>>Hello and welcome back to the cubes live coverage of A W. S. Public sector summit. I'm john Kerry hosting CUBA. We're live in Washington D. C. For two days, an actual event with an expo floor with real people face to face and of course we're streaming it digitally on the cube and cube channels. And so our next guest, Mark Francis chief digital health integration officer Electronic caregiver, Mark great to see you tech veteran and former intel back in the day. You've seen your ways of innovation. Welcome to the cube. >>Thanks so much. It's a pleasure to be here. >>So we were talking before we came on camera about all the innovation going back in the computer industry but now with health care and delivery of care telemedicine and how the structural systems are changing and how cloud is impacting that. You guys have an interesting solution on AWS that kind of, to me connect the dots for many tell us what you guys do and take us through the product. >>Sure. Happy to do so uh our company is electronic caregiver were actually founded back in 2009. We're based in Los cruces new Mexico so off the grid. Um but since that time we have been spending a lot of time and money doing foundational R and D pilots and product development work. Really say how do you bridge that chasm between the doctor's office and the patient home in a way that you can put a patient facing device and equipment in a patient's home that's going to drive high level of engagement, obtain actionable curated data that's presented out to caregivers and the caregivers can then act upon that to help direct and deliver high quality care. >>So basically is the future of medicine, >>the future of medicine. Right. Right. We look at medicine, we look at the future of medicine as being a hybrid model of in person care plus remote care. And we really see ourselves at the epicenter of providing a platform to help enable that. >>You know the big story here at the public sector. Some and we've been reporting on a digitally for the previous year is the impact the pandemic has had on the industry and and not just normal disruption, you know technology and start ups, disruption happens, structural changes being forced upon industries by the force majeure. That is the pandemic education, health care and so video and data and connected oriented systems are now the thing structurally that's changing it. That's causing all kinds of business model, innovations and challenges. Yeah. What's your take on that? Because this is real. >>Yeah. It is real. It it's funny that this is actually my third digital health company. Um First one was in in uh Silicon Valley early remote patient monitoring company. We end up selling it to bosh uh when I joined intel to be part of our digital health group, we did that for five years and ended a joint venture with G. E. So people have been playing around in remote patient monitoring telehealth for some time until the pandemic though there wasn't really a strong business model to justify scaling of these businesses. Um uh the pandemic change that it forced adoption and force the government to allow reimbursement coach as well. And as a result of that we've seen this pure if aeration of different product offering service offerings and then payment models around telehealth broadly speaking >>well since you started talking the music started cranking because this is the new music of the industry, we're here on the expo floor, we have face to face conversations going on and uh turn the music down. Hey thanks guys, this is a huge thing and I want to uh highlight even further what is the driver for this? Because is it, I mean actually clouds got some benefits but as you guys do the R. And D. What's going on with what's the key drivers for medicine? >>Yeah, I would take two things from a from a technology perspective, the infrastructure is finally in place to enable this type of charity distance before that it really wasn't there now that's there and the products that folks are used are much more affordable about the provider's side and the patient side. The main driver is um uh there's a lot of underlying trends that were happening that we're just being ignored Whether it was 50% non adherence to treatment plans, massive medication mismanagement um lack of professional and informal caregivers, all those things were kind of happening underneath the surface and then with Kobe, it all hit everybody in the phase. People started using telehealth and then realize, hey, we can deliver high quality care, we can deliver value based care mixed with a hybrid model of tele care plus patient care. And it turned out that, that, that works out well. So I think it's now a realization that tell care not only connects patients but solve some of these other issues around adherents, compliance, staffing and a number of other >>things and that this is a structural change we were talking about. Exactly. All right, So talk about amazon, what do you guys are doing on AWS? How's that all work? >>That's working out great. So as we, as we launch at a 2.0, we built it on 24 foundational aws and Amazon services. It's a serverless architecture, um, uh, which is delivered. What enables us to do is we have a whole bunch of different patients facing devices which we now integrate all into one back end through which we can run our data analytics are machine learning and then present curated actual data to the providers on top of that. We've also been developing a virtual caregiver that's really, really innovative. So we're using the unity engine to develop a very, very realistic virtual caregiver that is with the patient 24 hours a day in their home, they develop a relationship with that individual and then through that they can really drive greater you know more intimate care plan and a more intimate relationship with their human caregivers that's built using basic technology behind Alexa pauline lacks as well as IOT core and a lot of other ai ml services from from amazon as well. >>Not to get all nerdy and kind of seeking out here because under the hood it's all the goodness of amazon. We've got a server list, you got tennis is probably in there doing something who knows what's going on there, You've got polly let's do this and that but it also highlights the edge the ultimate network edges the human and if you've got to care for the patient at home or wherever on the run whatever. Yeah you got to get the access to the data so yeah I can imagine a lot of monitoring involved too. Yeah can you take us through how that works? >>Yeah and for us we like to talk about intelligence as opposed to data because data for data sakes isn't actionable. So really what can we do through machine learning and artificial intelligence to be able to make that data more actionable before the human caregiver because you're never going to take a human out of the equation. Uh But uh we had a lot of data inputs, they're both direct data inputs such as vital signs, we also get subtle data input. So with our with our uh with Addison or virtual caregiver uh the product actually come to the camera away from intel called the real sense cameras. And with that we get to see several signs of changes in terms of gate which might be in the indicative of falls risk of falls. We can see body temperature, pulse, heart rate, signs of stress, lack of sleep. Maybe that's a sign of uh adverse reaction to a new medication. There's a bunch of different direct and indirect inputs. We can take run some analysis against and then say hey there's something here you might want to look at because it might be indicating a change in health. >>So this is where the innovation around these bots and ai come in because you're essentially getting pattern matching on other signals you already know. So using the cameras and or sensors in to understand and get the patients some signaling where they can maybe take action call >>fun or Yeah, that's exactly. And the other thing we get, we get to integrate information related to what are called social determinants of health. So there's a whole body of research now showing that 65% of someone's health is actually driven by non clinical issues. So again issues of food security, transportation, access to care, mental health type issues in terms of stress and stuff like we can start gathering some of that information to based upon people's behaviors or for you to assessments which can also provide insights to help direct care. >>So maybe when I'm doing the Cuban reviews, you guys can go to work and look at me. I'm stressed out right now, having a great time here public sector, this is really cool. So take a minute to explain the vision. What does this go from here? I'll see low hanging fruit, telemedicine, check data, observe ability for patient for optimizing care, check what happens next industry disruption, what how these dominoes have been kind of fall? >>Yeah, for us uh we really are seeing more providers and more payers system. Integrators looking now to say how do I put together a comprehensive solution from the doctor's office to inpatient hospital to home that can remove it. A lot of barriers to care addi which is our platform is designed to be interoperable to plug into electronic health care systems, whether it's Cerner, Epic or Athenahealth, whatever it might be to be able to create that you pick us seamless platform for provider to use. We can push all of the data to their platform if they want to use that or they could use our platform and dashboard as well. We make it available to healthcare providers but also a lot of people are trying to age in place and they're getting treated by private duty providers, senior housing providers and other maybe less clinical caregivers. But if you're there every day with somebody you can pick up signs which might prevent a major health episode down the road. So we want to close that circle our our vision is how do we close the circle of care so that people get the right information at the right time to deliver the right >>care. So it's kind of a health care stack of a new kind of stack. So I have to ask you if there was an eye as pass and sass category um infrastructure as a service platform as a service. And then says it sounds like you guys are kind of combine the lower parts of the stack and enable your partners to develop on top of. Is that how it >>works? Yes it does. Yeah. Yeah. So with addie, the interesting thing that we've done it's designed to have open a P. I. For a lot of modules as well. So if we're working with the american Heart Association and we want to do a uh cardiac care module from using their I. P. We could do that if we want to integrate with Uber health or lift we could do that as well if we want to do something in the amazon and pill pack, it's a plug in that we could do that. So if I'm a patient or or a loved one at home instead of going to 10 different places or use our platform and then pull up four different apps. Everything can be right there at their fingertips. You can either do it by touch or you can use this voice because it's all a voice or a touch of interaction. >>So just because I'm curious and and and for clarification, the idea of going past versus SAS platform versus software as a service is why flexibility or customization? Why not go SAS and be a SAS application? >>Uh we've talked mostly about, we've we've gone back and forth platform as a service or infrastructure as a service. So that's more the debate that we've had. It's more about the scalability that we can offer. Um uh not just in the United States, but globally as well. Um and really that's really the thing that we've been looking at, especially because there's so many different sources of data, if you want to provide high quality care that needs to be integrated. We want to make sure that we created a platform, not just for what we provide but for what others in the environment can provide. >>So you really want to enable other people to create that very much layer on top of you guys, do you have out of the box SAS to get people going or is that just >>With the release of adding 2.0, now we do. So now folks go to our website and they contact our development those tools and and those libraries are available. >>Now, this is an awesome opportunity. So for people out there who are wanting to innovate on you, they can just say, okay, I'll leverage your the amazon web services of healthcare essentially. >>That's a nice bold ambitious statement. Yeah, but I mean kind of but if we if we can achieve that, then we'd be quite happy and we think the industry, you're gonna partner >>benefit of that. It's an ecosystem play. Exactly, yeah. It's kind of like. >>Yeah, yeah, yeah, yeah. And for us, what we do covert is a perfect example going back to that. So when Covid hit um were based in las cruces, new Mexico last winter lost crew system to el paso and overwhelmed. They're at capacity. Different health care systems came to us, they asked if we partner with them to deliver a basically a triage program for folks that were coming into the er with Covid. So we designed a Kobe at home programs. So you get diagnosed, get a kit, go home and using telehealth virtual visits, remote monitoring. Be able to stay healthy at home without doing community spread. And by making sure that you were being watched over by a care professionals 24 hours a day. We did that um worked with 300 people Malcolm would all of them said healthy. We were able to expand uh inpatient capacity by 77%. We saved the system over $6 million in in three months. We've now been asked and we're actually replicating that in Memphis now and then also we've been asked to do so down in Mississippi >>mark, great conversation. Uh real quick. I only I don't have much time left but I want to ask you, does this mean that we're gonna see a clip of proliferation of in home kind of devices to assist? >>Yeah, we will. Uh, what we've seen is a big pivot now towards hospital at home model of care. So you have providers saying, you know, I'll see you in my facility but also extend capabilities so I can see you and treat you at home as well. We've also seen a realization that telehealth is more than a than an occasional video visit because if all you're doing is replacing an occasional in person visit with an occasional video visit. You're not really changing things now. There's a whole different sensors ai other integrations that come together to be able to enable these different models >>for all the business school folks out there and people who understand what's going on with structural change. That's when innovation really changes. Yeah, this is structural change. >>Absolutely. >>Mark, thanks for coming on. Mark Francis chief Digital Health Integration Officer Electronic Caregiver here on the Q. Thanks. Coming >>on. Thank you. My pleasure. >>Okay, more coverage after this short break. I'm john Kerry, your host Aws public Sector summit, We'll be right back mm mm mm

