as efficient as the public cloud >>And secure >>And secure. In fact, I'll argue, we can make it actually more secure because we're thinking about putting security everywhere in this infrastructure. Right. Not just on the edges of it. So, so, so, okay. How do we go on that journey? As you pointed out, the public cloud providers realized, you know, five years ago that the right way to build computers was not just a CPU and a GPU graphics process, unit GPU, but there's this third thing that the industry's calling a DPU data processing unit. So there's kind of three pieces of a computer. And the DPU is sometimes called a smart Nick it's the network interface card. It does all that network handling and analytics and it takes it off the CPU. So they've been building and deploying those systems themselves. That's what nitro is. And so we have been working with the major Silicon vendors to bring that architecture to everybody. So, so with vSphere eight, we have the ability to take the network processing that east west inspection. I talked about, take it off of the CPU and put it into this dedicated processing element called the DPU and free up the CPU to run the applications that AJ and team are building. >>So no performance degradation at all, correct. >>To CPU >>Offload. So even the opposite, right? I mean you're running it basically bare metal speeds. >>Yes, yes. And yes. >>And, and, and you're also isolating the, the storage right from the, from the, the, the security, the management. And >>There's an isolation angle to this, which is that firewall that we're putting everywhere. Not just that the perimeter, we put it in each little piece of the server is running when it runs on one of these DPU, it's a different memory space. So even if, if an attacker gets to root in the OS, they it's very, very, never say never, but it's very difficult. >>So who has access to that? That, that resource >>Pretty much just the infrastructure layer, the cloud provider. So it's Google Microsoft, you know, and the enterprise, the >>Application can't get in, >>Can't get in there. Cause it, you would've to literally bridge from one memory space to another, never say never, but it would be very, very, >>It hasn't earned the trust >>To get it's more than Bob wire. It's, it's, it's multiple walls and, and >>It's like an air gap. It puts an air gap in the server itself so that if the server's compromised, it's not gonna get into the network really powerful. >>What's the big thing that you're seeing with this super cloud transition we're seeing, we're seeing, you know, multicloud and this new, not just SAS hosted on the cloud. Yeah. You're seeing a much different dynamic of combination of large scale CapEx, cloud native. And then now cloud native develops on premises and edge kind of changing what a cloud looks like if the cloud's on a cloud. So rubber customer, I'm building on a cloud and I have on-prem stuff. So I'm getting scale CapEx relief from the, from the cap, from the hyperscalers. >>I, I think there's an important nuance on what you're talking about, which is, is in the early days of the cloud customers. Remember those first skepticism? Oh, it'll never work. Oh, that's consumer grade. Oh, that's not really gonna work. And some people realize >>It's not secure. Yeah. >>It, it's not secure that one's like, no, no, no, it's secure. It works. And it, and it's good. So then there was this sort of over rush. Like let's put everything on the cloud. And I had a lot of customers that took VM based applications said, I'm gonna move those onto the cloud. You gotta take 'em all apart, put 'em on the cloud and put 'em all back together again. And little tiny details, like changing an IP address. It's actually much harder than it looks. So my argument is for existing workloads for VM based workloads, we are VMware. We're so good at running VM based workloads. And now we run them on anybody's cloud. So whether it's your east coast data center, your west coast data center, Amazon, Google, Microsoft, Alibaba, IBM keep going. Right. We pretty much every, and >>The benefit of the customer is what you >>Can literally vMotion and just pick it up and move it from private to public public, to private, private, to public, public, back and forth. >>Remember when we called VMO BS years ago. Yeah, yeah, yeah. >>We were really, skeptic is >>Powerful. We were very skeptical. We're like, that'll never happen. I mean, we were, I mean, it's supposed to be pat ourselves on the back. We, well, >>Because it's alchemy, it seems like what you can't possibly do that. Right. And so, so, so, and now we do it across clouds, right? So we can, you know, it's not quite VMO, but it's the same idea. You can just move these things over. I have one customer that had a production data center in the Ukraine, things got super tense, super fast, and they had to go from their private cloud data center in the Ukraine to a public cloud data center outta harm's way. They did it over a weekend, 48 hours. If you've ever migrated data, that's usually six months, right? And a lot of heartburn and a lot of angst, boom. They just drag and drop, moved it on over. That's the power of what we call the cloud operating model. And you can only do this when all your infrastructure's defined in software. >>If you're relying on hardware, load, balancers, hardware, firewalls, you can't move those. They're like a boat anchor. You're stuck with them. And by the way, really, really expensive. And by the way, they eat a lot of power, right? So that was an architecture from the nineties in the cloud operating model, your data center. And this goes back to what you were talking about is just racks and racks of X 86 with these magic DPU or smart necks to make any individual node go blisteringly fast and do all the functions that you used to do in network appliances. >>We just said, AJ taking us to school and everyone else to school on applications, middleware abstraction layer. Yeah. And kit Culver was also talking about this across cloud. We're talking super cloud, super pass. If this continues to happen, which we would think it will happen. What does the security posture look like? It has. It feels to me. And again, this is, this is your wheelhouse. If super cloud happens with this kind of past layer where there's B motioning going on, all kinds of yeah. Spanning applications and data. Yeah. Across environments. Yeah. Assume there's an operating system working on behind the scenes. Right. What's the security posture in all this. Yeah. >>So remember my narrative about like VA guys are getting in and they're moving around and they're so sneaky that they're using legitimate pathways. The only way to stop that stuff is you've gotta understand it at what, you know, we call layer seven at the application layer the in, you know, trying to do security, the infrastructure layer. It was interesting 20 years ago, kind of less interesting 10 years ago. And now it's becoming irrelevant because the infrastructure is oftentimes not even visible, right. It's buried in some cloud provider. So layer seven, understanding, application awareness, understanding the APIs and reading the content. That's the name of the game in security. That's what we've been focused on. Right. Nothing to do with >>The infras. And where's the progress bar on that, that paradigm early one at the 10, 10 being everyone's doing it >>Right now. Well, okay. So we, as a vendor can do this today. All the stuff I talked about about reading APIs, understanding the, the individual services looking at, Hey, wait a minute. This credit card anomalies, that's all shipping production code. Where is it in customer adoption life cycle, early days, 10%. So, so there's a whole lot of headroom. We, for people to understand, Hey, I can put these controls in place. There's software based. They don't require appliances. It's layer seven. So it has contextual awareness and it's works on every single cloud. >>You know, we talk about the pandemic. Being an accelerator really was a catalyst to really rethink. Remember we used to talk about pat his security a do over. He's like, yes, if it's the last thing I'm due, I'm gonna fix security. Well, he decided to go try to fix Intel instead, but, >>But, but he's getting some help from the government, >>But it seems like, you know, CISOs have totally rethought, you know, their security strategy. And, and at least in part is a function of the pandemic. >>When I started at VMware four years ago, pat sat me down in his office and he said to me what he said to you, which is like Tom, he said, I feel like we have fundamentally changed servers. We fundamentally changed storage. We fundamentally changed networking. The last piece of the puzzle of security. I want you to go fundamentally change it. And I'll argue that the work that we're doing with this, this horizontal security understanding the lateral movement east west inspection, it fundamentally changes how security works. It's got nothing to do with firewalls. It's got nothing to do with endpoint. It's a unique capability that VMware is uniquely suited to deliver on. And so pat, thanks for the mission. We delivered it and available >>Those, those wet like web applications firewall for instance are, are around. I mean, but to your point, the perimeter's gone. Exactly. And so you gotta get, there's no perimeter. So it's a surface area problem. Correct. And access and entry, correct. They're entering here easy from some manual error or misconfiguration or bad password that shouldn't be there. They're >>In. Think about it this way. You put the front door of your house, you put a big strong door and a big lock. That's a firewall bad guys, come in the window. Right. And >>Then the window's open and the window with a ladder room. Oh my >>God. Cause it's hot, bad user behavior. Trump's good security >>Every time. And then they move around room to room. We're the room to room people. Yeah. We see each little piece of the thing. Wait, that shouldn't happen. Right. >>I wanna get you a question that we've been seeing and maybe we're early on this, or it might be just a, a false data point. A lot of CSOs and we're talking to are, and people in industry in the customer environment are looking at CSOs and CSOs, two roles, chief information security officer, and then chief security officer Amazon, actually, Steven Schmidt is now CSO at reinforced. They actually called that out. Yeah. And the, and the interesting point that he made, we've had some other situations that verified. This is that physical security is now tied to online to your point about the service area. If I get a password, I still at the keys to the physical goods too. Right. Right. So physical security, whether it's warehouse for them is, or store or retail digital is coming in there. Yeah. So is there a CSO anymore? Is it just CSO? What's the role or are there two roles you see that evolving or is that just, >>Well, >>I circumstance, >>I, I think it's just one. And I think that, that, you know, the stakes are incredibly high in security. Just look at the impact that these security attacks are having on it. It, you know, companies get taken down, Equifax market cap was cut, you know, 80% with a security breach. So security's gone from being sort of a nuisance to being something that can impact your whole kind of business operation. And then there's a whole nother domain where politics get involved. Right. It determines the fate of nations. I know that sounds grand, but it's true. Yeah. And so, so, so companies care so much about it. They're looking for one liter, one throat to choke, you know, one person that's gonna lead security in the virtual domain, in the physical domain, in the cyber domain, in, in, you know, in the actual, well, it is, >>I mean, you mentioned that, but I mean, mean you look at Ukraine. I mean the, the, that, that, that cyber is a component of that war. I mean, that's very clear. I mean, that's, that's new, we've never seen >>This. And in my opinion, the stuff that we see happening in the Ukraine is small potatoes compared to what could happen. Yeah, yeah. Right. So the us, we have a policy of, of strategic deterrents where we develop some of the most sophisticated cyber weapons in the world. We don't use them and we hope never to use them because the, the, our adversaries who could do stuff like, oh, I don't know, wipe out every bank account in north America, or turn off the lights in New York city. They know that if they were to do something like that, we could do something back. >>I, this discuss, >>This is the red line conversation I wanna go there. So >>I had this discussion with Robert Gates in 2016 and he said, we have a lot more to lose, which is really >>Your point. So this brand, so I agree that there's the, to have freedom and Liberty, you gotta strike back with divorce and that's been our way to, to balance things out. Yeah. But with cyber, the red line, people are already in banks. So they're addresses are operating below the red line, red line, meaning before we know you're in there. So do we move the red line down because Hey, Sony got hacked the movie because they don't have their own militia. Yeah. If they were physical troops on the shores of LA breaking into the file cabinets. Yeah. The government would've intervened. >>I, I, I agree with you that it creates, it creates tension for us in the us because our, our adversaries don't have the clear delineation between public and private sector here. You're very, very clear if you're working for the government or you work for an private entity, there's no ambiguity on that. And so, so we have different missions in each department. Other countries will use the same cyber capabilities to steal intellectual, you know, a car design as they would to, you know, penetrate a military network. And that creates a huge hazard for us on the us. Cause we don't know how to respond. Yeah. Is that a civil issue? Is that a, a, a military issue? And so, so it creates policy ambiguity. I still love the clarity of separation of, you know, sort of the various branches of government separation of government from, >>But that, but, but bureau on multinational corporation, you then have to, your cyber is a defensible. You have to build the defenses >>A hundred percent. And I will also say that even though there's a clear D mark between government and private sector, there's an awful lot of cooperation. So, so our CSO, Alex toshe is actively involved in the whole intelligence community. He's on boards and standards and we're sharing because we have a common objective, right? We're all working together to fight these bad guys. And that's one of the things I love about cyber is that that even direct competitors, two big banks that are rivals on the street are working together to share security information and, and private, is >>There enough? Is collaboration Tom in the vendor community? I mean, we've seen efforts to try to, that's a good question, monetize private data, you know? Yeah. And private reports and, >>And, you know, like, so at VMware, we, we, I'm very proud of the security capabilities we've built, but we also partner with people that I think of as direct competitors, we've got firewall vendors and endpoint vendors that we work with and integrate. And so cooperation is something that exists. It's hard, you know, because when you have these kind of competing, you know, so could we do more? Of course we probably could, but I do think we've done a fair amount of cooperation, data sharing, product integration, et cetera, you know, and, you know, as the threats get worse, you'll probably see us continue to do more. >>And the governments is gonna trying to force that too. >>And, and the government also drives standards. So let's talk about crypto. Okay. So there's a new form of encryption coming out called quantum processing, calling out. Yeah. Yeah. Quantum, quantum computers have the potential to crack any crypto cipher we have today. That's bad. Okay. Right. That's not good at all because our whole system is built around these private communications. So, so the industry is having conversations about crypto agility. How can we put in place the ability to rapidly iterate the ciphers in encryption? So when the day quantum becomes available, we can change them and stay ahead of these quantum people. Well, >>Didn't this just put out a quantum proof algo that's being tested right now by the, the community. >>There's a lot of work around that. Correct. And, and, and this is taking the lead on this, but you know, Google's working on it, VMware's working on it. We're very, very active in how do we keep ahead of the attackers and the bad guys? Because this quantum thing is like a, it's a, it's a x-ray machine. You know, it's like, it's like a, a, a di lithium crystal that can power a whole ship. Right. It's a really, really, really powerful >>Tool. It's bad. Things will happen. >>Bad things could happen. >>Well, Tom, great to have you on the cube. Thanks for coming. Take the last minute to just give a plug for what's going on for you here at world this year, VMware explore this year. Yeah. >>We announced a bunch of exciting things. We announced enhancements to our, our NSX family, with our advanced load balancer, with our edge firewall. And they're all in service of one thing, which is helping our customers make their private cloud like the public cloud. So I like to say 0, 0, 0. If you are in the cloud operating model, you have zero proprietary appliances. You have zero tickets to launch a workload. You have zero network taps and zero trust built into everything you do. And that's, that's what we're working on and pushing that further and further. >>Tom Gill, senior vices president head of the networking at VMware. Thanks for coming up for you. Appreciate >>It. Yes. Thanks for having guys >>Always getting the security data. That's killer data and security of the two ops that get the most conversations around dev ops and cloud native. This is the queue bringing you all the action here in San Francisco for VMware. Explore 2022. I'm John furrier with Dave, Alan. Thanks for watching.

(upbeat music) >> Welcome back to theCUBE's continuing coverage of Snowflake Summit '22 live from Caesar's Forum in Las Vegas. I'm Lisa Martin, my cohost Dave Vellante, we've been here the last day and a half unpacking a lot of news, a lot of announcements, talking with customers and partners, and we have another great session coming for you next. We've got a customer and a partner talking tech and data mash. Please welcome Mitesh Shah, VP in market strategy at Elation. >> Great to be here. >> and Ash Naseer great, to have you, senior director of data engineering at Warner Brothers Discovery. Welcome guys. >> Thank you for having me. >> It's great to be back in person and to be able to really get to see and feel and touch this technology, isn't it? >> Yeah, it is. I mean two years or so. Yeah. Great to feel the energy in the conference center. >> Yeah. >> Snowflake was virtual, I think for two years and now it's great to kind of see the excitement firsthand. So it's wonderful. >> Th excitement, but also the boom and the number of customers and partners and people attending. They were saying the first, or the summit in 2019 had about 1900 attendees. And this is around 10,000. So a huge jump in a short time period. Talk a little bit about the Elation-Snowflake partnership and probably some of the acceleration that you guys have been experiencing as a Snowflake partner. >> Yeah. As a snowflake partner. I mean, Snowflake is an investor of us in Elation early last year, and we've been a partner for, for longer than that. And good news. We have been awarded Snowflake partner of the year for data governance, just earlier this week. And that's in fact, our second year in a row for winning that award. So, great news on that front as well. >> Repeat, congratulations. >> Repeat. Absolutely. And we're going to hope to make it a three-peat as well. And we've also been awarded industry competency badges in five different industries, those being financial services, healthcare, retail technology, and Median Telcom. >> Excellent. Okay. Going to right get into it. Data mesh. You guys actually have a data mesh and you've presented at the conference. So, take us back to the beginning. Why did you decide that you needed to implement something like data mesh? What was the impetus? >> Yeah. So when people think of Warner brothers, you always think of like the movie studio, but we're more than that, right? I mean, you think of HBO, you think of TNT, you think of CNN, we have 30 plus brands in our portfolio and each have their own needs. So the idea of a data mesh really helps us because what we can do is we can federate access across the company so that, you know, CNN can work at their own pace. You know, when there's election season, they can ingest their own data and they don't have to, you know, bump up against as an example, HBO, if Game of Thrones is going on. >> So, okay. So the, the impetus was to serve those lines of business better. Actually, given that you've got these different brands, it was probably easier than most companies. Cause if you're, let's say you're a big financial services company, and now you have to decide who owns what. CNN owns its own data products, HBO. Now, do they decide within those different brands, how to distribute even further? Or is it really, how deep have you gone in that decentralization? >> That's a great question. It's a very close partnership, because there are a number of data sets, which are used by all the brands, right? You think about people browsing websites, right? You know, CNN has a website, Warner brothers has a website. So for us to ingest that data for each of the brands to ingest that data separately, that means five different ways of doing things and you know, a big environment, right? So that is where our team comes into play. We ingest a lot of the common data sets, but like I said, any unique data sets, data sets regarding theatrical as an example, you know, Warner brothers does it themselves, you know, for streaming, HBO Max, does it themselves. So we kind of operate in partnership. >> So do you have a centralized data team and also decentralized data teams, right? >> That's right. >> So I love this conversation because that was heresy 10 years ago, five years ago, even, cause that's inefficient. But you've, I presume you've found that it's actually more productive in terms of the business output, explain that dynamic. >> You know, you bring up such a good point. So I, you know, I consider myself as one of the dinosaurs who started like 20 plus years ago in this industry. And back then, we were all taught to think of the data warehouse as like a monolithic thing. And the reason for that is the technology wasn't there. The technology didn't catch up. Now, 20 years later, the technology is way ahead, right? But like, our mindset's still the same because we think of data warehouses and data platforms still as a monolithic thing. But if you really sort of remove that sort of mental barrier, if you will, and if you start thinking about, well, how do I sort of, you know, federate everything and make sure that you let folks who are building, or are closest to the customer or are building their products, let them own that data and have a partnership. The results have been amazing. And if we were only sort of doing it as a centralized team, we would not be able to do a 10th of what we do today. So it's that massive scale in, in our company as well. >> And I should have clarified, when we talk about data mesh are we talking about the implementing in practice, the octagon sort of framework, or is this sort of your own sort of terminology? >> Well, so the interesting part is four years ago, we didn't have- >> It didn't exist. >> Yeah. It didn't exist. And, and so we, our principle was very simple, right? When we started out, we said, we want to make sure that our brands are able to operate independently with some oversight and guidance from our technology teams, right? That's what we set out to do. We did that with Snowflake by design because Snowflake allows us to, you know, separate those, those brands into different accounts. So that was done by design. And then the, the magic, I think, is the Snowflake data sharing where, which allows us to sort of bring data in here once, and then share it with whoever needs it. So think about HBO Max. On HBO Max, You not only have HBO Max content, but content from CNN, from Cartoon Network, from Warner Brothers, right? All the movies, right? So to see how The Batman movie did in theaters and then on streaming, you don't need, you know, Warner brothers doesn't need to ingest the same streaming data. HBO Max does it. HBO Max shares it with Warner brothers, you know, store once, share many times, and everyone works at their own pace. >> So they're building data products. Those data products are discoverable APIs, I presume, or I guess maybe just, I guess the Snowflake cloud, but very importantly, they're governed. And that's correct, where Elation comes in? >> That's precisely where Elation comes in, is where sort of this central flexible foundation for data governance. You know, you mentioned data mesh. I think what's interesting is that it's really an answer to the bottlenecks created by centralized IT, right? There's this notion of decentralizing that the data engineers and making the data domain owners, the people that know the data the best, have them be in control of publishing the data to the data consumers. There are other popular concepts actually happening right now, as we speak, around modern data stack. Around data fabric that are also in many ways underpinned by this notion of decentralization, right? These are concepts that are underpinned by decentralization and as the pendulum swings, sort of between decentralization and centralization, as we go back and forth in the world of IT and data, there are certain constants that need to be centralized over time. And one of those I believe is very much a centralized platform for data governance. And that's certainly, I think where we come in. Would love to hear more about how you use Elation. >> Yeah. So, I mean, elation helps us sort of, as you guys say, sort of, map, the treasure map of the data, right? So for consumers to find where their data is, that's where Elation helps us. It helps us with the data cataloging, you know, storing all the metadata and, you know, users can go in, they can sort of find, you know, the data that they need and they can also find how others are using data. So it's, there's a little bit of a crowdsourcing aspect that Elation helps us to do whereby you know, you can see, okay, my peer in the other group, well, that's how they use this piece of data. So I'm not going to spend hours trying to figure this out. You're going to use the query that they use. So yeah. >> So you have a master catalog, I presume. And then each of the brands has their own sub catalogs, is that correct? >> Well, for the most part, we have that master catalog and then the brands sort of use it, you know, separately themselves. The key here is all that catalog, that catalog isn't maintained by a centralized group as well, right? It's again, maintained by the individual teams and not only in the individual teams, but the folks that are responsible for the data, right? So I talked about the concept of crowdsourcing, whoever sort of puts the data in, has to make sure that they update the catalog and make sure that the definitions are there and everything sort of in line. >> So HBO, CNN, and each have their own, sort of access to their catalog, but they feed into the master catalog. Is that the right way to think about it? >> Yeah. >> Okay. And they have their own virtual data warehouses, right? They have ownership over that? They can spin 'em up, spin 'em down as they see fit? Right? And they're governed. >> They're governed. And what's interesting is it's not just governed, right? Governance is a, is a big word. It's a bit nebulous, but what's really being enabled here is this notion of self-service as well, right? There's two big sort of rockets that need to happen at the same time in any given organization. There's this notion that you want to put trustworthy data in the hands of data consumers, while at the same time mitigating risk. And that's precisely what Elation does. >> So I want to clarify this for the audience. So there's four principles of database. This came after you guys did it. And I wonder how it aligns. Domain ownership, give data, as you were saying to the, to the domain owners who have context, data as product, you guys are building data products, and that creates two problems. How do you give people self-service infrastructure and how do you automate governance? So the first two, great. But then it creates these other problems. Does that align with your philosophy? Where's alignment? What's different? >> Yeah. Data products is exactly where we're going. And that sort of, that domain based design, that's really key as well. In our business, you think about who the customer is, as an example, right? Depending on who you ask, it's going to be, the answer might be different, you know, to the movie business, it's probably going to be the person who watches a movie in a theater. To the streaming business, to HBO Max, it's the streamer, right? To others, someone watching live CNN on their TV, right? There's yet another group. Think about all the franchising we do. So you see Batman action figures and T-shirts, and Warner brothers branded stuff in stores, that's yet another business unit. But at the end of the day, it's not a different person, it's you and me, right? We do all these things. So the domain concept, make sure that you ingest data and you bring data relevant to the context, however, not sort of making it so stringent where it cannot integrate, and then you integrate it at a higher level to create that 360. >> And it's discoverable. So the point is, I don't have to go tap Ash on the shoulder, say, how do I get this data? Is it governed? Do I have access to it? Give me the rules of it. Just, I go grab it, right? And the system computationally automates whether or not I have access to it. And it's, as you say, self-service. >> In this case, exactly right. It enables people to just search for data and know that when they find the data, whether it's trustworthy or not, through trust flags, and the like, it's doing both of those things at the same time. >> How is it an enabler of solving some of the big challenges that the media and entertainment industry is going through? We've seen so much change the last couple of years. The rising consumer expectations aren't going to go back down. They're only going to come up. We want you to serve us up content that's relevant, that's personalized, that makes sense. I'd love to understand from your perspective, Mitesh, from an industry challenges perspective, how does this technology help customers like Warner Brothers Discovery, meet business customers, where they are and reduce the volume on those challenges? >> It's a great question. And as I mentioned earlier, we had five industry competency badges that were awarded to us by Snowflake. And one of those four, Median Telcom. And the reason for that is we're helping media companies understand their audiences better, and ultimately serve up better experiences for their audiences. But we've got Ash right here that can tell us how that's happening in practice. >> Yeah, tell us. >> So I'll share a story. I always like to tell stories, right? Once once upon a time before we had Elation in place, it was like, who you knew was how you got access to the data. So if I knew you and I knew you had access to a certain kind of data and your access to the right kind of data was based on the network you had at the company- >> I had to trust you. >> Yeah. >> I might not want to give up my data. >> That's it. And so that's where Elation sort of helps us democratize it, but, you know, puts the governance and controls, right? There are certain sensitive things as well, such as viewership, such as subscriber accounts, which are very important. So making sure that the right people have access to it, that's the other problem that Elation helps us solve. >> That's precisely part of our integration with Snowflake in particular, being able to define and manage policies within Elation. Saying, you know, certain people should have access to certain rows, doing column level masking. And having those policies actually enforced at the Snowflake data layer is precisely part of our value product. >> And that's automated. >> And all that's automated. Exactly. >> Right. So I don't have to think about it. I don't have to go through the tap on their shoulder. What has been the impact, Ash, on data quality as you've pushed it down into the domains? >> That's a great question. So it has definitely improved, but data quality is a very interesting subject, because back to my example of, you know, when we started doing things, we, you know, the centralized IT team always said, well, it has to be like this, Right? And if it doesn't fit in this, then it's bad quality. Well, sometimes context changes. Businesses change, right? You have to be able to react to it quickly. So making sure that a lot of that quality is managed at the decentralized level, at the place where you have that business context, that ensures you have the most up to date quality. We're talking about media industry changing so quickly. I mean, would we have thought three years ago that people would watch a lot of these major movies on streaming services? But here's the reality, right? You have to react and, you know, having it at that level just helps you react faster. >> So data, if I play that back, data quality is not a static framework. It's flexible based on the business context and the business owners can make those adjustments, cause they own the data. >> That's it. That's exactly it. >> That's awesome. Wow. That's amazing progress that you guys have made. >> In quality, if I could just add, it also just changes depending on where you are in your data pipeline stage, right? Data, quality data observability, this is a very fast evolving space at the moment, and if I look to my left right now, I bet you I can probably see a half-dozen quality observability vendors right now. And so given that and given the fact that Elation still is sort of a central hub to find trustworthy data, we've actually announced an open data quality initiative, allowing for best-of-breed data quality vendors to integrate with the platform. So whoever they are, whatever tool folks want to use, they can use that particular tool of choice. >> And this all runs in the cloud, or is it a hybrid sort of? >> Everything is in the cloud. We're all in the cloud. And you know, again, helps us go faster. >> Let me ask you a question. I could go on forever in this topic. One of the concepts that was put forth is whether it's a Snowflake data warehouse or a data bricks, data lake, or an Oracle data warehouse, they should all be inclusive. They should just be a node on the mesh. Like, wow, that sounds good. But I haven't seen it yet. Right? I'm guessing that Snowflake and Elation enable all the self-serve, all this automated governance, and that including those other items, it's got to be a one-off at this point in time. Do you ever see you expanding that scope or is it better off to just kind of leave it into the, the Snowflake data cloud? >> It's a good question. You know, I feel like where we're at today, especially in terms of sort of technology giving us so many options, I don't think there's a one size fits all. Right? Even though we are very heavily invested in Snowflake and we use Snowflake consistently across the organization, but you could, theoretically, could have an architecture that blends those two, right? Have different types of data platforms like a teradata or an Oracle and sort of bring it all together today. We have the technology, you know, that and all sorts of things that can make sure that you query on different databases. So I don't think the technology is the problem, I think it's the organizational mindset. I think that that's what gets in the way. >> Oh, interesting. So I was going to ask you, will hybrid tables help you solve that problem? And, maybe not, what you're saying, it's the organization that owns the Oracle database saying, Hey, we have our system. It processes, it works, you know, go away. >> Yeah. Well, you know, hybrid tables I think, is a great sort of next step in Snowflake's evolution. I think it's, in my opinion, I, think it's a game changer, but yeah. I mean, they can still exist. You could do hybrid tables right on Snowflake, or you could, you know, you could kind of coexist as well. >> Yeah. But, do you have a thought on this? >> Yeah, I do. I mean, we're always going to live in a time where you've got data distributed in throughout the organization and around the globe. And that could be even if you're all in on Snowflake, you could have data in Snowflake here, you could have data in Snowflake in EMEA and Europe somewhere. It could be anywhere. By the same token you might be using. Every organization is using on-premises systems. They have data, they naturally have data everywhere. And so, you know, this one solution to this is really centralizing, as I mentioned, not just governance, but also metadata about all of the data in your organization so that you can enable people to search and find and discover trustworthy data no matter where it is in your organization. >> Yeah. That's a great point. I mean, if you have the data about the data, then you can, you can treat these independent nodes. That's just that. Right? And maybe there's some advantages of putting it all in the Snowflake cloud, but to your point, organizationally, that's just not feasible. The whole, unfortunately, sorry, Snowflake, all the world's data is not going to go into Snowflake, but they play a key role in accelerating, what I'm hearing, your vision of data mesh. >> Yeah, absolutely. I think going forward in the future, we have to start thinking about data platforms as just one place where you sort of dump all the data. That's where the mesh concept comes in. It is going to be a mesh. It's going to be distributed and organizations have to be okay with that. And they have to embrace the tools. I mean, you know, Facebook developed a tool called Presto many years ago that that helps them solve exactly the same problem. So I think the technology is there. I think the organizational mindset needs to evolve. >> Yeah. Definitely. >> Culture. Culture is one of the hardest things to change. >> Exactly. >> Guys, this was a masterclass in data mesh, I think. Thank you so much for coming on talking. >> We appreciate it. Thank you so much. >> Of course. What Elation is doing with Snowflake and with Warner Brothers Discovery, Keep that content coming. I got a lot of stuff I got to catch up on watching. >> Sounds good. Thank you for having us. >> Thanks guys. >> Thanks, you guys. >> For Dave Vellante, I'm Lisa Martin. You're watching theCUBE live from Snowflake Summit '22. We'll be back after a short break. (upbeat music)