>>From around the globe. It's the cube with digital coverage of AWS reinvent 2020, sponsored by Intel and AWS. >>Welcome back to the cubes coverage of AWS reinvent 2020 I'm Lisa Martin. Joining me next is one of our cube alumni. Breton McMillan is back the director of us, federal for AWS. Right. It's great to see you glad that you're safe and well. >>Great. It's great to be back. Uh, I think last year when we did the cube, we were on the convention floor. It feels very different this year here at reinvent, it's gone virtual and yet it's still true to how reinvent always been. It's a learning conference and we're releasing a lot of new products and services for our customers. >>Yes. A lot of content, as you say, the one thing I think I would say about this reinvent, one of the things that's different, it's so quiet around us. Normally we're talking loudly over tens of thousands of people on the showroom floor, but great. That AWS is still able to connect in such an actually an even bigger way with its customers. So during Theresa Carlson's keynote, want to get your opinion on this or some info. She talked about the AWS open data sponsorship program, and that you guys are going to be hosting the national institutes of health, NIH sequence, read archive data, the biologist, and may former gets really excited about that. Talk to us about that because especially during the global health crisis that we're in, that sounds really promising >>Very much is I am so happy that we're working with NIH on this and multiple other initiatives. So the secret greed archive or SRA, essentially what it is, it's a very large data set of sequenced genomic data. And it's a wide variety of judge you gnomic data, and it's got a knowledge human genetic thing, but all life forms or all branches of life, um, is in a SRA to include viruses. And that's really important here during the pandemic. Um, it's one of the largest and oldest, um, gen sequence genomic data sets are out there and yet it's very modern. It has been designed for next generation sequencing. So it's growing, it's modern and it's well used. It's one of the more important ones that it's out there. One of the reasons this is so important is that we know to find cures for what a human ailments and disease and death, but by studying the gem genomic code, we can come up with the answers of these or the scientists can come up with answer for that. And that's what Amazon is doing is we're putting in the hands of the scientists, the tools so that they can help cure heart disease and diabetes and cancer and, um, depression and yes, even, um, uh, viruses that can cause pandemics. >>So making this data, sorry, I'm just going to making this data available to those scientists. Worldwide is incredibly important. Talk to us about that. >>Yeah, it is. And so, um, within NIH, we're working with, um, the, um, NCBI when you're dealing with NIH, there's a lot of acronyms, uh, and uh, at NIH, it's the national center for, um, file type technology information. And so we're working with them to make this available as an open data set. Why, why this is important is it's all about increasing the speed for scientific discovery. I personally think that in the fullness of time, the scientists will come up with cures for just about all of the human ailments that are out there. And it's our job at AWS to put into the hands of the scientists, the tools they need to make things happen quickly or in our lifetime. And I'm really excited to be working with NIH on that. When we start talking about it, there's multiple things. The scientists needs. One is access to these data sets and SRA. >>It's a very large data set. It's 45 petabytes and it's growing. I personally believe that it's going to double every year, year and a half. So it's a very large data set and it's hard to move that data around. It's so much easier if you just go into the cloud, compute against it and do your research there in the cloud. And so it's super important. 45 petabytes, give you an idea if it were all human data, that's equivalent to have a seven and a half million people or put another way 90% of everybody living in New York city. So that's how big this is. But then also what AWS is doing is we're bringing compute. So in the cloud, you can scale up your compute, scale it down, and then kind of the third they're. The third leg of the tool of the stool is giving the scientists easy access to the specialized tool sets they need. >>And we're doing that in a few different ways. One that the people would design these toolsets design a lot of them on AWS, but then we also make them available through something called AWS marketplace. So they can just go into marketplace, get a catalog, go in there and say, I want to launch this resolve work and launches the infrastructure underneath. And it speeds the ability for those scientists to come up with the cures that they need. So SRA is stored in Amazon S3, which is a very popular object store, not just in the scientific community, but virtually every industry uses S3. And by making this available on these public data sets, we're giving the scientists the ability to speed up their research. >>One of the things that Springs jumps out to me too, is it's in addition to enabling them to speed up research, it's also facilitating collaboration globally because now you've got the cloud to drive all of this, which allows researchers and completely different parts of the world to be working together almost in real time. So I can imagine the incredible power that this is going to, to provide to that community. So I have to ask you though, you talked about this being all life forms, including viruses COVID-19, what are some of the things that you think we can see? I expect this to facilitate. Yeah. >>So earlier in the year we took the, um, uh, genetic code or NIH took the genetic code and they, um, put it in an SRA like format and that's now available on AWS and, and here's, what's great about it is that you can now make it so anybody in the world can go to this open data set and start doing their research. One of our goals here is build back to a democratization of research. So it used to be that, um, get, for example, the very first, um, vaccine that came out was a small part. It's a vaccine that was done by our rural country doctor using essentially test tubes in a microscope. It's gotten hard to do that because data sets are so large, you need so much computer by using the power of the cloud. We've really democratized it and now anybody can do it. So for example, um, with the SRE data set that was done by NIH, um, organizations like the university of British Columbia, their, um, cloud innovation center is, um, doing research. And so what they've done is they've scanned, they, um, SRA database think about it. They scanned out 11 million entries for, uh, coronavirus sequencing. And that's really hard to do in a typical on-premise data center. Who's relatively easy to do on AWS. So by making this available, we can have a larger number of scientists working on the problems that we need to have solved. >>Well, and as the, as we all know in the U S operation warp speed, that warp speed alone term really signifies how quickly we all need this to be progressing forward. But this is not the first partnership that AWS has had with the NIH. Talk to me about what you guys, what some of the other things are that you're doing together. >>We've been working with NIH for a very long time. Um, back in 2012, we worked with NIH on, um, which was called the a thousand genome data set. This is another really important, um, data set and it's a large number of, uh, against sequence human genomes. And we moved that into, again, an open dataset on AWS and what's happened in the last eight years is many scientists have been able to compute about on it. And the other, the wonderful power of the cloud is over time. We continue to bring out tools to make it easier for people to work. So what they're not they're computing using our, um, our instance types. We call it elastic cloud computing. whether they're doing that, or they were doing some high performance computing using, um, uh, EMR elastic MapReduce, they can do that. And then we've brought up new things that really take it to the next layer, like level like, uh, Amazon SageMaker. >>And this is a, um, uh, makes it really easy for, um, the scientists to launch machine learning algorithms on AWS. So we've done the thousand genome, uh, dataset. Um, there's a number of other areas within NIH that we've been working on. So for example, um, over at national cancer Institute, we've been providing some expert guidance on best practices to how, how you can architect and work on these COVID related workloads. Um, NIH does things with, um, collaboration with many different universities, um, over 2,500, um, academic institutions. And, um, and they do that through grants. And so we've been working with doc office of director and they run their grant management applications in the RFA on AWS, and that allows it to scale up and to work very efficiently. Um, and then we entered in with, um, uh, NIH into this program called strides strides as a program for knowing NIH, but also all these other institutions that work within NIH to use the power of the cloud use commercial cloud for scientific discovery. And when we started that back in July of 2018, long before COVID happened, it was so great that we had that up and running because now we're able to help them out through the strides program. >>Right. Can you imagine if, uh, let's not even go there? I was going to say, um, but so, okay. So the SRA data is available through the AWS open data sponsorship program. You talked about strides. What are some of the other ways that AWS system? >>Yeah, no. So strides, uh, is, uh, you know, wide ranging through multiple different institutes. So, um, for example, over at, uh, the national heart lung and blood Institute, uh, do di NHL BI. I said, there's a lot of acronyms and I gel BI. Um, they've been working on, um, harmonizing, uh, genomic data. And so working with the university of Michigan, they've been analyzing through a program that they call top of med. Um, we've also been working with a NIH on, um, establishing best practices, making sure everything's secure. So we've been providing, um, AWS professional services that are showing them how to do this. So one portion of strides is getting the right data set and the right compute in the right tools, in the hands of the scientists. The other areas that we've been working on is making sure the scientists know how to use it. And so we've been developing these cloud learning pathways, and we started this quite a while back, and it's been so helpful here during the code. So, um, scientists can now go on and they can do self-paced online courses, which we've been really helping here during the, during the pandemic. And they can learn how to maximize their use of cloud technologies through these pathways that we've developed for them. >>Well, not education is imperative. I mean, there, you think about all of the knowledge that they have with within their scientific discipline and being able to leverage technology in a way that's easy is absolutely imperative to the timing. So, so, um, let's talk about other data sets that are available. So you've got the SRA is available. Uh, what are their data sets are available through this program? >>What about along a wide range of data sets that we're, um, uh, doing open data sets and in general, um, these data sets are, um, improving the human condition or improving the, um, the world in which we live in. And so, um, I've talked about a few things. There's a few more, uh, things. So for example, um, there's the cancer genomic Atlas that we've been working with, um, national cancer Institute, as well as the national human genomic research Institute. And, um, that's a very important data set that being computed against, um, uh, throughout the world, uh, commonly within the scientific community, that data set is called TCGA. Um, then we also have some, uh, uh, datasets are focused on certain groups. So for example, kids first is a data set. That's looking at a lot of the, um, challenges, uh, in diseases that kids get every kind of thing from very rare pediatric cancer as to heart defects, et cetera. >>And so we're working with them, but it's not just in the, um, uh, medical side. We have open data sets, um, with, uh, for example, uh, NOAA national ocean open national oceanic and atmospheric administration, um, to understand what's happening better with climate change and to slow the rate of climate change within the department of interior, they have a Landsat database that is looking at pictures of their birth cell, like pictures of the earth, so we can better understand the MCO world we live in. Uh, similarly, uh, NASA has, um, a lot of data that we put out there and, um, over in the department of energy, uh, there's data sets there, um, that we're researching against, or that the scientists are researching against to make sure that we have better clean, renewable energy sources, but it's not just government agencies that we work with when we find a dataset that's important. >>We also work with, um, nonprofit organizations, nonprofit organizations are also in, they're not flush with cash and they're trying to make every dollar work. And so we've worked with them, um, organizations like the child mind Institute or the Allen Institute for brain science. And these are largely like neuro imaging, um, data. And we made that available, um, via, um, our open data set, um, program. So there's a wide range of things that we're doing. And what's great about it is when we do it, you democratize science and you allowed many, many more science scientists to work on these problems. They're so critical for us. >>The availability is, is incredible, but also the, the breadth and depth of what you just spoke. It's not just government, for example, you've got about 30 seconds left. I'm going to ask you to summarize some of the announcements that you think are really, really critical for federal customers to be paying attention to from reinvent 2020. >>Yeah. So, um, one of the things that these federal government customers have been coming to us on is they've had to have new ways to communicate with their customer, with the public. And so we have a product that we've had for a while called on AWS connect, and it's been used very extensively throughout government customers. And it's used in industry too. We've had a number of, um, of announcements this weekend. Jasmine made multiple announcements on enhancement, say AWS connect or additional services, everything from helping to verify that that's the right person from AWS connect ID to making sure that that customer's gets a good customer experience to connect wisdom or making sure that the managers of these call centers can manage the call centers better. And so I'm really excited that we're putting in the hands of both government and industry, a cloud based solution to make their connections to the public better. >>It's all about connections these days, but I wish we had more time, cause I know we can unpack so much more with you, but thank you for joining me on the queue today, sharing some of the insights, some of the impacts and availability that AWS is enabling the scientific and other federal communities. It's incredibly important. And we appreciate your time. Thank you, Lisa, for Brett McMillan. I'm Lisa Martin. You're watching the cubes coverage of AWS reinvent 2020.

>> Announcer: From theCUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is theCUBE conversation. >> Hey, welcome back everybody Jeff Frick here with the cube. This is a special week it's Grace Hopper week, and Grace Hopper is the best name in tech conferences. The celebration of women in computing, and we've been going there for years we're not there this year, but one of the themes that comes up over and over at Grace Hopper is women and girls need to see women in positions that they can envision themselves being in someday. That is a really important piece of the whole diversity conversation is can I see people that I can role model after and I just want to bring up something from a couple years back from 2016 when we were there, we were there with Mimi Valdez, Christina Deoja and Dr. Jeanette Epps, Dr. Jeanette Epps is the astronaut on the right. They were there talking about "The Hidden Figures" movie. If you remember it came out 2016, it was about Katherine Johnson and all the black women working at NASA. They got no credit for doing all the math that basically keep all the astronauts safe and they made a terrific movie about it. And Janet is going up on the very first Blue Origin Space Mission Next year. This was announced a couple of months ago, so again, phenomenal leadership, black lady astronaut, going to go into space and really provide a face for a lot of young girls that want to get into that and its clearly a great STEM opportunity. So we're excited to have four terrific women today that well also are the leaders that the younger women can look up to and follow their career. So we're excited to have them so we're just going to go around. We got four terrific guests, our first one is Annabel Chang, She is the Head of State Policy and Government Regulations at Waymo. Annabel great to see you, where are you coming in from today? >> from San Francisco >> Jeff: Awesome. Next up is Inamarie Johnson. She is the Chief People and Diversity Officer for Zendesk Inamarie, great to see you. Where are you calling in from today? >> Great to be here. I am calling in from Palos Verdes the state >> Jeff: awesome >> in Southern California. >> Jeff: Some of the benefits of a virtual sometimes we can, we couldn't do that without the power of the internet. And next up is Jennifer Cabalquinto she is the Chief Financial Officer of the Golden State Warriors. Jennifer, great to see you Where are you coming in from today? >> Well, I wish I was coming in from the Chase Center in San Francisco but I'm actually calling in from Santa Cruz California today. >> Jeff: Right, It's good to see you and you can surf a lot better down there. So that's probably not all bad. And finally to round out our panelists, Kate Hogan, she is the COO of North America for Accenture. Kate, great to see you as well. Where are you coming in from today? >> Well, it's good to see you too. I am coming in from the office actually in San Jose. >> Jeff: From the office in San Jose. All right, So let's get into it . You guys are all very senior, you've been doing this for a long time. We're in a kind of a crazy period of time in terms of diversity with all the kind of social unrest that's happening. So let's talk about some of your first your journeys and I want to start with you Annabel. You're a lawyer you got into lawyering. You did lawyering with Diane Feinstein, kind of some politics, and also the city of San Francisco. And then you made this move over to tech. Talk about that decision and what went into that decision and how did you get into tech? 'cause we know part of the problem with diversity is a pipeline problem. You came over from the law side of the house. >> Yes, and to be honest politics and the law are pretty homogenous. So when I made the move to tech, it was still a lot of the same, but what I knew is that I could be an attorney anywhere from Omaha Nebraska to Miami Florida. But what I couldn't do was work for a disruptive company, potentially a unicorn. And I seized that opportunity and (indistinct) Lyft early on before Ride Hailing and Ride Sharing was even a thing. So it was an exciting opportunity. And I joined right at the exact moment that made myself really meaningful in the organization. And I'm hoping that I'm doing the same thing right now at Waymo. >> Great, Inamarie you've come from one of my favorite stories I like to talk about from the old school Clorox great product management. I always like to joke that Silicon Valley needs a pipeline back to Cincinnati and Proctor and Gamble to get good product managers out here. You were in the classic, right? You were there, you were at Honeywell Plantronics, and then you jumped over to tech. Tell us a little bit about that move. Cause I'm sure selling Clorox is a lot different than selling the terrific service that you guys provide at Zendesk. I'm always happy when I see Zendesk in my customer service return email, I know I'm going to get taken care of. >> Oh wow, that's great. We love customers like you., so thank you for that. My journey is you're right from a fortune 50 sort of more portfolio type company into tech. And I think one of the reasons is because when tech is starting out and that's what Zendesk was a few five years back or so very much an early stage growth company, two things are top of mind, one, how do we become more global? And how do we make sure that we can go up market and attract enterprise grade customers? And so my experience having only been in those types of companies was very interesting for a startup. And what was interesting for me is I got to live in a world where there were great growth targets and numbers, things I had never seen. And the agility, the speed, the head plus heart really resonated with my background. So super glad to be in tech, but you're right. It's a little different than a consumer products. >> Right, and then Jennifer, you're in a completely different world, right? So you worked for the Golden State Warriors, which everybody knows is an NBA team, but I don't know that everyone knows really how progressive the Warriors are beyond just basketball in terms of the new Chase Center, all the different events that you guys put on it. And really the leadership there has decided we really want to be an entertainment company of which the Golden State Warrior basketball team has a very, very important piece, you've come from the entertainment industry. So that's probably how they found you, but you're in the financial role. You've always been in the financial role, not traditionally thought about as a lot of women in terms of a proportion of total people in that. So tell us a little bit about your experience being in finance, in entertainment, and then making this kind of hop over to, I guess Uber entertainment. I don't know even how you would classify the warriors. >> Sports entertainment, live entertainment. Yeah, it's interesting when the Warriors opportunity came up, I naturally said well no, I don't have any sports background. And it's something that we women tend to do, right? We self edit and we want to check every box before we think that we're qualified. And the reality is my background is in entertainment and the Warriors were looking to build their own venue, which has been a very large construction project. I was the CFO at Universal Studios Hollywood. And what do we do there? We build large attractions, which are just large construction projects and we're in the entertainment business. And so that sort of B to C was a natural sort of transition for me going from where I was with Universal Studios over to the Warriors. I think a finance career is such a great career for women. And I think we're finding more and more women entering it. It is one that you sort of understand your hills and valleys, you know when you're going to be busy and so you can kind of schedule around that. I think it's really... it provides that you have a seat at the table. And so I think it's a career choice that I think is becoming more and more available to women certainly more now than it was when I first started. >> Yeah, It's interesting cause I think a lot of people think of women naturally in human resources roles. My wife was a head of human resources back in the day, or a lot of marketing, but not necessarily on the finance side. And then Kate go over to you. You're one of the rare birds you've been at Accenture  for over 20 years. So you must like airplanes and travel to stay there that long. But doing a little homework for this, I saw a really interesting piece of you talking about your boss challenging you to ask for more work, to ask for a new opportunity. And I thought that was really insightful that you, you picked up on that like Oh, I guess it's incumbent on me to ask for more, not necessarily wait for that to be given to me, it sounds like a really seminal moment in your career. >> It was important but before I tell you that story, because it was an important moment of my career and probably something that a lot of the women here on the panel here can relate to as well. You mentioned airplanes and it made me think of my dad. My father was in the air force and I remember him telling stories when I was little about his career change from the air force into a career in telecommunications. So technology for me growing up Jeff was, it was kind of part of the dinner table. I mean it was just a conversation that was constantly ongoing in our house. And I also, as a young girl, I loved playing video games. We had a Tandy computer down in the basement and I remember spending too many hours playing video games down there. And so for me my history and my really at a young age, my experience and curiosity around tech was there. And so maybe that's, what's fueling my inspiration to stay at Accenture for as long as I have. And you're right It's been two decades, which feels tremendous, but I've had the chance to work across a bunch of different industries, but you're right. I mean, during that time and I relate with what Jennifer said in terms of self editing, right? Women do this and I'm no exception, I did this. And I do remember I'm a mentor and a sponsor of mine who called me up when I'm kind of I was at a pivotal moment in my career and he said you know Kate, I've been waiting for you to call me and tell me you want this job. And I never even thought about it. I mean I just never thought that I'd be a candidate for the job and let alone somebody waiting for me