(upbeat music) >> Welcome back to theCUBE's continuing coverage of Snowflake Summit '22 live from Caesar's Forum in Las Vegas. I'm Lisa Martin, my cohost Dave Vellante, we've been here the last day and a half unpacking a lot of news, a lot of announcements, talking with customers and partners, and we have another great session coming for you next. We've got a customer and a partner talking tech and data mash. Please welcome Mitesh Shah, VP in market strategy at Elation. >> Great to be here. >> and Ash Naseer great, to have you, senior director of data engineering at Warner Brothers Discovery. Welcome guys. >> Thank you for having me. >> It's great to be back in person and to be able to really get to see and feel and touch this technology, isn't it? >> Yeah, it is. I mean two years or so. Yeah. Great to feel the energy in the conference center. >> Yeah. >> Snowflake was virtual, I think for two years and now it's great to kind of see the excitement firsthand. So it's wonderful. >> Th excitement, but also the boom and the number of customers and partners and people attending. They were saying the first, or the summit in 2019 had about 1900 attendees. And this is around 10,000. So a huge jump in a short time period. Talk a little bit about the Elation-Snowflake partnership and probably some of the acceleration that you guys have been experiencing as a Snowflake partner. >> Yeah. As a snowflake partner. I mean, Snowflake is an investor of us in Elation early last year, and we've been a partner for, for longer than that. And good news. We have been awarded Snowflake partner of the year for data governance, just earlier this week. And that's in fact, our second year in a row for winning that award. So, great news on that front as well. >> Repeat, congratulations. >> Repeat. Absolutely. And we're going to hope to make it a three-peat as well. And we've also been awarded industry competency badges in five different industries, those being financial services, healthcare, retail technology, and Median Telcom. >> Excellent. Okay. Going to right get into it. Data mesh. You guys actually have a data mesh and you've presented at the conference. So, take us back to the beginning. Why did you decide that you needed to implement something like data mesh? What was the impetus? >> Yeah. So when people think of Warner brothers, you always think of like the movie studio, but we're more than that, right? I mean, you think of HBO, you think of TNT, you think of CNN, we have 30 plus brands in our portfolio and each have their own needs. So the idea of a data mesh really helps us because what we can do is we can federate access across the company so that, you know, CNN can work at their own pace. You know, when there's election season, they can ingest their own data and they don't have to, you know, bump up against as an example, HBO, if Game of Thrones is going on. >> So, okay. So the, the impetus was to serve those lines of business better. Actually, given that you've got these different brands, it was probably easier than most companies. Cause if you're, let's say you're a big financial services company, and now you have to decide who owns what. CNN owns its own data products, HBO. Now, do they decide within those different brands, how to distribute even further? Or is it really, how deep have you gone in that decentralization? >> That's a great question. It's a very close partnership, because there are a number of data sets, which are used by all the brands, right? You think about people browsing websites, right? You know, CNN has a website, Warner brothers has a website. So for us to ingest that data for each of the brands to ingest that data separately, that means five different ways of doing things and you know, a big environment, right? So that is where our team comes into play. We ingest a lot of the common data sets, but like I said, any unique data sets, data sets regarding theatrical as an example, you know, Warner brothers does it themselves, you know, for streaming, HBO Max, does it themselves. So we kind of operate in partnership. >> So do you have a centralized data team and also decentralized data teams, right? >> That's right. >> So I love this conversation because that was heresy 10 years ago, five years ago, even, cause that's inefficient. But you've, I presume you've found that it's actually more productive in terms of the business output, explain that dynamic. >> You know, you bring up such a good point. So I, you know, I consider myself as one of the dinosaurs who started like 20 plus years ago in this industry. And back then, we were all taught to think of the data warehouse as like a monolithic thing. And the reason for that is the technology wasn't there. The technology didn't catch up. Now, 20 years later, the technology is way ahead, right? But like, our mindset's still the same because we think of data warehouses and data platforms still as a monolithic thing. But if you really sort of remove that sort of mental barrier, if you will, and if you start thinking about, well, how do I sort of, you know, federate everything and make sure that you let folks who are building, or are closest to the customer or are building their products, let them own that data and have a partnership. The results have been amazing. And if we were only sort of doing it as a centralized team, we would not be able to do a 10th of what we do today. So it's that massive scale in, in our company as well. >> And I should have clarified, when we talk about data mesh are we talking about the implementing in practice, the octagon sort of framework, or is this sort of your own sort of terminology? >> Well, so the interesting part is four years ago, we didn't have- >> It didn't exist. >> Yeah. It didn't exist. And, and so we, our principle was very simple, right? When we started out, we said, we want to make sure that our brands are able to operate independently with some oversight and guidance from our technology teams, right? That's what we set out to do. We did that with Snowflake by design because Snowflake allows us to, you know, separate those, those brands into different accounts. So that was done by design. And then the, the magic, I think, is the Snowflake data sharing where, which allows us to sort of bring data in here once, and then share it with whoever needs it. So think about HBO Max. On HBO Max, You not only have HBO Max content, but content from CNN, from Cartoon Network, from Warner Brothers, right? All the movies, right? So to see how The Batman movie did in theaters and then on streaming, you don't need, you know, Warner brothers doesn't need to ingest the same streaming data. HBO Max does it. HBO Max shares it with Warner brothers, you know, store once, share many times, and everyone works at their own pace. >> So they're building data products. Those data products are discoverable APIs, I presume, or I guess maybe just, I guess the Snowflake cloud, but very importantly, they're governed. And that's correct, where Elation comes in? >> That's precisely where Elation comes in, is where sort of this central flexible foundation for data governance. You know, you mentioned data mesh. I think what's interesting is that it's really an answer to the bottlenecks created by centralized IT, right? There's this notion of decentralizing that the data engineers and making the data domain owners, the people that know the data the best, have them be in control of publishing the data to the data consumers. There are other popular concepts actually happening right now, as we speak, around modern data stack. Around data fabric that are also in many ways underpinned by this notion of decentralization, right? These are concepts that are underpinned by decentralization and as the pendulum swings, sort of between decentralization and centralization, as we go back and forth in the world of IT and data, there are certain constants that need to be centralized over time. And one of those I believe is very much a centralized platform for data governance. And that's certainly, I think where we come in. Would love to hear more about how you use Elation. >> Yeah. So, I mean, elation helps us sort of, as you guys say, sort of, map, the treasure map of the data, right? So for consumers to find where their data is, that's where Elation helps us. It helps us with the data cataloging, you know, storing all the metadata and, you know, users can go in, they can sort of find, you know, the data that they need and they can also find how others are using data. So it's, there's a little bit of a crowdsourcing aspect that Elation helps us to do whereby you know, you can see, okay, my peer in the other group, well, that's how they use this piece of data. So I'm not going to spend hours trying to figure this out. You're going to use the query that they use. So yeah. >> So you have a master catalog, I presume. And then each of the brands has their own sub catalogs, is that correct? >> Well, for the most part, we have that master catalog and then the brands sort of use it, you know, separately themselves. The key here is all that catalog, that catalog isn't maintained by a centralized group as well, right? It's again, maintained by the individual teams and not only in the individual teams, but the folks that are responsible for the data, right? So I talked about the concept of crowdsourcing, whoever sort of puts the data in, has to make sure that they update the catalog and make sure that the definitions are there and everything sort of in line. >> So HBO, CNN, and each have their own, sort of access to their catalog, but they feed into the master catalog. Is that the right way to think about it? >> Yeah. >> Okay. And they have their own virtual data warehouses, right? They have ownership over that? They can spin 'em up, spin 'em down as they see fit? Right? And they're governed. >> They're governed. And what's interesting is it's not just governed, right? Governance is a, is a big word. It's a bit nebulous, but what's really being enabled here is this notion of self-service as well, right? There's two big sort of rockets that need to happen at the same time in any given organization. There's this notion that you want to put trustworthy data in the hands of data consumers, while at the same time mitigating risk. And that's precisely what Elation does. >> So I want to clarify this for the audience. So there's four principles of database. This came after you guys did it. And I wonder how it aligns. Domain ownership, give data, as you were saying to the, to the domain owners who have context, data as product, you guys are building data products, and that creates two problems. How do you give people self-service infrastructure and how do you automate governance? So the first two, great. But then it creates these other problems. Does that align with your philosophy? Where's alignment? What's different? >> Yeah. Data products is exactly where we're going. And that sort of, that domain based design, that's really key as well. In our business, you think about who the customer is, as an example, right? Depending on who you ask, it's going to be, the answer might be different, you know, to the movie business, it's probably going to be the person who watches a movie in a theater. To the streaming business, to HBO Max, it's the streamer, right? To others, someone watching live CNN on their TV, right? There's yet another group. Think about all the franchising we do. So you see Batman action figures and T-shirts, and Warner brothers branded stuff in stores, that's yet another business unit. But at the end of the day, it's not a different person, it's you and me, right? We do all these things. So the domain concept, make sure that you ingest data and you bring data relevant to the context, however, not sort of making it so stringent where it cannot integrate, and then you integrate it at a higher level to create that 360. >> And it's discoverable. So the point is, I don't have to go tap Ash on the shoulder, say, how do I get this data? Is it governed? Do I have access to it? Give me the rules of it. Just, I go grab it, right? And the system computationally automates whether or not I have access to it. And it's, as you say, self-service. >> In this case, exactly right. It enables people to just search for data and know that when they find the data, whether it's trustworthy or not, through trust flags, and the like, it's doing both of those things at the same time. >> How is it an enabler of solving some of the big challenges that the media and entertainment industry is going through? We've seen so much change the last couple of years. The rising consumer expectations aren't going to go back down. They're only going to come up. We want you to serve us up content that's relevant, that's personalized, that makes sense. I'd love to understand from your perspective, Mitesh, from an industry challenges perspective, how does this technology help customers like Warner Brothers Discovery, meet business customers, where they are and reduce the volume on those challenges? >> It's a great question. And as I mentioned earlier, we had five industry competency badges that were awarded to us by Snowflake. And one of those four, Median Telcom. And the reason for that is we're helping media companies understand their audiences better, and ultimately serve up better experiences for their audiences. But we've got Ash right here that can tell us how that's happening in practice. >> Yeah, tell us. >> So I'll share a story. I always like to tell stories, right? Once once upon a time before we had Elation in place, it was like, who you knew was how you got access to the data. So if I knew you and I knew you had access to a certain kind of data and your access to the right kind of data was based on the network you had at the company- >> I had to trust you. >> Yeah. >> I might not want to give up my data. >> That's it. And so that's where Elation sort of helps us democratize it, but, you know, puts the governance and controls, right? There are certain sensitive things as well, such as viewership, such as subscriber accounts, which are very important. So making sure that the right people have access to it, that's the other problem that Elation helps us solve. >> That's precisely part of our integration with Snowflake in particular, being able to define and manage policies within Elation. Saying, you know, certain people should have access to certain rows, doing column level masking. And having those policies actually enforced at the Snowflake data layer is precisely part of our value product. >> And that's automated. >> And all that's automated. Exactly. >> Right. So I don't have to think about it. I don't have to go through the tap on their shoulder. What has been the impact, Ash, on data quality as you've pushed it down into the domains? >> That's a great question. So it has definitely improved, but data quality is a very interesting subject, because back to my example of, you know, when we started doing things, we, you know, the centralized IT team always said, well, it has to be like this, Right? And if it doesn't fit in this, then it's bad quality. Well, sometimes context changes. Businesses change, right? You have to be able to react to it quickly. So making sure that a lot of that quality is managed at the decentralized level, at the place where you have that business context, that ensures you have the most up to date quality. We're talking about media industry changing so quickly. I mean, would we have thought three years ago that people would watch a lot of these major movies on streaming services? But here's the reality, right? You have to react and, you know, having it at that level just helps you react faster. >> So data, if I play that back, data quality is not a static framework. It's flexible based on the business context and the business owners can make those adjustments, cause they own the data. >> That's it. That's exactly it. >> That's awesome. Wow. That's amazing progress that you guys have made. >> In quality, if I could just add, it also just changes depending on where you are in your data pipeline stage, right? Data, quality data observability, this is a very fast evolving space at the moment, and if I look to my left right now, I bet you I can probably see a half-dozen quality observability vendors right now. And so given that and given the fact that Elation still is sort of a central hub to find trustworthy data, we've actually announced an open data quality initiative, allowing for best-of-breed data quality vendors to integrate with the platform. So whoever they are, whatever tool folks want to use, they can use that particular tool of choice. >> And this all runs in the cloud, or is it a hybrid sort of? >> Everything is in the cloud. We're all in the cloud. And you know, again, helps us go faster. >> Let me ask you a question. I could go on forever in this topic. One of the concepts that was put forth is whether it's a Snowflake data warehouse or a data bricks, data lake, or an Oracle data warehouse, they should all be inclusive. They should just be a node on the mesh. Like, wow, that sounds good. But I haven't seen it yet. Right? I'm guessing that Snowflake and Elation enable all the self-serve, all this automated governance, and that including those other items, it's got to be a one-off at this point in time. Do you ever see you expanding that scope or is it better off to just kind of leave it into the, the Snowflake data cloud? >> It's a good question. You know, I feel like where we're at today, especially in terms of sort of technology giving us so many options, I don't think there's a one size fits all. Right? Even though we are very heavily invested in Snowflake and we use Snowflake consistently across the organization, but you could, theoretically, could have an architecture that blends those two, right? Have different types of data platforms like a teradata or an Oracle and sort of bring it all together today. We have the technology, you know, that and all sorts of things that can make sure that you query on different databases. So I don't think the technology is the problem, I think it's the organizational mindset. I think that that's what gets in the way. >> Oh, interesting. So I was going to ask you, will hybrid tables help you solve that problem? And, maybe not, what you're saying, it's the organization that owns the Oracle database saying, Hey, we have our system. It processes, it works, you know, go away. >> Yeah. Well, you know, hybrid tables I think, is a great sort of next step in Snowflake's evolution. I think it's, in my opinion, I, think it's a game changer, but yeah. I mean, they can still exist. You could do hybrid tables right on Snowflake, or you could, you know, you could kind of coexist as well. >> Yeah. But, do you have a thought on this? >> Yeah, I do. I mean, we're always going to live in a time where you've got data distributed in throughout the organization and around the globe. And that could be even if you're all in on Snowflake, you could have data in Snowflake here, you could have data in Snowflake in EMEA and Europe somewhere. It could be anywhere. By the same token you might be using. Every organization is using on-premises systems. They have data, they naturally have data everywhere. And so, you know, this one solution to this is really centralizing, as I mentioned, not just governance, but also metadata about all of the data in your organization so that you can enable people to search and find and discover trustworthy data no matter where it is in your organization. >> Yeah. That's a great point. I mean, if you have the data about the data, then you can, you can treat these independent nodes. That's just that. Right? And maybe there's some advantages of putting it all in the Snowflake cloud, but to your point, organizationally, that's just not feasible. The whole, unfortunately, sorry, Snowflake, all the world's data is not going to go into Snowflake, but they play a key role in accelerating, what I'm hearing, your vision of data mesh. >> Yeah, absolutely. I think going forward in the future, we have to start thinking about data platforms as just one place where you sort of dump all the data. That's where the mesh concept comes in. It is going to be a mesh. It's going to be distributed and organizations have to be okay with that. And they have to embrace the tools. I mean, you know, Facebook developed a tool called Presto many years ago that that helps them solve exactly the same problem. So I think the technology is there. I think the organizational mindset needs to evolve. >> Yeah. Definitely. >> Culture. Culture is one of the hardest things to change. >> Exactly. >> Guys, this was a masterclass in data mesh, I think. Thank you so much for coming on talking. >> We appreciate it. Thank you so much. >> Of course. What Elation is doing with Snowflake and with Warner Brothers Discovery, Keep that content coming. I got a lot of stuff I got to catch up on watching. >> Sounds good. Thank you for having us. >> Thanks guys. >> Thanks, you guys. >> For Dave Vellante, I'm Lisa Martin. You're watching theCUBE live from Snowflake Summit '22. We'll be back after a short break. (upbeat music)

>> Welcome to today's session of theCUBE's presentation of the AWS Startup Showcase, The Next Big Thing in AI, Security and Life Sciences. Today featuring Lacework for the security track. I'm your host Natalie Erlich. Thank you for joining us. And we will discuss today how LendingTree automates AWS security for DevOps teams and stays compliant with Lacework. Now we're joined by Adam Leftik the VP of Product at Lacework as well as a Arun Sankaran, CISO of LendingTree. Thank you both very much for joining us today. >> Thank you for having us. >> Well, wonderful. Adam, let's start with you. Lacework positions itself as, "cloud security at the speed of cloud innovation." What does that mean to you and how are you helping your customers? >> Great question, Natalie. I think one of the things that's really important to understand about Lacework really comes back to essentially what's happening at cloud speed, which is customers are aggressively moving more and more of their applications to the cloud, but they're doing so with the same number of resources to secure that environment. And as the cloud continues to grow, both in terms of complexity, as well as overall ability to unlock new styles of applications that were never before even possible without this new technology landscape. Fundamentally, Lacework is designed to enable those builders to go faster without worrying about all the different intricacies and threats that they face out there on the internet. And so the core mission of Lacework is really about enabling builders to build those applications and leverage those cloud resources and new cloud technologies to move quicker and quicker. >> Natalie: Fascinating. >> Yeah, thanks. If you go back to the sort of foundation of the company there we took a very different approach to how we think about security. Often, you know, security approaches in the past have been a rules driven model where you try and think of all the different vectors that attacks can come at. And fundamentally, you end up writing a series of these rules that are impossible to maintain, they atrophy over time, and that you can't possibly think ahead of all these nefarious actors. So one of the things that Lacework did from the very beginning was take a very different approach which is leveraging security as a data problem. And the way we do this is through what we refer to as our polygraph. And the polygraph essentially looks at all the exhaust telemetry that we're able to ingest both from your cloud accounts as well as the underlying infrastructure. And we take that and we build a baseline and a behavioral model for how the application should behave when it's normal. And this baseline represents the state of normalcy. And so then we leverage modern data science techniques to essentially build a model that can identify potential threats without requiring our users to build rules and ultimately play catch up to all the different threats that they face. And this is a really, really powerful capability because it allows our customers both to identify misconfigurations and remediate them, monitor all the activity to reduce the overall overhead on their security organization, and of course help them build faster and identify threats as they come into the system. And we differentiate in lots of different ways as well. So one of the things we're looking to do as part of the overall cloud transformation is really meet the DevOps teams and the security teams where they are. And so all of the information that Lacework captures, synthesizes, and produce through our automation ultimately feed into the different channels that our users are really leveraging that skill today. Whether that's through their ChatOps windows or ultimately into their CICD pipeline so that we give broad coverage both at build time as well as run time and give them full visibility and insights and the ability to remediate those quickly. You know, one of the other things that we're really proud of and this is core to our product philosophy is building more and more partnerships with our customers and LendingTree is really at the forefront of that partnership and we're super excited to be partnering with them. And that's certainly something that we've done to differentiate our product offering and I'd love to hear from Arun, how have you been working with Lacework and how has that been going so far? >> Yeah, thank you, Adam. You know, frankly I think that's a huge differentiator for us. There's a lot of players that can solve technology problems but what we've really appreciated is that as a smaller shop and a smaller organization, the level of connectedness that we feel with the development teams at Lacework. We raise a opportunity. You know, this can make things more efficient for us or this can reduce our time to triage, or this visualization or this UI could be modified to support certain security operations center use cases, maybe that's not what it's designed for. And we've enjoyed just a lot of success in kind of shaping the product in order to meet all the different use cases. And as Adam mentioned, you know, as a CISO, my primary responsibility is security, but frankly there's a lot of DevOps and tech use cases within the polygraph visualization tool, and understanding our environment and troubleshooting has frankly it saved us quite a bit of time and we're looking forward to the partnership to continue to grow out the tool. As we, as a company, scale in today's world, it's very important that we're able to scale our capability 2-3X without a corresponding 2-3X in staff and resources. I think this is the kind of tool that's going to help us get there. >> Well, speaking to you Arun, Lacework has recently grown tremendously and gotten a lot of industry attention but you saw something before everyone else. Can you tell us what really caught your attention? What stood out to you and why you decided to become an early adopter? >> Yeah, great question. Honestly, I wish it was a super tricky kind of answer but the real honest answer is it was a very easy decision because we had a need. We knew that we needed robust monitoring capability and detection of threats within containerized environments. And, you know, there are other players in the space but we have a very diverse environment. We're a combination of multiple container technologies and multiple cloud platforms. And we needed something that had the greatest diversity of coverage across our environments. And this was really the only solution that would work for us. I'd love to be able to say that it was like an aggressive bake-off and there's all these different options. But really, from a capability, and scope, and coverage, it was a fairly easy decision for us. >> And how has your threat detection and investigation process changed since you brought on Lacework? >> Yeah, it certainly has. Our environment within 24 hour period, it might generate 300, 400 million events and that's process level data from hosts and network data access. It's just a very noisy amount of alerts. With the Lacework's platform, those 300, 400 million get reduced to about a hundred alerts a day that we see and of those, five are critical and those tend to all be very actionable. So from an alert fatigue perspective, we really rely on this to give us actionable data, actionable alerts that teams can really focus on and reduces that noise. So I would say that's probably the number one way that our detection process has changed and frankly, a lot of it is what Adam mentioned as far as the underlying self-learning, self-tuning engine. There's not a whole lot of active rules that we had to create or configuration that we had to do. It's kind of a learning system and I think it's really, probably, I would estimate maybe 50-60% reduction in triage and response time for alerts as well. >> And Adam, now going to you, while 2020 was a really rough year for a lot of people, a lot of businesses, Lacework realized 300% revenue growth. So now that the economy is bouncing back and seemingly so in full force, what are your expectations for Lacework in the next year? >> Great question. I think one of the things we're seeing broadly across the industry is an acceleration, a realization that companies that are going through digital transformations have accelerated their pace and so we anticipate even faster growth. Additionally, you know, the companies that may have not been on that trajectory are now realizing that they need to move to the cloud. There's not a lot of folks right now thinking that they're going to be racking and stacking in physical data centers going forward. So we fully expect a continuation of massive growth. And increasingly as customers are moving into the cloud, they're looking for tools to help them build a secure footprint but also enable them to go faster. So, we have a point of view that we're going to continue to see this massive growth and if not, how to accelerate from here. >> Well, you're also the man behind the product. So could you go behind some of the key features that it offers? >> Sure. So, if you think about our overall product portfolio, we really have both breadth and depth. So, first and foremost, most customers who are moving to the cloud or have a large cloud footprint, the first concern they have is, do I have a series of misconfigurations? We really help our customers both identify best practices with those configurations in the cloud, and then also help them move quickly towards potential compliance standards that they need to adhere to. Everyone's operating in a regulated environment these days. And then of course, once you've got that footprint to a place where it's healthy, you really, really want to be able to monitor and track the changes to the configurations over time to ensure you're continuing to maintain that footprint. And so we provide a polygraph based model that essentially identifies potential behavioral risks that we're observing through our data clustering algorithms to help you identify potential holes that you may have created over time and help you remediate those things. And then of course, you know, every customer faces a significant challenge when it comes to just keeping up with the overall landscape changes in terms of overall vulnerability footprint in their environments. And so we have a great capability with what we call vulnerability discovery, which enables our customers to understand where they're vulnerable and not simply tell them how many vulnerabilities they have, but help them isolate, leveraging all the run time and bill time contexts we have so that they can really prioritize what's important to them and what represents the highest risk. And then of course, lastly, you know, where the company really got started is in helping customers protect their cloud workloads. And we do this by identifying threats that we're able to leverage our machine learning and data clustering algorithms so that once we have those baseline behaviors identified and modeled, we can leverage all of our threat intelligence to identify anomalies in that system and help customers really identify those risks as they're coming into the system and deal with those in a really timely manner. So those are kind of the overall key capabilities that they really help teams scale and drive their overall cloud security programs. >> And Arun, really quickly from your perspective, what is a key feature that is really beneficial to LendingTree? >> It's kind of what Adam mentioned with the kind of the self-tuning capability, the reduction of alerts and data based on behavioral-based detection versus rule-based. A lot of people have, you have fancy words, they call AI and machine learning, this and that, but I've rarely seen it work effectively. I think this is a situation where it does work really effectively and does free up time and resources on our side that we can apply to other problems we're trying to solve so I think that's the number one. >> Okay, terrific. Well, I'm really curious Adam. Got to ask you this question. I mean, we saw a really big software IPO last year. What do you think is in store for Lacework? >> Yeah, well, you know, the IPO is just a point in time as opposed to it's part of the journey. Lacework's continuing to invest and really focus on fundamentally changing the security landscape. One of the reasons why I joined Lacework and continue to be really excited about the opportunity comes back to the fundamental challenge that all security tools have. We do not want to create a platform that drives wet blanket behavior, but really fundamentally enables teams like Arun's to move faster and enable the builders to build the applications that fundamentally drive great business outcomes for our customers. And so that's what gets me out of bed. And I think everyone at Lacework is really focused on helping drive great outcomes for our customers. >> Fascinating to hear how Lacework is securing cloud around the world. Lovely to have you on the show. Adam Leftik, the VP of Lacework, as well Arun Sankaran, the CISO of LendingTree. I'm your host for the AWS Startup Network here on theCUBE. Thank you very much for watching.

>>From around the globe. It's the queue with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS, and our community partners. >>Hello, and welcome back to the cube live coverage of reinvent 2020 virtual. We're not there this year. It's the cube virtual. We are the cube virtual. I'm your host, John fro with Dave Alante and analyzing our take on the partner day. Um, keynotes and leadership sessions today was AWS APN, which is Amazon partner network global partner network day, where all the content being featured today is all about the partners and what Amazon is doing to create an ecosystem, build the ecosystem, nurture the ecosystem and reinvent what it means to be a partner. Dave, thanks for joining me today on the analysis of Amazon's ecosystem and partner network and a great stuff today. Thanks for coming on. >>Yeah, you're welcome. I mean, watch the keynote this morning. I mean, partners are critical to AWS. Look, the fact is that when, when AWS was launched, it was the developers ate it up. You know, if you're a developer, you dive right in infrastructure is code beautiful. You know, if you're mainstream it, this thing's just got more complex with the cloud. And so there's, there's a big gap right between how I, where I am today and where I want to be. And partners are critical to help helping people get there. And we'll talk about the details of specifically what Amazon did, but I mean, especially when John, when you look at things like smaller outposts, you know, going hybrid, Andy Jassy redefining hybrid, you need partners to really help you plan design, implement, manage at scale. >>Yeah. You know, one of the things I'm always, um, you know, saying nice things about Amazon, but one of the things that they're vulnerable on in my opinion is how they balanced their own SAS offerings and with what they develop in the ecosystem. This has been a constant, um, challenge and, and they've balanced it very well. Um, so other vendors, they are very clear. They make their own software, right. And they have a channel and it's kind of the old playbook. Amazon's got to reinvent the playbook here. And I think that's, what's key today on stage Doug Yom. He's the, uh, the leader you had, um, also Dave McCann who heads up marketplace and Sandy Carter who heads up worldwide public sector partners. So Dave interesting combination of three different teams, you had the classic ISV partners in the ecosystem, the cohesiveness of the world, the EMCs and so on, you had the marketplace with Dave McCann. That's where the future of procurement is. That's where people are buying product and you had public sector, huge tsunami of innovation happening because of the pandemic and Sandy is highlighting their partners. So it's partner day it's partner ecosystem, but multiple elements. They're moving marketplace where you buy programs and competencies with public sector and then ISV, all of those three areas are changing. Um, I want to get your take because you've been following ecosystems years and you've been close to the enterprise and how they buy your, >>And I think, I think John, Oh, a couple of things. One is, you know, Dave McCann was talking a lot about how CIO is one of modernize applications and they have to rationalize, and it will save some of that talk for later on, you know, Tim prophet on. But there's no question that Amazon's out to reinvent, as you said, uh, the whole experience from procurement all the way through, and, you know, normally you had to, to acquire services outside of the marketplace. And now what they're doing is bundling the services and software together. You know, it's straightforward services, implementation services, but those are well understood. The processes are known. You can pretty much size them and price them. So I think that's a huge opportunity for partners and customers to reduce friction. I think the other thing I would say is ecosystems are, are critical. >>Uh, one of the themes that we've been talking about in the cube as we've gone from a product centric world in the old days of it to a platform centric world, which has really been the last decade has been about SAS platforms and cloud platforms. And I think ecosystems are going to be a really power, the new innovation in the coming decade. And what I mean by that is look, if you're just building a service and Amazon is going to do that same service, you know, you got to keep innovating. And one of the ways you can innovate is you can build on ecosystems. There's all this data within industries, across industries, and you can through the partner network and through customer networks within industry start building new innovation around ecosystems and partners or that glue, Amazon's not going to go in. And like Jandy Jesse even said in the, uh, in his fireside chat, you know, customers will ask us for our advice and we're happy to give it to them, but frankly partners are better at that nitty gritty hardcore stuff. They have closer relationships with the customers. And so that's a really important gap that Amazon has been closing for the last, you know, frankly 10 years. And I think that to your point, they've still got a long way to go, but that's a huge opportunity in that. >>A good call out on any Jess, I've got to mention that one of the highlights of today's keynote was on a scheduled, um, Andy Jassy fireside chat. Uh, normally Andy does his keynote and then he kind of talks to customers and does his thing normally at a normal re-invent this time he came out on stage. And I think what I found interesting was he was talking about this builder. You always use the word builder customer, um, solutions. And I think one of the things that's interesting about this partner network is, is that I think there's a huge opportunity for companies to be customer centric and build on top of Amazon. And what I mean by that is, is that Amazon is pretty cool with you doing things on top of their platform that does two things serves the customer's needs better than they do, and they can make more money on and other services look at snowflake as an example, um, that's a company built on AWS. I know they've got other clouds going on, but mainly Amazon Zoom's the same way. They're doing a great solution. They've got Redshift, Amazon, Amazon's got Redshift, Dave, but also they're a customer and a partner. So this is the dynamic. If you can be successful on Amazon serving customers better than Amazon does, that's the growth hack. That's the hack on Amazon's partner network. If you could. >>I think, I think Snowflake's a really good example. You snowflake you use new Relic as an example, I've heard Andy Jess in the past use cloud air as an example, I like snowflake better because they're, they're sort of thriving. And so, but, but I will say this there's a, they're a great example of that ecosystem that we just talked about because yes, not only are they building on AWS, they're connecting to other clouds and that is an ecosystem that they're building out. And Amazon's got a lot of snowflake, I guess, unless you're the Redshift team, but, but generally speaking, Snowflake's driving a lot of business for Amazon and Andy Jesse addressed that in that, uh, in that fireside chat, he's asked that question a lot. And he said, look, we, we, we have our primary services. And at the same time we want to enable our partners to be successful. And snowflake is a really good example of that. >>Yeah. I want to call out also, uh, yesterday. Um, I had our Monday, I should say Tuesday, December 1st, uh, Jesse's keynote. I did an interview with Jerry chin with gray lock. He's investing in startups and one of the things he observed and he pointed out Dave, is that with Amazon, if you're, if you're a full all-in in the cloud, you're going to take advantage of things that are just not available on say on premises that is data patterns, other integrations. And I think one of the things that Doug pointed out was with interoperability and integration with say things like the SAS factor that they put out there there's advantages for being in the cloud specifically with Amazon, that you can get on integrations. And I think Dave McCann teases that out with the marketplace when they talk about integrations. But the idea of being in the cloud with all these other partners makes integration and interoperability different and unique and better potentially a differentiator. This is going to become a huge deal. >>I didn't pick up on that because yesterday I thought I wasn't in the keynote. I think it was in the analyst one-on-one with, with Jesse, he talked about, you know, this notion that people, I think he was addressing multi-cloud he didn't use that term, but this notion of an abstraction layer and how it does simplify things in, in his basic, he basically said, look, our philosophy is we want to have, you know, the, the ability to go deep with the primitives and have that fine grain access, because that will give us control. A lot of times when you put in this abstraction layer, which people are trying to do across clouds, you know, it limits your ability to really move fast. And then of course it's big theme is, is this year, at the same time, if you look at a company who was called out today, like, like Octa, you know, when you do an identity management and single sign-on, you're, you're touching a lot of pieces, there's a lot of integration to your point. >>So you need partners to come in and be that glue that does a lot of that heavy lifting that needs to needs to be done. Amazon. What Jessie was essentially saying, I think to the partner network is, look, we're not going to put in that abstraction layer. You're going to you, you got to do that. We're going to do stuff maybe between our own own services like they did with the, you know, the glue between databases, but generally speaking, that's a giant white space for partner organizations. He mentioned Okta. He been talked about in for apt Aptio. This was Dave McCann, actually Cohesity came up a confluent doing fully managed Kafka. So that to me was a signal to the partners. Look, here's where you guys should be playing. This is what customers need. And this is where we're not going to, you know, eat your lunch. >>Yeah. And the other thing McCann pointed out was 200 new Dave McCann pointed out who leads these leader of the, of the marketplace. He pointed out 200 new ISP. ISV is out there, huge news, and they're going to turn already. He went, he talked with his manage entitlements, which got my attention. And this is kind of an, um, kind of one of those advantage points that it's kind of not sexy and mainstream to talk about, but it's really one of those