to kind of make the phone call. I haven't made that mistake again, (laughing) but I like to believe I learned from it, but it was an important lesson. >> It's such a great lesson and women are often accused of being a little bit too passive and not necessarily looking out for in salary negotiations or looking for that promotion or kind of stepping up to take the crappy job because that's another thing we hear over and over from successful people is that some point in their career, they took that job that nobody else wanted. They took that challenge that really enabled them to take a different path and really a different Ascension. And I'm just curious if there's any stories on that or in terms of a leader or a mentor, whether it was in the career, somebody that you either knew or didn't know that was someone that you got kind of strength from kind of climbing through your own, kind of career progression. Will go to you first Annabel. >> I actually would love to talk about the salary negotiations piece because I have a group of friends about that we've been to meeting together once a month for the last six years now. And one of the things that we committed to being very transparent with each other about was salary negotiations and signing bonuses and all of the hard topics that you kind of don't want to talk about as a manager and the women that I'm in this group with span all types of different industries. And I've learned so much from them, from my different job transitions about understanding the signing bonus, understanding equity, which is totally foreign to me coming from law and politics. And that was one of the most impactful tools that I've ever had was a group of people that I could be open with talking about salary negotiations and talking about how to really manage equity. Those are totally foreign to me up until this group of women really connected me to these topics and gave me some of that expertise. So that is something I strongly encourage is that if you haven't openly talked about salary negotiations before you should begin to do so. >> It begs the question, how was the sensitivity between the person that was making a lot of money and the person that wasn't? And how did you kind of work through that as a group for the greater good of everyone? >> Yeah, I think what's really eye opening is that for example, We had friends who were friends who were on tech, we had friends who were actually the entrepreneurs starting their own businesses or law firm, associates, law firm partners, people in PR, so we understood that there was going to be differences within industry and frankly in scale, but it was understanding even the tools, whether I think the most interesting one would be signing bonus, right? Because up until a few years ago, recruiters could ask you what you made and how do you avoid that question? How do you anchor yourself to a lower salary range or avoid that happening? I didn't know this, I didn't know how to do that. And a couple of women that had been in more senior negotiations shared ways to make sure that I was pinning myself to a higher salary range that I wanted to be in. >> That's great. That's a great story and really important to like say pin. it's a lot of logistical details, right? You just need to learn the techniques like any other skill. Inamarie, I wonder if you've got a story to share here. >> Sure. I just want to say, I love the example that you just gave because it's something I'm super passionate about, which is transparency and trust. Then I think that we're building that every day into all of our people processes. So sure, talk about sign on bonuses, talk about pay parody because that is the landscape. But a quick story for me, I would say is all about stepping into uncertainty. And when I coach younger professionals of course women, I often talk about, don't be afraid to step into the role where all of the answers are not vetted down because at the end of the day, you can influence what those answers are. I still remember when Honeywell asked me to leave the comfort of California and to come to the East coast to New Jersey and bring my family. And I was doing well in my career. I didn't feel like I needed to do that, but I was willing after some coaching to step into that uncertainty. And it was one of the best pivotal moment in my career. I didn't always know who I was going to work with. I didn't know the challenges and scope I would take on, but those were some of the biggest learning experiences and opportunities and it made me a better executive. So that's always my coaching, like go where the answers aren't quite vetted down because you can influence that as a leader. >> That's great, I mean, Beth Comstock former vice chair at GE, one of her keynotes I saw had a great line, get comfortable with being uncomfortable. And I think that its a really good kind of message, especially in the time we're living in with accelerated change. But I'm curious, Inamarie was the person that got you to take that commitment. Would you consider that a sponsor, a mentor, was it a boss? Was it maybe somebody not at work, your spouse or a friend that said go for it. What kind of pushed you over the edge to take that? >> It's a great question. It was actually the boss I was going to work for. He was the CHRO, and he said something that was so important to me that I've often said it to others. And he said trust me, he's like I know you don't have all the answers, I know we don't have this role all figured out, I know you're going to move your family, but if you trust me, there is a ton of learning on the other side of this. And sometimes that's the best thing a boss can do is say we will go on this journey together. I will help you figure it out. So it was a boss, but I think it was that trust and that willingness for him to stand and go alongside of me that made me pick up my family and be willing to move across the country. And we stayed five years and really, I am not the same executive because of that experience. >> Right, that's a great story, Jennifer, I want to go to you, you work for two owners that are so progressive and I remember when Joe Lacob came on the floor a few years back and was booed aggressively coming into a franchise that hadn't seen success in a very long time, making really aggressive moves in terms of personnel, both at the coaches and the players level, the GM level. But he had a vision and he stuck to it. And the net net was tremendous success. I wonder if you can share any of the stories, for you coming into that organization and being able to feel kind of that level of potential success and really kind of the vision and also really a focus on execution to make the vision real cause vision without execution doesn't really mean much. If you could share some stories of working for somebody like Joe Lacob, who's so visionary but also executes so very, very effectively. >> Yeah, Joe is, well I have the honor of working for Joe, for Rick Welts to who's our president. Who's living legend with the NBA with Peter Guber. Our leadership at the Warriors are truly visionary and they set audacious targets. And I would say from a story the most recent is, right now what we're living through today. And I will say Joe will not accept that we are not having games with fans. I agree he is so committed to trying to solve for this and he has really put the organization sort of on his back cause we're all like well, what do we do? And he has just refused to settle and is looking down every path as to how do we ensure the safety of our fans, the safety of our players, but how do we get back to live entertainment? And this is like a daily mantra and now the entire organization is so focused on this and it is because of his vision. And I think you need leaders like that who can set audacious goals, who can think beyond what's happening today and really energize the entire organization. And that's really what he's done. And when I talked to my peers and other teams in there they're talking about trying to close out their season or do these things. And they're like well, we're talking about, how do we open the building? And we're going to have fans, we're going to do this. And they look at me and they're like, what are you talking about? And I said, well we are so fortunate. We have leadership that just is not going to settle. Like they are just always looking to get out of whatever it is that's happening and fix it. So Joe is so committed His background, he's an epidemiologist major I think. Can you imagine how unique a background that is and how timely. And so his knowledge of just around the pandemic and how the virus is spread. And I mean it's phenomenal to watch him work and leverage sort of his business acumen, his science acumen and really think through how do we solve this. Its amazing. >> The other thing thing that you had said before is that you basically intentionally told people that they need to rethink their jobs, right? You didn't necessarily want to give them permission to get you told them we need to rethink their jobs. And it's a really interesting approach when the main business is just not happening, right? There's just no people coming through the door and paying for tickets and buying beers and hotdogs. It's a really interesting talk. And I'm curious, kind of what was the reception from the people like hey, you're the boss, you just figure it out or were they like hey, this is terrific that he pressed me to come up with some good ideas. >> Yeah, I think when all of this happened, we were resolved to make sure that our workforce is safe and that they had the tools that they needed to get through their day. But then we really challenged them with re imagining what the next normal is. Because when we come out of this, we want to be ahead of everybody else. And that comes again from the vision that Joe set, that we're going to use this time to make ourselves better internally because we have the time. I mean, we had been racing towards opening Chase Center and not having time to pause. Now let's use this time to really rethink how we're doing business. What can we do better? And I think it's really reinvigorated teams to really think and innovate in their own areas because you can innovate anything, right?. We're innovating how you pay payables, we're all innovating, we're rethinking the fan experience and queuing and lines and all of these things because now we have the time that it's really something that top down we want to come out of this stronger. >> Right, that's great. Kate I'll go to you, Julie Sweet, I'm a big fan of Julie Sweet. we went to the same school so go go Claremont. But she's been super aggressive lately on a lot of these things, there was a get to... I think it's called Getting to 50 50 by 25 initiative, a formal initiative with very specific goals and objectives. And then there was a recent thing in terms of doing some stuff in New York with retraining. And then as you said, military being close to your heart, a real specific military recruiting process, that's formal and in place. And when you see that type of leadership and formal programs put in place not just words, really encouraging, really inspirational, and that's how you actually get stuff done as you get even the consulting businesses, if you can't measure it, you can't improve it. >> Yeah Jeff, you're exactly right. And as Jennifer was talking, Julie is exactly who I was thinking about in my mind as well, because I think it takes strong leadership and courage to set bold bold goals, right? And you talked about a few of those bold goals and Julie has certainly been at the forefront of that. One of the goals we set in 2018 actually was as you said to achieve essentially a gender balance workforce. So 50% men, 50% women by 2025, I mean, that's ambitious for any company, but for us at the time we were 400,000 people. They were 500, 6,000 globally. So when you set a goal like that, it's a bold goal and it's a bold vision. And we have over 40% today, We're well on our path to get to 50%, I think by 2025. And I was really proud to share that goal in front of a group of 200 clients the day that it came out, it's a proud moment. And I think it takes leaders like Julie and many others by the way that are also setting bold goals, not just in my company to turn the dial here on gender equality in the workforce, but it's not just about gender equality. You mentioned something I think it's probably at as, or more important right now. And that's the fact that at least our leadership has taken a Stand, a pretty bold stand against social injustice and racism, >> Right which is... >> And so through that we've made some very transparent goals in North America in terms of the recruitment and retention of our black African American, Hispanic American, Latinex communities. We've set a goal to increase those populations in our workforce by 60% by 2025. And we're requiring mandatory training for all of our people to be able to identify and speak up against racism. Again, it takes courage and it takes a voice. And I think it takes setting bold goals to make a change and these are changes we're committed to. >> Right, that's terrific. I mean, we started the conversation with Grace Hopper, they put out an index for companies that don't have their own kind of internal measure to do surveys again so you can get kind of longitudinal studies over time and see how you're improving Inamarie, I want to go to you on the social justice thing. I mean, you've talked a lot about values and culture. It's a huge part of what you say. And I think that the quote that you use, if I can steal it is " no culture eats strategy for breakfast" and with the social injustice. I mean, you came out with special values just about what Zendesk is doing on social injustice. And I thought I was actually looking up just your regular core mission and value statement. And this is what came up on my Google search. So I wanted to A, you published this in a blog in June, taking a really proactive stand. And I think you mentioned something before that, but then you're kind of stuck in this role as a mind reader. I wonder if you can share a little bit of your thoughts of taking a proactive stand and what Zendesk is doing both you personally, as well as a company in supporting this. And then what did you say as a binder Cause I think these are difficult kind of uncharted waters on one hand, on the other hand, a lot of people say, hello, this has been going on forever. You guys are just now seeing cellphone footage of madness. >> Yeah Wow, there's a lot in there. Let me go to the mind reader comments, cause people are probably like, what is that about? My point was last December, November timing. I've been the Chief People Officer for about two years And I decided that it really was time with support from my CEO that Zendesk have a Chief Diversity Officer sitting in at the top of the company, really putting a face to a lot of the efforts we were doing. And so the mind reader part comes in little did I know how important that stance would become, in the may June Timing? So I joked that, it almost felt like I could have been a mind reader, but as to what have we done, a couple of things I would call out that I think are really aligned with who we are as a company because our culture is highly threaded with the concept of empathy it's been there from our beginning. We have always tried to be a company that walks in the shoes of our customers. So in may with the death of George Floyd and the world kind of snapping and all of the racial injustice, what we said is we wanted to not stay silent. And so most of my postings and points of view were that as a company, we would take a stand both internally and externally and we would also partner with other companies and organizations that are doing the big work. And I think that is the humble part of it, we can't do it all at Zendesk, we can't write all the wrongs, but we can be in partnership and service with other organizations. So we used funding and we supported those organizations and partnerships. The other thing that I would say we did that was super important along that empathy is that we posted space for our employees to come together and talk about the hurt and the pain and the experiences that were going on during those times and we called those empathy circles. And what I loved is initially, it was through our mosaic community, which is what we call our Brown and black and persons of color employee resource group. But it grew into something bigger. We ended up doing five of these empathy circles around the globe and as leadership, what we were there to do is to listen and stand as an ally and support. And the stories were life changing. And the stories really talked about a number of injustice and racism aspects that are happening around the world. And so we are committed to that journey, we will continue to support our employees, we will continue to partner and we're doing a number of the things that have been mentioned. But those empathy circles, I think were definitely a turning point for us as an organization. >> That's great, and people need it right? They need a place to talk and they also need a place to listen if it's not their experience and to be empathetic, if you just have no data or no knowledge of something, you need to be educated So that is phenomenal. I want to go to you Jennifer. Cause obviously the NBA has been very, very progressive on this topic both as a league, and then of course the Warriors. We were joking before. I mean, I don't think Steph Curry has ever had a verbal misstep in the history of his time in the NBA, the guy so eloquent and so well-spoken, but I wonder if you can share kind of inside the inner circle in terms of the conversations, that the NBA enabled right. For everything from the jerseys and going out on marches and then also from the team level, how did that kind of come down and what's of the perception inside the building? >> Sure, obviously I'm so proud to be part of a league that is as progressive and has given voice and loud, all the teams, all the athletes to express how they feel, The Warriors have always been committed to creating a diverse and equitable workplace and being part of a diverse and equitable community. I mean that's something that we've always said, but I think the situation really allowed us, over the summer to come up with a real formal response, aligning ourselves with the Black Lives Matter movement in a really meaningful way, but also in a way that allows us to iterate because as you say, it's evolving and we're learning. So we created or discussed four pillars that we wanted to work around. And that was really around wallet, heart, beat, and then tongue or voice. And Wallet is really around putting our money where our mouth is, right? And supporting organizations and groups that aligned with the values that we were trying to move forward. Heart is around engaging our employees and our fan base really, right? And so during this time we actually launched our employee resource groups for the first time and really excited and energized about what that's doing for our workforce. This is about promoting real action, civic engagement, advocacy work in the community and what we've always been really focused in a community, but this really hones it around areas that we can all rally around, right? So registration and we're really focused on supporting the election day results in terms of like having our facilities open to all the electorate. So we're going to have our San Francisco arena be a ballot drop off, our Oakland facilities is a polling site, Santa Cruz site is also a polling location, So really promoting sort of that civic engagement and causing people to really take action. heart is all around being inclusive and developing that culture that we think is really reflective of the community. And voice is really amplifying and celebrating one, the ideas, the (indistinct) want to put forth in the community, but really understanding everybody's culture and really just providing and using the platform really to provide a basis in which as our players, like Steph Curry and the rest want to share their own experiences. we have a platform that can't be matched by any pedigree, right? I mean, it's the Warriors. So I think really getting focused and rallying around these pillars, and then we can iterate and continue to grow as we define the things that we want to get involved in. >> That's terrific. So I have like pages and pages and pages of notes and could probably do this for hours and hours, but unfortunately we don't have that much time we have to wrap. So what I want to do is give you each of you the last word again as we know from this problem, right? It's not necessarily a pipeline problem, it's really a retention problem. We hear that all the time from Girls in Code and Girls in Tech. So what I'd like you to do just to wrap is just a couple of two or three sentences to a 25 year old, a young woman sitting across from you having coffee socially distanced about what you would tell her early in the career, not in college but kind of early on, what would the be the two or three sentences that you would share with that person across the table and Annabel, we'll start with you. >> Yeah, I will have to make a pitch for transportation. So in transportation only 15% of the workforce is made up of women. And so my advice would be that there are these fields, there are these opportunities where you can make a massive impact on the future of how people move or how they consume things or how they interact with the world around them. And my hope is that being at Waymo, with our self driving car technology, that we are going to change the world. And I am one of the initial people in this group to help make that happen. And one thing that I would add is women spend almost an hour a day, shuttling their kids around, and we will give you back that time one day with our self driving cars so that I'm a mom. And I know that that is going to be incredibly powerful on our daily lives. >> Jeff: That's great. Kate, I think I might know what you're already going to say, but well maybe you have something else you wanted to say too. >> I don't know, It'll be interesting. Like if I was sitting across the table from a 25 year old right now I would say a couple of things first I'd say look intentionally for a company that has an inclusive culture. Intentionally seek out the company that has an inclusive culture, because we know that companies that have inclusive cultures retain women in tech longer. And the companies that can build inclusive cultures will retain women in tech, double, double the amount that they are today in the next 10 years. That means we could put another 1.4 million women in tech and keep them in tech by 2030. So I'd really encourage them to look for that. I'd encouraged them to look for companies that have support network and reinforcements for their success, and to obviously find a Waymo car so that they can not have to worry where kids are on for an hour when you're parenting in a few years. >> Jeff: I love the intentional, it's such a great word. Inamarie, >> I'd like to imagine that I'm sitting across from a 25 year old woman of color. And what I would say is be authentically you and know that you belong in the organization that you are seeking and you were there because you have a unique perspective and a voice that needs to be heard. And don't try to be anything that you're not, be who you are and bring that voice and that perspective, because the company will be a better company, the management team will be a better management team, the workforce will be a better workforce when you belong, thrive and share that voice. >> I love that, I love that. That's why you're the Chief People Officer and not Human Resources Officer, cause people are not resources like steel and cars and this and that. All right, Jennifer, will go to you for the wrap. >> Oh my gosh, I can't follow that. But yes, I would say advocate for yourself and know your value. I think really understanding what you're worth and being willing to fight for that is critical. And I think it's something that women need to do more. >> Awesome, well again, I wish we could go all day, but I will let you get back to your very, very busy day jobs. Thank you for participating and sharing your insight. I think it's super helpful. And there and as we said at the beginning, there's no better example for young girls and young women than to see people like you in leadership roles and to hear your voices. So thank you for sharing. >> Thank you. >> All right. >> Thank you. >> Okay thank you. >> Thank you >> All right, so that was our diversity panel. I hope you enjoyed it, I sure did. I'm looking forward to chapter two. We'll get it scheduled as soon as we can. Thanks for watching. We'll see you next time. (upbeat music)

>> Hello, I'm Kunio Kashino from Biomedical Informatics Research Center of NTT Basic Research Laboratories. I'd like to talk about neural audio captioning and its application to stethoscopic sounds. First, I'd like to think about what captioning is in comparison with classification. When there is a picture of a cat, you will recognize it as a cat. This is a classification or object recognition. Captioning on the other hand is to describe what's going on in a more complex scene. This is an example of a visual case, but the same can be thought of for sound. When you hear a car on the street, you can recognize it as a car. You can also explain the sound when someones hitting a toy tambourine. Of these, the generation of explanatory notes on sounds or audio captioning is a new field of research that has just emerged. (soft music) This is an experimental system that we proposed last year. It listened to sound for two seconds and provides an explanation for the sound of that section. (soft music) Moving the slider to the left produces a short, concise description. Moving it to the right produces a longer, more detailed description. (soft music) The descriptions are not always perfect, but you can see how it works. Here are some early works in this field of study. In 2017, Drossos conducted a study that gave sound a string of words. But there are still a lot of overlap with the classification task at that time. At around the same time, Ikala who was my student at the university of Tokyo proposed a system that could express sounds in onomatopoeic terms as a sequence of phonemes. Recently more works have been reported including those describing more complex scenes in normal sentences and using sentences for sound retrieval. Let's go over the differences between classification and the captioning once again. Classification is the process of classifying or quantizing features in a fixed number of classes. Captioning on the other hand means converting the features. For example, the time series of sound features is translated into the times series of words. Classification requires that classes be determine in advance, but captioning does not. In classification relationships between classes are not usually considered but in captioning relationships between elements are important not just what is there. In the medical context classification corresponds to