details. That's the heavy lifting. That's a pain in the butt to deal with licensing and tracking all this compliance stuff that goes on under the covers and distribution of software. I think that's where the cloud could be really advantaged. And also the app service catalog registry that he talked about and the professional services. So these are areas that Amazon is going to kind of create automation around. >>And as Jassy always talks about that undifferentiated heavy lifting, they're going to take care of some of these plumbing issues. And I think you're right about this differentiation because if I'm a partner and I could build on top of Amazon and have my own cloud, I mean, let's face it. Snowflake is a born in the cloud, in the cloud only solution on Amazon. So they're essentially Amazon's cloud. So I think the thing that's not being talked about this year, that is probably my come up in future reinvents is that whoever can build their own cloud on top of Amazon's cloud will be a winner. And I, I talked about this years ago, data around this tier two, I call it tier two clouds. This new layer of cloud service provider is going to be kind of the, on the power law, the, the second wave of cloud. >>In other words, you're on top of Amazon differentiating with a modern application at scale inside the cloud with all the other people in there, a whole new ecosystem is going to emerge. And to me, I think this is something that is not yet baked out, but if I was a partner, I would be out there planning like hell right now to say, I'm going to build a cloud business on Amazon. I'm going to take advantage of the relationships and the heavy lifting and compete and win that way. I think that's a re redefining moment. And I think whoever does that will win >>And a big theme around reinventing everything, reinvent the industry. And one of the areas that's being reinvented as is the, you know, the VAR channel really well, consultancies, you know, smaller size for years, these companies made a ton of dough selling boxes, right? All the, all the Dell and the IBM and the EMC resellers, you know, they get big boats and big houses, but that business changed dramatically. They had to shift toward value, value, value add. So what did they do? They became VMware specialists. They came became SAP specialists. There's a couple of examples, maybe, you know, adding into security. The cloud was freaking them out, but the cloud is really an opportunity for them. And I'll give you an example. We've talked a lot about snowflake. The other is AWS glue elastic views. That's what the AWS announced to connect all their databases together. Think about a consultancy that is able to come in and totally rearchitect your big data life cycle and pipeline with the people, the processes, the skillsets, you know, Amazon's not going to do that work, but the upside value for the organizations is tremendous. So you're seeing consultancies becoming managed service providers and adding all kinds of value throughout the stack. That's really reinvention of the partnership. >>Yeah. I think it's a complete, um, channel strategy. That's different. It doesn't, it looks like other channels, but it's not, it's, it's, it's driven by value. And I think this idea of competing on value versus just being kind of a commodity play is shifting. I think the ISV and the VARs, those traditional markets, David, as you pointed out, are going to definitely go value oriented. And you can just own a specialty area because as data comes in and when, and this is interesting. And one of the key things that Andy Jassy said in his fireside chat want to ask directly, how do partners benefit when asked about his keynote, how that would translate to partners. He really kind of went in and he was kind of rambling, but he, he, he hit the chips. He said, well, we've got our own chips, which means compute. Then he went into purpose-built data store and data Lake data, elastic views SageMaker Q and QuickSight. He kind of went down the road of, we have the horsepower, we have the data Lake data, data, data. So he was kind of hinting at innovate on the data and you'll do okay. >>Well, and this is again, we kind of, I'm like a snowflake fan boy, you know, in the way you, you like AWS. But look, if you look at AWS glue elastic views, that to me is like snowflakes data cloud is different, a lot of pushing and moving a date, a lot of copying data. But, but this is a great example of where like, remember last year at reinvent, they said, Hey, we're separating compute from storage. Well, you know, of course, snowflake popularized that. So this is great example of two companies thriving that are both competitors and partners. >>Well, I've got to ask you, you know, you, you and I always say we kind of his stories, we've been around the block on the enterprise for years. Um, where do you Mark the, um, evolution of their partner? Because again, Amazon has been so explosive in their growth. The numbers have been off the charts and they've done it well with and pass. And now you have the pandemic which kind of puts on full display, digital transformation. And then Jassy telegraphing that the digital global it spend is their next kind of conquering ground, um, to take, and they got the edge exploding with 5g. So you have this kind of range and they doing all kinds of stuff with IOT, and they're doing stuff in you on earth and in space. So you have this huge growth and they still don't have their own fully oriented business model. They rely on people to build on top of Amazon. So how do you see that evolving in your opinion? Because they're trying to add their own Amazon only, we've got Redshift that competes with others. How do you see that playing out? >>So I think it's going to be specialized and, and something that, uh, that I've talked about is Amazon, you know, AWS in the old day, old days being last decade, they really weren't that solution focused. It was really, you know, serving the builders with tooling, with you, look at something like what they're doing in the call center and what they're doing at the edge and IOT there. I think they're, so I think their move up the stack is going to be very solution oriented, but not necessarily, you know, horizontal going after CRM or going after, you know, uh, supply chain management or ERP. I don't think that's going to be their play. I think their play is going to be to really focus on hard problems that they can automate through their tooling and bring special advantage. And that's what they'll SAS. And at the same time, they'll obviously allow SAS players. >>It's just reminds me of the early days when you and I first met, uh, VMware. Everybody had to work with VMware because they had a such big ecosystem. Well, the SAS players will run on top. Like Workday does like Salesforce does Infour et cetera. And then I think you and I, and Jerry Chen talked about this years ago, I think they're going to give tools to builders, to disrupt the service now is in the sales forces who are out buying companies like crazy to try to get a, you know, half, half a billion dollar, half a trillion dollar market caps. And that is a really interesting dynamic. And I think right now, they're, they're not even having to walk a fine line. I think the lines are reasonably clear. We're going up to database, we're going to do specialized solutions. We're going to enable SAS. We're going to compete where we compete, come on, partner ecosystem. And >>Yeah, I, I, I think that, you know, the Slack being bought by Salesforce is just going to be one of those. I think it's a web van moment, you know, um, you know, where it's like, okay, Slack is going to go die on Salesforce. Okay. I get that. Um, but it's, it's just, it's just, it's just, it's just old school thinking. And I think if you're an entrepreneur and if you're a developer or a partner, you could really reinvent the business model because if you're, dis-aggregating all these other services like you can compete with Salesforce, Slack has now taken out of the game with Salesforce, but what Amazon is doing with say connect, which they're promoting heavily at this conference. I mean, you hear it, you heard it on Andy Jessie's keynote, Sandy Carter. They've had huge success with AWS connect. It's a call center mindset, but it's not calling just on phones. >>It's contact that is descent, intermediating, the Salesforce model. And I think when you start getting into specialists and specialism in channels, you have customer opportunity to be valuable. And I think call center, these kinds of stories that you can stand up pretty quickly and then integrate into a business model is going to be game changing. And I think that's going to going to a lot of threat on these big incumbents, like Salesforce, like Slack, because let's face it. Bots is just the chat bot is just a call center front end. You can innovate on the audio, the transcriptions there's so much Amazon goodness there, that connect. Isn't just a call center that could level the playing field and every vertical >>Well, and SAS is getting disrupted, you know, to your, to your point. I mean, you think about what happened with, with Oracle and SAP. You had, you know, these new emerging players come up like, like Salesforce, like Workday, like service now, but their pricing model, it was all the same. We lock you in for a one-year two-year three-year term. A lot of times you have to pay up front. Now you look at guys like Datadog. Uh, you, you look at a snowflake, you look at elastic, they're disrupting the Splunks of the world. And that model, I think that SAS model is right for disruption with a consumption pricing, a true cloud pricing model. You combine that with new innovation that developers are going to attack. I mean, you know, people right now, they complain about service now pricing, they complain about Splunk pricing. They, you know, they talk about, Oh, elastic. We can get that for half the price Datadog. And so I'm not predicting that those companies service now Workday, the great companies, but they are going to have to respond much in the same way that Oracle and SAP had to respond to the disruption that they saw. >>Yeah. It's interesting. During the keynote, they'll talk about going out to the mainframes today, too. So you have Amazon going into Oracle and Microsoft, and now the mainframes. So you have Oracle database and SQL server and windows server all going to being old school technologies. And now mainframe very interesting. And I think the, this whole idea of this SAS factory, um, got my attention to Cohesity, which we've been covering Dave on the storage front, uh, Mo with the founder was on stage. I'm a data management as a service they're part of this new SAS factory thing that Amazon has. And what they talk about here is they're trying to turn ISV and VARs into full-on SAS providers. And I think if they get that right with the SAS factory, um, then that's going to be potentially game changing. And I'm gonna look at to see if what the successes are there, because if Amazon can create more SAS applications, then their Tam and the global it market is there is going to, it can be mopped up pretty quickly, but they got to enable it. They got to enable that quickly. Yeah. >>Enabling to me means not just, and I think, you know, when Jesse answered your question, I saw it in the article that you wrote about, you know, you asked them about multi-cloud and it, to me, it's not about running on AWS and being compatible with Azure and being compatible with Google. No, it's about that frankly abstraction layer that he talked about, and that's what Cohesity is trying to do. You see others trying to do it as well? Snowflake for sure. It's about abstracting that complexity away and adding value on top of the cloud. In other words, you're using the cloud for scale being really expert at taking advantage of the native cloud services, which requires is that Jessie was saying different API APIs, different control, plane, different data plane, but taking that complexity away and then adding new value on top that's white space for a lot of players there. And, and, and I'll tell you, it's not trivial. It takes a lot of R and D and it takes really smart people. And that's, what's going to be really interesting to see, shake out is, you know, can the Dell and HPE, can they go fast enough to compete with the, the Cohesity's you've got guys like CLU Mayo coming in that are, that are brand new. Obviously we talked about snowflake a lot and many others. >>I think there's going to be a huge change in expectations, experience, huge opportunity for people to come in with unique solutions. We're going to have specialty programming on the cube all day today. So if you're watching us here on the Amazon channel, you know that we're going to have an all of a sudden demand. There's a little link on our page. On the, on the, um, the Amazon reinvent virtual event platform, click here, the bottom, it's going to be a landing page, check out all the interviews as we roll them out all day. We got a great lineup, Dave, we got Nutanix pure storage, big ID, BMC, Amazon leaders, all coming in to talk today. Uh, chaos search ed Walsh, Rachel Rose, uh, Medicar Kumar, um, Mike Gill, flux, tons of great, great, uh, partners coming in and they're going to share their story and what's working for them and their new strategies. And all throughout the day, you're going to hear specific examples of how people are changing and reinventing their business development, their partnership strategies on the product, and go to market with Amazon. So really interesting learnings. We're going to have great conversations all throughout the day. So check it out. And again, everything's going to be on demand. And when in doubt, go to the cube.net, we have everything there and Silicon angle.com, uh, for all the great coverage. So >>I don't think John is, we're going to have a conversation with him. David McCann touched on this. You talked about the need for modernization and rationalization, Tim Crawford on, on later. And th this is, this is sort of the, the, uh, the call-out that Andy Jassy made in his keynote. He gave the story of that one. CIO is a good friend of his who said, Hey, I love what you're doing, but it's not going to happen on my watch. And, and so, you know, Jessie's sort of poking at that, that, uh, complacency saying, guys, you have to reinvent, you have to go fast, you have to keep moving. And so we're gonna talk a little bit about what, what does that mean to modernize applications, why the CIO is want to rationalize what is the role of AWS and its ecosystem and providing that, that, that level of innovation, and really try to understand what the next five to seven years are gonna look like in that regard. >>Funny, you mentioned, uh, Andy Jesuit that story. When I had my one-on-one conversation with them, uh, he was kind of talking about that anonymous CIO and I, if people don't know Andy, he's a big movie buff, too, right? He loves it goes to Sundance every year. Um, so I said to him, I said, this error of digital transformation, uh, is kind of like that scene in the godfather, Dave, where, um, Michael Corleone goes to Tom Hagen, Tom, you're not a wartime conciliary. And what he meant by that was is that, you know, they were going to war with the other five families. I think now I think this is what chassis pointed out is that, that this is such an interesting, important time in history. And he pointed this out. If you don't have the leadership chops to lean into this, you're going to get swept away. >>And that story about the CIO being complacent. Yeah. He didn't want to shift. And the new guy came in or gal and they, and they, and they lost three years, three years of innovation. And the time loss, you can't get that back. And during this time, I think you have to have the stomach for the digital transformation. You have to have the fortitude to go forward and face the truth. And the truth is you got to learn new stuff. So the old way of doing things, and he pointed that out very aggressively. And I think for the partners, that same thing is true. You got to look in the mirror and say, where are we? What's the opportunity. And you gotta gotta go there. If not, you can wait, be swept away, be driftwood as Pat Gelsinger would say, or lean in and pick up a, pick up a shovel and start digging the new solution. >>You know what the other interesting thing, I mean, every year when you listen to Jassy and his keynotes and you sort of experienced re-invent culture comes through and John you're live in Silicon Valley, you talked to leaders of Silicon Valley, you know, well, what's the secret of success though? Nine times out of 10, they'll talk about culture, maybe 10 times out of 10. And, and, and so that's, that comes through in Jesse's keynotes. But one of the things that was interesting this year, and it's been thematic, you know, Andy, you know, repetition is important, uh, to, to him because he wants to educate people and make sure it sticks. One of the things that's really been he's been focused on is you actually can change your culture. And there's a lot of inertia. People say, well, not on my watch. Well, it doesn't work that way around here. >>And then he'll share stories about how AWS encourages people to write papers. Anybody in the organization say we should do it differently. And, and you know, they have to follow their protocol and work backwards and all of those stuff. But I believe him when he says that they're open to what you have a great example today. He said, look, if somebody says, well, it's 10 feet and somebody else says, well, it's, it's five feet. He said, okay, let's compromise and say it's seven and a half feet. Well, we know it's not seven and a half feet. We don't want to compromise. We either want to be a 10, Oh, we want to be at five, which is the right answer. And they push that. And that that's, he gives examples like that for the AWS culture, the working backwards, the frequently asked questions, documents, and he's always pushing. And that to me is very, very important and fundamental to understanding AWS. >>It's no doubt that Andy Jassy is the best CEO in the business. These days. If you look at him compared to everyone else, he's hands down, more humble as keynote who does three hour keynotes, the way he does with no notes with no, he memorize it all. So he's competitive and he's open. And he's a good leader. I think he's a great CEO. And I think it will be written and then looked back at his story this time in history. The next, I think post COVID Dave is going to be an error. We're going to look back and say the digital transformation was accelerated. Yes, all that good stuff, people process technology. But I think we're gonna look at this time, this year and saying, this was the year that there was before COVID and after COVID and the people who change and modernize will build the winners and not, and the losers will, will be sitting still. So I think it's important. I think that was a great message by him. So great stuff. All right. We gotta leave it there. Dave, the analysis we're going to be back within the power panel. Two sessions from now, stay with us. We've got another great guest coming on next. And then we have a pair of lb talk about the marketplace pricing and how enterprises have CIO is going to be consuming the cloud in their ecosystem. This is the cube. Thanks for watching..

(bright music) >> Announcer: From around the globe, it's theCUBE, with digital coverage of AWS re:Invent 2020. Special coverage sponsored by AWS Global Partner Network. >> Okay, welcome back everyone to theCUBE Virtual Experience here for re:Invent coverage 2020 virtual. Normally we're in person doing interviews face to face, but we're remote this year because of the pandemic. We're here for the APN partner experience, kickoff coverage with two great guests, Rima Olinger, of global lead for VMware cloud on AWS. And Aarthi Raju, Senior Manager Solutions Architecture for Amazon Web Services. Thanks for coming on, appreciate it. >> Good to be with you John, thank you. >> So I got, want to get it out there this partner network experience, it's really about the ecosystem. And VMware has been one of the biggest success stories. They've been around for a long time, and not one of the earliest ecosystem partners, but a big success. 2016, when that announcement happened, a lot of people were like, whoa, we VMware is giving into Amazon. And Amazon was like, no, that's not how it works. So turns out everyone was been proven wrong, it's been hugely successful beneficial to both. What's the momentum, share an update this year on the AWS VMware momentum. >> So John, as you know, we're into our third anniversary, and the relationship cannot be any stronger. We see customers are leaning into the service very heavily. We see great adoption across multiple industries. As some data points for you, if we look at October of this year to October prior year, we're seeing the number of active nodes, or the number of consuming host and active VMS, nearly doubled year over year. we also continue to see greater partner interest in the solution, we have over 300 ISVs that have validated the services on VMC. And we see over 600 plus partners that continue to take the competencies and build practices around it. So the momentum is very strong, for years still today. >> One of the comments I made when the naysayers were like kind of pooh-poohing the deal, I was like, no, no, the cloud growth is going to be a factor at that time, then, the trendy thing was software's eating the world, was a big trend there. If you look at the growth of cloud scale, and software innovation, and the operating side of it, 'cause VMware runs IT, they let operators running IT. There's no conflict because Amazon's growing and now the operator roles growing and changing. So you have two dynamics going on. I think this is a really nuanced point for the VMware, AWS relationship around, how they both fit together. Because it's a win win better together scenario, and it is on AWS, which is a distinction. Can you guys share your reaction to kind of that dynamic of operating software at scale, and how this translates for customers? >> Absolutely, we see a lot of benefits that this service is bringing to the customers. Because what it's doing is providing them with this consistent infrastructure and operations across hybrid cloud environments. And in this way, they have the choice of where to place their applications on-prem or in the cloud, specifically. And this is one of the reasons why AWS is a VMware's preferred cloud provider for all vSphere workloads. We see the customers gravitate towards it and be receptive to it specifically because they say I accelerate my path towards migrating and modernizing my application. It provides me with consistent as I mentioned, operations and infrastructure. And it also helps them with factoring, and helps us scale their business and very fast, very seamless fashion. Aarthi what is your perspective, maybe additional things. >> Yeah. >> Yeah, from a technical innovation perspective, the momentum, John has been very strong, especially, listening to what customers have been asking us the past couple of years. 2020 has been a big year for us in terms of launching some giant innovations. A couple of things to call out is, we launched the VMware Transit Connect. This was announced during VMworld this year and customers have been telling us, hey, we are migrating workloads from on premises to the cloud, we need a simplified way of connecting all these resources on-prem resources, resources on VMware cloud on AWS, and their AWS native resources as well. So, the VMware Transit Connect, uses the AWS transit gateway that we launched at re:Invent two years back to provide that simplified connectivity model for our customers. The next big thing this year was, we introduced a new instance type i3en.metal, So customers have been telling us they want denser nodes for especially storage heavy workload. So we launched this i3en, that comes with approximately, like 45 terabytes of storage per node. So that's a lot of storage for individual nodes. So customers have been taking advantage of these dense nodes as well. There was other areas that we kind of focused on from a lower entry point for our customers. When we initially started the service, John, you know that we had, the minimum entry point as four nodes, we've scaled that down to three, and now we've come to two nodes, giving the same production SLA for customers. The other big launch this year was the acquisition of Datrium by VMware and how we introduce the VMware cloud disaster recovery. Datrium uses the eight native AWS services like S3 and EC2, providing customers this low cost TR options. We're talking about the APN here and for partners, we launched the VMware cloud Director Service, which delivers multi-tenancy to our managed service providers, so that they can cater to small, to medium sized enterprises. >> What are some of the other use cases that are the key in these migrations, because this becomes a big benefit we're hearing, certainly, during the partner day, here at re:Invent, is, migration, cloud SaaSification, getting to a SaaS, but not losing the business model. Either was on premises or born in the cloud, this done new operating models, the key thing, what are some of the key use cases for partners? >> The most widely adopted use case that John, which you rightfully touched on, is really the cloud migration. We see around 41% of customers use the service just for cloud migrations. Now, this could be an application migration, like SAP, SQL server or Oracle Applications, or it could be a complete data center evacuation. And we see that with some customers who have a cloud mandate, or they have refresh cycles that are coming up, or maybe they're in a colo, and they're not happy with their SLA. I could use the example of William Hill, is one of the customers largest betting and gaming companies that are in the UK. And what's the use case was, a combination of a data center extension as well as a capacity expansion specifically. And what William Hill was able to do is, move 800 on-premise servers, and they decommission them in the first 12 months. And they also migrated 3000 VM. So that is cloud migrations is a big use case. The second big use case, as I mentioned earlier, is the data center extension that includes also VDI, the combination of both is around 42% of the use cases, with around 26%, I would say for data center extension and 16% for VDI. Why, customers want to expand their footprint, they want to go to a new region, and they want to meet on demand, cyclical capacity needs, or sometimes temporary needs for some events or some seasonal spikes. So we see that as a second big use case. A third one equally important, tend to be disaster recovery. Now, this is either to augment an existing DR. Replace a DR that is already in place, or start a new DR, and that constitutes around 17% of the use cases that we see. Because customers want to reduce their DR, avert some cost by moving to the cloud. And one example that comes to mind is Pennsylvania Lumbers Men's Mutual Insurance, it was a DR use Case. They worked with an external storage partner of ours faction in order to put that in place. So overall a great use cases across the board. And I know a big one is application modernization, Aarthi, I know you work with your teams on that, if there's any feedback from you on that. >> Yeah, the next generation applications or application modernization comes a lot. We talk to like AWS customers who are migrating from on-premises to the cloud using VMware cloud on AWS. And three or four years back as we were building the service and architecting, one thing was very evident, like we wanted to make sure that as we were building the service, we wanted to ensure that customers can take advantage of the native AWS services. We've got 175 plus services and new services launching at re:Invent, So we wanted to make sure that there is this, seamless mechanism and seamless path for customers to modernize using native AWS services. So what we've done as part of like onboarding for customers and as customers built on VMware cloud on AWS, is provide them both the network path and data path. So they can as your into the same availability zone or region, they're like, hey, I can use S3 for backups. I can use EFS, for file shares, etcetera. So we're seeing a wide range of next generation application use cases that customers are building on. >> Why would I get at the reasons why customers are continuing to adopt VMware cloud on AWS? Can you guys share an update, I'll show you the obvious reasons, the beginning was nice strategy for VMware, it's proven to be clear. But where's the innovation coming from? What's the key drivers for the adoption of VMware cloud on AWS? >> So one of the key patterns that we are seeing is, customers who used to be risk averse, customers will be invested a lot in VMware. And at the point, they did not want to move their workloads or applications to the cloud because of the risk involved, or sometimes they didn't want to refactor, or they were worried about the investment in tools, resources, they tend to gravitate towards this solution. The fact that you could provide your customers with this consistent infrastructure and operations across on premise, as well as on the cloud environment. The fact that you do not need to do an application refactoring. You could optimize your workload placement, based on your business needs, you could move your workloads bidirectionally, you could either leave it on-prem, or move it to the cloud, and vice versa. We've also noticed that there is a lower TCO associated with the use of the service. We know from a study that VMware commissioned Forrester in 2019, for that study, that 59%, there is a recurring savings in terms of infrastructure, and operational savings that is related to that. Customers tell us that, this consistency in infrastructure is translating it, into zero refactoring. This consistency in operations, is leading them to use their existing skill sets. And with the ability to relocate the workload skill into the environment that best suits them, that is providing customers with maximum flexibility. So I would say it is delivering on the promise of accelerating the migration and the modernization of our customers applications so that they can continue to respond to their business needs and continue to be competitive in the marketplace. >> Aarthi I want you to weigh in and get reaction to that. Because again, I've talked publicly and also privately with Ragu, for instance, at VMware, when this was all going down. It's a joint integration, so there's a lot of things going on under the hood that are important, what are the most important things that people should pay attention to around this partnership? Could you share your opinion? >> Yeah, sure, John. So one of the most common questions that we get from customers is, hey, this is giant integration, we can take use of make use of native AWS services, but what are some of the use cases that we should be targeting, right? As we talk to customers, some of the common use cases to think about is, it also depends on the audience. Remember, admin scoring example, who might not be familiar with the AWS side of services, they can start with something simple like backing up. So S3, which is our simple storage service, we see that use case way more often with our VMware cloud on AWS customers. This also ties with that Datrium integration that I talked about with the VCD or the VMware cloud disaster recovery, providing that low cost TR option. We are also starting to see customers offload database management, for example, with Amazon RDS, and taking advantage of the manage database service. As we talk to more customers, some of the use cases that comes up are like, hey, how do I build this data lake architecture? I've migrated to the cloud, I want to make use of the data that I have in the cloud now, how do I build my data lake architecture or perform analytics or build this operation resiliency across both these environments, their VMware cloud on AWS, as well as their native AWS environments? So we've got that seamless connectivity that they can take advantage of with VMware Transit Connect, we've got the cross account ENI model that we built, that they can take advantage of. And he talks about this one, and talks about the security is always job zero for us. And we're also seeing customers that take advantage of the AWS services like the web application firewall or shield, and integrating it with the VMware cloud on AWS environment. And that provides a seamless access right? You now have all these security services that AWS provides, that allows you to build a secure environment on VMware cloud on AWS. So providing customers the choice has always been a priority, right? We're talking about like infrastructure level services. As we move up the stack, and as customers are going through this modernization journey, like VMware provides containerization option using VMware Tanzu, that came out at VMworld. And then they also have the native options, we provide a EKS, which is our Kubernetes as a managed service. And then we also have other services that enables customers to take that jump into that modernization journey. One customer we've been working very recently with is PennyMac. They migrated their VDI infrastructure into VMware cloud on AWS. And that's allowed them to scale their environment for the remote workers. But what they are doing as part of their modernization journey, is now we're helping them build this completely serverless architecture, using Lambda on the AWS cloud. >> Yeah, that's really where they see that, the value is high level services, the old expression prima, they use the hockey from Wayne Gretzky skate to where the puck is going to be, or, get to where the ball will be in the field. This is kind of what's happening, and I'm kind of smiling, when Aarthi was talking because, I've been saying it's been, going to, IT operations, and IT serviceman's is going to change radically so years ago. But you're really talking about here is the operating side of IT coming together with cloud. VMware, I think is a leading indicator of, you still got to operate IT, you still got to operate stuff. Software needs to be operated apps need to be operated. So this new operating model is being shown here with cloud, this is the theme with and without IT. With automation, this is the big trend from re:Invent this year. Obviously AI machine learning, you still got to operate the stuff. It's IT, depends on, we got lammed in automation doesn't go away, the game is still the same, isn't it what's happening here? >> Absolutely, so what we're saying is, once there's that you're absolutely right about the fact that they needed to, worry about the operations, once they migrate their workloads, they're taking their data, they're saying, how do I make sure that I put in place operational excellence, and this is where, AWS comes in, and we provide them with the tools needed to do that. And then step number two, say, what can I do with this data? How do I translate it into a business benefit? And this is where the AI ML tools come in place, and so forth. And then the third step, which is all right, what can I do to modernize these applications further. So you're spot on, John, in saying that this is like a transformation, it is no longer a discussion about, migration anymore, it is more of a discussion about modernizing what you have in place. And this is, again, where this brilliancy between the collaboration, between VMware and AWS, is bringing to the table, sets of tools and framework for customers, whether it's security framework or networking framework, to make the pieces fit together. So I'm very excited about this partnership. And we continue to innovate, as you heard in prior discussions with our executives on behalf of our customers, we spoke about the RDS Amazon, relational database service on vSphere. We spoke about how to post on VMware cloud on AWS, to bring the cloud to the customers data center for specific needs that they have in spite. And we're not stopping here. We are continuing not to make more joint engineering and more announcements, hopefully in the future to come. >> That's great insight. And a lot of people who were commenting, three, four years ago, when this is all going down, they're on the wrong side of history, that the data is undeniable, refutable, it's a success. Aarthi give us the final word, modern applications, modern infrastructure, what does that mean, these days? What's the bottom line when you talk to people out there? When you're at a party or friends or on zoom, or a Jime, in conference? What do you tell people when they say, what's a modern application infrastructure look like? >> Yes, the word modern application, the good or bad thing is it's going to, what I said yesterday could be different from what I'm saying today. But in general, I think modern application is where we enable our customers to focus more on their business priorities using our services, versus worrying about the infrastructure or worrying about like, hey, should I be worrying about capacity? Should I be worrying about my operational needs or monitoring? I think we want to abstract all that. We want to take that heavy lifting off of customers and help them focus on their business. >> Horizontally scalable and leveraging software in the application, can't go wrong with that formula in the cloud. Thanks for coming on, and thanks for the awesome conversation. Thanks for coming on. >> Thank you John. >> Thank you >> Okay, it's theCUBE Virtual for re:Invent Experience 2020, this is virtual, not in person this year. I'm John Furrier, your host from the theCUBE, thanks for watching. (bright music)

>> Announcer: From around the globe, it's theCUBE. With digital coverage of AWS re:Invent 2020. Special coverage sponsored by AWS global partner network. >> Okay, welcome back everyone to theCUBE virtual coverage of re:Invent 2020 virtual. Normally we're in person, this year because of the pandemic we're doing remote interviews and we've got a great coverage here of the APN, Amazon Partner Network experience. I'm your host John Furrier, we are theCUBE virtual. Got a great guest from Tel Aviv remotely calling in and videoing, Nimrod Vax, who is the chief product officer and co-founder of BigID. This is the beautiful thing about remote, you're in Tel Aviv, I'm in Palo Alto, great to see you. We're not in person but thanks for coming on. >> Thank you. Great to see you as well. >> So you guys have had a lot of success at BigID, I've noticed a lot of awards, startup to watch, company to watch, kind of a good market opportunity data, data at scale, identification, as the web evolves beyond web presence identification, authentication is super important. You guys are called BigID. What's the purpose of the company? Why do you exist? What's the value proposition? >> So first of all, best startup to work at based on Glassdoor worldwide, so that's a big achievement too. So look, four years ago we started BigID when we realized that there is a gap in the market between the new demands from organizations in terms of how to protect their personal and sensitive information that they collect about their customers, their employees. The regulations were becoming more strict but the tools that were out there, to the large extent still are there, were not providing to those requirements and organizations have to deal with some of those challenges in manual processes, right? For example, the right to be forgotten. Organizations need to be able to find and delete a person's data if they want to be deleted. That's based on GDPR and later on even CCPA. And organizations have no way of doing it because the tools that were available could not tell them whose data it is that they found. The tools were very siloed. They were looking at either unstructured data and file shares or windows and so forth, or they were looking at databases, there was nothing for Big Data, there was nothing for cloud business applications. And so we identified that there is a gap here and we addressed it by building BigID basically to address those challenges. >> That's great, great stuff. And I remember four years ago when I was banging on the table and saying, you know regulation can stunt innovation because you had the confluence of massive platform shifts combined with the business pressure from society. That's not stopping and it's continuing today. You seeing it globally, whether it's fake news in journalism, to privacy concerns where modern applications, this is not going away. You guys have a great market opportunity. What is the product? What is smallID? What do you guys got right now? How do customers maintain the success as the ground continues to shift under them as platforms become more prevalent, more tools, more platforms, more everything? >> So, I'll start with BigID. What is BigID? So BigID really helps organizations better manage and protect the data that they own. And it does that by connecting to everything you have around structured databases and unstructured file shares, big data, cloud storage, business applications and then providing very deep insight into that data. Cataloging all the data, so you know what data you have where and classifying it so you know what type of data you have. Plus you're analyzing the data to find similar and duplicate data and then correlating them to an identity. Very strong, very broad solution fit for IT organization. We have some of the largest organizations out there, the biggest retailers, the biggest financial services organizations, manufacturing and et cetera. What we are seeing is that there are, with the adoption of cloud and business success obviously of AWS, that there are a lot of organizations that are not as big, that don't have an IT organization, that have a very well functioning DevOps organization but still have a very big footprint in Amazon and in other kind of cloud services. And they want to get visibility and they want to do it quickly. And the SmallID is really built for that. SmallID is a lightweight version of BigID that is cloud-native built for your AWS environment. And what it means is that you can quickly install it using CloudFormation templates straight from the AWS marketplace. Quickly stand up an environment that can scan, discover your assets in your account automatically and give you immediate visibility into that, your S3 bucket, into your DynamoDB environments, into your EMR clusters, into your Athena databases and immediately building a full catalog of all the data, so you know what files you have where, you know where what tables, what technical metadata, operational metadata, business metadata and also classified data information. So you know where you have sensitive information and you can immediately address that and apply controls to that information. >> So this is data discovery. So the use case is, I'm an Amazon partner, I mean we use theCUBE virtuals on Amazon, but let's just say hypothetically, we're growing like crazy. Got S3 buckets over here secure, encrypted and the rest, all that stuff. Things are happening, we're growing like a weed. Do we just deploy smallIDs and how it works? Is that use cases, SmallID is for AWS and BigID for everything else or? >> You can start small with SmallID, you get the visibility you need, you can leverage the automation of AWS so that you automatically discover those data sources, connect to them and get visibility. And you could grow into BigID using the same deployment inside AWS. You don't have to switch migrate and you use the same container cluster that is running inside your account and automatically scale it up and then connect to other systems or benefit from the more advanced capabilities the BigID can offer such as correlation, by connecting to maybe your Salesforce, CRM system and getting the ability to correlate to your customer data and understand also whose data it is that you're storing. Connecting to your on-premise mainframe, with the same deployment connecting to your Google Drive or office 365. But the point is that with the smallID you can really start quickly, small with a very small team and get that visibility very quickly. >> Nimrod, I want to ask you a question. What is the definition of cloud native data discovery? What does that mean to you? >> So cloud native means that it leverages all the benefits of the cloud. Like it gets all of the automation and visibility that you get in a cloud environment versus any traditional on-prem environment. So one thing is that BigID is installed directly from your marketplace. So you could browse, find its solution on the AWS marketplace and purchase it. It gets deployed using CloudFormation templates very easily and very quickly. It runs on a elastic container service so that once it runs you can automatically scale it up and down to increase the scan and the scale capabilities of the solution. It connects automatically behind the scenes into the security hub of AWS. So you get those alerts, the policy alerts fed into your security hub. It has integration also directly into the native logging capabilities of AWS. So your existing Datadog or whatever you're using for monitoring can plug into it automatically. That's what we mean by cloud native. >> And if you're cloud native you got to be positioned to take advantage of the data and machine learning in particular. Can you expand on the role of machine learning in your solution? Customers are leaning in heavily this year, you're seeing more uptake on machine learning which is basically AI, AI is machine learning, but it's all tied together. ML is big on all the deployments. Can you share your thoughts? >> Yeah, absolutely. So data discovery is a very tough problem and it has been around for 20 years. And the traditional methods of classifying the data or understanding what type of data you have has been, you're looking at the pattern of the data. Typically regular expressions or types of kind of pattern-matching techniques that look at the data. But sometimes in order to know what is personal or what is sensitive it's not enough to look at the pattern of the data. How do you distinguish between a date of birth and any other date. Date of birth is much more sensitive. How do you find country of residency or how do you identify even a first name from the last name? So for that, you need more advanced, more sophisticated capabilities that go beyond just pattern matching. And BigID has a variety of those techniques, we call that discovery-in-depth. What it means is that very similar to security-in-depth where you can not rely on a single security control to protect your environment, you can not rely on a single discovery method to truly classify the data. So yes, we have regular expression, that's the table state basic capability of data classification but if you want to find data that is more contextual like a first name, last name, even a phone number and distinguish between a phone number and just a sequence of numbers, you need more contextual NLP based discovery, name entity recognition. We're using (indistinct) to extract and find data contextually. We also apply deep learning, CNN capable, it's called CNN, which is basically deep learning in order to identify and classify document types. Which is basically being able to distinguish between a resume and a application form. Finding financial records, finding medical records. So RA are advanced NLP classifiers can find that type of data. The more advanced capabilities that go beyond the smallID into BigID also include cluster analysis which is an unsupervised machine learning method of finding duplicate and similar data correlation and other techniques that are more contextual and need to use machine learning for that. >> Yeah, and unsupervised that's a lot harder than supervised. You need to have that ability to get that what you can't see. You got to get the blind spots identified and that's really the key observational data you need. This brings up the kind of operational you heard cluster, I hear governance security you mentioned earlier GDPR, this is an operational impact. Can you talk about how it impacts on specifically on the privacy protection and governance side because certainly I get the clustering side of it, operationally just great. Everyone needs to get that. But now on the business model side, this is where people are spending a lot of time scared and worried actually. What the hell to do? >> One of the things that we realized very early on when we started with BigID is that everybody needs a discovery. You need discovery and we actually started with privacy. You need discovery in route to map your data and apply the privacy controls. You need discovery for security, like we said, right? Find and identify sensitive data and apply controls. And you also need discovery for data enablement. You want to discover the data, you want to enable it, to govern it, to make it accessible to the other parts of your business. So discovery is really a foundation and starting point and that you get there with smallID. How do you operationalize that? So BigID has the concept of an application framework. Think about it like an Apple store for data discovery where you can run applications inside your kind of discovery iPhone in order to run specific (indistinct) use cases. So, how do you operationalize privacy use cases? We have applications for privacy use cases like subject access requests and data rights fulfillment, right? Under the CCPA, you have the right to request your data, what data is being stored about you. BigID can help you find all that data in the catalog that after we scan and find that information we can find any individual data. We have an application also in the privacy space for consent governance right under CCP. And you have the right to opt out. If you opt out, your data cannot be sold, cannot be used. How do you enforce that? How do you make sure that if someone opted out, that person's data is not being pumped into Glue, into some other system for analytics, into Redshift or Snowflake? BigID can identify a specific person's data and make sure that it's not being used for analytics and alert if there is a violation. So that's just an example of how you operationalize this knowledge for privacy. And we have more examples also for data enablement and data management. >> There's so much headroom opportunity to build out new functionality, make it programmable. I really appreciate what you guys are doing, totally needed in the industry. I could just see endless opportunities to make this operationally scalable, more programmable, once you kind of get the foundation out there. So congratulations, Nimrod and the whole team. The question I want to ask you, we're here at re:Invent's virtual, three weeks we're here covering Cube action, check out theCUBE experience zone, the partner experience. What is the difference between BigID and say Amazon's Macy? Let's think about that. So how do you compare and contrast, in Amazon they say we love partnering, but we promote our ecosystem. You guys sure have a similar thing. What's the difference? >> There's a big difference. Yes, there is some overlap because both a smallID and Macy can classify data in S3 buckets. And Macy does a pretty good job at it, right? I'm not arguing about it. But smallID is not only about scanning for sensitive data in S3. It also scans anything else you have in your AWS environment, like DynamoDB, like EMR, like Athena. We're also adding Redshift soon, Glue and other rare data sources as well. And it's not only about identifying and alerting on sensitive data, it's about building full catalog (indistinct) It's about giving you almost like a full registry of your data in AWS, where you can look up any type of data and see where it's found across structured, unstructured big data repositories that you're handling inside your AWS environment. So it's broader than just for security. Apart from the fact that they're used for privacy, I would say the biggest value of it is by building that catalog and making it accessible for data enablement, enabling your data across the board for other use cases, for analytics in Redshift, for Glue, for data integrations, for various other purposes. We have also integration into Kinesis to be able to scan and let you know which topics, use what type of data. So it's really a very, very robust full-blown catalog of the data that across the board that is dynamic. And also like you mentioned, accessible to APIs. Very much like the AWS tradition. >> Yeah, great stuff. I got to ask you a question while you're here. You're the co-founder and again congratulations on your success. Also the chief product officer of BigID, what's your advice to your colleagues and potentially new friends out there that are watching here? And let's take it from the entrepreneurial perspective. I have an application and I start growing and maybe I have funding, maybe I take a more pragmatic approach versus raising billions of dollars. But as you grow the pressure for AppSec reviews, having all the table stakes features, how do you advise developers or entrepreneurs or even business people, small medium-sized enterprises to prepare? Is there a way, is there a playbook to say, rather than looking back saying, oh, I didn't do with all the things I got to go back and retrofit, get BigID. Is there a playbook that you see that will help companies so they don't get killed with AppSec reviews and privacy compliance reviews? Could be a waste of time. What's your thoughts on all this? >> Well, I think that very early on when we started BigID, and that was our perspective is that we knew that we are a security and privacy company. So we had to take that very seriously upfront and be prepared. Security cannot be an afterthought. It's something that needs to be built in. And from day one we have taken all of the steps that were needed in order to make sure that what we're building is robust and secure. And that includes, obviously applying all of the code and CI/CD tools that are available for testing your code, whether it's (indistinct), these type of tools. Applying and providing, penetration testing and working with best in line kind of pen testing companies and white hat hackers that would look at your code. These are kind of the things that, that's what you get funding for, right? >> Yeah. >> And you need to take advantage of that and use them. And then as soon as we got bigger, we also invested in a very, kind of a very strong CSO that comes from the industry that has a lot of expertise and a lot of credibility. We also have kind of CSO group. So, each step of funding we've used extensively also to make RM kind of security poster a lot more robust and invisible. >> Final question for you. When should someone buy BigID? When should they engage? Is it something that people can just download immediately and integrate? Do you have to have, is the go-to-market kind of a new target the VP level or is it the... How does someone know when to buy you and download it and use the software? Take us through the use case of how customers engage with. >> Yeah, so customers directly have those requirements when they start hitting and having to comply with regulations around privacy and security. So very early on, especially organizations that deal with consumer information, get to a point where they need to be accountable for the data that they store about their customers and they want to be able to know their data and provide the privacy controls they need to their consumers. For our BigID product this typically is a kind of a medium size and up company, and with an IT organization. For smallID, this is a good fit for companies that are much smaller, that operate mostly out of their, their IT is basically their DevOps teams. And once they have more than 10, 20 data sources in AWS, that's where they start losing count of the data that they have and they need to get more visibility and be able to control what data is being stored there. Because very quickly you start losing count of data information, even for an organization like BigID, which isn't a bigger organization, right? We have 200 employees. We are at the point where it's hard to keep track and keep control of all the data that is being stored in all of the different data sources, right? In AWS, in Google Drive, in some of our other sources, right? And that's the point where you need to start thinking about having that visibility. >> Yeah, like all growth plan, dream big, start small and get big. And I think that's a nice pathway. So small gets you going and you lead right into the BigID. Great stuff. Final, final question for you while I gatchu here. Why the awards? Someone's like, hey, BigID is this cool company, love the founder, love the team, love the value proposition, makes a lot of sense. Why all the awards? >> Look, I think one of the things that was compelling about BigID from the beginning is that we did things differently. Our whole approach for personal data discovery is unique. And instead of looking at the data, we started by looking at the identities, the people and finally looking at their data, learning how their data looks like and then searching for that information. So that was a very different approach to the traditional approach of data discovery. And we continue to innovate and to look at those problems from a different perspective so we can offer our customers an alternative to what was done in the past. It's not saying that we don't do the basic stuffs. The Reg X is the connectivity that that is needed. But we always took a slightly different approach to diversify, to offer something slightly different and more comprehensive. And I think that was the thing that really attracted us from the beginning with the RSA Innovation Sandbox award that we won in 2018, the Gartner Cool Vendor award that we received. And later on also the other awards. And I think that's the unique aspect of BigID. >> You know you solve big problems than certainly as needed. We saw this early on and again I don't think that the problem is going to go away anytime soon, platforms are emerging, more tools than ever before that converge into platforms and as the logic changes at the top all of that's moving onto the underground. So, congratulations, great insight. >> Thank you very much. >> Thank you. Thank you for coming on theCUBE. Appreciate it Nimrod. Okay, I'm John Furrier. We are theCUBE virtual here for the partner experience APN virtual. Thanks for watching. (gentle music)

>>from around the globe. It's the Cube presenting accelerating automation with definite brought to you by Cisco. Hey, welcome back. You're ready, Jeff Freak here with the Cube coming to you from our Palo Alto studios with ongoing coverage of Cisco Definite create. We've been going to definite create, I think, since the very beginning. This year, of course. Like everything else, it's it's virtual. So we're excited to cover it virtually and digitally like we have a lot of other shows here in 2020 and we're excited to have our next guest. We've got Kun Jacobs. He's the director of systems engineering. Francisco, Good to see you. Coun. Thank >>you for having me. >>And joining him is Eric Nippy is the VP of system systems Engineering. Francisco. Good to see Eric. >>Good to be here. Thank you. >>Pleasure. So before we jump into kind of what's going on now, in this new great world of program ability and control, I want to kind of go back to the future for a minute. Because when I was doing some research for this interview, it was kun. I saw an old presentation that you were giving from 2006 about the changing evolution of the changing evolution of networking and moving from. I think the theme was a human centered, human centered network, and you were just starting to touch a little bit on video and online video. Oh my goodness, how far we have come. But but I would love to get kind of historical perspective because we've been talking a lot. And I know Eric Son plays football about the football analogy of the network is kind of like an offensive lineman where if they're doing a good job, you don't hear much about them. But they're really important to everything, and the only time you hear about him was when the flag is thrown. So if you look back with the historical perspective load and the numbers and the evolution of the network as we've moved to this modern time and you know thank goodness, because if Cove it hit five years ago, 10 years ago, 15 years ago, you know all of us in the information space would not have been able to make this transition, so I just I just love to get some historical perspective because you've been kind of charting this and mapping this for a very long time. >>Yeah, we absolutely have. I think you know what you're referring to was back in the day the human network campaign and to your point that the load, the number of hosts, the traffic just overall, the intelligence of the network has just evolved tremendously over the last decade and a half, 15 years or so. And you look at where we are now in terms of the programmable nature of the network and what that enables in terms of new degrees of relevance that we can create for the customers on how you know the role of I t. Has changed entirely again, especially during this pandemic. You know, the fact that it's now as a service and elastic eyes is absolutely fundamental to being able to ensure, on an ongoing basis a great customer experience. And so it's been It's been a very interesting right, indeed. Yeah, >>And then and then just to close the loop, the one of your more later interviews talking to Sylvia. You're the question is, are you developer an engineer? So And your whole advice to all these network engineers is just Just don't jump in and start doing some coding and learning. So you know, the focus and really the emphasis and where the opportunity to differentiate is a complete is completely 15 years over to the, you know, really software to find side. >>Oh, absolutely. So, I mean, you look at how the software world and the network has come together and how we're applying now, you know, basically the same construct of C I C D pipeline to network infrastructure. Look at network really as code and get all of the benefits from that in the familiarity of it, the way that our engineers have had to evolve in that is just, you know, quite quite significant in like the skill set. And the best thing is jump in, you know, dip your toe in the water, but continue to evolve that skill set. And, you know, don't don't be shy. It's It's a leap of faith for some of us who've been in the industry a bit longer. You know, we like to look at ourselves as the craftsman of the network, but now it's definitely software Centris City and the, um, program ability. >>Right? So, Eric, you've got some digital exhaust out there, too, that I was able to dig up Going back to 2000 and 2 752 page book in the very back corner of a dark, dirty, dusty Amazon warehouse is managing Cisco Network Security 752 pages. Wow. How has security changed? From a time where before I could just read a book, a big book, you know, throw some protocols in and probably block a bunch of ports to the world that we live in today, where everything is connected, everything is a p. I driven. Everything is software defined. You've got pieces of workload spread out all over the place. And, Oh, by the way, you need to bake security in at every single level of the application stack. >>Yeah, No eso Wow. Kudos that you you found that book. I'm really impressed there, so thank you. Little street credit. So I want to get on something that you you talked about because I think it's very important to to this overall conversation if we think about the scale of the network and coun hit on it briefly. You talked about it as well. We're seeing a massive explosion of devices by the you know it's estimated By the end of this year, there's gonna be about 27 billion devices on the global Internet. That's about 3.7 devices for every man, woman and child life. And if we extrapolate that out over the course of the next decade on the growth trajectory, we're on. And if you look at some of the published research on this, it's estimated there could be upwards of 500 billion devices accessing the global Internet on a on a daily basis in the primarily that that that is I o T devices. That's digitally connected devices. Anything that can be connected will be connect, but then introduces a really interesting security challenge because every one of those devices that is accessing the global Internet is within a company's infrastructure. Accessing pieces of corporate data is a potential attack factor, so we really need Thio and I think the right expression for this is we need to reimagine security because security is, as you said, not about perimeters. You know, I wrote that book back in 2002. I was talking about firewalls and a cutting edge technology was intrusion, prevention and intrusion detection. Now we need to look at security. Really? In the in the guise of under the under the under the realm of really two aspects the identity. Who is accessing the data in the context, What data is being access and that is going to require a level of intelligence, a level of automation and technologies like machine learning, an automated intelligence. They're going to be our artificial intelligence. Rather are gonna be table stakes because the sheer scale of what we're trying to secure is going to be untenable under current. You know, just current security practices mean the network is gonna have to be incredibly intelligent and leverage again, a lot of that AI type of data to match patterns of potential attacks and ideally, shut them down before they ever cause any type of damage. >>Yeah, it's really interesting. I mean, one thing That cove it has done a bunk many things is kind of re taught us all about the power of exponential curves and how extremely large those things are and how fast they grow. We had Dave Rennes in on it Google Cloud a couple years ago, and I remember him talking about early days of Google when they were starting to map out kind of, as you describe kind of map out their growth curves, and they just figured out they could not hire if they hired everybody, they couldn't hire enough people to deal with it, right? So really kind of rethinking automation and re thinking about the way that you manage these things and and the level right, the old Is it a pet or is it or is it, um, part of the herd? And I think it's interesting what you talked about coun really human powered Internet and being driven by a lot of this video. But to what you just said, Erik, the next big wave right is I, O. T and five G. And I think you know, you talk about 3.7 of devices per person. That's nothing compared toa right, all these sensors and all these devices and all these factories because five G is really targeted to machine to machines, which there's ah lot of them, and they trade a lot of information really, really quickly. So, you know, I want to go back to Yukun thinking about this next great wave in a five G i o t kind of driven world where it's kind of like one voice kind of fell off compared to I p traffic on the network, I think you're going to see the same thing. Kind of human generated data relative to machine generated data is also gonna fall off dramatically. Is the machine generated data just skyrockets through the roof? >>Yeah. No, absolutely. And I think thio also what Eric touched on the visibility on that and they'll be able to process that data at the edge that's going to catalyze cloud adoption even further. And it's gonna, you know, make the role of the network the connectivity of it all, and the security within that crucially important. And then you look at the role of program ability. Within that, we're see the evolution going so fast. You look at the element of the software defined network in an I. O. T. Speed space. We see that we have hosts there that are not necessarily, you know, behaving like other hosts would on a network, for example, manufacturing floor production, robot or security camera. And what we're seeing is we're seeing you know, partners and customers employing program ability to make sure that we overcome some of the shortcomings, uh, in terms of where the network is at. But then how do you customize it in terms of the relevance that it can provide, bringing on board those those hosts in a very transparent way on then, you know, keep keep the agility of it and keep the speed of innovation going right, >>right. So, Eric, I want to come back to you and shift gears kind of back to the people will leave the A. D and the machines along along for middle minute. But I'm curious about what does beat the boss. I mean, I I go to your LinkedIn profile and it's just filled with congratulatory statements, but everyone's talking about beating the boss. You know, it's it's a really, you know, kind of interesting and different way toe to motivate people to build this new skill set in terms of getting software certifications within the Cisco world. And I just thought it was really cute the way that you clearly got people motivated because there's posts all over the place and they've all got their their nice big badge of their certification. But, you know, at a higher level, it is a different motivation to be a developer versus and engineering a technician. And it's a, you know, kind of a different point of view. And I just wonder if you could share, you know, some of the ways that you're kind of encouraging, you know, kind of this transformation within your own workforce as well as the partners, etcetera and really adopting kind of almost a software first in this program kind of point of view versus, you know, I'm just wiring stuff up. >>Apparently, a lot of people like to beat me. So I mean, that in of itself was was a was a great success. But, you know, if we think we take a step back, you know, what is Cisco about as an organization? I mean, obviously, he looked back to the very early days of our vision, right? It was. It was to change the way the world, you know, worked, played, live and learn. And if you think about and you hit on this when we were you know, your discussion with with With Kun in the early days of Cove it. We really saw that play out as so much shifted from, you know, in person type of interactions to virtual interactions in the network that that our customers, our partners, our employees built over the course of the last several last three decades really help the world continue Thio to to do business for students to continue to go thio school or, you know, clinicians to connect with patients. If I think about that mission to meet program ability is just the next generation of that mission, uh, continuing to enable the world to communicate, continuing to enable customers, employees, partners to, uh, essentially leverage the network for more than just connectivity. Now the leverage it for critical insight again, If we look at some of the some of the use cases that we're seeing for social distancing and contact tracing, the network has a really important place to play there because we can pull insight from the but it isn't necessarily and out of the box type of integration. So I look at program ability and and what we're doing with debt net to give relevance to the network for those types of really critical conversations that every organization is having right now. It's a way to extrapolate its away thio full critical data so that I can make a decision and I if that decisions automated or if that decision requires some type of a manual intervention, regardless, we're still about connecting, or in this case, we're connecting insight with the people who need it most. The definite pounds we ran is really in respect for how critical this new skills that's going to be. It's not enough. Like I said, just to connect the world anymore. We need to leverage that network, the network for that critical insight. And when we dropped were created to beat the boss challenge, it was really simple. Hey, guys, I think this is important and I am going to go out, and I'm gonna achieve the certification myself because I want to continue to be very relevant. I'm gonna continue to be able to provide that insight for my customers and partners. So therefore I'm going for it. Anybody can get there before me. Maybe there's a little incentive tied to and the incentive, although it's funny, we interviewed a lot of ah, a lot of our team who achieved it Incentive with secondary. They just wanted have bragging rights like, Yeah, I beat Eric, Right, Right. >>Absolutely. No, that Z you know, put your money where your mouth is, right? If it's important than what you know, you should do it too. And you know, the whole not asking people to do what you wouldn't do yourself. So I think there's a lot of good leadership, uh, leadership lessons there as well. But I wanna extend kind of the conversation on the Koven impact. Right? Because I'm sure you've seen all the social media means you know who's driving your digital transformation, the CEO of the CMO or cove it. And we all know the answer to the question. But you know, you guys have already been dealing with kind of increased complexity around enterprise infrastructure, world in terms of cloud and public cloud and hybrid cloud and multi cloud, and people are trying to move stuff all the way around. Now suddenly had this co vid moment right in March, which is really a light switch moment. People didn't have time to plan or prepare for suddenly everybody working from home and it's not only you but your spouse and your kids and everybody else. So but now we're six months plus into this thing, and I would just love to get your perspective, you know, and kind of the change from Oh, my goodness, we have to react to the light switch moment. What do we do to make sure people can can get get what they need when they need it from where they are? But but then really moving from this is an emergency situation. Stopgap situation toe. This is going to extend for some period of time. And even when it's the acute crisis is over, you know this is going to drive. Ah, riel change in the way that people communicate in the way that people where they sit and do their job and kind of how customers are responding accordingly as the you know, kind of the narrative has changed from an emergency stop gap to this is the new normal that we really need thio to plan for. >>So I think I think you said it very well. I think anything that could be digitized any any interaction that could be driven virtually waas. And what's interesting is we, as you said. We went from that light switch moment where, and I believe the status this and I'll probably get the number wrong. But like in the United States here at the beginning, at the end of February, about 2% of the knowledge worker population was virtual, you know, working from home or in a remote work environment. And over the course of about 11 days, that number went from 2% to 70% in interesting that it worked. You know, there was a lot of hiccups along the way, and there was a lot of organizations making really quick decisions on How do I enable VPN scale of mass? How doe I, you know, leverage. You know, things like WebEx for virtual meetings in virtual connectivity much faster now that as you said that we've kind of gotten out of the fog of war or frog fog of battle organizations, we're looking at what they accomplished. And it was nothing short of Herculean and looking at this now from a transition. Thio Oh my gosh, we need to change, too. We have an opportunity to change and we're looking. We see a lot of organizations specifically around financial services, health care through the K through 20 educational environment, all looking at how can they doom or virtually for a couple of reasons? Obviously, there is a significant safety factor, and again, we're still in that we're still in the height of this pandemic. They want to make sure their employees, their customers, students patients remain safe. But second, we've found in discussions with a lot of senior I T executives and our customers that people are happier working from home. People are more productive working from home. And that again, the network that's been built over the course of the last few decades has been resilient enough to allow that to happen. And then, third, there is a potential cost savings here outside of people. The next most expensive resource that organizations are paying for is real estate. If they can shrink that real estate footprint while providing a better user experience at the locations that they're maintaining again leveraging things like location services, leveraging things like, uh, unified collaboration that's very personalized to the end users experience, they're going to do that and again they're going to save money. They're gonna have happier employees, and ultimately they're gonna make their their employees in their customers a lot safer. So we see, we believe that there is in some parts of the economy, a shift that is going to be more permanent. And some estimates put it as high as 15% of the current workforce is going to stay today in a virtual or a semi virtual working environment for the foreseeable future. >>Interesting. And I would say I'd say 15% is low, especially if you if you qualify it with, you know, part time, right? There was a great interview were doing and, you know, talk about working from home. He used to work from home as the exception, right? Because the cable person was coming or you get a new washing machine or something, where now that's probably get, you know, in many cases will shift to the other where I'm generally gonna work from home unless you know somebody's in town or have an important meeting or there's some special collaboration. Uh, that drives me to be in. But, you know, I wanna go back to Yukun and and really doubled down on. You know, I think most people spend too much time focusing, especially. We'll just say within the virtual events base where we play on the things you can't do virtually. We can't meet in the hall. We can't grab a quick coffee to drink instead of focusing on the positive things like we're accomplishing right here. You're in Belgium, right? Eric is in Ohio, were in California. Um, and you know, we didn't take three days to travel and and check into a hotel and and all that stuff to get together for this period of time. So there's a lot of stuff that digital enables. And I think, you know, people need to focus more on that versus continuing to focus on the two or three things that that it doesn't replace, and it doesn't replace those. So let's just get that off the table and move on with our lives because those are coming back anytime soon. >>No, totally. I think it's the balance of those things. It's guarding the fact that you're not necessarily working for home. I think the trick there is you could be sleeping at the office, but I think the positives airway way more out spoken. I you know, I look at myself I got much more exercise time in these last couple of months than I usually do because you don't travel. You don't have the jet lag and the connection. And then you talked about those face to face moments. I think a lot of people are, in a way, wanting to go back to the office part time, as Eric also explained. But a lot of it you could do virtually. We have virtual coffees with team or, you know, even here in Belgium are are local. General manager has, ah, virtual aperitif. Every Friday obviously skipped the one this week. But you know, there's there's ways to be very creative with the technology and the quality of the technology that the network enables, Um, you know, to to get the basketball world right, >>So I just we're gonna wrap the segment. I wanna give you guys both the last word. You both Francisco for a while and you know, Susie, we and the team on Definite has really grown this thing. I think we were there at the very beginning couple of 456 years ago. I can't keep track of time anymore, but you know, it's really really grown. And, you know, the timing is terrific to get into this more software defined world, which is where we are. I wonder if you could just, you know, kind of share a couple of thoughts is, you know, with a little bit of perspective. And you know what you're excited about today and kind of what you see coming down the road. Since you guys have been there for a while, you've been in the space. Uh, let's start with Yukun. >>Okay? I think the possibility it creates, I think, really program ability, software defined is really about the art of the possible. It's what you can dream up and then go code Eric talked about the relevance of it and how it maximizes that relevance. And a customer base is, um, you know, and then it is the evolution off the teams in terms of the creativity that they can bring to it. We're seeing really people dive into that in customers, um, co creating with us on. I think that's where we're going in terms of like the evolution off the value proposition there in terms of what technology can provide, but also how it impacts people as we discussed and and redefines process. >>I love that the art of the possible, which is a lot harder to execute in, uh, hardware than software certainly takes a lot longer. >>America, I >>love to get your thoughts. >>Absolutely. So I started my career in Cisco turning, putting I P phones onto the network. And back then, you know, it was, you know, 1 4002 when three idea of putting telephones onto the network was such a of just such an objectionable idea. And so many purists were telling us all the reasons it wouldn't work. Now, if we go forward again 19 years, the idea of not having them plugging into the network is a ridiculous idea. So we have a We're looking at an inflection point in this industry, and it's really it's not about programming is not necessarily about programming. It's about doing it smarter. It's about being more efficient. It's about driving automation. But again, it's about unlocking the value of what the network is. We've moved so far past what you know, just connectivity. The network touches everything and is more workload. Moves to the cloud is more workload moves to things like containers. The network is the really the only common element that ties all of these things together. The network needs to take its rightful place, uh, in the in the i t. Lexicon as being that critical for that critical insight provider for for how users are interacting with the network. How users air interacting with applications, how applications are interacting with one another. Program ability is a way to do that more efficiently with greater, greater degree of certainty, with much greater relevance into the overall delivery of I t services and digitization. So to me, I think we're gonna look back 20 years from now, probably even 10 and say, Man, we used to configure things manually. What was that like? I think I think really, this is This is the future, and I think we want to be aligned with where we're going versus where we've been. >>Well, coun Eric. Thank you for sharing your perspective. You know, it's it's really nice to have, you know, some historical reference on. It's also nice to be living in a new age where you can you can, you know, stay at the same company and and still refresh. You know, new challenges, new opportunities and grow this thing because a zoo said I remember those i p first i p phone days and I thought, Well, Ma Bell must be happy because the old Mother's Day problem is finally solved when we don't have to have a >>dedicated connection >>between every mother and every child in the middle of May. So good news. So thank you very much for sharing your, uh, your insights and really, really enjoyed the conversation. >>Thank you. >>Yeah. All >>right. He's kun. He was Eric. I'm Jeff. You're watching the Cube for continuing coverage of Cisco Definite Connect. Thanks for watching. We'll see you next time.