diagnosis while in captioning we've addressed the explanation and inference rather than diagnosis. Of course, diagnosis is an important act in medical care and neural classification neural captioning is necessarily better than the other. Captioning would be useful to express the comparisons, degree, time course and changes and the relationship between cause and effect. For example, it would be difficult to prepare a class for the situation represented by a sentence of over the past few days pneumonia has gradually spread and worsened. Therefore both of them should be utilized according to the purpose. Now let's consider the challenges of captioning. If you look at this picture everyone will say, it's a picture of a cat. Yes, it is. No one called this a grey and white animal with two round eyes and triangular ears. Similarly, when a characteristic noise is heard from the lungs as the person breathes, you may just say wrong car hire present. And wrong described the noise in detail. That is it's a good idea to use the label, if it's appropriate. As long as the person you are talking to can understand it. Another challenge with captioning is that the exact same description may or may not be appropriate depending on the situation. When you were walking down on each section and a car pops up, it's important to say it's a car and it's inappropriate to discuss the engine sound quality. But when you bring a car to a repair shop and have it checked you have to describe the engine sound in detail. Just saying that the engines running is obviously not enough. It is important to note that appropriate expressions vary and only one best answer cannot be determined. With these issues in mind, we configured a neuro audio captioning model. We call this system CSCG or Conditional Sequence-to-sequence Caption Generator. The system extracts a time series of acoustic features from biological sounds such as hard sounds converts them into a series of words and outputs them with class labels. The green parts are neuro networks. They were so trained that the system outputs both captions and labels simultaneously. The behavior of the sentence decoder is controlled by conditioning it with the auxiliarity input, in order to cope with the fact that the appropriate captions can vary. In the current experimentation we employ your parameter called Specificity. It is the amount of information contained in the words, in the entire caption. In other words the more number of words and the more infrequent or more specific words are used, the higher the variable specificity. And now our experiments the entire network was trained using a set of heart sounds. The sound samples were extracted from sound sources that collected 55 difficult cases. For each case, the signal was about one minute in length. So we extracted sound samples by windowing the signal. In one case four cycles worth of signal were work cut at the timing synchronized with the heartbeats. In another case, signals of six seconds in length were cut out at regular time intervals of three seconds. Class levels and seven kinds of explanations sentences were given manually for each case. This table shows the classification accuracy. We organized categories as general overview description of sound and presence or absence of 12 difficult heart diseases. We then prepared two to six classes for each category. As a result, we found that it is possible to classify with a fairly high accuracy of 94% or more in the case of beats synchronous windowing and 88% or more in the case of regular windowing. This graph shows the effect of the specificity control. The horizontal axis represent the specified specificity of level of detail. In the vertical axis we present the amount of information contained in the rear outfit captions. As you can see, the data is distributed along a straight line with a slope of one indicating that the specificity control is working correctly. Let's take a look at generated captions. This table shows the examples with varying specificity input for three types of sound sources, normal, large split of second sounds and coronary artery disease. If the specified specificity is small then the generator sentence is short. If the specificity value is greater you can see that detailed and long sentences are being generated. In this table, all captions are confirmed to be appropriate for the sound by humor observations. However the system does not always produce the correct output for now. Sometimes it may produce a wrong caption or a statement containing a linguistic error but generally speaking we consider the result promising. In this talk, I first discussed the problem of audio captioning in comparison with classification. It is not just a sound recognition and therefore a new topic in the research field. Then I proposed an automatic audio captioning system based on the conditional sequence-to-sequence model and tested it with heart sounds. The system features a multitasking configuration for classification then the captioning. And allows us to adjust the level of detail in the description according to the purpose. The evaluation results are promising. In the future, we intend to enrich the learning data and improve the system configuration to make it a practical system in the near future. Thank you very much.

>> Hello, welcome to the final day of the NTT Research Summit Upgrade 2020. My name is Joe Alexander and I belong to the Medical and Health Informatics lab, so-called MEI lab, and I lead the development of the bio digital twin. I'd like to give you a high level overview of what we mean by bio digital twin, what some of our immediate research targets are, and a description of our overall approach. You will note that my title is not simply bio digital twin, but more specifically a cardiovascular bio digital twin and you'll soon understand why. What do we mean by digital twin? For our project, we're taking the definition on approach used in commercial aviation, mostly for predictive maintenance of jet engines. A digital twin is an up-to-date virtual representation, an electronic replica if you will. Now, if anything which gives you real-time insight into the status of the real-world asset to enable better management and to inform decision-making. It aims to merge the real and the virtual world. It enables one to design, simulate, and verify products digitally, including mechanics and multi-physics. It allows integration of complex systems. It allows for predictive maintenance through direct real-time monitoring of the health and structure of the plane parts, mitigating danger. It enables monitoring of all machines anywhere at all times. This allows feeding back insights to continuously optimize the digital twin of the product, which in turn leads to continuous improvement of the product in the real world. A robust platform is needed for digital twins to live, learn and run. Because we aim to apply these concepts to biological systems for predictive maintenance of health, we use the term bio digital twin. We're aiming for a precision medicine and predictive health maintenance. And while ultimately we intend to represent multiple organ systems and the diseases affecting them, we will start with the cardiovascular system. When we revisit concepts from the last slide, there's the one-to-one mapping as you can see on this slide. A cardiovascular bio digital twin is an up-to-date virtual representation as well, but of a cardiovascular system, which gives you real-time insight into the status of the cardiovascular system of a real world patient to enable better care management and to inform clinical decision-making. It does so by merging the real and virtual world. It enables one to design, simulate, and verify drug and device treatments digitally, including cardiovascular mechanics and multi-physics. It allows integration of complex organ systems. It allows for predictive maintenance of health care through direct real-time monitoring of the health and functional integration, or excuse me, functional integrity of body parts, mitigating danger. It enables monitoring of all patients anywhere at all times. This allows feedback to continuously optimize the digital twins of subjects, which in turn leads to continuous improvements to the health of subjects in the real world. Also a robust platform is needed for digital twins to live, learn, and run. One platform under evaluation for us is called embodied bio-sciences. And it is a cloud-based platform leveraging AWS distributed computing database and cuing solutions. There are many cardiovascular diseases that might be targeted by cardiovascular bio digital twin. We have chosen to focus on the two most common forms of heart failure, and those are ischemic heart failure and hypertensive heart failure. Ischemic heart failure is usually due to coronary artery disease and hypertensive heart failure usually is secondary to high blood pressure. By targeting heart failure, number one, it forces us to automatically incorporate biological mechanisms, common to many other cardiovascular diseases. And two, heart failure is an area of significant unmet medical need, especially given the world's aging population. The prevalence of heart failure is estimated to be one to one and a half. I'm sorry, one to 5% in the general population. Heart failure is a common cause of hospitalization. The risk of heart failure increases with age. About a third to a half of the total number of patients diagnosed with heart failure, have a normal ejection fraction. Ischemic heart failure occurs in the setting of an insult to the coronary arteries causing atherosclerosis. The key physiologic mechanisms of ischemic heart failure are increased myocardial oxygen demand in the face of a limited myocardial oxygen supply. And hypertensive heart failure is usually characterized by complex myocardial alterations resulting from the response to stress imposed by the left ventricle by a chronic increase in blood pressure. In order to achieve precision medicine or optimized and individualized therapies for heart failure, we will develop three computational platforms over a five-year period. A neuro-hormonal regulation platform, a mechanical adaptation platform and an energetics platform. The neuro-hormonal platform is critical for characterizing a fundamental feature of chronic heart failure, which is neuro-humoral activation and alterations in regulatory control by the autonomic nervous system. We will also develop a mechanical adaptation and remodeling platform. Progressive changes in the mechanical structure of the heart, such as thickening or thinning a bit muscular walls in response to changes in workloads are directly related to future deterioration in cardiac performance and heart failure. And we'll develop an energetics platform, which includes the model of the coronary circulation, that is the blood vessels that supply the heart organ itself. And will thus provide a mechanism for characterizing the imbalances between the oxygen and metabolic requirements of cardiac tissues and their lack of availability due to neuro-hormonal activation and heart failure progression. We consider it the landscape of other organizations pursuing innovative solutions that may be considered as cardiovascular bio digital twins, according to a similar definition or conceptualization as ours. Some are companies like the UT Heart, Siemens Healthineers, Computational Life. Some are academic institutions like the Johns Hopkins Institute for Computational Medicine, the Washington University Cardiac Bio Electricity and Arrhythmia Center. And then some are consortia such as echos, which stands for enhanced cardiac care through extensive sensing. And that's a consortium of academic and industrial partners. These other organizations have different aims of course, but most are focused on cardiac electrophysiology and disorders of cardiac rhythm. Most use both physiologically based and data driven methods, such as artificial intelligence and deep learning. Most are focused on the heart itself without robust representations of the vascular load, and none implement neuro hormonal regulation or mechanical adaptation and remodeling, nor aim for the ultimate realization of close loop therapeutics. By autonomous closed loop therapeutics, I mean, using the cardiovascular bio digital twin, not only to predict cardiovascular events and determine optimal therapeutic interventions for maintenance of health or for disease management, but also to actually deliver those therapeutic interventions. This means not only the need for smart sensors, but also for smart actuators, smart robotics, and various nanotechnology devices. Going back to my earlier comparisons to commercial aviation, autonomous closed loop therapeutics means not only maintenance of the plane and its parts, but also the actual flying of the plane in autopilot. In the beginning, we'll include the physician pilots in the loop, but the ultimate goal is an autonomous bio digital twin system for the cardiovascular system. The goal of realizing autonomous closed loop therapeutics in humans is obviously a more longterm goal. We're expecting to demonstrate that first in animal models. And our initial thinking was that this demonstration would be possible by the year 2030, that is 10 years. As of this month, we were planning ways of reaching this target even sooner. Finally, I would also like to add that by setting our aims at such a high ambition target, we drive the quality and accuracy of old milestones along the way. Thank you. This concludes my presentation. I appreciate your interest and attention. Please enjoy the remaining sessions, thank you.