>>Hello everyone. This is Dave Vellante, and I want to welcome you to the cubes presentation of accelerating automation with dev net in this special program, we're going to explore how to accelerate digital transformation and how the global pandemic is changing the way we work and the kinds of work that we do, the cube has pulled together experts from Cisco dev net. Now dev net is essentially Cisco as code. I've said many times in the cube, but in my opinion, it's the most impressive initiative coming out of any established enterprise infrastructure company. What Cisco has done brilliantly with dev net is to create an API economy by leveraging its large infrastructure portfolio and its ecosystem. But the linchpin of dev net is the army of trained Cisco engineers, including those with the elite CC I E designation. Now dev net was conceived to train people on how to code infrastructure and develop applications in integrations. It's a platform to create new value and automation is a key to that. Creativity. Now let's kick things off with the architect of dev net senior vice president in general manager of Cisco's dev net and CX ecosystem success. Susie, we roam around the globe presenting accelerating automation with damnit brought to you by Cisco. >>Hello and welcome to the cube. I'm Sean for a year host. We've got a great conversation, a virtual event, accelerating automation with dev net, Cisco dev net. And of course we got the Cisco brain trust here, our cube alumni, Susie wee vice president, senior vice president GM, and also CTO of Cisco dev net and ecosystem success CX all that great stuff. Many Wade Lee, who's the director, senior director of dev net certifications, Eric field, director of developer advocacy, Susie Mandy, Eric. Great to see you. Thanks for coming on. Great to see you, John. So we're not in first. We don't, can't be at the dev net zone. We can't be on site doing dev net creative, all the great stuff we've been doing over the past few years where virtual the cube virtual. Thanks for coming on. Uh, Susie, I gotta ask you because you know, we've been talking years ago when you started this mission and just the success you've had has been awesome, but dev net create has brought on a whole nother connective tissue to the dev net community. This is what this ties into the theme of accelerating automation with dev net, because you said to me, I think four years ago, everything should be a service or X AAS as it's called and automation plays a critical role. Um, could you please share your vision because this is really important and still only five to 10% of the enterprises have containerized things. So there's a huge growth curve coming with developing and programmability. What's your, what's your vision? >>Yeah, absolutely. I mean, what we know is that as more and more businesses are >>Coming online is, I mean, they're all online, but as they're growing into the cloud is they're growing in new areas. As we're dealing with security is everyone's dealing with the pandemic. There's so many things going on. Uh, but what happens is there's an infrastructure that all of this is built on and that infrastructure has networking. It has security, it has all of your compute and everything that's in there. And what matters is how can you take a business application and tie it to that infrastructure? How can you take, you know, customer data? How can you take business applications? How can you connect up the world securely and then be able to, you know, really satisfy everything that businesses need. And in order to do that, you know, the whole new tool that we've always talked about is that the network is programmable. The infrastructure is programmable and you don't need just apps riding on top, but now they get to use all of that power of the infrastructure to perform even better. And in order to get there, what you need to do is automate everything. You can't configure networks manually. You can't be manually figuring out policies, but you want to use that agile infrastructure in which you can really use automation. You can rise to higher level business processes and tie all of that up and down the staff by leveraging automation. >>You know, I remember a few years ago when dev net created for start a, I interviewed Todd Nightingale and we were talking about Meraki, you know, not to get in the weeds, but you know, switches and hubs and wireless. But if you look at what we were talking about, then this is kind of what's going on now. And we were just recently, I think our last physical event was a Cisco, um, uh, Europe in Barcelona before all the COVID hit. And you had this massive cloud surgeon scale happening going on, right when the pandemic hit. And even now more than ever the cloud scale, the modern apps, the momentum hasn't stopped because there's more pressure now to continue addressing more innovation at scale because the pressure to do that, um, cause the business stay alive. And to get your thoughts on, um, what's going on in your world because you were there in person now we're six months in scale is huge. >>We are. Yeah, absolutely. And what happened is as all of our customers, as businesses around the world, as we ourselves all dealt with, how do we run a business from home? You know, how do we keep people safe? How do we keep people at home and how do we work? And then it turns out, you know, business keeps rolling, but we've had to automate even more because you have to go home and then figure out how from home, can I make sure that my it infrastructure is automated out from home? Can I make sure that every employee is out there and working safely and securely, you know, things like call center workers, which had to go into physical locations and be in kind of, you know, just, you know, blocked off rooms to really be secure with their company's information. They had to work from home. >>So we had to extend business applications to people's homes, uh, in countries like, you know, well around the world, but also in India where it was actually not, you know, not, they wouldn't let, they didn't have rules to let people work from home in these areas. So then what had to do was automate everything and make sure that we could administer, you know, all of our customers could administer these systems from home. So that put extra stress on automation. It put extra stress on our customer's digital transformation and it just forced them to, you know, automate digitally, transform quicker. And they had to, because you couldn't just go into a server room and tweak your servers, you had to figure out how to automate all of that. And we're still all in that environment today. >>Now one of the hottest trends before the pandemic was observability, uh, Coobernetti's serve, uh, microservices. So those things, again, all dev ops and, you know, have you guys got some acquisitions, you about thousand eyes? Um, um, you've got a new one you just bought, um, recently port shift to raise the game in security Cooper and all these microservices. So observability super hot, but then people go work at home. As you mentioned, how do you observe, what are you observing? The network is under a huge pressure. I mean, it's crashing on people's zooms and WebExes and, uh, education, huge amount of network pressure. How are people adapting to this and the app side? How are you guys looking at the what's being programmed? What are some of the things that you're seeing with use cases around this program? Ability, challenge and observability challenges. It's a huge deal. >>Yeah, absolutely. And, um, you know, going back to Todd Nightingale, right. You know, back when we talked to Todd before he had Meraki and he had designed this simplicity, this ease of use this cloud managed, you know, doing everything from one central place and now he has Cisco's entire enterprise and cloud business. So he is now applying that at that bigger, um, at that bigger scale for Cisco and for our customers. And he is building in the observability and the dashboards and the automation and the API APIs into all of it. Um, but when we take a look at what our customers needed is again, they had to build it all in. Um, they have to build in and what happened was how your network was doing, how secure your infrastructure was, how well you could enable people to work from home and how well you could reach customers. >>All of that used to be an it conversation. It became a CEO and a board level conversation. So all of a sudden CEOs were actually calling on the heads of it and the CIO and saying, you know, how's our VPN connectivity is everybody working from home? How many people are connected and able to work and what's their productivity. So all of a sudden, all these things that were really infrastructure, it stuff became a board level conversation. And, you know, once again, at first, everybody was panicked and just figuring out how to get people working. But now what we've seen in all of our customers is that they are now building in automation and digital transformation and these architectures, and that gives them a chance to build in that observability, you know, looking for those events, the dashboards, you know, so it really has, has been fantastic to see what our customers are doing and what our partners are doing to really rise to that next level. >>Cause you know, you got to go, but real quick, um, describe what accelerating automation with dev net means. Well, you've >>Been falling, you know, we've been working together on dev net and the vision of the infrastructure programmability and everything for quite some time. And the thing that's really happened is yes, you need to automate, but yes, it takes people to do that and you need the right skill sets and the programmability. So a networker can't be a networker. A networker has to be a network automation developer. And so it is about people and it is about bringing infrastructure expertise together with software expertise and letting people rumblings are definite community has risen to this challenge. Um, people have jumped in, they've gotten their certifications. We have thousands of people getting certified. Uh, you know, we have, you know, Cisco getting certified. We have individuals, we have partners, you know, they're just really rising to the occasion. So accelerate, accelerating automation while it is about going digital. It's also about people rising to the level of, you know, being able to put infrastructure and software expertise together to enable this next chapter of business applications of, you know, cloud directed businesses and cloud growth. So it actually is about people just as much as it is about automation and technology. >>We got dev net created right around the corner, virtual unfortunate won't be in person, but we'll be virtual. Susie. Thank you for your time. We're going to dig into those people, challenges with Mandy and Eric. Thank you for coming on. I know you've got to go, but stay with us. We're going to dig in with Mandy and Eric. >>Thanks. Thank you so much. Have fun. Thanks John. >>Okay. Mandy, you heard, uh, Susie is about people and one of the things that's close to your heart and you've been driving is, uh, as senior director of dev net certifications, um, is getting people leveled up. I mean the demand for skills, cybersecurity network, programmability automation, network design solution architect, cloud multicloud design. These are new skills that are needed. Can you give us the update on what you're doing to help people get into the acceleration of automation game? >>Oh yes, absolutely. The, you know, what we've been seeing is a lot of those business drivers that Susie was mentioning, those are, what's accelerating a lot of the technology changes and that's creating new job roles or new needs on existing job roles where they need new skills. We are seeing customers, partners, people in our community really starting to look at, you know, things like DevSecOps engineer, network, automation, engineer, network, automation, developer, which Susie mentioned and looking at how these fit into their organization, the problems that they solve in their organization. And then how do people build the skills to be able to take on these new job roles or add that job role to their current scope and broaden out and take on new challenges. >>Eric, I want to go to you for a quick second on this, um, um, piece of getting the certifications. Um, first, before you get started, describe what your role is as director developer advocacy, because that's always changing and evolving. What's the state of it now because with COVID people are working at home, they have more time to contact, switch and get some certifications and that they can code more. What's your >>Absolutely. So it's interesting. It definitely is changing a lot. A lot of our historically a lot of focus for my team has been on those outward events. So going to the Devin that creates the Cisco lives and helping the community connect and to help share tech mountain technical information with them, um, doing hands on workshops and really getting people into how do you really start solving these problems? Um, so that's had to pivot quite a bit. Um, obviously Cisco live us. We pivoted very quickly to a virtual event when, when conditions changed and we're able to actually connect as we found out with a much larger audience. So, you know, as opposed to in person where you're bound by the parameters of, you know, how big the convention center is, uh, we were actually able to reach a worldwide audience with our, uh, our definite data that was kind of attached on to Cisco live. >>And we got great feedback from the audience that now we were actually able to get that same enablement out to so many more people that otherwise might not have been able to make it. Um, but to your broader question of, you know, what my team does. So that's one piece of it is getting that information out to the community. So as part of that, there's a lot of other things we do as well. We were always helping out build new sandboxes and your learning labs, things like that, that they can come and get whenever they're looking for it out on a dev net site. And then my team also looks after communities such as the Cisco learning network where this there's a huge community that has historically been there to support people working on their Cisco certifications. We've seen a huge shift now in that group, that all of the people that have been there for years are now looking at the domain certifications and helping other people that are trying to get on board with programmability. They're taking a lot of those same community enablement skills and propping up the community with, you know, helping you answer questions, helping provide content. They've moved now into the dump space as well, and are helping people with that service or what it's great seeing the community come along and really see that. Okay. >>I ask you on the trends around automation, what skills and what developer patterns are you seeing with automation? Are, is there anything in particular, obviously network automation has been around for a long time. Cisco has been leader in that, but as you move up, the stack as modern applications are building, do you see any patterns or trends around what is accelerating automation? What are people learning? >>Yeah, absolutely. So you mentioned a observability was big before COVID and we actually really saw that amplified during COVID. So a lot of people have come to us looking for insights. How can I get that better observability, uh, now that we need it? Well, we're virtual. Um, so that's actually been a huge uptake and we've seen a lot of people that weren't necessarily out looking for things before that are now figuring out how can I do this at scale? I think one good example that, uh, Susie was talking about the VPN example, and we actually had a number SES in the Cisco community that had customers dealing with that very thing where they very quickly had to ramp up. And one in particular actually wrote a bunch of automation to go out and measure all of the different parameters that it departments might care about, about their firewalls, things that you do normally look at me old days, you would size your firewalls based on, you know, assuming a certain number of people working from home. >>And when that number went to a hundred percent things like licenses started coming into play, where they needed to make sure they have the right capacity in their platforms that they weren't necessarily designed for. So one of the STDs actually wrote a bunch of code to go out, use some open source tooling, to monitor and alert on these things and then published it. So the whole community code could go out and get a copy of it, try it out their own environment. And we saw a lot of interest around that in trying to figure out, okay, now I can take that and I can adapt it to what I need to see for my observability. >>That's great. Mandy. I want to get your thoughts on this too, because as automation continues to scale, um, it's going to be a focus and people are at home and you guys had a lot of content online for you recorded every session that didn't the dev Ned zone learnings going on, sometimes linearly. And nonlinearly you got the certifications, which is great. That's key, key, great success there. People are interested, but what are the learnings? Are you seeing? What are people doing? What's the top top trends. >>Yeah. So what we're seeing is like you said, people are at home, they've got time. They want to advance their skillset. And just like any kind of learning people want choice because they want to be able to choose what's matches their time that's available and their learning style. So we're seeing some people who want to dive into full online study groups with mentors, leading them through a study plan. And we have two new, uh, expert led study groups like that. We're also seeing whole teams at different companies who want to do, uh, an immersive learning experience together, uh, with projects and office hours and things like that. And we have a new, um, offer that we've been putting together for people who want those kinds of team experiences called automation boot camp. And then we're also seeing individuals who want to be able to, you know, dive into a topic, do a hands on lab, get some skills, go to the rest of the day of do their work and then come back the next day. >>And so we have really modular self-driven hands on learning through the dev net fundamentals course, which is available through dev net. And then there's also people who are saying, I just want to use the technology. I like to experiment and then go, you know, read the instructions, read the manual, do the deeper learning. And so they're, they're spending a lot of time in our dev net sandbox, trying out different technologies, Cisco technologies with open source technologies, getting hands on and building things. And three areas where we're seeing a lot of interest in specific technologies. One is around SD wan. There's a huge interest in people skilling up there because of all the reasons that we've been talking about security is a focus area where people are dealing with new, new kinds of threats, having to deal with them in new ways and then automating their data center, using infrastructure as code type principles. So those are three areas where we're seeing a lot of interest and you'll be hearing some more about that at dev net create >>Eric and Mandy. If you guys can wrap up this accelerate automation with dev net package and a virtual event here, um, and also tee up dev net create because dev net create has been a very kind of grassroots, organically building momentum over the years. And again, it's super important cause it's now the app world coming together with networking, you know, end to end programmability and with everything as a service that you guys are doing everything with API APIs, I'm only can imagine the enablement that's gonna create. Can you share the summary real quick on accelerating automation with dev net and tee up dev net create Mandy, we'll start with you. >>Yes, I'll go first. And then Eric can close this out. Um, so just like we've been talking about with you at every Devin event over the past years, you know, damnit is bringing APIs across our whole portfolio and up and down the stack and accelerating, uh, automation with dev net. Susie mentioned the people aspect of that the people's skilling up and how that transformed teams, transforms teams. And I think that it's all connected in how businesses are being pushed on their transformation because of current events. That's also a great opportunity for people to advance their careers and take advantage of some of that quickly changing landscape. And so what I think about accelerating automation with dev net, it's about the Duveneck community. It's about people getting those new skills and all the creativity and problem solving that will be unleashed by that community. With those new skills. >>Eric take us home. He accelerating automation, dev net and dev net create a lot of developer action going on in cloud native right now, your thoughts? >>Absolutely. I think it's exciting. I mentioned the transition to virtual for Devin that day, this year for Cisco live. And we're seeing, we're able to leverage it even further with create this year. So, whereas it used to be, you know, confined by the walls that we were within for the event. Now we're actually able to do things like we're adding the start now track for people that want to be there. They want to be a developer, a network automation developer, for instance, we've now got attract just for them where they can get started and start learning. Some of the skills they'll need, even if some of the other technical sessions were a little bit deeper than what they were ready for. Um, so I love that we're able to bring that together with the experienced community that we usually do from across the industry, bringing us all kinds of innovative talks, talking about ways that they're leveraging technology, leveraging the cloud, to do new and interesting things to solve their business challenges. So I'm really excited to bring that whole mix together, as well as getting some of our business units together too, and talk straight from their engineering departments. What are they doing? What are they seeing? What are they thinking about when they're building new APIs into their platforms? What are the, what problems are they hoping >>That customers will be able to solve with them? So I think together seeing all of that and then bringing the community together from all of our usual channels. So like I said, Cisco learning network, we've got a ton of community coming together, sharing their ideas and helping each other grow those skills. I see nothing but acceleration ahead of us for automation. >>Awesome. Thanks so much. >>Can I add one, add one more thing? Yeah. I was just gonna say the other really exciting thing about create this year with the virtual nature of it is that it's happening in three regions. And, um, you know, we're so excited to see the people joining from all the different regions and, uh, content and speakers and the region stepping up to have things personalized to their area, to their community. And so that's a whole new experience for them that create that's going to be fantastic this year. >>Yeah. That's what I was going to close out and just put the final bow on that. By saying that you guys have always been successful with great content focused on the people in the community. I think now during what this virtual dev net virtual dev net create virtual, the cube virtual, I think we're learning new things. People working in teams and groups and sharing content, we're going to learn new things. We're going to try new things and ultimately people will rise up and we'll be resilient. I think when you have this kind of opportunity, it's really fun. And we'll, we'll, we'll ride the wave with you guys. So thank you so much for taking the time to come on the cube and talk about your awesome accelerating automation and dev net. Great. Looking forward to it. Thank you. >>Thank you so much. Happy to be here. >>Okay. I'm Jennifer with the cube virtual here in Palo Alto studios doing the remote content amendment virtual tour face to face. Thank you so much for watching and we'll see you at dev net create thanks for watching. >>Welcome back. And Jeffrey, >>The cube coming to you from our Palo Alto studio with ongoing coverage of the Cisco dev data van, it's called accelerating automation with dev net and the new normal. And we certainly know the new normal is, is not going away. They've been doing this since the middle of March or all the way to October. And so we're excited to have our next guest is Thomas Shively. He's the vice president of product marketing and data center networking for the intent based networking group at Cisco Thomas. Great to see you. >>Hey, good to see you too. Yeah. Yeah. Everybody can see on our background. Exactly, >>Exactly. So, I mean, I'm curious, we've talked to a lot of people. We talked to a lot of leaders, you know, especially like back in March and April with this light switch moment, which was, you know, no time to prep and suddenly everybody has to work from home. Teachers got to teach from home. And so you got the kids home, you got the spouse home, everybody's home trying to get on the network and do their zoom calls in their classes. I'm curious from your perspective, you guys are right there on the, on the network you're right in the infrastructure. What did you hear and see kind of from your customers when suddenly, you know, March 16 hit and everybody had to go home. >>Wow, good point. Hey, I do think we all appreciate the network >>Much more than we used to do before. Uh, and then the only other difference is I'm really more on WebEx calls and zoom calls, but, you know, otherwise, uh, yes. Um, what, what I do see actually is that as I said, network becomes much more operative as a critical piece. And so before we really talked a lot about, uh, agility and flexibility these days, we talk much more about resiliency quite frankly. Uh, and what do I need to have in place with respect to network to get my things from left to right. And you know, it, 2000 East to West, as we say on the data center. Right. Uh, and that just is for most of my customers, a very, very important topic at this point. >>Right. You know, it's, it's amazing to think, you know, had this happened, you know, five years ago, 10 years ago, you know, the ability for so many people in, in, in the information industry to be able to actually make that transition relatively seamlessly, uh, is, is actually pretty amazing. I'm sure there was some, some excitement and some kudos in terms of, you know, it, it is all based on the network and it is kind of this quiet thing in the background that nobody pays attention to. It's like a ref in the football game until they make a bad play. So, you know, it, it is pretty fascinating that you and your colleagues have put this infrastructure and that enabled us to really make that move with, with, with really no prep, no planning and actually have a whole lot of services delivered into our homes that we're used to getting at the office are used to getting at school. >>Yeah. And I mean, to your point, I mean, some of us did some planning, can we clearly talking about some of these, these trends and the way I look at this trans as being distributed data centers and, um, having the ability to move your workloads and access for users to wherever you want to be. And so I think that clearly went on for a while then. So in a sense, we, we, we prep was, or no, but we're prepping for it. Um, but as I said, resiliency just became so much more important than, you know, one of the things I actually do a little block, a little, little, uh, abrupt before a block I put out end of August around resiliency. Uh, you, you, if he didn't, if he didn't put this in place, you better put it in place. Because I think as we all know, we sold our match. This is like maybe two or three months, we're now in October. Um, and I sing, this is the new normal for some time being. Yeah, >>I think so. So let's stick on that theme in terms of, of trends, right? The other great, uh, trend as public cloud, um, and hybrid cloud and multi cloud, there's all types of variants on that theme you had in that blog post about, uh, resiliency in data center, cloud networking, data center cloud, you know, some people think, wait, it's, it's kind of an either, or I either got my data center or I've got my stuff in the cloud and I've got public cloud. And then as I said, hybrid cloud, you're talking really specifically about enabling, um, both inner inner data center resiliency within multi data centers within the same enterprise, as well as connecting to the cloud. That's probably counterintuitive for some people to think that that's something that Cisco is excited about and supporting. So I wonder if you can share, you know, kind of how the market is changing, how you guys are reacting and really putting the things in place to deliver customer choice. >>Yeah, no, it's actually, to me, it's really not a counterintuitive because in the end was what, uh, I'm focusing on. And the company is focused on is what our customers want to do and need to do. Uh, and that's really, um, would, you know, most people call hybrid cloud or multi-cloud, uh, in, in the end, what it is, what it is, is really the ability to have the flexibility to move your workloads where you want them to be. And there are different reasons why you want to place them, right? You might've placed them for security reasons. You might have played some compliance reasons, depending on which customer segment you after, if you're in the United States or in Europe or in Asia, there are a lot of different reasons where you're going to put your sinks. And so I sing in the end, what a, an enterprise looks for is that agility, flexibility, and resiliency. >>And so really what you want to put in place is what we call like the cloud on ramp, right? You need to have an ability to move sings as needed. But the logic context section, which we see in the last couple of months, accelerating is really this whole seam around digital transformation, uh, which goes hand in hand then was, uh, the requirement on the at T side really do. And I T operations transformation, right. How it operates. Uh, and I think that's really exciting to see, and this is where a lot of my discussions I was customers, uh, what does it actually mean with respect to the it organization and what are the operational changes? This a lot of our customers are going through quite frankly, accelerated right. Going through, >>Right. And, and automation is in the title of the event. So automation is, you know, is an increasingly important thing, you know, as the, as we know, and we hear all the time, you know, the flows of data, the complexity of the data, either on the security or the way the network's moving, or as you said, shifting workloads around, based on the dynamic situations, whether that's business security, et cetera, in a software defined networking has been around for a while. How are you seeing kind of this evolution in adding more automation, you know, to more and more processes to free up those, those, um, no kind of limited resources in terms of really skilled people to focus on the things that they should be focused on and not stuff that, that hopefully you can, you know, get a machine to run with some level of. >>Yeah. Yeah. That's a good point. And I said the tech line, I have, you know, sometimes when my mind is really going from a cloud ready, which is in most of our infrastructure is today to cloud native. And so let me a little expand on those, right? There's like the cloud ready is basically what we have put in place over the last five to six years, all the infrastructure that all our customers have, network infrastructure, all the nexus 9,000, they're all cloud ready. Right. And what this really means, do you have API APIs everywhere, right? Whether this is on the box, whether it's on the controller, whether this is on the operations tools, all of these are API enabled and that's just the foundation for automation, right? You have to have that. Now, the next step really is what do you do with that capability? >>Right? And this is the integration with a lot of automation tools, uh, and that's a whole range, right? And this is where the it operation transformation kicks in different customers at different speeds, right? Some just, you know, I use these API APIs and use NoMo tools that they have on a network world just to pull information. Some customers go for further and saying, I want to integrate this with some CMDB tools. Some go even further and saying, this is like the cloud native pleasing, Oh, I want to use, let's say red hat Ansible. I want to use, uh, how she called Terraform and use those things to actually drive how I manage my infrastructure. And so that's really the combination of the automation capability. Plus the integration with relevant cloud native enabling tools that really is happening at this point. We're seeing customers accelerating that, that motion, which really then drives us how they run their it operations. Right? And so that's a pretty exciting, exciting area to see a given. I, we have the infrastructure in place. There's no need for customers to actually do change something. Most of them have already the infrastructures that can do this. It is just no doing the operational change. The process changes to actually get there. >>Right. And it's funny, we, we recently covered, you know, PagerDuty and, and they highlight what you just talked about. The cloud native, which is, you know, all of these applications now are so interdependent on all these different API APIs, you know, pulling data from all of these applications. So a, when they work great, it's terrific. But if there's a problem, you know, there's a whole lot of potential throat to choke out there and find, find those issues. And it's all being connected via the network. So, you know, it's even more critically important, not only for the application, but for all these little tiny components within the application to deliver, you know, ultimately a customer experience within a very small units of time, uh, so that you don't lose that customer. You, you complete that transaction. They, they check out of their shopping cart. You know, all these, these things that are now created with cloud native applications that just couldn't really do before. >>No, you're absolutely right. And that's, this is like, just sit. I'm actually very excited because it opens up a lot of abilities for our customers, how they want to actually structure the operation. Right? One of the nice things around this or automation plus, uh, tool integration, cloning to, and integration is you actually opened this up, not a soul automation train, not just to the network operations personnel, right. You also open it up and can use this for the second ops person or for the dev ops person or for the cloud ops engineering team. Right. Because the way it's structured, the way we built this, um, is literally as an API interface and you can now decide, what is your process do you want to have? And what traditional, you have a request network, operation teams executes the request using these tools and then hand it back over. >>Or do you say, Hey, maybe some of these security things I got to hand over the sec ups team, and they can directly call these these KPIs, right? Or even one step further, you can have the opportunity that the dev ops or the application team actually says, Hey, I got to write a whole infrastructure as code kind of a script or template, and I just execute. Right. And it's really just using what the infrastructure provides. And so that whole range of different user roles and our customer base, what they can do with the automation capability that's available. It's just very, very exciting way because it's literally unleashes a lot of flexibility, how they want to structure and how they want to rebuild the it operations processes. >>That's interesting, you know, cause the, you know, the DevOps culture has taken over a lot, right. Obviously change software programming for the last 20 years. And I think, you know, there's a, there's a lot of just kind of the concept of dev ops versus necessarily, you know, the actual things that you do to execute that technique. And I don't think most people would think of, you know, network ops or, you know, net ops, you know, whatever the equivalent is in the networking world to have, you know, kind of a fast changing dynamic, uh, kind of point of view versus a, you know, stick it in, you know, spec it, stick it in, lock it down. So I wonder if you can, you can share how, you know, kind of that dev ops, um, attitude point of view, workflow, whatever the right verb is, has impacted, you know, things at Cisco and the way you guys think about networking and flexibility within the networking world. >>Yeah, literally, absolutely. And again, it's all customer driven, right? There's none of those. None of those is really actually, you know, a little bit of credit, maybe some of us where we have a vision, but a lot of it is just customer driven feedback. Uh, and yeah, we, we do have network operations teams comes to saying, Hey, we use Ansible heavily on the compute side, we might use this for alpha seven. We want to use the same for networking. And so we made available all these integrations, uh, with sobriety as a state, whether these are the switches, whether these are ACI decent, a controller or our multicell orchestration capabilities, all of these has Ansible integration the way to the right. Uh, the other one, as I mentioned, that how she formed Turco Terraform, we have integrations available and they see the requests for these tools to use that. >>Uh, and so that is emotion where in for all the, you know, and, uh, another block actually does out there, we just posted saying, Neil, all set what you can do and then a Palo to this, right. Just making the integration available. We also have a very, very heavy focus on definite and enablement and training, uh, and you know, a little plugin. I know, uh, probably, uh, part of the segment, the whole definite community that Cisco has is very, very vibrant. Uh, and the beauty of this is right. If you look at us, whether you're a NetApps person or dev ops person or SecOps person, it doesn't really matter. It has a lot of like capability available to just help you get going or go from one level to the next level. Right. And it's simplest thing that like sent books and why moments where you can, we know what's out stress, try sinks out snippets of code Coda there, you can do all of these things. And so we do see it's a kind of a push and pull a tremendous amount of interest and a tremendous, uh, uh, time people spend to learn quite frankly. And that's another site product of, of, you know, the situation we're in and people said, Oh man, and say, okay, online learning, that's the thing. So these, these, these tools are used very, very heavily. Right, >>Right. That's awesome. Cause you know, we've, we've had Susie Lee on a number of times and I know he and Mandy and the team really built this dev net thing. And it really follows along this other theme that we see consistently across other pieces of tech, which is democratization, right. Democratization of the access tool, taking it out of, of just a mahogany row with, again, a really limited number of people that know how to make it work and can make the changes and then opening up to a software defined world where now that the, you know, the, it says application centric, point of view, where the people that are building the apps to go create competitive advantage. Now don't have to wait for, you know, the one network person to help them out out of these environments. Really interesting. And I wonder if, you know, when you look at what's happening with public cloud and how they kind of change the buying parameter, how they kind of changed the degree of difficulty to get projects started, you know, how you guys have kind of integrated that, that type of thought process to make it easier for app developers to get their job done. >>Yeah. I mean, again, it's, it's, uh, I typically look at this more from a, from a customer lands, right? It's the transformation process and it always starts as I want agility. I want flexibility. I want to resiliency, right. This is where we talk to a business owner, what they're looking for. And then that translates into, into an I operations process, right? Your strategy needs to map then how you actually do this. Uh, and that just drives then what tools do you want to have available to actually enable this? Right. And the enablement again is for different roles, right? There is you need to give sync services to the app developer and, uh, the, the platform team and the security team, right. To your point. So the network, uh, can act at the same speed, but you also give to us to the network operations teams because they need to, uh, adjust. >>Then they have the ability to react to, uh, to some of these requirements. Right. And it's not just automation. I say, we, we, we focused on that, but there's also to your point, the, the need, how do I extend between data centers? You know, just, just for backup and recovery and how do I extend into, into public clouds, right? Uh, and in the end, that's a, that's a network connectivity problem. Uh, and we have soft as, uh, we have made as available. We have integrations into, uh, AWS. We have integrations into a joy to actually make this very easy from a, from a network perspective to extend your private, private networks into which of private networks on these public clouds. So from an app development perspective, now it looks like he's on the same network. It's a protective enterprise network. Some of it might sit here. >>Some of it might sit here, but it's really looking the same. And that's really in the enticing, what a business looks at, right. They don't necessarily want to say, I need to have something separate for this deployment. What's a separate for that deployment. What they want is I need to deploy something. I need to do this resilient. And the resilient way in an agile way gives me the tools. And so that's really where we focused, um, and what we're driving, right? It's that combination of automation consistently, and then definite tools, uh, available that we support. Uh, but they're all open. Uh, they're all standard tools as the ones I mentioned, right. That everybody's using. So I'm not getting into this. Oh, this is specific to Cisco, right. It's really democratisation. I actually liked your term. Yeah. >>Yeah. It's, it's a great terminate. And it's, it's really interesting, especially with, with the API APIs and the way everything is so tied together that everyone kind of has to enable this because that's what the customer is demanding. Um, and it is all about the applications and the workloads and where those things are moving, but they don't really want to manage that. They just want to, you know, deliver business benefit to their customers and respond to, uh, you know, competitive threats in the marketplace, et cetera. So it's really an interesting time for the infrastructure, you know, to really support kind of this app first point of view, uh, versus the other way around is kind of what it used to be and, and enable this hyper fast development hyper fast, uh, change in, in, in the competitive landscape or else you will be left behind. Um, so super important stuff. >>Yeah, no, I totally agree. And as I said, I mean, it's, it's kind of interesting is we, we started on the Cisco data center side. We started this probably six or seven years ago. Uh, when we, when we named the application centric, uh, clearly a lot of these concepts evolve, uh, but in a sense it is that reversal of the role from the network provides something and you use to, uh, this is what I want to do. And I need a service, uh, thinking on a networking side to expose. So as that can be consumed. And so that clearly is playing out. Um, and as I said, automation is a key key foundation that we put in place, uh, and our customers, most of our customers at this point, uh, on these, on these products, uh, they have all the capabilities they are, they can literally take advantage. There's really nothing that stops them point. >>Well, it's good times for you because I'm sure you've seen all the memes and in social media, right. What what's driving your digital transformation is that the CEO, the CMO or COVID, and we all know the answer to the question. So I don't think the, the pace of change is going to slow down anytime soon. So keeping the network up and enabling us all to get done, what we have to get done and all the little magic that happens behind the scenes. >>Yeah. No thanks. Thanks for having me. And again, yeah. If you're listening and you're wondering, how do I get started Cisco? Definitely just the place to go. It's fantastic. Fantastic. I highly recommend everybody roll up his sleeves and you know, the best races you can have. >>And we know once the physical events come back, we've been to dev net create a bunch of times, and it's a super vibrant, super excited, but really engaged community sharing. Lots of information is kind of, it's still kind of that early vibe, you know, where everyone is still really enthusiastic and really about learning and sharing information. So, you know, like say Susie and the team are really built a great thing, and we're a, we're happy to continue to cover it. And eventually we'll be back, uh, face to face. I look forward to that as well. All right, thanks. Uh, he's Thomas I'm Jeff, you're watching continuing coverage of Cisco dev net accelerating with automation and programmability >>Kia. Nini is here. He's a distinguished engineer at Cisco TK, my friend. Good to see you again. How are you? Good. I mean, you and I were in Barcelona in January and, you know, we knew we saw this thing coming, but we didn't see it coming this way. Did we know that no one did, but yeah, that was right before everything happened. Well, it's weird. Right? I mean, we were, you know, we, we, it was in the back of our minds in January, we sort of had Barcelona's hasn't really been hit yet. It looked like it was really isolated in China, but, uh, but wow, what a change and I guess, I guess I'd say I'd start with the, we're seeing really a secular change in, in your space and security identity, access management, cloud security, endpoint security. I mean, all of a sudden these things explode as the work from home pivot has occurred, and it feels like these changes are permanent or semi-permanent, what are you seeing out there? >>I don't think anybody thinks the world's going to go back the way it was. Um, to some degree it's, it's changed forever. Um, you know, I, I, I do a lot of my work remotely. Um, and, and so, you know, being a remote worker, isn't such a big deal for me, but for some, it was a huge impact. And like I said, you know, um, remote education, you know, everybody's on the opposite side of a computer. And so the digital infrastructure has just become a lot more important to protect the integrity of it essentially is almost our own integrity these days. Yeah. And when you see that, you know, that work from home pivot, I mean, you know, our estimates are, or along with our partner, DTR about 16% of the workforce was at home working from home prior to COVID and now it's know, North of 70% >>Plus, and that's going to come down maybe a little bit over the next, next six months. We'll see what happens with the fall surge, but, but people essentially accept, expect that to at least double that 16%, you know, going forward indefinitely. So how, what does that, what kind of pressure does that put on the security infrastructure and how, how organizations are approaching security? >>Yeah, I, I just think, uh, from a mindset standpoint, you know, what was optional, uh, maybe, um, last year, uh, is no longer optional and I don't think it's going to go back. Um, I think, I think a lot of people, uh, have changed the way, you know, they live and the way they work. Um, and they're doing it in ways, hopefully that, you know, in some cases, uh, yield more productivity, um, again, um, you know, usually with technology that's severely effective, it doesn't pick sides. So the security slant to it is it frankly works just as well for the bad guys. And so that's, that's the balance we need to keep, which is we need to be extra diligent, uh, on how we go about securing infrastructure, uh, how we go about securing even our, our social channels, because remember all our social channels now are digital. So that's, that's become the new norm. >>You know, you've helped me understand over the years. I remember a line you shared with me in the cube one time is that the adversary is highly capable as sort of the, of the phrase that you used. And, and essentially the way you describe it, as you know, your job as a security practitioner is to decrease the bad guy's return on investment, you know, increase their costs, increase the numerator, but as, as work shifts from home, yeah, I'm in my house, you know, my wifi in my, you know, router with my, you know, dog's name is the password, you know, it's much, much harder for me to, to increase that denominator at home. So can you help? >>Yeah. I mean, it's, it is, it is truly, um, when you think, when you get into the mind of the adversary and, and, uh, you know, the cyber crime out there, they're honestly just like any other business they're trying to operate with high margin. And so if you can get there, if you can get in there and erode their margin, frankly go find something else to do. Um, and, and again, you know, you know, the shift we experienced day to day is it's not just our kids are online in school and, uh, our work is online, but all of the groceries we order, um, you know, this Thanksgiving and holiday season, uh, a lot more online shopping is going to place. So everything's gone digital. And so the question is, you know, how, how do we up our game there so that we can go about our business, uh, effectively. And I make it very expensive for the adversary to operate, uh, and take care of their business. Cause it's nasty stuff. >>I want to ask you about automation generally, and then specifically how it applies to security. So we, I mean, we certainly saw the ascendancy of the hyperscalers and of course they really attacked the it labor problem. We learned a lot from that and an it organizations have applied much of that thinking. And it's critical at scale. I mean, you just can't scale humans at the pace, the technology scales today, how does that apply to security and specifically, how is automation affecting security? >>Yeah, it's, it's, it's the topic these days. Um, you know, businesses, I think, realize that they can't continue to grow at human scale. And so the reason why automation and things like AI and machine learning have a lot of value is because everyone's trying to expand, uh, and operate at machine scale. Now, I mean that for, for businesses, I mean that for, you know, education and everything else now, so are the adversaries, right? So it's expensive for them to operate at Cuban scale and they are going to machine scale, going to machine scale, uh, a necessity is that you're going to have to harness some level of automation, have the machines, uh, work on your behalf, have the machines carry your intent. Um, and when you do that, um, you can do it safely or you could do it dangerously. And that that's really kind of your choice. Um, you know, just because you can automate something doesn't mean you should, um, you, you wanna make sure that frankly, the adversary can't get in there and use that automation on their behalf. So it's, it's a tricky thing because, you know, if, when you take the phrase, you know, uh, how do we, how do we automate security? Well, you actually have to, uh, take care of, of securing the automation first. >>Yeah. We talked about this in Barcelona, where you were explaining that, you know, the, the bad guys, the adversaries are essentially, you know, weaponizing using your own tooling, which makes them appear safe because it's, they're hiding in plain sight. >>Well, there's, they're clever, uh, give them that, um, you know, that there's this phrase that they, they always talk about called living off the land. Um, there's no sense in them coming into your network and bringing their tools and, uh, and being detective, you know, if they can use the tools that's already there, then, uh, they have a higher degree of, of evading, uh, your protection. If they can pose as Alice or Bob, who's already been credentialed and move around your network, then they're moving around the network as Alice or Bob. They're not marked as the adversary. So again, you know, having the detection methods available to find their behavior anomalies and things like that become a paramount, but also, you know, having the automation to contain them, to eradicate them, to, you know, minimize their effectiveness, um, without it, I mean, ideally without human interaction, cause you, you just, can you move faster, you move quicker. Um, and I, I see that with an asterisk because, um, if, if done wrong, frankly, um, you're just making their job more effective. >>I wonder if we could talk about the market a little bit, uh, it's I'm in the security space, cybersecurity 80 plus billion, which by the way, is just a little infant Tessa mill component of our GDP. So we're not spending nearly enough to protect that massive, uh, GDP, but guys, I wonder if you could bring up the chart because when you talk to CSOs and you ask them, what's your, what's your biggest challenge? Let's say lack of talent. And, and so what this chart shows is from ETR, our, our, our survey partner and on the vertical axis is net score. And that's an indication of spending momentum on the horizontal axis is market share, which is a measure of presence, a pervasiveness, if you will, inside the data sets. And so there's a couple of key points here. I wanted to put forth to our audience and then get your reactions. >>So you can see Cisco, I highlighted in red, Cisco is business and security is very, very strong. We see it every quarter. It's a growth area that Chuck Robbins talks about on the, on the conference call. And so you can see on the horizontal axis, you've got, you know, big presence in the data set. I mean, Microsoft is out there, but they're everywhere, but you're right there in that, in that data set. And then you've got for such a large presence, you've got a lot of momentum in the marketplace, so that's very impressive. But the other point here is you've got this huge buffet of options. There's just a zillion vendors here. And that just adds to the complexity. This is of course only a subset of what's in the security space. You know, the people who answered for the survey. So my question is how can Cisco help simplify this picture? Is it automation? Is it, you know, you guys have done some really interesting tuck in acquisitions and you're bringing that integration together. Can you talk about that a little bit? >>Yeah. I mean, that's an impressive chart. I mean, when you look to the left there it's, um, I had a customer tell me once that, you know, I came to this trade show, looking for transportation, and these people are trying to sell me car parts. Um, that's the frustration customers have, you know, and I think what Cisco has done really well is to really focus on the outcomes. Um, what is the customer outcome? Cause ultimately that's, that is what the customer wants. You know, there might be a few steps to get to that outcome, but the closest you can closer, you can get to delivering outcomes for the customer, the better you are. And I think, I think security in general has just year over year have been just written with, um, you need to be an expert. Um, you need to buy all these parts and put it together yourself. And, and I think, I think those days are behind us, but particularly as, as security becomes more pervasive and we're, you know, we're selling to the business, we're not selling to the, you know, t-shirt wearing hacker anymore. >>Yeah. So, well, well, how does cloud fit in here? Because I think there's a lot of misconceptions about cloud people that God put my data in the cloud I'm safe, but you know, of course we know it's a shared responsibility model. So I'm interested in your, your thoughts on that. Is it really, is it a sense of complacency? A lot of the cloud vendors, by the way, say, Oh, the state of security is great in the cloud. Whereas many of us out there saying, wow, it's, it's not so great. Uh, so what are your thoughts on that, that whole narrative and what Cisco's play in, in cloud? >>I think cloud, um, when you look at the services that are delivered via the cloud, you see that exact pattern, which is you see customers paying for the outcome or as close to the outcome as possible. Um, you know, no, no data center required, no disk drive required, you just get storage, you know, it's, it's, it's all of those things that are again, closer to the outcome. I think the thing that interests me about cloud two is it's really been, it's really punctuated the way we go about building systems. Um, again, at machine scale. So, you know, before, when I write code and I think about what computers are gonna run on, or, you know, what servers are going to is you're going to run on those. Those thoughts never crossed my mind anymore. You know, I'm modeling the intent of what the service should do and the machines then figure it out. So, you know, for instance, on Tuesday, if the entire internet shows up, uh, the, the system works without fail. And if on Wednesday, if only North America shows up, you know, so what, but, but there's no way you could staff that, right? There's just no human scale approach that gets you there. And that's, that's the beauty of all of this cloud stuff is, um, it really is, uh, the next level of how we computer science. >>So you're talking about infrastructure as code and that applies to, you know, security as code. That's what, you know, dev net is really all about. I've said many times, I think Cisco of the, the large established enterprise companies is one of the few, if not the only, that really has figured out, you know, that developer angle, because it's practical do, you're not trying to force your way into developers, but, you know, I wonder if you could, you could talk a little bit about that trend and where you see it going. >>Yeah, no, that is, that is truly the trend. Every time I walk into dev net, um, the big halls at Cisco live, it is Cisco as code. Um, everything about Cisco is being presented through an API. It is automation ready. And, and frankly, that is, um, that is the love language of the cloud. Um, it's it's machines, if the machines talking to machines in very effective ways. So, you know, it is the, the, uh, I, I think, I think necessary, maybe not sufficient but necessary for, um, you know, doing all the machine scale stuff. What what's also necessary, uh, is to, um, to secure if, if infrastructure is code therefore, um, what, what secure, uh, what security methodologies do we have today that we use to secure code while we have automated testing, we have threat modeling, right? Those things actually have to be now applied to infrastructure. So when I, when I talk about how do you do, uh, automation securely, you do it the same way you secure your code, you test it, you, you threaten model, you, you, you say, you know, Ken, my adversary, uh, exhibit something here that drives the automation in a way that I didn't intend it to go. Um, so all of those practices apply. It's just, everything is code these days. >>I've often said that security and privacy are sort of two sides of the same coin. And I want to ask you a question and it's really, to me, it's not necessarily Cisco and company likes companies like Cisco's responsibility, but I wonder if there's a way in which you can help. And of course, there's this Netflix documentary circling around the social dilemma. I don't know if you have a chance to see it, but basically dramatize is the way in which companies are appropriating our data to sell us ads and, you know, creating our own little set of facts, et cetera. And that comes down to sort of how we think about privacy and admin. It's good from the standpoint of awareness, you know, you may or may not care if you're a social media user. I love tick doc. I don't care, but they sort of laid out this pretty scary scenario with a lot of the inventors of those technologies. You have any thoughts on that? And you'll consist go play a role there in terms of protecting our privacy mean beyond GDPR and California consumer privacy act. Um, what do you think? >>Yeah. Um, uh, I'll give you my, you know, my humble opinion is you, you fix social problems with social tools, you fixed technology problems with technology tools. Um, I think there is a social problem. Um, uh, that needs to be rectified the, you know, um, we, we, weren't built as human beings to live and interact with an environment that agrees with us all the time. It's just pretty wrong. So yeah, that, that, that, um, that series that really kind of wake up a lot of people it is, is, you know, it's probably every day I hear somebody asked me if I, I saw, um, but I do think it also, you know, with that level of awareness, I think we, we overcome it or we compensate by what number one, just being aware that it's happening. Um, number two, you know, how you go about solving it, I think maybe come down to an individual or even a community's, um, solution and what might be right for one community might be, you know, not the same for the other. So you have to be respectful in that manner. >>Yeah. So it's, it's, it's almost, I think if I could, you know, play back, what I heard is, is yeah. Technology, you know, maybe got us into this problem, but technology alone is not going to get us out of the problem. It's not like some magic AI bot is going to solve this. It's got to be, you know, society has to really, really take this on as your premise. >>When I, when I first started playing online games, I'm going back to, you know, the text based adventure stuff like muds and Mose. I did a talk at, at MIT one time and, um, this old curmudgeon in the back of the room, um, we were talking about democracy and we were talking about, you know, the social processes that we had modeled in our game and this and that. And this guy just gave us the SmackDown. He needs to be walked up to the front of the room and said, you know, all you techies, you judge efficiency by how long it takes. He says, democracy is a completely the opposite, which is you need to sleep on it. In fact, you shouldn't be scared if somebody can decide in a minute, what is good for the community? It, two weeks later, they probably have a better idea of what's good for the community. So it almost has the opposite dynamic. And that was super interesting to me, >>Really interesting, you know, you read the, like the, the Lincoln historians and he was criticized in the day for having taken so long, you know, to make certain decisions, but, you know, ultimately when he acted acted with, with confidence. Um, so to that point, but, um, so what, what else are you working on these days that, uh, that are, that is, is interesting that maybe you want to share with our audience? Anything that's really super exciting for you or are you >>Yeah. You know, generally speaking, um, try not try and make it a little harder for the bad guys to operate. I guess that's a general theme making it simpler for the common person to use, uh, tools. Um, again, you know, all of these security tools, no matter how fancy it is, it's not that we're losing the complexity, it's that we're moving the complexity away from the user so that they can drive at human scale. And we can do things at machine scale and kind of working those two together is sort of the, the, the magic recipe. Um, it's, it's not easy, but, um, but it is, it is fun. So that's, that's what keeps me engaged. >>I'm definitely seeing, I wonder if you see it as just sort of a, obviously a heightened organization awareness, but I'm also seeing shifts in the organizational structures. You know, the, you know, it used to be a sec ops team and an Island. Okay, it's your problem? You know, the, the, the CSO cannot report into the, to the CIO because that's like the Fox in the hen house, a lot of those structures are, are, are changing. It seems, and be becoming a, this responsibility is coming much more ubiquitous across the organization. What are you seeing there? And what are you? >>And it's so familiar to me because, you know, um, I, I started out as a musician. So, you know, bands bands are a great analogy. You know, you play bass, I big guitar. You know, somebody else plays drums, everybody knows their role and you create something that's larger than the sum of all parts. And so that, that analogy I think, is coming to, you know, we, we saw it sort of with dev ops where, you know, the developer, doesn't just throw their coat over the wall and it's somebody else's problem. They move together as a band. And, and that's what I think, um, organizations are seeing is that, you know, why, why stop there? Why not include marketing? Why not include sales? Why don't we move together as a business? Not just here's the product and here's the rest of the business. That's, that's, that's pretty awesome. Um, I think, uh, we see a lot of those patterns, uh, particularly for the highly high performance businesses. >>You know, in fact, it's interesting, you have great analogy by the way. And you actually see in that within Cisco, you're seeing sort of a, and I know sometimes you guys don't like to talk about the plumbing, but I think it matters. I mean, you've got a leadership structure now. I I've talked to many of them. They seem to really be more focused on how their connect connecting, you know, across organizations. And it's increasingly critical in this world of, you know, of silo busters. Isn't it? >>Yeah, no, I mean, you almost, as, as you move further and further away, you know, you can see how ridiculous it was before it would be like acquiring the band and say, okay, all your guitar players go over here. All your bass players go over there. Like what happened to the band? That's what I'm talking about is, you know, moving all of those disciplines, moving together and servicing the same backlog and achieving the same successes together is just so awesome. Well, I, I always feel better after talking to you. You know, I remember I remember art. Coviello used to put out his letter every year and I was reading. I'd get depressed. We spend all this money now we're less secure. But when I talked to you TK, I feel like much more optimistic. So I really appreciate the time you spend on the cube. It's, it's awesome to have you as a guest. I love these, I love these sessions. So things thanks for inviting me and I miss you, you know, hopefully, you know, next year we can get together at some of the Cisco shows or other shows, but be well and stay weird. Like the sign says kidney, thanks so much for coming to the Q. We, uh, we really appreciate it. And thank you for watching everybody. This is Dave Volante. We've right back with our next guest. This short break, >>After the cubes coverage, just to keep virtuals coverage of dev net create virtual. We're not face to face the cubes been there with dev net and dev net create. Since the beginning, dev net create was really a part of the dev net community. Looking out at the external market outside of Cisco, which essentially is the cloud native world, which is going mainstream. We've got a great guest here. Who's, who's been the company's been on the cube. Many times. We've been talking to them recently acquired by Cisco thousand eyes. We have Joe Vaccaro is beast vice president of product. Uh, Joe, welcome to the cube. Thanks for coming on. Great. And thanks for having me. You have the keys to the kingdom, you, the vice president of product, which means you get to look inside and you get to look outside, figure it all out, uh, make everything run on thousand eyes. >>You guys have been finding common language, uh, across multiple layers of network intelligence, external services. This is the heart of what we're seeing in innovation with multi-cloud microservices, cloud native. This is really a hot area it's converged in multiple theaters and technology. Super important. I want to get into that with you, but first thousand eyes is recently acquired by Cisco, um, big acquisition, uh, super important, the new CEO of Cisco, very clear API, everything we're seeing that come out. That's a big theme at dev net create the ecosystem of Cisco's going outside their own, you know, their, their walls outside of the Cisco network operators, network engineers. We're talking to developers talking programmability. This is the big theme. What's it like at Cisco? Tell us, honestly, the COVID hits. You get acquired by Cisco, tell us what's happening. >>Yeah, it's really been an exciting six months for the entire team and customers, >>You know, as we all kind of shifted to the new normal of working from home. And I think, you know, that change alone really kind of amplified. Even some of the fundamental beliefs that we have as a company that you know, cloud is becoming the new data center or customers that Indra internet has become the new network and the new enterprise network backbone. And that SAS has really become the new application stack. And as you think about these last six months, those fundamental truths have never been more evident as we rely upon the cloud to be able to, to work as we rely upon our own home networks and the internet in order to be productive. And as we access more sized applications on a daily basis. And as you think about those fundamental truths, what's common across all of them is that you rely upon them now more than ever, not only to run your business, but to any of your employees would be productive, but you don't own them. And if you don't own them, then you lack the ability in a traditional way to be able to understand that digital experience. And I think that's ultimately what, what thousand eyes is trying to solve for. And I think it's really being amplified in really these last six months. >>Talk about the Cova dynamic because I think it highlighted and certainly accelerated digital transformation, but specifically exposes opportunities, challenges, weaknesses, I've talked to many CXOs CSOs. Uh, sec security is huge. Um, the home of the conference book talk track we'll get to in a second, but it exposes what's worth doubling down on what to abandoned from a project standpoint, as people start to look at their priorities, they're going, Hey, we got to have a connected experience. We got to have security. People are working at home. No one has VPNs at home. VPNs are passe. Maybe it's SD when maybe it's something else they're on a backbone. They're connecting to the internet, a lot of different diversity in connections. At the same time, you got a ton of modern apps running for these networks. This is a huge issue. COVID is exposed this at scale. What's your view on this? And what is thousand eyes thinking about this? >>You know, if you think about the kind of legacy application delivery, it went from largely users in an office connected over, say a dedicated corporate network, largely to traditional say internal hosted applications. And that was a early, simple, uh, connectivity bath. And as you mentioned, we've seen amplifications in terms of the diversity from the users. So users are not in the office. Now they're connected in distributed disparate locations that are dynamically changing. And you think that how they're getting to that application, they're going across a really complex service chain of different network services that are working together across as public internet backbone will totally to land them on an application. And then those applications themselves are becoming now, as you mentioned, distributed largely based upon a microservices architecture and increasing their own dependence upon third party sample size applications to fulfill say, functions of that application, those three things together. >>Ultimately you're creating that level level of complex service chain that really makes it difficult to understand the digital experience and ultimately the it organization newly chartered with not just delivering the infrastructure, but delivering the right experience. And you then have a way to be able to see, to gain that visibility, that experience, you know, to measure it and understand, and to provide that intelligence and then ultimately to act on it, to be able to ensure that your employees, as well as your customers are getting the right overall, um, approach to being able to leverage those assets. >>It's funny, you know, as you get into some of these high-scale environments, a lot of these concepts are converging. You know, we had terms like automation, self healing networks. Um, you mentioned microservices early, you mentioned data at the clouds, the new data center, uh, or when's the new land. However, we're going to look at it. It's a whole different architecture. So I want to get your thoughts on, on the automation piece of networking and internet outages, for instance, um, because when you, you know, there's so many outages going up and down, it is like, uh, catching, looking for a needle in a haystack, right. So, um, we've had this conversation with you guys on the cube before, how does automation occur when you guys look at those kinds of things? Uh, what's important to look at, can you comment on and react to, you know, the internet outages and how you find resolve those? >>Yeah. It's um, it was really great. And as you mentioned, automation really in a place that a key, when you think about the, just a broad problem that it is trying to drive and, you know, from our lens, we look at it in really three ways. First off is you have to be able to gain the level of visibility from where it matters and be able to, to test and be able to provide that level of active measurements across the, the type of ways you want to be able to inspect the network. But then also from the right vantage points, you want to inspect it. But what we talk about right inside, you know, data, um, alone, doesn't solve that problem. As you mentioned, that needle in the haystack, you know, data just provides the raw metrics that are screaming across the screen. You have to then enable that data to provide meeting. >>You need to enable that data become intelligent. And that intelligence comes through the automation of being able to process that data very quickly, allow you to be able to see the unseen, to allow you to be able to quickly understand the issues that are happening across this digital supply chain to identify issues that are even happening outside of your own control across the public internet. And then the last step of automation really comes in the form of the action, right? How do you enable that intelligence to be put, to use? How do you enable that intelligence to then drive across the rest of your it workflow as well as to be able to be used as a signaling engine, to be able to then make the fundamental changes back at the network fabric, whether that is a dressing or modifying your BGB pairing, that we see happen within our customers using thousand eyes data, to be able to route around major internet outages that we've seen over the past six months, or to be able to then that data, to be able to optimize the ultimate experience that they're delivering to both our customers, as well as our employees, >>Classic policy based activity, taking it to a whole nother level. I got to get your thoughts on the employees working at home. Okay. Because, um, you know, most it, people are like, Oh yeah, we're going to forecast in cases of disruption or a hurricane or a flood or hurricane Sandy, but now with COVID, everyone's working at home. So who would have forecasted a hundred percent, um, you know, work from home, which puts a lot of pressure on him, everything. So I got to ask you, now that employees are working at home, how do you tie network visibility to the actual user experience? >>Yeah, that's a great question. As you, you know, we saw it within our own customer base, you know, when COVID head and we saw this rise of work from home, it teams were really scrambling and said, okay, I have to light up this, say VPN infrastructure, or I need to now be able to support my users in a work from home situation where I don't control the corporate network. In essence, now you have essentially thousands. Every employee is acting across their own corporate network and people were then using thousand eyes in different ways to be able to monitor their CTPs infrastructure across, back into the corporate network, as well as in using our thousand eyes end point agents that runs on a local, a user's laptop or machine in their home to help you to be able to gain that visibility down to that last mile of connectivity. >>Because when a user calls up support and says, I'm having trouble say accessing my application, whether that's Salesforce or something else, what ultimately might be causing that issue might not necessarily be a Salesforce issue, right? It could be the device in the device performance in terms of CPU, memory utilization. It could be the wifi and the signal quality within your wifi network. It could be your access point. It could be your raw, local home router. It can be your local ISP. It could be the path that you're taking ultimately to your corporate network or that application. There's so many places that could go wrong that are now difficult to be able to see, unless you have the ability to see comprehensively from the user to the application, and to be able to understand that full end to end path, >>You know, it teams have also been disrupted. They've been on offsite prop off property as well, but you've got the cloud. How has your technology helped the it teams? Can you give some examples there? Um, >>Yeah, a great way is, you know, how people use thousand eyes as part of that data sharing ecosystem. Again, that notion of how do you go from visibility to intelligence action and where in the past you might be able as an it administrator to walk over to their network team and say, Hey, can you take a look at what I'm seeing now? That's no longer available. So how do you be able to work efficiently as the United organization? You know, we think a thousand eyes in how our customers are using us a thousand times becomes a common operating language that allows them to be able to analyze across from the application down into the underlying infrastructure, through those different layers of the network what's happening. And where do you need to focus your attention? And then furthermore, with 10,000 eyes in terms of a need, enabling that data sharing ecosystem, leveraging our share link capability really gives them the ability to say, you know, what, here's what I'm seeing and be able to send that to anybody within the it organization. But it goes even further and many times in recent times, as well as over the course of people using thousand eyes, they take those share links and actually send them to their external providers because they're not just looking to resolve issues within their own it organization. They're having to work collaboratively with a different ISP. If they're pairing with, with their cloud providers that they're appearing, uh, they're leveraging, or the SAS applications that are part of that core dependency of how they deliver their experience. >>I asked you the question, we think about levels of visibility and making the lives easier for it. Teams. Um, you see a lot of benefits with thousand eyes. You pointed out a few of them just got to ask you the question. So if I'm an it person I'm in the trenches, are you guys have, uh, an aspirin or a vitamin or both? Can you give an example because there's a lot of pain point out there. So yeah. Give me a cup, a couple Advils and aspirins, but also you're an enabler to the new things are evolving. You pointed out some use case. You talk about the difference between where you're helping people pain points and also enabling them be successful for it teams. >>Yeah, that's a great analogy. You're thinking it, like you said, it definitely sits on both sides of that spectrum, you know, thousand eyes is the trusted tool, the source of truth for it. Organizations when issues are happening as their alarm bells are ringing, as they are generating the, um, the different, uh, on call, uh, to be able to jump into a war situation thousand eyes is that trusted source of truth. Allow them to focus, to be able to resolve that issue in the heat of the moment. But that was a nice also when we think about baselining, your experience, what's important is not understanding that experience at that moment at time, but also how that's deviated over time. And so by leveraging thousand eyes on a continuous basis, it gives you that ability to see the history of that experience, to understand how your network is changing is as you mentioned, networks are constantly evolving, right? >>The internet itself is constantly changing. It's an organic system, and you need to be able to understand not only what are the metrics that are moving out of your bounds, but then what is potentially the cause of that as a network has evolved. And then furthermore, you can be begin to use that as you mentioned, in terms of your vitamin type of an analogy, to be able to understand the health of your system over time on a baseline basis so that you can begin to, uh, be able to ensure its success in a great way to really kind of bring that to light. As people using say, thousand eyes as part of the same se land-based rollout, where you're looking to say benchmark, and you can confidence as you look to scale out in either, you know, benchmarking different ESPs within that, I feel like connectivity for as you look to ensure a level of success with a single branch, give you that competence to then scale out to the rest of your organization. >>That's great insights. The classic financial model ROI got baseline and upside, right? You got handle the baseline as you pointed out, and the upside music experience connectivity, you know, application performance, which drives revenue, et cetera. So great point. Great insight, Joe. Thank you so much for that insight. It's got a final question for you. I want to just riff a little bit with you on the industry. A lot of us have been having debates about automation and who doesn't, who doesn't love automation. Automation is awesome, right? Automate things, but as the trend starts going on, as everything is a service or X, a S as it's called, certainly Cisco's going down that road. Talk about your view about the difference between automation and everything is a service because at the end of the day, everything will be a service, but without automation, you really can't have services, right? So, you know, automation, automation, automation, great, great drum to bang all day long, but then also you got the same business side saying as a service, as a service, pushing that into the products, it means not trivial. Talk about, talk about how you look at automation and everything as a service and the relationship and interplay between those two concepts. >>Yeah. Ultimately I think about in terms of what is the problem that the business is trying to solve in ultimately, what is the deal that they're trying to face? And in many ways, right, they're being exploded with increase of data that needs, they need to be able to not only process and gather, but then be able to then make use of, and then from that, as we mentioned, once you've processed that data and you've said, gather the insights from it. You need to be able to then act on that data. And automation plays a key role of allowing you to be able to then put that through your workflow. Because again, as that, it experience becomes even more complex as more and more services get put into that digital supply chain. As you adopt say increased complexity within your infrastructure, by moving to a multicloud architecture where you look to increase the number of say, network services that you're leveraging across that digital experience. >>Ultimately you need with the level of automation, you'll be able to see outside of your own vantage point. You need to be able to look at the problem from as broad of a, a broad of a way as possible. And, you know, data and automation allows you to be able to do what is fundamentally difficult to do from a very narrow point of view, in terms of the visibility you gather intelligence you generate, and then ultimately, how do you act on that data as quick as possible to be able to provide the value of what you're looking for. >>It's like a feature it's under the hood. The feature of everything comes to the surface is automation, data, machine learning, all the goodness in the software. I mean, that's really kind of what we're talking about here. Isn't it a final question for you as we wrap up, uh, dev net create really, again, is going beyond Cisco's dev net community going into the industry ecosystem where developers are there. Um, these are folks that want infrastructure as code. They want network as code. So network programmability, huge topic. We've been having that conversation, uh, with Cisco and others throughout the industry for the past three years. What's your message to developers out there that are watching this who say, Hey, I just want to develop code. Like I want, you know, you guys got that. That was nice. Thanks so much. You know, you take care of that. I just want to write code. What's your message to those folks out there who want to tap some of these new services, these new automation, these new capabilities, what's your message. >>And ultimately, I think, you know, when you're looking at thousand eyes, um, you know, from a fraud perspective, you know, we try to build our product in an API first model to allow you to be able to then shift left of how you think about that overall experience. And from a developer standpoint, you know, what I'd say is, is that while you're developing in your silo, you're going to be part of a larger ultimate system. In your experience you deliver within your application is now going to be dependent upon not only the infrastructure that's running upon, but the network it's connected to, and then ultimately the user in the sense of that user and by leveraging that thousand eyes and being able to then integrate thousand into how you think closely on that experience, that's going to help ensure that ultimately the application experience that the developer's looking to deliver meets that objective. And I think what I would say is, you know, while you need to focus on your, uh, your role as a developer, having the understanding of how you fit into the larger ecosystem and what the reality of the, of how your users access that application is critical. >>Awesome, Joe, thank you so much. Again, trust is everything letting people understand that what's going on underneath is going to be viable and capable. You guys got a great product and congratulations on the acquisition that Cisco made of your company. We've been following you guys for a long time and a great technology chops, great market traction, congratulations to everyone, 1,009. Thanks for coming on sharing. I appreciate it. Thanks Joe Vaccaro, vice president of product here, but thousand nine is now part of Cisco, John, for your host of the cube cube virtual for dev net, create virtual. Thanks for watching. >>Even prior to the pandemic, there was a mandate to automate the hyperscale cloud companies. They've shown us that to scale. You really have to automate you human labor. It just can't keep up with the pace of technology. Now, post COVID that automation mandate is even more pressing. Now what about the marketplace? What are S E seeing on the horizon? The cubes Jeff Frick speaks with Cisco engineers to gather their insights and explore the definite specialized partner program. We've got a Coon Jacobs. He's the director of systems engineering for Cisco. >>Good to see Kuhn. >>Thank you for having me >>Joining him as Eric nip. He is the VP of system systems engineering for Cisco. Good to see Eric. Good to be here. Thank you. Pleasure. So before we jump into kind of what's going on now in this new great world of programmability and, and control, I want to kind of go back to the future for a minute because when I was doing some research for this interview, it was cool. I saw an old presentation that you were giving from 2006 about the changing evolution of the, uh, the changing evolution of networking and moving from. I think that the theme was a human centered human centered network. And you were just starting to touch a little bit on video and online video. Oh my goodness, how far we have come, but I would love to get kind of a historical perspective because we've been talking a lot and I know Eric son plays football about the football analogy of the network is kind of like an offensive lineman where if they're doing a good job, you don't hear much about them, but they're really important to everything. >>And the only time you hear about them as the women, the flag gets thrown. So if you look back with the historical perspective, the load and the numbers and the evolution of the network, as we've moved to this modern time, and, you know, thank goodness cause of COVID hit five years ago, 10 years ago, 15 years ago, you know, all of us in the information space would not have been able to make this transition. So I just, I just love to get some historical perspective cause you've been kind of charting this and mapping this for a very long time. >>Yeah. W we absolutely have. I think, you know, what you're referring to was back in the day, the human network campaign, and to your point, the load, the number of hosts that traffic that just overall, the intelligence of the network has just evolved tremendously over these last decade and a half, uh, 15 years or so. And you look at where we are now in terms of the programmable nature of the network and what that enables in terms of new degrees of relevance that we can create for the customers and how, you know, the role of it has changed entirely again, especially during this pandemic, you know, the fact that it's now as a serve as an elastic is absolutely fundamental to being able to ensure, uh, on an ongoing basis, a great customer experience. And so, uh, it's been, it's been, uh, a very interesting ride. >>And then just to close the loop, the, one of your more later interviews talking to Sylvia, your question is, are you a developer or an engineer? So it was, and, and your whole advice to all these network engineers is just, just don't jump in and start doing some coding and learning. So, you know, the focus and really the emphasis and where the opportunity to differentiate as a company is completely shifting gears over to the, you know, really software defined side. >>Oh, absolutely. So I mean, you look at how the software world and the network has come together and how we're applying now, you know, basically the same construct of CIC pipeline to network, uh, infrastructure, look at network really as, and get all of the benefits from that. And the familiarity of it, the way that our engineers have had to evolve. And that is just, you know, quite, quite significant in, in, in like the skill set. And the best thing is jump in, right. You know, dip your toe in the water, but continue to evolve that skill set. And, you know, don't, don't be shy. It's a leap of faith for some of us who've been in the industry a bit longer. We like to look at ourselves as the craftsman of the network, but now it's definitely a software centricity and programmability, right? >>So Eric, you've got some digital exhaust out there too, that I was able to dig up going back to 2002 752 page book and the very back corner of a dark dirty dusty Amazon warehouse is managing Cisco network security, 752 pages. Wow. How has security change from a time where before I could just read a book, a big book, you know, throw some protocols in and probably block a bunch of ports to the world that we live in today, where everything is connected. Everything is API driven, everything is software defined. You've got pieces of workloads spread out all over the place and Oh, by the way, you need to bake security in at every single level of the application stack. >>Yeah, no, I'm so, wow. The kudos that you, you found that book I'm really impressed. There was a thank you a little street, correct. So I want to hit on something that you, you talked about. Cause I think it's very important to, to this overall conversation. If we think about the scale of the network and Coon hit on it briefly, you talked about it as well. We're seeing a massive explosion of devices by the estimated by the end of this year, there's going to be about 27 billion devices on the global internet. That's about 3.7 devices for every man, woman and child life. And if we extrapolate that out over the course of the next decade on the growth trajectory we're on. And if you look at some of the published research on this, it's estimated there could be upwards of 500 billion devices accessing the global internet on a, on a daily basis in the primarily that, that, that is a IOT devices, that's digitally connected devices. >>Anything that can be connected will be connected, but then introduces a really interesting security challenge because every one of those devices that is accessing the global internet is within a company's infrastructure or accessing pieces of corporate data is a potential attack factor. So we really need to, and I think the right expression for this is we need to reimagine security because security is, as you said, not about parameters. You know, I wrote that book back in 2002, I was talking about firewalls and a cutting edge technology was intrusion prevention and intrusion detection. Now we need to look at security really in the, in the guys up or under the, under the, under the realm of really two aspects, the identity who is accessing the data and the context, what data is being accessed. And that is going to require a level of intelligence, a level of automation and the technologies like machine learning and automated intelligence are going to be our artificial intelligence rather are going to be table stakes because of the sheer scale of what we're trying to secure is going to be untenable under current, you know, just current security practices. I mean, the network is going to have to be incredibly intelligent and leverage again, a lot of that, uh, that AI type of data to match patterns of potential attacks and ideally shut them down before they ever cause any type of damage. >>Yeah, it's really interesting. I mean, one thing that COVID has done a bunk many things is kind of retaught us all about the power of exponential curves and how extremely large those things are and how fast they grow. We at Dave runs it on a Google cloud a couple of years ago. And I remember him talking about early days at Google when they were starting to map out kind of, as you described kind of map out their growth curves, and they just figured out they could not hire if they hired everybody, they couldn't hire enough people to deal with it. Right. So really kind of rethinking automation and rethinking about the way that you manage these things and the level, right. The old, is it a pet or is it, or is it, um, uh, part of a herd and, and I think it's interesting what you talked about, uh, con really the human powered internet and being driven by a lot of this video, but to what you just said, Eric, the next big wave, right. >>Is IOT and five G. And I think, you know, you talk about 3.7 million devices per person. That's nothing compared to right. All these sensors and all these devices and all these factories, because five G is really targeted to machine the machines, which there's a lot of them and they trade a lot of information really, really quickly. So, you know, I want to go back to you Coon thinking about this next great wave in a five G IOT kind of driven world where it's kind of like when voice kind of fell off compared to IP traffic on the network. I think you're going to see the same thing, kind of human generated data relative to machine generated data is also going to fall off dramatically as a machine generated data just skyrocket through the roof. >>Yeah, no, absolutely. And I think too, also what Eric touched on the visibility on that, and they've been able to process that data at the edge. That's going to catalyze cloud adoption even further, and it's going to, you know, make the role of the network, the connectivity of it all and the security within that crucially important. And then you look at the role of programmability within that. We're seeing the evolution going so fast. You look at the element of the software defined network in an IOT speed space. We see that we have a host Sarah that are not necessarily, um, you know, behaving like other hosts would, uh, on a network, for example, manufacturing floor, uh, production robot, or a security camera. And what we're seeing is we're seeing, you know, partners and customers employing programmability to make sure that we overcome some of the shortcomings, uh, in terms of where the network is at, but then how do you customize it in terms of the relevance that can provide, >>Um, bringing on board those, uh, those hosts in a very transparent way, and then, you know, keep, keep the agility of it and keep the speed of innovation going. >>So, Eric, I want to come back to you and shift gears kind of back to the people will leave the IOT in the machines along, along for a minute, but I'm curious about what does beat the boss. I mean, I go to your LinkedIn profile and it's just filled with congratulatory statements, but everyone's talking about beating the boss. You know, it's, it's a really, you know, kind of interesting and different way to, to motivate people, to build this new skillset in terms of getting software certifications, uh, within the Cisco world. And I just thought it was really cute the way that you, uh, clearly got people motivated, cause there's posts all over the place and they've all got their, their nice big badge or their certification, but, you know, at a higher level, it is a different motivation to be a developer versus an you're an a technician. And it's kind of a different point of view. And I just wonder if you could share, you know, some of the ways that you're, you're kind of encouraging, you know, kind of this transformation within your own workforce, as well as the partners, et cetera, and really adopting kind of almost a software first and this program kind of point of view versus, you know, I'm just wiring stuff up. >>Apparently a lot of people like to beat me. So I mean, not itself was a, was a, a, it was a great success, but you know, if we think we take a step back, you know, what is Cisco about as an organization? Um, I mean, obviously he looked back to the very early days of our vision, right? It was, it was to change the way the world worked, played, live and learn. And that you think about, and you hit on this when we were, you know, we were discussion with co with Kuhn in the early days of COVID. We really saw that play out as so much shifted from, you know, in-person type of interactions to virtual interactions in the network that, uh, that our, our customers, our partners, our employees built over the course of the last several years, the last three decades really helped the world continue to, um, to, to do business for students to continue to go to school or clinicians, to connect with patients. >>If I think about that mission to me, programmability is just the next iteration of that mission, continuing to enable the world to communicate, continuing, to enable customers, employees, uh, partners, uh, to essentially leverage the network for more than just connectivity now to leverage it for critical insight. Again, if we look at some of the, uh, some of the use cases that we're seeing for social distancing and contact tracing and network has a really important place to play there because we can pull insight from it, but it isn't necessarily an out of the box type of integration. So I look at programmability and in what we're doing with, with dev net to give relevance to the network for those types of really critical conversations that every organization is having right now, it's a way to extrapolate. It's a way to pull critical data so that I can make a decision. >>And if that is automated, or if that decision requires some type of manual intervention, regardless, we're still about connecting. And in this case, we're connecting insight with the people who need it most, right. The debit challenge we ran is really in respect for how critical this new skill set is going to be. It's not enough, like I said, just to connect the world anymore. We need to leverage that network, the network for that critical insight. And when we drove, we were, we created the beat, the boss challenge. It was really simple. Hey guys, I think this is important and I am going to go out and I'm going to achieve the certification myself, because I don't want to continue to be very relevant. I want to continue to be able to provide that insight for my customers and partners. So therefore I'm going for anybody that can get there before me. Maybe there's a little incentive tied to it and the incentive, although it's funny, we interviewed a lot of, a lot of our team who, who achieved it when incentive was secondary, they just wanted to have the bragging rights, like yeah, I beat Eric. Right? >>Right. Absolutely. No, it's a, it's it, you know, putting your money where your mouth is, right. If it's important, then why you should do it too. And, and you know, the whole, you're not asking people to do what you wouldn't do yourself. So I think there's a lot of good leadership, uh, leadership lessons there as well, but I want to extend kind of the conversation on the covert impact, right? Cause I'm sure you've seen all the social media means, you know, who's driving your digital transformation, the CEO, the CMO or COVID. And we all know the answer to the question, but you know, you guys have already been dealing with kind of an increased complexity around enterprise infrastructure world in terms of cloud and public cloud and hybrid cloud and multi cloud. And people are trying to move stuff all the way around now suddenly had this COVID moment right in, in March, which is really a light switch moment. >>People didn't have time to plan or prepare for suddenly everybody working from home. And it's not only you, but your spouse and your kids and everybody else. So I, but now we're six months plus into this thing. And I would just love to get your perspective and kind of the change from, Oh my goodness, we have to react to the light switch moment. What do we do to make sure people can, can get, get what they need when they need it from where they are a bubble, but then really moving from this is a, an emergency situation, a stop gap situation to, Hmm, this is going to extend for some period of time. And even when it's the acute crisis is over, you know, this is going to drive a real change in the way that people communicate in the way that people, where they sit and do their jobs and, and kind of how customers are responding accordingly as the, you know, kind of the narrative has changed from an emergency stop gap to this is the new normal that we really need to plan for. >>So, uh, I think, I think you said it very well. I think anything that could be digitized, any, any interaction that could be driven virtually was, and what's interesting is we, as you said, we went from that light switch moment where I, and I believe the status, this, and I'll probably get number wrong, but like in the United States here at the beginning, at the end of February, about 2% of the knowledge worker population was virtual, you know, working from home or in a, in a remote work environment. And over the course of about 11 days, that number went from 2% to 70%. Wow. Interesting that it worked, you know, there was a lot of hiccups along the way, and there was a lot of organizations making really quick decisions on how do I enable VPN scale of mass? How do I leverage, uh, you know, things like WebEx for virtual meetings and virtual connectivity, uh, much faster now that as you said, that we kind of gotten out of the fog of, of, of war for our fog of battle organizations are looking at what they accomplished. >>And it was nothing short of Herculean and looking at this now from a transition to, Oh my gosh, we need to change too. We have an opportunity to change. And we're looking, we see a lot of organizations specifically around, uh, financial services, healthcare, uh, the, uh, the K through 20, uh, educational environment, all looking at how can they do more virtually for a couple of reasons. Obviously there is a significant safety factor. And again, we're still in that we're still on the height of this pandemic. They want to make sure their