>> Narrator: From around the globe it's theCUBE with digital coverage of DockerCon Live 2020. Brought to you by Docker and its ecosystem partners. >> Hi, I'm Stu Miniman and welcome to theCUBE's coverage of DockerCon Live 2020. Really excited to be part of this online event. We've been involved with DockerCon for a long time, of course one of my favorite things is always to be able to talk to the practitioners. Of course we remember for years, Docker exploded onto the marketplace, millions of people downloaded it, using it. So joining me is Hui Xue, who is a Principal Deputy Director of Medical Signal Processing at the National Heart, Lung, and Blood Institute, which is part of the National Institute of Health. Hui, thank you so much for joining us. >> Thank you for inviting me. >> So let's start. Of course, the name of your institute, very specific. I think anyone in the United States knows the NIH. Tell us a little bit about your role there and kind of the scope of what your team covers. >> So I'm basically a researcher and developer of the medical imaging technology. We are the heart, lung and the blood, so we work and focus on imaging the heart. So what we exactly do is to develop the new and novel imaging technology and deploy them to the front of our clinical library, which Docker played an essential role in the process. So, yeah, that's what we do at NHLBI. >> Okay, excellent. So research, you know, of course in the medical field with the global pandemic gets a lot of attention. So you keyed it up there. Let's understand, where does containerization and Docker specifically play into the work that your team is doing? >> So, maybe I'd like to give an example which will suffice. So for example, we're working on the magnetic resonance imaging, MRI. Many of us may may already have been scanned. So we're using MRI to image the heart. What Docker plays, is Docker allow us to deploy our imaging technology to the clinical hospital. So we have a global deployment around 40 hospitals, a bit more, around the world. If we are for example develop a new AI-based image analysis for the heart image, what we do with Docker is we can put our model and software into the Docker so that our collaboration sites, they will pull the software that contains the latest technology, then use them for the patients, of course under the research agreement at NIH. Because Docker is so efficient, available globally, we can actually implement a continuous integration and testing, update the framework based on Docker. Then our collaborators would have the latest technology instead of, you know, in the traditional medical imaging in general, the iteration of technology is pretty slow. But with all this latest technology, and such like container Docker come into the field. It's actually relatively new. In the past two to three years, all these paradigm is, it's changing, certainly very exciting to us. It give us the flexibility we never had before to reach our customers, to reach other people in the world to help them. They also help us so that's a very good experience to have. >> Yeah that's pretty powerful what you're talking about there rather than you know, we install some equipment, who knows how often things get updated, how do you make sure to synchronize between different locations. Obviously the medical field highly regulated and being a government agency, talk a little bit about how you make sure you have the right version control, security is in place, how do all of those things sort out? >> Yes, that's an essential question. So firstly I want to clarify one thing. So it's not NIH who endorse Docker, it's us as researchers. We practiced Docker too and we trust its performance. This container technology is efficient, it's globally available and it's very secure. So all the communication between the container and the imaging equipment is encrypted. We also have all the paperwork it saved to set up to allow us to provide technology to our clinician. When they post the latest software, every version they put up into the Docker went through an automated integration test system. So every time they make a change, the newer version of software runs through a rigorous test, something like 200 gigabytes of data runs through and checked everything is still working. So the basic principle is we don't allow any version of the software to be delivered to customer without testing Docker. Let's say this container technology in general actually is 100% automating all this process, which actually give us a lot of freedom so we have a rather very small team here at NIH. Many people are actually very impressed by how many customer we support within this so small team. So the key reason is because we have a strongly utilized container technology, so its automation is unparalleled, certainly much better than anything I had before using this container technology. So that's actually the key to maintain the quality and the continuous service to our customers. >> Yeah, absolutely. Automation is something we've been talking about in the industry for a long time but if we implement it properly it can have a huge impact. Can you bring us inside a little bit, you know, what tools are you doing? How is that automation set up and managed? And how that fits into the Docker environment. >> So I kind of describe to be more specific. So we are using a continuous testing framework. There are several apps to be using a specific one to build on, which is an open source Python tool, rather small actually. What it can do is, this tool will set up at the service, then this service will watch for example our GitHub repo. Whenever I make a change or someone in the team makes a change for example, fix a bug, add a new feature, or maybe update a new AI model, we push the edge of the GitHub then there's a continuous building system that will notice, it will trigger the integration test run all inside Docker environment. So this is the key. What container technology offers is that we can have 100% reproducible runtime environment for our customers as the software provider, because in our particular use case we don't set up customer with the uniform hardware so they bought their own server around the world, so everyone may have slightly different hardware. We don't want that to get into our software experience. So Docker actually offers us the 100% control of the runtime environment which is very essential if we want to deliver a consistent medical imaging experience because most applications actually it's rather computational intensive, so they don't want something to run for like one minute in one site and maybe three minutes at another site. So what Docker place is that Docker will run all the integration tests. If everything pass then they pack the Docker image then send to the Docker Hub. Then all our collaborators around the world have new image then they will coordinate with them so they will find a proper time to update then they have the newer technology in time. So that's why Docker is such a useful tool for us. >> Yeah, absolutely. Okay, containerization in Docker really transformed the way a lot of those computational solutions happen. I'm wondering if you can explain a little bit more the stack that you're using if people that might not have looked at solutions for a couple of years think oh it's containers, it's dateless architectures, I'm not sure how it fits into my other network environment. Can you tell us what are you doing for the storage in the network? >> So we actually have a rather vertical integration in this medical imaging application, so we build our own service as the software, its backbone is C++ for the higher computational efficiency. There's lots of Python because these days AI model essential. What Docker provides, as I mentioned, uniform always this runtime environment so we have a fixed GCC version then if we want to go into that detail. Specific version of numerical library, certain versions of Python, will be using PyTorch a lot. So that's our AI backbone. Another way of using Docker is actually we deploy the same container into the Microsoft Azure cloud. That's another ability I found out about Docker, so we never need to change anything in our software development process, but the same container I give you must work everywhere on the cloud, on site, for our customers. This actually reduces the development cost, also improve our efficiency a lot. Another important aspect is this actually will improve customers', how do they say it, customer acceptance a lot because they go to one customer, tell them the software you are running is actually running on 30 other sites exactly the same up to the let's say heights there, so it's bit by bit consistent. This actually help us convince many people. Every time when I describe this process I think most people accept the idea. They actually appreciate the way how we deliver software to them because we always can falling back. So yes, here is another aspect. So we have many Docker images that's in the Docker Hub, so if one deployment fails, they can easily falling back. That's actually very important for medical imaging applications that fail because hospitals need to maintain their continuous level of service. So even we want to avoid this completely but yes occasionally, very occasionally, there will be some function not working or some new test case never covered before, then we give them an magnet then, falling back, that's actually also our policy and offered by the container technology. >> Yeah, absolutely. You brought up, many have said that the container is that atomic unit of building block and that portability around any platform environment. What about container orchestration? How are you managing these environments you talked about in the public cloud or in different environments? What are you doing for container orchestration? >> Actually our set-up might be the simplest case. So we basically have a private Docker repo which we paid, actually the Institute has paid. We have something like 50 or 100 private repos, then for every repo we have one specific Docker setup with different software versions of different, for example some image is for PyTorch another for TensorFlow depending on our application. Maybe some customer has the requirement to have rather small Docker image size then they have some trimmed down version of image. In this process, because it's still in a small number like 20, 30 active repo, we are actually managing it semi-automatically so we have the service running to push and pull, and loading back images but we actually configured this process here at the Institute whenever we feel we have something new to offer to the customer. Regarding managing this Docker image, it's actually another aspect for the medical image. So at the customer side, we had a lot of discussion with them for whether we want to set up a continuous automated app, but in the end they decided, they said they'd better have customers involved. Better have some people. So we were finally stopped there by, we noticed customer, there are something new to update then they will decide when to update, how to test. So this is another aspect. Even we have a very high level of confirmation using the container technology, we found it's not 100%. In some site, it's still better have human supervision to help because if the goal is to maintain 100% continuous service then in the end they need some experts on the field to test and verify. So that's how they are in the current stage of deployment of this Docker image. We found it's rather light-weight so even with a few people at NIH in our team, they can manage a rather large network globally, so it's really exciting for us. >> Excellent. Great. I guess final question, give us a little bit of a road map as to, you've already talked about leveraging AI in there, the various pieces, what are you looking for from Docker in the ecosystem, and your solution for the rest of the year? >> I would say the future definitely is on the cloud. One major direction we are trying to push is to go the clinical hospital, linking and use the cloud in building as a routine. So in current status, some of sites, hospital may be very conservative, they