employees, their customers, students, patients remain safe. But second, um, we've found in, in discussions with a lot of senior it executives that our customers, that people are happier working from home, people are more productive working from home. And that, again, the network that's been built over the course of the last few decades has been resilient enough to allow that to happen. >>And then third, there is a potential cost savings here outside of people. The next most expensive resource that organizations are paying for is real estate. If they can shrink that real estate footprint while providing a better user experience at the locations that they're maintaining, again, leveraging things like location services, leveraging things like a unified collaboration. That's very personalized to the end user's experience. They're going to do that. And again, they're going to save money. They're going to have happier employees and ultimately they're going to make their, uh, their employees and their customers a lot safer. So we see, we believe that there is in some parts of the economy, a shift that is going to be more permanent and some estimates put it as high as 15% of the current workforce is going to stay in there in a virtual or a semi virtual working environment for the foreseeable future. >>And I, and I, and I would say, I'd say 15% is low, especially if you, if you qualify it with, you know, part time, right. I, there was a great interview we were doing and talking about working from home, we used to work from home as the exception, right? Cause the cable person was coming, are you getting a new washing machine or something where now that's probably getting, you know, in many cases we'll shift to the other where I'm generally gonna work from home unless, you know, somebody is in town or having an important meeting or there's some special collaboration that drives me to be in. But you know, I want to go back to you Kuhn and, and really doubled down on, you know, I think most people spent too much time focusing, especially, we'll just say within the virtual events base where we play on the things you can't do virtually, we can't meet in the hall. >>We can't grab a quick coffee and a drink instead of focusing on the positive things like we're accomplishing right here, you're in Belgium, right. Eric is in Ohio, we're in California. Um, and you know, we didn't take three days to, to travel and, and check into a hotel and all that stuff to get together, uh, for this period of time. So there's a lot of stuff that digital enables. And I think, you know, people need to focus more on that versus continuing to focus on the two or three things that, that it doesn't replace and it doesn't replace those. So let's just get that off the table and move on with our lives. Cause those aren't coming back anytime soon. >>No, totally. I think it's the balance of those things. It's guarding the fact that you're not necessarily working for home. I think the trick there is you could be sleeping at the office, but I think the positives are way, way more outspoken. Um, I, you know, I look at myself, I got much more exercise time in these last couple of months than I usually do because you don't travel. You don't have the jet lag and the connection. And then you talked about those face to face moments. I think a lot of people are in a way, um, wanting to go back to the office part time as, as Eric also explained. But a lot of it you can do virtually we have virtual coffees with team or, you know, even here in Belgium, our, our local general manager has a virtual effort. TIF every Friday obviously skipped the one this week. But, uh, you know, there's, there's ways to be very creative with the technology and the quality of the technology that the network enables, um, you know, to, to get the best of both worlds. Right? >>So I just, we're going to wrap the segment. I want to give you guys both the last word you both been at Cisco for a while and, you know, Susie, we, and the team on dev net has really grown this thing. I think we were there at the very beginning couple of four, five, six years ago. I can't keep track of time anymore, but you know, it's really, really grown and, you know, the timing is terrific to get into this more software defined world, which is where we are. I wonder if you could just, you know, kind of share a couple thoughts as you know, with a little bit of perspective and you know, what you're excited about today and kind of what you see coming down the road since you guys have been there for a while you've been in this space, uh, let's start with Yukon. >>I think the possibility it creates, I think really programmability software defined is really about the art of the possible it's what you can dream up and then go code. Um, uh, Eric talked about the relevance of it and how it maximizes that relevance on a customer basis. Um, you know, and then it is the evolution of, of the teams in terms of the creativity that they can bring to it. Uh, we're seeing really people dive into that and customers, um, co-creating with us. And I think that's where we're going in terms of like the evolution of the value proposition there in terms of what technology >>Can provide, but also how it impacts people. Has it been discussed and redefines process? >>I love that the art of the possible, which is a lot harder to execute in a, in hardware than software certainly takes a lot longer. I'd love to get your, uh, your thoughts. >>Absolutely. So I started my career at Cisco, uh, turning, uh, putting IP phones onto the network. And back then, you know, it was, you know, 2001, 2002, when, uh, the idea of putting telephones onto the network was such a, um, just such an objectionable idea. And so many purists were telling us all the reasons it wouldn't work. Now, if we go forward again, 19 years, the idea of not having them plugging into the network is a ridiculous idea. So we have a, we're looking at an inflection point in this industry, and it's really, it's not about programming. It's not necessarily about programming. It's about doing it smarter. It's about being more efficient. It's about driving automation, but again, it is, it's about unlocking the value of what the network is. We've moved so far past. What can, you know, just connectivity, the network touches everything and it's more workload moves to the cloud is more workload moves to things like containers. >>Um, the network is the really, the only common element that ties all of these things together. The network needs to take its rightful place, uh, in the end, the, it lexicon as being that critical or that poor critical insight provider, um, for, for how users are interacting with the network, how users are interacting with applications, how applications are interacting with them in another program, ability is a way to do that more efficiently, uh, with greater a greater degree of certainty with much greater relevance into the overall delivery of it services and digitization. So to me, I think we're going to look back 20 years from now, probably even 10 and say, man, we used to configure things manually. What was that like? And I think, I think really this is, this is the future. And I think we want to be aligned with where we're going versus where we've been. >>All right. Well, Coon, Eric, thank you for, for sharing your perspective. You know, it's, it's really nice to have, you know, some historical reference, uh, and it's also nice to be living in a new age where you can, you can, you know, stay at the same company and, and still refresh, you know, new challenges, new opportunities and grow this thing. Cause as you said, I remember those IP first IP phone days and I thought, well, mob bell must be happy because the old mother's day problem is finally solved when we don't have to have a dedicated connection between every mother and every child in the middle of may. So good news. So thank you very much for sharing your, uh, your insights and really, uh, really enjoyed the >>Thank you. >>We've been covering dev net create for a number of years. I think since the very first show and Susie, we and the team really built a practice, built a company, built a lot of momentum around software in the Cisco ecosystem and in getting devs really to start to build applications and drive kind of the whole software defined networking thing forward. And a big part of that is partners and working with partners and, and developing solutions and, you know, using brain power, that's outside of the four walls of Cisco. So we're excited to have, uh, our next guest, uh, a partner for someone is Brad Hoss. He is the engineering director for dev ops at Presidio, Brad. Great to see you. >>Hey Jeff, great to be here. >>Absolutely. And joining him is Chuck Stickney. Chuck is the business development architect for Cisco dev net partners. And he has been driving a whole lot of partner activity for a very long period of time. Chuck, great to see you. >>Thanks Jeff. Great to be here and looking forward to this conversation. >>Absolutely. So let's, let's start with you Chuck, because I think, um, you know, you're leading this kind of partner effort and, and you know, software defined, networking has been talked about for a long time and you know, it's really seems to be maturing and, and software defined everything right. Has been taking over, especially with, with virtualization and moving the flexibility and the customer program ability customability in software and Mo and taking some of that off the hardware. Talk about, you know, the programs that you guys are putting together and how important it is to have partners to kind of move this whole thing forward, versus just worrying about people that have Cisco badges. >>Yeah, Jeff, absolutely. So along this whole journey of dev net where we're, we're trying to leverage that customization and innovation built on top of our Cisco platforms, most of Cisco's businesses transacted through partners. And what we hear from our customers and our partners is they want to, our customers want to way to be able to identify, does this partner have the capabilities and the skills necessary to help me go down this automation journey I'm trying to do, do a new implementation. I want to automate that. How can I find a partner to, to get there? And then we have some of our partners that have been building these practices going along the step in that journey with us for the last six years, they really want to say, Hey, how can I differentiate myself against my competitors and give an edge to my customers to show them that, yes, I have these capabilities. I've built a business practice. I have technology, I have technologists that really understand this capability and they have the net certifications to prove it, help me be able to differentiate myself throughout our ecosystem. So that's really what our Danette partner specialization is all about. >>Right. That's great. And Brad, you're certainly one of those partners and I want to get your perspective because partners are oftentimes a little bit closer to the customer cause you've got your kind of own set of customers that you're building solutions and just reflect on, we know what happened, uh, back in March 15th, when basically everybody was told to go home and you can't go to work. So, you know, there's all the memes and social media about who, you know, who pushed forward your digital transformation, the CEO, the CMO or COVID. And we all know what the answer is, whatever you can share some information as to what happened then, and really for your business and your customers, and then reflect now we're six months into it months plus, and, and you know, this new normal is going to continue for a while. How's the customer attitudes kind of changed now that they're kind of buckled down past the light switch moment and really we need to put in place some foundation to carry forward for a very long time potentially. >>Yeah, it's really quite interesting actually, you know, when code first hit, we got a lot of requests to help with automation of provisioning our customers and in the whole digital transformation got really put on hold for a little bit there and I'd say it became more of, of the workplace transformation. So we were quickly, uh, you know, migrating customers to, you know, new typologies where instead of the, the, you know, users sitting in those offices, they were sitting at home and we had to get them connected rapidly in a, we have a lot of success there in those beginning months with, you know, using automation and programmability, um, building, you know, provisioning portals for our customers to get up and running really fast. Um, and that, that, that was what it looked like in those early days. And then over time, I'd say that's the asks from our customers has started to transition a little bit. >>You know, now they're asking, you know, how can I take advantage of the technology to, you know, look at my offices in a different way, you know, for example, you know, how many people are coming in and out of those locations, you know, what's the usage of my conference rooms. Um, are there, uh, are there, um, situations where I can use that information? Like how many people are in the building and at a certain point in time and make real estate decisions on that, you know, like, do I even need this office anymore? So, so the conversations have really changed in ways that you couldn't have imagined before March. Right. >>And I wonder with, with you Chuck, in terms of the Cisco point of view, I mean, the network is amazing. It had had, COVID struck five years ago, 10 years ago, 15 years ago, you know, clearly there's a lot of industries that are suffering badly entertainment, um, restaurant, business, transportation, they, you know, hospitality, but for those of us in kind of the information industry, the switch was pretty easy. Um, you know, and, and the network enables the whole thing. And so I wonder if, you know, kind of from your perspective as, as suddenly, you know, the importance of the network, the importance of security and the ability now to move to this new normal very quickly from a networking perspective. And then on top of that, having, you know, dev net with, with the software defined on top, you guys were pretty much in a good space as good as space as you could be given this new challenge thrown at you. >>Yeah, Jeff, we completely agree with that. A new Cisco has pushed the idea that the network is transformational. The network is the foundation, and as our customers have really adopted that message, it is enabled that idea for the knowledge workers to be able to continue on. So for myself, I've, I've worked for home the entire time I've been at Cisco. So the last 13 years, this is, you know, the, the change to the normalcy is I never get on a plane anymore, but my day to day functions are still the same. And it's built because of the capabilities we have with the network. I think the transition that we've seen in the industry, as far as kind of moving to that application type of economy, as we go to microservices, as we go to a higher dependency upon cloud, those things have really enabled the world really to be able to better respond to this, to this COVID situation. And I think it's helped to, to justify the investments that's that our customers have made as well as what our partners have been, being able to do to deliver on that multicloud capability, to take those applications, get them closer to the end user instead of sitting in a common data center and then making it more applicable to, to users wherever they may be, not just inside of that traditional form. >>Right. Right. It's interesting that Brad, you, you made a comment on another interview. I was watching getting ready for this one in terms of, uh, applications now being first class citizens was, was what you said. And it's kind of interesting coming from an infrastructure point of view, where before it was, you know, what do I have and what can I build on it now really it's the infrastructure that responds back to the application. And even though you guys are both in the business of, of networking and infrastructure, it's still this recognition that apps first is the way to go, because that gives people the competitive advantage that it gives them the ability to react in the marketplace and to innovate and move faster. So, you know, it's, it's a really interesting twist to be able to support an application first, by having a software defined in a more programmable infrastructure stack. >>Yeah, no doubt. And, you know, I think that the whole push to cloud was really interesting in the early days, it was like, Hey, we're going to change our applications to be cloud first. You know? And then I think the terminology changed over time, um, to more cloud native. So when we, when we look at what cloud has done over the past five years with customers moving, you know, their, their assets into the cloud in the early days that we were all looking at it just like another data center, but what it's really become is a place to host your applications. So when we talk about cloud migrations with our customers now, we're, we're no longer talking about, you know, the assets per se, we're talking about the applications and what did those applications look like? And even what defines an application right now, especially with the whole move to cloud native and microservices in the automation that helps make that all happen with infrastructure as code. >>You're now able to bundle the infrastructure with those applications together as a single unit. So when you define that application, as infrastructure, as code the application in this definition of what those software assets for the infrastructure are, all are wrapped together and you've got change control, version control, um, and it's all automated, you know, it's, it's a beautiful thing. And I think it's something that we've all kind of hoped would happen. You know, in, when I look back at the early definitions of software defined networking, I think everybody was trying to figure it out and they didn't really fully understand what that meant now that we can actually define what that network infrastructure could look like as it's, as it's wrapped around that application in a code template, maybe that's Terraform or Ansible, whatever that might be, whatever method or tool that you're using to bring it all together. It's, you know, it's really interesting now, I think, I think we've gotten to the point where it's starting to make a lot more sense than, you know, those early days of SDN, uh we're out, you know, it was, was it a controller or is it a new version of SNMP? You know, now it makes sense it's actually something tangible. >>Right, right. But still check, as you said, right. There's still a lot of API APIs and there's still a lot of component pieces to these applications that are all run off the network that all have to fit, uh, that had to fit together. You know, we cover PagerDuty summit and you know, their whole thing is trying to find out where the, where the problems are within the very few microseconds that you have before the customer abandons their shopping cart or whatever the particular application. So again, the network infrastructure and the program ability super important. But I wonder if you could speak to the automation because there's just too much stuff going on for individual people to keep track of and they shouldn't be keeping track of it because they need to be focusing on the important stuff, not this increasing amount of bandwidth and traffic going through the network. >>Yeah, absolutely. Jeff said the bandwidth that's necessary in order to support everybody working from home to support this video conference. I mean, we used to do this sitting face to face. Now we're doing this over the internet. The amount of people necessary to, to be able to facilitate that type of traffic. If we're doing it the way we did 10 years ago, we would not scale it's automation. That makes that possible. That allows us to look higher up the ability to do that. Automatic provisional provisioning. Now that we're in microservices now, everything is cloud native. We have the ability to, to better, to better adjust, to and adapt to changes that happen with the infrastructure below hand. So if something goes wrong, we can very quickly spend something ups to take that load off where traditionally it was open up a ticket. Let me get someone in there, let me fix it. >>Now it's instantaneously identify the solution, go to my playbook, figure out exactly what solution I need to deploy and put that out there. And the network engineering team, the infrastructure engineering team, they just simply need to get notified that this happened. And as long as there's traceability and a point that Brad made, as far as you being able to go through here doing the automation of the documentation side of it. I know when I was a network engineer, one of the last things we ever did was documentation. But now that we have the API is from the infrastructure. And then the ability to tie that into other systems like an IP address management or a change control, or a trouble ticketing system, that whole idea of I made an infrastructure change. And now I can automatically do that documentation update and record. I know who did it. I know when they did it and I know what they did, and I know what the test results were even five years ago, that was fantasy land. Now, today that's just the new normal, that's just how we all operate. Right. >>Right, right. So I want to get your take on the other side, >>Cloud multicloud >>Public cloud, you know, as, as I think you said Brad, when public cloud first came out, there was kind of this, this rush into, we're going to throw everything in there then for, for, for different reasons. People decided maybe that's not the best, the best solution, but really it's horses for courses. Right. And, and I think it was pretty interesting that, that you guys are all supporting the customers that are trying to figure out where they're going to put their workloads. And Oh, by the way, that might not be a static place, right. It might be moving around based on, you know, maybe I do my initial dev and, and, and Amazon. And then when I go into production, maybe I want to move it into my data center and then maybe I'm having a big promotion or something I want to flex capability. So from, from your perspective in helping customers work through this, cause still there's a lot of opinions about what is multicloud, what is hybrid cloud and you know, it's horses for courses, how are you helping people navigate that? And what does having programmable infrastructure enable you to do for helping customers kind of sort through, you know, everybody talks about their journey. I think there's still, you know, kind of bumbling down, bumbling down paths, trying to find new things, what works, what doesn't work. And I think it's still really early days and trying to mesh all this stuff together. Yeah, >>Yeah. No doubt. It is still early days. And you know, I, I, I go back to it being application centric because, you know, being able to understand that application, when you move to the cloud, it may not look like what it used to look like when you, when you move it over there, you may be breaking parts off of it. Some of them might be running on a platform as a service while other pieces of it are running as infrastructure as service. And some of it might still be in your data center. Those applications are becoming much more complex than they used to be because we're breaking them apart into different services. Those services could live all over the place. So with automation, we really gain the power of being able to combine those things. As I mentioned earlier, those resources, wherever they are and be defined in that infrastructure as code and automation. >>But you know, aside from, I think we focus a lot about provisioning. When we talk about automation, we also have these amazing capabilities on, on the side of, uh, operations too. Like we've got streaming telemetry, and the ability to gain insights into what's going on in ways that we didn't have before, or at least in the, in, you know, in the early days of monitoring software, right? You knew exactly what that device was, where it was. It probably had a friendly name, like maybe it was, uh, something from the Hobbit right now. You've got things coming up and spinning and spinning up and spinning down, moving all over the place. In that thing. You used to know what that was. Now you have to quickly figure out where it went. So the observability factor is a huge thing that I think everybody, um, should be paying attention to attention, to moving forward with regards to when you're moving things to the cloud or even to other data centers or, you know, in your premise, I'm breaking that into microservices. >>You really need to understand what's going on. And the, you know, programmability and API APIs and, you know, yang models are tied into streaming telemetry. Now there's just so many great things coming out of this, you know, and it's all like a data structure that, that people who are going down this path and the dev net path there, they're learning these data structures and being able to rationalize and make sense of that. And once you understand that, then all of these things come together, whether it's cloud or a router or switch, um, Amazon, you know, it doesn't matter. You're on, you're all speaking a common language, which is that data structure. >>That's great. Chuck, I want to shift gears a little bit. Cause there was something that you said in another interview when I was getting ready for this one about, about in a dev net, really opening up a whole different class of partners for Cisco, um, as, as really more of a software, a software lead versus kind of the traditional networking lead. I wonder if you can put a little more color on that. Um, because clearly as you said, partners are super important. It's your primary go to market and, and Presidios, I'm sure the best partner that you have in the whole world that's and you know, you said there's some, there's some, you know, non traditional people that would not ever be a Cisco partner that suddenly you guys are playing with because of really the software lead. >>Yeah. Jeff that's exactly right. So as we've been talking to folks with dev nets and whether it'd be at one of the Cisco live events in the dev net zone or the prior dev net create events, we'll have, we'll have people come up to us who Cisco today views as a, as a customer because they're not in our partner ecosystem. They want to be able to deliver these capabilities to our customers, but they have no interest in being in the resell market. This what we're doing with the doublet that gives us the ability to bring those partners into the ecosystem, share them with our extremely large dev net community so they can get access to those, to those potential customers. But also it allows us to do partner to partner type of integration. So Brad and Presidio, they built a fantastic networking. They always have the fantastic networking business, but they've built this fantastic automation business that's there, but they may come into, into a scenario where it's working with a vertical or working with the technology case that they may not have an automation practice for. >>We can leverage some of these software specific partners to come in there and do a joint, go to markets where, so they can go where that traditional channel partner can leverage their deep Cisco knowledge in those customer relationships that they have and bring in that software partner almost as a subcontractor to help them deliver that additional business value on top of that traditional stack, that brings us to this business outcomes that the customers are looking for and a much faster fashion and a much more collaborative fashion. That's terrific. Well, again, it's a, it's, it's unfortunate that we can't be in person. I mean, the, the Cisco dev net shows, you know, they're still small, they're still intimate. There's still a lot of, uh, information sharing and, you know, great to see you. And like I said, we've been at the computer museum, I think the last couple of years and in, in San Francisco. So I look forward to a time that we can actually be together, uh, maybe, maybe for next year's event, but, uh, thank you very much for stopping by and sharing the information. Really appreciate it. Happy to be here from around the globe. It's the cube presenting, accelerating automation with Devin brought to you by Cisco. >>When I'm Sean for the cube, your host for accelerating automation with dev net, with Cisco, and we're here to close out the virtual event with Mindy Whaley, senior director, Mandy, take it away. >>Thank you, John. It's been great to be here at this virtual event and hearing all these different automation stories from our different technology groups, from customers and partners. And what I'd like to take a minute now is to let people know how they can continue this experience at DevNet create, which is our free virtual event happening globally. On October 13th, there's going to be some really fun stuff. We're going to have our annual demo jam, which is kind of like an open mic for demos, where the community gets to show what they've been building. We're also going to be, um, giving out and recognizing our dev net creator award winners for this year, which is a really great time where we recognize our community contributors who have been giving back to the community throughout the year. And then we find really interesting channels. We have our creators channels, which is full of technical talks, lightening talks. >>This is where our community, external Cisco people come in share what they've been working on, what they've been working learning during the year. We also have a channel called API action, which is where you can go deep into, you know, IOT or collaboration or data center automation and get demos talks from engineers on how to do certain use cases. And also a new segment called street from engineering, where you get to hear from the engineers, building those products as well. And we have a start now for those people just getting started, who may need to dive into some basics around coding, API APIs and get that's a whole channel dedicated to getting them started so that they can start to participate in some of the fun challenges that we're going to have during the event. And we're going to have a few fun things. Like we have some definite advocate team members who are awesome, musically talented. They're going to share some performances with us. So, um, we encourage everyone to join us there. Pick your favorite channel, uh, join us in whichever time zone you live in. Cause we'll be in three different time zones. And, um, we would love for you to be there and to hear from you during the event. Thanks so much. >>That's awesome. Very innovative, multiple time zones, accelerating automation with dev net. Thank you so much for watching and we'll see you at dev net create thanks for watching.

>>Hi, everyone. My name is my uncle. My uncle Poor I worked with Geo reminds you in India. We call ourselves Geo Platforms. Now on. We've been recently in the news. You've raised a lot off funding from one of the largest, most of the largest tech companies in the world. And I'm here to talk about Geos Cloud Journey, Onda Mantis Partnership. I've titled it the story often, Underdog becoming the largest telecom company in India within four years, which is really special. And we're, of course, held by the cloud. So quick disclaimer. Right. The content shared here is only for informational purposes. Um, it's only for this event. And if you want to share it outside, especially on social media platforms, we need permission from Geo Platforms limited. Okay, quick intro about myself. I am a VP of engineering a geo. I lead the Cloud Services and Platforms team with NGO Andi. I mean the geo since the beginning, since it started, and I've seen our cloud footprint grow from a handful of their models to now eight large application data centers across three regions in India. And we'll talk about how we went here. All right, Let's give you an introduction on Geo, right? Giorgio is on how we became the largest telecom campaign, India within four years from 0 to 400 million subscribers. And I think there are There are a lot of events that defined Geo and that will give you an understanding off. How do you things and what you did to overcome massive problems in India. So the slide that I want to talkto is this one and, uh, I The headline I've given is, It's the Geo is the fastest growing tech company in the world, which is not a new understatement. It's eggs, actually, quite literally true, because very few companies in the world have grown from zero to 400 million subscribers within four years paying subscribers. And I consider Geo Geos growth in three phases, which I have shown on top. The first phase we'll talk about is how geo grew in the smartphone market in India, right? And what we did to, um to really disrupt the telecom space in India in that market. Then we'll talk about the feature phone phase in India and how Geo grew there in the future for market in India. and then we'll talk about what we're doing now, which we call the Geo Platforms phase. Right. So Geo is a default four g lt. Network. Right. So there's no to geo three g networks that Joe has, Um it's a state of the art four g lt voiceover lt Network and because it was designed fresh right without any two D and three G um, legacy technologies, there were also a lot of challenges Lawn geo when we were starting up. One of the main challenges waas that all the smart phones being sold in India NGOs launching right in 2000 and 16. They did not have the voice or lt chip set embedded in the smartphone because the chips it's far costlier to embed in smartphones and India is a very price and central market. So none of the manufacturers were embedding the four g will teach upset in the smartphones. But geos are on Lee a volte in network, right for the all the network. So we faced a massive problem where we said, Look there no smartphones that can support geo. So how will we grow Geo? So in order to solve that problem, we launched our own brand of smartphones called the Life um, smartphones. And those phones were really high value devices. So there were $50 and for $50 you get you You At that time, you got a four g B storage space. A nice big display for inch display. Dual cameras, Andi. Most importantly, they had volte chip sets embedded in them. Right? And that got us our initial customers the initial for the launch customers when we launched. But more importantly, what that enabled other oh, EMS. What that forced the audience to do is that they also had to launch similar smartphones competing smartphones with voltage upset embedded in the same price range. Right. So within a few months, 3 to 4 months, um, all the other way EMS, all the other smartphone manufacturers, the Samsung's the Micromax is Micromax in India, they all had volte smartphones out in the market, right? And I think that was one key step We took off, launching our own brand of smartphone life that helped us to overcome this problem that no smartphone had. We'll teach upsets in India and then in order. So when when we were launching there were about 13 telecom companies in India. It was a very crowded space on demand. In order to gain a foothold in that market, we really made a few decisions. Ah, phew. Key product announcement that really disrupted this entire industry. Right? So, um, Geo is a default for GLT network itself. All I p network Internet protocol in everything. All data. It's an all data network and everything from voice to data to Internet traffic. Everything goes over this. I'll goes over Internet protocol, and the cost to carry voice on our smartphone network is very low, right? The bandwidth voice consumes is very low in the entire Lt band. Right? So what we did Waas In order to gain a foothold in the market, we made voice completely free, right? He said you will not pay anything for boys and across India, we will not charge any roaming charges across India. Right? So we made voice free completely and we offer the lowest data rates in the world. We could do that because we had the largest capacity or to carry data in India off all the other telecom operators. And these data rates were unheard off in the world, right? So when we launched, we offered a $2 per month or $3 per month plan with unlimited data, you could consume 10 gigabytes of data all day if you wanted to, and some of our subscriber day. Right? So that's the first phase off the overgrowth and smartphones and that really disorders. We hit 100 million subscribers in 170 days, which was very, very fast. And then after the smartphone faith, we found that India still has 500 million feature phones. And in order to grow in that market, we launched our own phone, the geo phone, and we made it free. Right? So if you take if you took a geo subscription and you carried you stayed with us for three years, we would make this phone tree for your refund. The initial deposit that you paid for this phone and this phone had also had quite a few innovations tailored for the Indian market. It had all of our digital services for free, which I will talk about soon. And for example, you could plug in. You could use a cable right on RCR HDMI cable plug into the geo phone and you could watch TV on your big screen TV from the geophones. You didn't need a separate cable subscription toe watch TV, right? So that really helped us grow. And Geo Phone is now the largest selling feature phone in India on it. 100 million feature phones in India now. So now now we're in what I call the geo platforms phase. We're growing of a geo fiber fiber to the home fiber toe the office, um, space. And we've also launched our new commerce initiatives over e commerce initiatives and were steadily building platforms that other companies can leverage other companies can use in the Jeon o'clock. Right? So this is how a small startup not a small start, but a start of nonetheless least 400 million subscribers within four years the fastest growing tech company in the world. Next, Geo also helped a systemic change in India, and this is massive. A lot of startups are building on this India stack, as people call it, and I consider this India stack has made up off three things, and the acronym I use is jam. Trinity, right. So, um, in India, systemic change happened recently because the Indian government made bank accounts free for all one billion Indians. There were no service charges to store money in bank accounts. This is called the Jonathan. The J. GenDyn Bank accounts. The J out off the jam, then India is one of the few countries in the world toe have a digital biometric identity, which can be used to verify anyone online, which is huge. So you can simply go online and say, I am my ankle poor on duh. I verify that this is indeed me who's doing this transaction. This is the A in the jam and the last M stands for Mobil's, which which were held by Geo Mobile Internet in a plus. It is also it is. It also stands for something called the U. P I. The United Unified Payments Interface. This was launched by the Indian government, where you can carry digital transactions for free. You can transfer money from one person to the to another, essentially for free for no fee, right so I can transfer one group, even Indian rupee to my friend without paying any charges. That is huge, right? So you have a country now, which, with a with a billion people who are bank accounts, money in the bank, who you can verify online, right and who can pay online without any problems through their mobile connections held by G right. So suddenly our market, our Internet market, exploded from a few million users to now 506 106 100 million mobile Internet users. So that that I think, was a massive such a systemic change that happened in India. There are some really large hail, um, numbers for this India stack, right? In one month. There were 1.6 billion nuclear transactions in the last month, which is phenomenal. So next What is the impact of geo in India before you started, we were 155th in the world in terms off mobile in terms of broadband data consumption. Right. But after geo, India went from one 55th to the first in the world in terms of broadband data, largely consumed on mobile devices were a mobile first country, right? We have a habit off skipping technology generation, so we skip fixed line broadband and basically consuming Internet on our mobile phones. On average, Geo subscribers consumed 12 gigabytes of data per month, which is one of the highest rates in the world. So Geo has a huge role to play in making India the number one country in terms off broad banded consumption and geo responsible for quite a few industry first in the telecom space and in fact, in the India space, I would say so before Geo. To get a SIM card, you had to fill a form off the physical paper form. It used to go toe Ah, local distributor. And that local distributor is to check the farm that you feel incorrectly for your SIM card and then that used to go to the head office and everything took about 48 hours or so, um, to get your SIM card. And sometimes there were problems there also with a hard biometric authentication. We enable something, uh, India enable something called E K Y C Elektronik. Know your customer? We took a fingerprint scan at our point of Sale Reliance Digital stores, and within 15 minutes we could verify within a few minutes. Within a few seconds we could verify that person is indeed my hunk, right, buying the same car, Elektronik Lee on we activated the SIM card in 15 minutes. That was a massive deal for our growth. Initially right toe onboard 100 million customers. Within our and 70 days. We couldn't have done it without be K. I see that was a massive deal for us and that is huge for any company starting a business or start up in India. We also made voice free, no roaming charges and the lowest data rates in the world. Plus, we gave a full suite of cloud services for free toe all geo customers. For example, we give goTV essentially for free. We give GOTV it'll law for free, which people, when we have a launching, told us that no one would see no one would use because the Indians like watching TV in the living rooms, um, with the family on a big screen television. But when we actually launched, they found that GOTV is one off our most used app. It's like 70,000,080 million monthly active users, and now we've basically been changing culture in India where culture is on demand. You can watch TV on the goal and you can pause it and you can resume whenever you have some free time. So really changed culture in India, India on we help people liver, digital life online. Right, So that was massive. So >>I'm now I'd like to talk about our cloud >>journey on board Animal Minorities Partnership. We've been partners that since 2014 since the beginning. So Geo has been using open stack since 2014 when we started with 14 note luster. I'll be one production environment One right? And that was I call it the first wave off our cloud where we're just understanding open stack, understanding the capabilities, understanding what it could do. Now we're in our second wave. Where were about 4000 bare metal servers in our open stack cloud multiple regions, Um, on that around 100,000 CPU cores, right. So it's a which is one of the bigger clouds in the world, I would say on almost all teams, with Ngor leveraging the cloud and soon I think we're going to hit about 10,000 Bama tools in our cloud, which is massive and just to give you a scale off our network, our in French, our data center footprint. Our network introduction is about 30 network data centers that carry just network traffic across there are there across India and we're about eight application data centers across three regions. Data Center is like a five story building filled with servers. So we're talking really significant scale in India. And we had to do this because when we were launching, there are the government regulation and try it. They've gotten regulatory authority of India, mandates that any telecom company they have to store customer data inside India and none of the other cloud providers were big enough to host our clothes. Right. So we we made all this intellectual for ourselves, and we're still growing next. I love to show you how we grown with together with Moran says we started in 2014 with the fuel deployment pipelines, right? And then we went on to the NK deployment. Pipelines are cloud started growing. We started understanding the clouds and we picked up M C p, which has really been a game changer for us in automation, right on DNA. Now we are in the latest release, ofem CPM CPI $2019 to on open stack queens, which on we've just upgraded all of our clouds or the last few months. Couple of months, 2 to 3 months. So we've done about nine production clouds and there are about 50 internal, um, teams consuming cloud. We call as our tenants, right. We have open stack clouds and we have communities clusters running on top of open stack. There are several production grade will close that run on this cloud. The Geo phone, for example, runs on our cloud private cloud Geo Cloud, which is a backup service like Google Drive and collaboration service. It runs out of a cloud. Geo adds G o g S t, which is a tax filing system for small and medium enterprises, our retail post service. There are all these production services running on our private clouds. We're also empaneled with the government off India to provide cloud services to the government to any State Department that needs cloud services. So we were empaneled by Maiti right in their ego initiative. And our clouds are also Easter. 20,000 certified 20,000 Colin one certified for software processes on 27,001 and said 27,017 slash 18 certified for security processes. Our clouds are also P our data centers Alsop a 942 be certified. So significant effort and investment have gone toe These data centers next. So this is where I think we've really valued the partnership with Morantes. Morantes has has trained us on using the concepts of get offs and in fries cold, right, an automated deployments and the tool change that come with the M C P Morantes product. Right? So, um, one of the key things that has happened from a couple of years ago to today is that the deployment time to deploy a new 100 north production cloud has decreased for us from about 55 days to do it in 2015 to now, we're down to about five days to deploy a cloud after the bear metals a racked and stacked. And the network is also the physical network is also configured, right? So after that, our automated pipelines can deploy 100 0 clock in five days flight, which is a massive deal for someone for a company that there's adding bear metals to their infrastructure so fast, right? It helps us utilize our investment, our assets really well. By the time it takes to deploy a cloud control plane for us is about 19 hours. It takes us two hours to deploy a compu track and it takes us three hours to deploy a storage rack. Right? And we really leverage the re class model off M C. P. We've configured re class model to suit almost every type of cloud that we have, right, and we've kept it fairly generous. It can be, um, Taylor to deploy any type of cloud, any type of story, nor any type of compute north. Andi. It just helps us automate our deployments by putting every configuration everything that we have in to get into using infra introduction at school, right plus M. C. P also comes with pipelines that help us run automated tests, automated validation pipelines on our cloud. We also have tempest pipelines running every few hours every three hours. If I recall correctly which run integration test on our clouds to make sure the clouds are running properly right, that that is also automated. The re class model and the pipelines helpers automate day to operations and changes as well. There are very few seventh now, compared toa a few years ago. It very rare. It's actually the exception and that may be because off mainly some user letter as opposed to a cloud problem. We also have contributed auto healing, Prometheus and Manager, and we integrate parameters and manager with our even driven automation framework. Currently, we're using Stack Storm, but you could use anyone or any event driven automation framework out there so that it indicates really well. So it helps us step away from constantly monitoring our cloud control control planes and clothes. So this has been very fruitful for us and it has actually apps killed our engineers also to use these best in class practices like get off like in France cord. So just to give you a flavor on what stacks our internal teams are running on these clouds, Um, we have a multi data center open stack cloud, and on >>top of that, >>teams use automation tools like terra form to create the environments. They also create their own Cuba these clusters and you'll see you'll see in the next slide also that we have our own community that the service platform that we built on top of open stack to give developers development teams NGO um, easy to create an easy to destroy Cuban. It is environment and sometimes leverage the Murano application catalog to deploy using heats templates to deploy their own stacks. Geo is largely a micro services driven, Um um company. So all of our applications are micro services, multiple micro services talking to each other, and the leverage develops. Two sets, like danceable Prometheus, Stack stone from for Otto Healing and driven, not commission. Big Data's tax are already there Kafka, Patches, Park Cassandra and other other tools as well. We're also now using service meshes. Almost everything now uses service mesh, sometimes use link. Erred sometimes are experimenting. This is Theo. So So this is where we are and we have multiple clients with NGO, so our products and services are available on Android IOS, our own Geo phone, Windows Macs, Web, Mobile Web based off them. So any client you can use our services and there's no lock in. It's always often with geo, so our sources have to be really good to compete in the open Internet. And last but not least, I think I love toe talk to you about our container journey. So a couple of years ago, almost every team started experimenting with containers and communities and they were demand for as a platform team. They were demanding community that the service from us a manage service. Right? So we built for us, it was much more comfortable, much more easier toe build on top of open stack with cloud FBI s as opposed to doing this on bare metal. So we built a fully managed community that a service which was, ah, self service portal, where you could click a button and get a community cluster deployed in your own tenant on Do the >>things that we did are quite interesting. We also handle some geo specific use cases. So we have because it was a >>manage service. We deployed the city notes in our own management tenant, right? We didn't give access to the customer to the city. Notes. We deployed the master control plane notes in the tenant's tenant and our customers tenant, but we didn't give them access to the Masters. We didn't give them the ssh key the workers that the our customers had full access to. And because people in Genova learning and experimenting, we gave them full admin rights to communities customers as well. So that way that really helped on board communities with NGO. And now we have, like 15 different teams running multiple communities clusters on top, off our open stack clouds. We even handle the fact that there are non profiting. I people separate non profiting I peoples and separate production 49 p pools NGO. So you could create these clusters in whatever environment that non prod environment with more open access or a prod environment with more limited access. So we had to handle these geo specific cases as well in this communities as a service. So on the whole, I think open stack because of the isolation it provides. I think it made a lot of sense for us to do communities our service on top off open stack. We even did it on bare metal, but that not many people use the Cuban, indeed a service environmental, because it is just so much easier to work with. Cloud FBI STO provision much of machines and covering these clusters. That's it from me. I think I've said a mouthful, and now I love for you toe. I'd love to have your questions. If you want to reach out to me. My email is mine dot capulet r l dot com. I'm also you can also message me on Twitter at my uncouple. So thank you. And it was a pleasure talking to you, Andre. Let let me hear your questions.

(upbeat music) >> From around the globe, it's theCUBE with coverage of KubeCon and CloudNativeCon Europe 2020 Virtual brought to you by Red Hat, the Cloud Native Computing Foundation, and the ecosystem partners. >> Hi, and welcome back to theCUBE's coverage of KubeCon + CloudNativeCon 2020 in Europe, of course, the virtual edition. I'm Stu Miniman, and happy to welcome you back to the program. One of the keynote speakers is also a board member of the CNCF, Vijoy Pandey, who is the Vice President and Chief Technology Officer for Cloud at Cisco. Vijoy, nice to see you, thanks so much for joining us. >> Hi there, Stu, so nice to see you again. It's a strange setting to be in, but as long as we are both healthy, everything's good. >> Yeah, we still get to be together a little bit even though while we're apart. We love the the engagement and interaction that we normally get to the community, but we just have to do it a little bit differently this year. So we're going to get to your keynote. We've had you on the program to talk about "Networking, Please Evolve". I've been watching that journey. But why don't we start at first, you've had a little bit of change in roles and responsibility. I know there's been some restructuring at Cisco since the last time we got together. So give us the update on your role. >> Yeah, so let's start there. So I've taken on a new responsibility. It's VP of Engineering and Research for a new group that's been formed at Cisco. It's called Emerging Tech and Incubation. Liz Centoni leads that and she reports on to Chuck. The charter for the team, this new team, is to incubate the next bets for Cisco. And if you can imagine, it's natural for Cisco to start with bets which are closer to its core business. But the charter for this group is to move further and further out from Cisco's core business and take Cisco into newer markets, into newer products, and newer businesses. I'm running the engineering and resource for that group. And again, the whole deal behind this is to be a little bit nimble, to be a little bit, to startupy in nature, where you bring ideas, you incubate them, you iterate pretty fast, and you throw out 80% of those, and concentrate on the 20% that makes sense to take forward as a venture. >> Interesting. So it reminds me a little bit but different, I remember John Chambers, a number of years back, talking about various adjacencies trying to grow those next multi-billion dollar businesses inside Cisco. In some ways, Vijoy, it reminds me a little bit of your previous company, very well known for driving innovation, giving engineers 20% of their time to work on things, maybe give us a little bit insight, what's kind of an example of a bet that you might be looking at in this space, bring us in tight a little bit. >> Well, that's actually a good question. And I think a little bit of that comparison is all those conversations are taking place within Cisco as well as to how far out from Cisco's core business do we want to get when we're incubating these bets? And yes, my previous employer, I mean, Google X actually goes pretty far out when it comes to incubations, the core business being primarily around ads, now Google Cloud as well. But you have things like Verily and Calico, and others, which are pretty far out from where Google started. And the way we're looking at the these things within Cisco is, it's a new muscle for Cisco, so we want to prove ourselves first. So the first few bets that we are betting upon are pretty close to Cisco's core but still not fitting into Cisco's BU when it comes to, go to market alignment or business alignment. So one of the first bets that we're taking into account is around API being the queen when it comes to the future of infrastructure, so to speak. So it's not just making our infrastructure consumable as infrastructure as code but also talking about developer relevance, talking about how developers are actually influencing infrastructure deployments. So if you think about the problem statement in that sense, then networking needs to evolve. And I've talked a lot about this in the past couple of keynotes, where Cisco's core business has been around connecting and securing physical endpoints, physical I/O endpoints, wherever they happen to be, of whatever type they happen to be. And one of the bets that we are, actually two of the bets, that we're going after is around connecting and securing API endpoints, wherever they happen to be, of whatever type they happen to be. And so API networking or app networking is one big bet that we're going after. Another big bet is around API security. And that has a bunch of other connotations to it, where we think about security moving from runtime security, where traditionally Cisco has played in that space, especially on the infrastructure side, but moving into API security, which is earlier in the development pipeline, and higher up in the stack. So those are two big bets that we're going after. And as you can see, they're pretty close to Cisco's core business, but also are very differentiated from where Cisco is today. And once you prove some of these bets out, you can walk further and further away, or a few degrees away from Cisco's core. >> All right, Vijoy, why don't you give us the update about how Cisco is leveraging and participating in open source? >> So I think we've been pretty, deeply involved in open source in our past. We've been deeply involved in Linux Foundation Networking. We've actually chartered FD.io as a project there and we still are. We've been involved in OpenStack, we have been supporters of OpenStack. We have a couple of products that are around the OpenStack offering. And as you all know, we've been involved in CNCF, right from the get-go, as a foundation member. We brought NSM as a project. I had Sandbox currently, but we're hoping to move it forward. But even beyond that, I mean, we are big users of open source, a lot of those has offerings that we have from Cisco, and you will not know this if you're not inside of Cisco. But Webex, for example, is a big, big user of Linkerd, right from the get-go, from version 1.0, but we don't talk about it, which is sad. I think, for example, we use Kubernetes pretty deeply in our DNAC platform on the enterprise side. We use Kubernetes very deeply in our security platforms. So we're pretty good, pretty deep users internally in our SaaS products. But we want to press the accelerator and accelerate this whole journey towards open source, quite a bit moving forward as part of ET&I, Emerging Tech and Incubation, as well. So you will see more of us in open source forums, not just CNCF, but very recently, we joined the Linux Foundation for Public Health as a premier foundational member. Dan Kohn, our old friend, is actually chartering that initiative, and we actually are big believers in handling data in ethical and privacy-preserving ways. So that's actually something that enticed us to join Linux Foundation for Public Health, and we will be working very closely with Dan and foundational companies that do not just bring open source but also evangelize and use what comes out of that forum. >> All right, well, Vijoy, I think it's time for us to dig into your keynote. We've we've spoken with you in previous KubeCons about the "Network, Please Evolve" theme that you've been driving on. And big focus you talked about was SD-WAN. Of course, anybody that's been watching the industry has watched the real ascension of SD-WAN. We've called it one of those just critical foundational pieces of companies enabling multi-cloud. So help explain to our audience a little bit, what do you mean when you talk about things like Cloud Native SD-WAN and how that helps people really enable their applications in the modern environment? >> Yes, well, I mean, we've been talking about SD-WAN for a while. I mean, it's one of the transformational technologies of our time where prior to SD-WAN existing, you had to stitch all of these MPLS labels and actually get your connectivity across to your enterprise or branch. And SD-WAN came in and changed the game there, but I think SD-WAN, as it exists today, is application-unaware. And that's one of the big things that I talk about in my keynote. Also, we've talked about how NSM, the other side of the spectrum, is how NSM or Network Service Mesh has actually helped us simplify operational complexities, simplify the ticketing and process health that any developer needs to go through just to get a multi-cloud, multi-cluster app up and running. So the keynote actually talked about bringing those two things together, where we've talked about using NSM in the past in chapter one and chapter two. And I know this is chapter three, and at some point, I would like to stop the chapters. I don't want this like an encyclopedia of "Networking, Please Evolve". But we are at chapter three, and we are talking about how you can take the same consumption models that I talked about in chapter two, which is just adding a simple annotation in your CRD, and extending that notion of multi-cloud, multi-cluster wires within the components of our application, but extending it all the way down to the user in an enterprise. And as we saw an example, Gavin Belson is trying to give a keynote holographically and he's suffering from SD-WAN being application-unaware. And using this construct of a simple annotation, we can actually make SD-WAN cloud native, we can make it application-aware, and we can guarantee the SLOs, that Gavin is looking for, in terms of 3D video, in terms of file access for audio, just to make sure that he's successful and Ross doesn't come in and take his place. >> Well, I expect Gavin will do something to mess things up on his own even if the technology works flawlessly. Vijoy, the modernization journey that customers are on is a never-ending story. I understand the chapters need to end on the current volume that you're working on, but we'd love to get your viewpoint. You talk about things like service mesh, it's definitely been a hot topic of conversation for the last couple of years. What are you hearing from your customers? What are some of the kind of real challenges but opportunities that they see in today's cloud native space? >> In general, service meshes are here to stay. In fact, they're here to proliferate to some degree, and we are seeing a lot of that happening, where not only are we seeing different service meshes coming into the picture through various open source mechanisms. You've got Istio there, you've Linkerd, you've got various proprietary notions around control planes like App Mesh, from Amazon, there's Consul, which is an open source project, but not part of CNCF today. So there's a whole bunch of service meshes in terms of control planes coming in. Envoy is becoming a de facto sidecar data plane, whatever you would like to call it, de facto standard there, which is good for the community, I would say. But this proliferation of control planes is actually a problem. And I see customers actually deploying a multitude of service meshes in their environment, and that's here to stay. In fact, we are seeing a whole bunch of things that we would use different tools for, like API gateways in the past, and those functions actually rolling into service meshes. And so I think service meshes are here to stay. I think the diversity of service meshes is here to stay. And so some work has to be done in bringing these things together. And that's something that we are trying to focus in on as well. Because that's something that our customers are asking for. >> Yeah, actually, you connected for me something I wanted to get your viewpoint on, go dial back, 10, 15 years ago, and everybody would say, "Oh, I really want to have a single pane of glass "to be able to manage everything." Cisco's partnering with all of the major cloud providers. I saw, not that long before this event, Google had their Google Cloud Show, talking about the partnership that you have with, Cisco with Google. They have Anthos, you look at Azure has Arc, VMware has Tanzu. Everybody's talking about really the kind of this multi-cluster management type of solution out there, and just want to get your viewpoint on this Vijoy as to how are we doing on the management plane, and what do you think we need to do as an industry as a whole to make things better for customers? >> Yeah, I think this is where I think we need to be careful as an industry, as a community and make things simpler for our customers. Because, like I said, the proliferation of all of these control planes begs the question, do we need to build something else to bring all these things together? I think the SMI proposal from Microsoft is bang on on that front, where you're trying to unify at least the consumption model around how you consume these service meshes. But it's not just a question of service meshes as you saw in the SD-WAN announcement back in the Google discussion that we just, Google conference that you just referred. It's also how SD-WANs are going to interoperate with the services that exist within these cloud silos to some degree. And how does that happen? And there was a teaser there that you saw earlier in the keynote where we are taking those constructs that we talked about in the Google conference and bringing it all the way to a cloud native environment in the keynote. But I think the bigger problem here is how do we manage this complexity of this pallet stacks? Whether it's service meshes, whether it's development stacks, or whether it's SD-WAN deployments, how do we manage that complexity? And single pane of glass is overloaded as a term, because it brings in these notions of big monolithic panes of glass. And I think that's not the way we should be solving it. We should be solving it towards using API simplicity and API interoperability. And I think that's where we as a community need to go. >> Absolutely. Well, Vijoy, as you said, the API economy should be able to help on these, the service architecture should allow things to be more flexible and give me the visibility I need without trying to have to build something that's completely monolithic. Vijoy, thanks so much for joining. Looking forward to hearing more about the big bets coming out of Cisco, and congratulations on the new role. >> Thank you, Stu. It was a pleasure to be here. >> All right, and stay tuned for lots more coverage of theCUBE at KubeCon + CloudNativeCon. I'm Stu Miniman. Thanks for watching. (upbeat music)

>>from around the globe. It's the queue with digital coverage of AWS Public sector online brought to you by Amazon Web services. Everyone welcome back to the Cube's virtual coverage of Amazon Web services. Public sector Summit Online Virtual I'm John Furrier, your host of the Cube here in our Palo Alto studios were quarantined with our crew here. We're talking to all the guests, getting all the content I'm excited of. Sandy Carter Cube alumni's also the VP vice president. Worldwide public sector partners and programs. Sandy. Great to see you virtually. You look >>great virtually too. It's great to see everybody virtually. >>I love the sign behind you. Powered by AWS. I'm excited to have you on, but I really wanted to get jump right in because this is really an important conversation. Public sector is seeing a lot of activity around what's going on with covert 19 especially with all the public services that are needed. And people are now remote workers, remote consumers, public service and still needs to be delivered just like business. So it's a really had a big impact of the entire world. We're all seeing it. We're feeling it's not just tech thing. How are you seeing your community respond? Your partners are responding to covert. 19. Can you share what's happening? >>Yes, John, I have to say, I am so incredibly proud of the partners that we support and how they've stepped up in this time. That has no blueprint, right? It's brand new for everybody, whether we're talking about virtual call centers. We had so many states that said they had people waiting for hours waiting for calls to be answered about Covance for Take. For instance, West Virginia, West Virginia had collars waiting for hours 77,000 calls a day. They worked with one of our partners, Smartronix, and they got this new solution a ream or remote virtual call center, up in 72 hours. 72 hours later, Average wait. Time was 60 seconds. Amazing job by Smartronix or one of our other partners, Elektronik Caregiver who's based out of New Mexico, where my husband's from a great partner who's been looking at, um, telemedicine, how they can help those at risk in hospitals and rehabs, even just at their homes. Or another startup that's a partner of ours called Hello, Alice, that integrated with our AI and ML to create a small business platform to help those small businesses get access to funding. Answer questions During this really hard time and the last example, I'll give you his Inter vision, one of our newest premier partners, who had a customer that came to them and said, Look, I need to get a remote work solution up workspaces identity manager help desk And they thought it would take months and Inter Vision was able to do it in week. So I am so proud and so thankful of our partners and what they've done to really impact the world, not just for their own profit, but for purpose helping out states, governments and citizens >>and congratulations. And it's well needed. People are feeling the pain. One area I want to get your thoughts on is the agencies we talked to the Department of Defense general manager earlier today. Um, all of the agencies in in public sector are shifting, and obviously, with the limitations, they got a shift to the remote workforce. They got to be faster. They got to be agile. I know they've been trying to, but they can't just wait any longer. They're forced to. How are your public sector partners helping the agencies? >>Yeah, this is another just terrific story. I cannot brag about our partners enough with our agency work. So if you looked at all of the agencies, kind of had a tight title wave of this digital transformation, things that we're gonna take them years ended up taking them weeks and months. So whether it's Kansas with the Department of Labor, they had 8800 and 77,000 calls a day. 21 staff couldn't do. It worked with our partners to get a call center up and going or in New Mexico again with Accenture, they used Amazon Connect, which is one of my new favorite products from Amazon. It's a call center that leverages machine learning and AI. They were able to work with the New Mexico Human Services and get that up and going in two days, Um, or even in Montana, a great story with Deloitte, where they built a custom chat box in seven days, custom chat box and seven days to answer questions about food and medicine and even how to get cash. If you needed to get cash, our partners really stepped up with the agencies, and they did so much compelling work so quickly. I think speed was such a great component here, John. The speed of deployment, the speed of help. You know, working 24 by seven to deliver these solutions. Our partners really did an amazing job. >>Yeah, and it's really hard with virtual. I got, I got I wish I was in person with everyone because coming to the public sector summits, one of my favorite events reinvent in public sector. Some of the two big shows, I really think encapsulate all the activity because it's virtual. People might miss some news. What else is going on in the world of public sector partners? You? Can you elaborate more on what's going on around the edges? What's on the bleeding? Cutting edge? What's the pioneer and what are some of the blocking and tackling that you're doing? Share some of the news. What else is going on? >>Yeah. Thank you, John. There's so much going on. First of all, we just introduced a new partner solution portal. So all of these code that 19 solutions are featured there. We will provide a URL for any customer looking for a great solution by our partners. We also really honed in and helped our partners during this time around. Said Ramp. And you know that fed ramp is so crucial. Security cybersecurity Incredibly essential. During this time I know you talked to my good friend Casey from Salesforce. They were able to achieve their fed ramp I and we offer a lot of help to our partners to help them to achieve not just fed ramp, but GDP are as well as HIPPA too. Some other news on migrations. We've got a competency around migrations. We've got some new funding for our partners around map and we're seeing our migration's really accelerate, you know, once these agencies, once he states see the power of the cloud, they're like, give me more, I want to put more and so we're seeing migrations accelerate. I know that you saw the Navy speak about what they're doing with s AP and as to another one of my favorite partners 72,000 users now running in his two on AWS. Six different commands pretty powerful. And I would say last but not least, is PTP our program transformation program for our partners, which really is like 100 and 10 day session to help the partners become a cloud business themselves. So they're kind of drinking their own champagne before they go out and help others. They become a cloud business. It's really powerful. This program has helped to generate twice the revenue of a typical a PM program. >>You mentioned the Navy always having interesting chat about that. Migration was less than 10 months. >>Yes, again. Speed, speed, speed, right, John. I mean, it's incredible >>years, two months, and the other thing that you probably find interesting and this is something that's kind of not talked about. But it's felt just the basic stuff, like getting paperwork in some of these processes, like you mentioned Fed Ramp. There's a lot of things that go on around public sector. You just got to get done. You got a slog through it, if you will. You guys have have responded well there, and this is the benefit of the cloud. Having the streamlined processes elaborate more on that, because I think that's important. Benefit not only just started in the critical infrastructure, like call centers and things of that nature, but getting business done. That's a big thing. >>Yeah, And I would say, you know, if you look at it, we helped over 20 states with their insurance processes. I mean, it seems like a minor thing, but a lot of these things were manual before, Um, we've helped many states with unemployment, you know, very critical at this time, taking a manual process and getting it into the cloud. There's so many of these that we can go on and on about How do you get medical supplies? One of our partners cohesive down in Latin America has been helping around some of the supply chain issues that that we deal with there some of the things that we take for granted when you're in person now that your virtual, you really need to think them through in the cloud. So again, you know, our partners responded with speed. They responded with heart to John one of the other things, you know, hashtag tech for good. They responded with heart as well as they were looking at these projects and ensuring that states and agencies and governments around the world could take care of their citizens, which is all of us. >>You know, existing. We've talked in the past. We've talked on camera and off camera around our shared passion around tech for good. I've been a big proponent of as well as us of right of other folks. But with the crisis, the word impact means something. And social impact is actually social impact. Getting your unemployment check or, you know, this this is highlights the critical nature of why these services exist. I think it's a real testament. I think people should step back and saying why we should never go back to the old antiquated ways because this is now the new reality. These services can be agile, they can be faster. It takes a crisis, unfortunately, and I guess that could be the silver lining in all this. So props to you guys on giving the partnership there with the partners >>and to the governments and states, John, who have now, like they moved rapidly, right? All these states, all these agencies, all these governments move quickly to digital transformation. Now they've gotten a taste of it, and they're like, give me more. And so the great thing to me is that this wasn't a one time event or one time crisis driven movement. Now that they see the power of it much like what you're saying with your business, they're doing more and and that's what I really applaud for all of them. And the way that they're transforming the business is now longer term. >>I'm optimistic, and I hope when we come out of this when everyone gets settled and they re imagine and reinvent, there's a growth strategy and expansion could be for positive change. So you've >>got >>stuff. We're all for that, and we'll be watching that reporting on it. I >>want to >>ask you something. I've heard that you guys will be soon expanding your public safety and disaster response partner. Competency. Can you tell me more about that? >>Yeah, So we announced the This is a hard one is disaster response in public safety competency at re invent for our consulting partners? And that went over amazingly well. I mean, take, for instance, Max are who is probably the best at believing delivering data both pre and post data to a disaster. They helped Noah, for instance, where data was taking 100 minutes to get that data down. Not good enough in a disaster. They were able to achieve a 58% faster download of data so you can do something with that Use that data to make good decisions. So these consulting partners have really embraced are our disaster recovery and public safety response competency. And now what we want to do is introduce this for our technology partners. So we're announcing the coming of this program for our technology partners. Now who is a technology partner? Well, think about an AI is the or a SAS provider these type of partners who have great solutions that target this particular area, think about public safety right now and how important that is, or even disaster response. You know, we have cove it, but right after that, we have all these hurricanes and earthquakes and other things that are happening around the world. Killer hornets. Um and so we've got some great technology partners that have solutions here, and we'll be welcoming them into this confidence. He fold as well. >>Well, this brings up something I've been commenting on. I want to get your reaction is because you know, when you have that flywheel pattern, infrastructures of service platforms of service and sass that build cloud when we've seen the benefits over a decade. Plus, when you bring the business model, you start to see the same thing. Some foundational things like infrastructure as service would be like compliance. Instant auditing that the Navy seeing, for instance, I heard earlier and then that platform pieces to allow these new workloads. So these new applications are going to be coming on. Creative surge of application developers, new kinds of workloads, new kinds of workforces and and work work flows. So you're gonna start to see these new APS. That means you guys will probably be inundated with new things. How do people get involved? Do they join a PN? What are some of the benefits? What should someone do? I want to be a partner of AWS because I see a solution. I create something that may be unique and specialize in niche. But it solves a really important problem. I want to bring it to Amazon. How do I do that? >>And we want you as a partner to John. Um, so yes. I mean, if you're a partner, the very first place to start is to join our A p m r Amazon Partner Network. If you're a startup or an I s d a distributor or reseller consulting partner, any of those that would be the first place to start, And then based on what you're interested in, you would then select the types of help that you might get. So, for example, if you're a start up, we helped start ups with credits because a lot of startups need free credits as they're starting their businesses or even technologies. So if you think about Hello, Alice, uh, you know, really using tagging for her small business site during Cove it we were able to provide some technology expertise to get her moving and grooving. Um, other great programs that we have out there are things like 80 0 the authority to operate. And this is really important, John, because a lot of our our customers require fed ramp and fed ramp is very costly and not only costly, but takes a lot of time so we can dramatically reduce your time to market with fed ramp really help you through with all those best practices. In fact, today we have 110 fed ramp solution that have gone through our 80 or authority to hire authority to operate process. And that's four X. Our top two competitors combined four x the number of partners that have gotten through because of the amount of time that is reduced through this process as well as the best practices that we bring. We've done a slim down version, so if you're a start up and you're interested in it like we partner with the Joshua down at Capital Factory and they've got the Army future command, we got a lot of startups. You want it? We've also got a slim down version for for them as well. >>It's been a >>very powerful program, >>and being in the cloud you can fast track and learn from others. This >>is the >>whole point of cloud. >>Absolutely, And learning from others is, you know, one of the great things that we love to do. In fact, until I we're going to do a big partner meeting, you know, here at the summit we'll have partners that participate in the virtual online summit. We're going to do a separate meeting just for our partners in July as well to share with them some of the things that are important to them around programs and some of these AP and benefits and some of the changes that we've made to help support them during the Cove it crisis. >>And I think you know the partners or the channel or how you look at it. They're adding value and a great partner for Amazon. For you guys, It's a great city. >>Yeah, I mean, are we could not. We at Amazon could not do the business We do without our partners. They bring their expertise, their best practices, the skills and the relationships they have, the contracts they bring to the table. So we're so grateful for the partners that we have in our public sector partner program. It's one of the reasons I loved my job. Every day I get to talk to a new partner on a new technology area that they're working on. It could be, you know, spatial computing, or AI, and they're helping not just move for a business, but they're helping on a purposeful mission project usually which are so powerful in today's world, especially with all the different crisis, is that we've seen, >>you know, One thing I want to get just share with you is that I talk to a lot of partners, certainly on the Cube and in person. One of the things that resonates with partners is not only the optimism of Amazon and programs you run, but it's enablement. You guys really enable the partners to be successful on your behalf and you on their behalf. But ultimately the customer and I think, and there's money to be made so lucrative and profitable, and they could impact change. So this enabling capability is really the magic. And so I want to ask you on your final question. Here in the talk is what's the vibe now? Because also, we know it's pretty depressing with Cove it, um and we're gonna get through this, but so there will be a day we get through. This will be growth and strategies around. It will never be the same. Certainly, I believe the hybrid world. What's >>the >>vibe inside the Amazon Web services public sector partner team, the community, the ecosystem? Could you just give some insight into how people are doing? And what's the vibe? >>Yeah, I would say the vibe is hopeful um, we all see the difference and the impact that we're making on a daily basis. And because of that, um, we continue to stretch forward and really move mountains for our customers to help them deliver better services. Um, you know, our partners are jumping in and all kinds of areas. First of all, for example, they are jumping in on doing hackathons to help with covet 19. So, John, you know, girls and tech. We've got our partners and us as AWS jumping into happy on different solutions for some of these challenges that are facing there. That's all about hope. I hope that we can make a difference. We are jumping in and assisting on remote work and unemployment, um, to provide hope to the teams and the community. So I would say, you know, it's tough for all. In fact, one of my friends describes, this is a crisis cake, not one level of a crisis, but multiple levels of the crisis. And I have never been with a with a more optimistic and positive team in my whole life, one who's willing to do what it takes. And when I see team, I mean not just my AWS partner team, which is the best of the world, but our world class partner team as well, who is willing to jump in there and do what it takes to help our customers. Even this weekend, I had a part of my partner team and my partners working to solve a problem for an agency that was, you know, um, critical. And they jumped in on the weekend to make that happen. So I would say, if I could say one word, I would say My partner's are hopeful they are. They're learning. They're curious. They're stepping out into new areas like connect and remote work and remote learning. And they're doing things that they never thought was possible based on what's happening today. >>Critical infrastructure, critical software, services and processes gotta be maintained and this opportunity. So I think it's, you know, heads down with hope and growth, always great to chat with you. And of course, we'll be following and covering your event next month. So looking forward to it, exciting times. Sandy Carter, Thank you for joining me today for coverage. >>Thank you, John. It's always a pleasure to be here on the Cube Thank you guys for watching as well. >>Sandy Carter, vice president, worldwide public sector partners in program. Distinguished Cube Alumni. A tough job, great job at same time. A lot of opportunities and hope. I'm John Furrow, your host of the Cube. You're watching our coverage. Cube Virtual of Amazon public sector Online summit. Thanks for watching. Yeah, yeah, yeah.