are afraid of the security, the connection, all kinds of issues related to cloud. But this scenario is changing rapidly, especially container technology contributes a lot on the cloud. So it makes the whole thing so easy, so reliable. So our next push is to move in lots of the application into the cloud only. So the model will be, for example, we have new AI applications. It may be only available on the cloud. If some customer is waiting to use them they will have to be willing to connect to the cloud and maybe sending data there and receive, for example, the AI apps from our running Docker image in the cloud, but what we need to do is to make the Docker building even more efficiency. Make the computation 100% stable so we can utilize the huge computational power in the cloud. Also the price, so the key here is the price. So if we have one setup in the cloud, a data center for example, we currently maintain two data centers one across Europe, another is in United States. So if we have one data center and 50 hospitals using it every day, then we need the numbers. The average price for one patient comes to a few dollars per patient. So if we consider this medical health care system the costs, the ideal costs of using cloud computing can be truly trivial, but what we can offer to patients and doctor has never happened. The computation you can bring to us is something they never saw before and they never experienced. So I believe that's the future, it's not, the old model is everyone has his own computational server, then maintaining that, it costs a lot of work. Even doctor make the software aspects much easier, but the hardware, someone still need to set-up them. But using cloud will change all of. So I think the next future is definitely to wholly utilize the cloud with the container technology. >> Excellent. Well, we thank you so much. I know everyone appreciates the work your team's doing and absolutely if things can be done to allow scalability and lower cost per patient that would be a huge benefit. Thank you so much for joining us. >> Thank you. >> All right, stay tuned for lots more coverage from theCUBE at DockerCon Live 2020. I'm Stu Miniman and thank you for watching theCUBE. (gentle music)

>> from our studios in the heart of Silicon Valley, Palo Alto, California It is a cute conversation. >> Welcome to this cube competition here at the Palo Alto Cube Studios. I'm John for a host of the Cube. Were here a special guests to keep alumni investor An entrepreneur who do Sudhakar, would you Good to see you again, John. Always a pleasure. You've been on as an entrepreneur, founder. As an investor, you're always out. Scour in the Valley was a great conversation. I want to get your thoughts as kind of a guest analyst on this segment around the state of the Union for Enterprise Tech. As you know, we covering the price tag. We got all the top enterprise B to B events. The world has changed and get reinvent coming up. We got VM World before that. The two big shows, too to cap out this year got sprung a variety of other events as well. So a lot of action cloud now is pretty much a done deal. Everyone's validating it. Micro cells gaining share a lot of growth areas around cloud that's been enable I want to get your thoughts first. Question is what are the top growth sectors in the enterprise that you're seeing >> papers. Thank you for having me. It's always a pleasure talking to you over the years. You and me have done this so many times. I'm learning a lot from you. So thank you. You are so yeah, I think Let's dig into the cloud side and in general market. So I think that there are 34 areas that I see a lot that's happening a lot. Cloud is still growing, a lot 100% are more growth and cloud and dog breeders. And what is the second? I see, a lot of I T services are close services. This includes service management. The areas that service now isn't They're >> still my ops was Maybe >> they opt in that category. E I said With management, the gutter is coming with the new canticle a service management. So they're replacing idea some with a different. So that's growing 800% as a category tourist. RP according to again, the industry analysts have seen that it's going at 65 to 70% so these three areas are going a lot in the last one that I see a lot of user experience. Can you build? It's like it's a 20,000,000,000 market cap, something. So if you let it out, it's a cloud service Management services RP user experience cos these are the four areas I see a lot dating all the oxygen rest. Everybody is like the bread crumbs. >> Okay, and why do you think the growth in our P A. So how's the hype? Is it really what? What is going on in our pee, In your opinion, >> on the rumors I'm hearing or there is some companies are already 1,000,000,000 revenue run great wise. That's a lot in our piece. So it's not really a hype that really so that if you look and below that, what's happening is I'd be a Companies are automating automation. The key for here is if I can improve the user experience and also automate things. RPS started doing screen scraping right in their leaders, looking at any reservations supply chain any workflow automation. So every company is so complex. Now somebody has to automate the workflow. How can you do this with less number of people, less number, resources, and improve the productivity >> coming? R P A. Is you know, robotic process automation is what it stands for, but ultimately it's software automation. I mean, it's software meets cloud meets automation. It seems to be the big thing. That's also where a I can play a part. Your take on the A I market right now. Obviously, Cloud and A I are probably the two biggest I think category people tend to talk about cloud and a eyes kind of a big kind of territories. RPG could fall under a little bit of bulls, but what you take on a guy, >> Yeah, so I think if you look at our pier, I actually call the traditional appears to be historical legacy. Wonders and R P companies are doing a good job to transform themselves to the next level, right? But our pianist Rocky I score. It's no longer the screen skipping tradition, making the workflow understanding. So there are new technology called conversational Rp. There's actually a separate market. Guys been critical conversation within a Can I talk to in a dialogue manner like what you experienced Instagram are what using what's up our dialogue flow? How can I make it? A conversational RPS is a new secretary is evolving it, but our becomes have done a good job. They leave all their going out. A >> lot has been has great success. We've been covering them like a blanket on a single cube. Um, I got it. I got to get your take on how this all comes into the next generation modern era because, um, you know, we're both been around the block. We've seen the waves of innovation. The modern error of clouds certainly cloud one Dato Amazon. Now Microsoft has your phone. Google anywhere else really goes. Dev Ops, The devil's movement cloud native amazing, create a lot of value continues to do well, but now there's a big culture on cloud 2.0, what is your definition of cloud two point? Oh, how do you see Cloud 2.0, evolving. But >> I like the name close to party. I think it's your third. It is going to continue as a trained. So look, throw two point with eyes. I don't know what it will be, but I can tell you what it should be and what it can have. Some other things that should do in the cloud is cloud is still very much gun to human beings. Lot of develops people. Lot of human being The next addition to a daughter should have things done programmatically I don't need tens of thousands off Assad ease and develops people. So back to your air, upside and everything. Some of those things should become close to become proactive. I don't want to wait until Amazon. Easter too is done. If I'm paying him is on this money. Amazon should be notifying me when my service is going to be done. The subsidy eaters They operated Chlo Trail Cloudwatch Exeter. But they need to take it to a notch level. But Amazon Azure. >> So making the experience of deploying, running and building APS scalable. Actually, that's scales with Clavet. Programmable kind of brings in the RPI a mean making a boat through automation edge of the network is also interesting. Comes up a lot like Okay, how do you deal with networking? Amazons Done computing storage and meet amazing. Well, cloud and networking has been built in, I guess to me, the trend of networking kicks in big because now it's like, OK, if you have no perimeter, you have a service area with I o t. >> There's nothing that >> cloud to point. It has to address riel time programming ability. Things like kubernetes continues to rise. You're gonna need to have service has taken up and down automatically know humans. So this >> is about people keep on fur cloak. What should be done before the human in the to rate still done. It develops. People are still using terror from lot of scripting. Lot of manual. Can you automata? That's one angle The second angle I see in cloud 2.0 is if you step back and say What, exactly? The intrinsic properties of Claude Majors. It's the work floor. It's automation, but it's also able to do it. Pro, actually. So what I don't have to raise if I'm playing club renders this much money. Tell me what outrageous are happening. Don't wait until outage happens. Can you predict voted? Yes, they have the capability to women. It should be Probably steal it. No, not 100%. So I want to know what age prediction. I wonder what service are going down. Are notified the user's that will become a a common denominator and solutions will be start providing, even though you see small startups doing this. Eventually they become features all these companies, and they'll get absorbed by the I called his aircraft carriers. You have Masson agile DCP. They're going to absorb all this, a ups to the point that provide that as the functionality. >> Yeah, let's get the consolidation in second. I want to get your thoughts on the cloud to point because we really getting at is that there's a lot of white space opportunity coming in. So I gotta ask you to start up. Question as you look at your investor, prolific investor in start ups. Also, you're an entrepreneur yourself. What >> is? >> They have opportunities out there because we'll get into the big the big whales Amazon, who were building and winning at scale. So embarrassed entry or higher every day, even though it's open sources, They're Amazons, betting on open source. Big time. We had John Thompson talk about that. That was excessive. Something Nutella. And so what? What if I was a printer out there? Would what do I do? I mean, is there Is there any real territory that I could create a base camp on and make money? >> That's plenty. So there's plenty of white faces to create. Look, first of all your look at what's catering, look at what's happening. IBM is auto business in service management, CSL itself to Broadcom. BMC is sold twice to private companies. Even the CEO got has left our war It is. Then you have to be soldiers of the Micro Focus. The only company that's left is so it's not so in that area, you can create plenty of good opportunities. That's a big weight. >> Sensors now just had a bad quarter. So actually, clarity will >> eventually they're gonna enough companies to go in that space. That play that's based can support 23 opportunities so I can see a publicly traded company in service. No space in next five years. My production is they'll be under company will go a p o in the service management space. Same things would happen. Rp, Rp vendors won't get acquired A little cleared enough work for automation. They become the next day because of the good. I can see a next publicly traded company. What happened in the 80 operations? Patriotism Probably. Computer company Pedro is doing really well. Watch it later. Don't. They're going to go public next. So that area also, you see plenty of open record companies in a UPS. >> So this is again back to the growth areas. Cloud hard to compete on Public Cloud. Yes, the big guys are out there. There's a cloud enablers, the people who don't have the clouds. So h p tried to do a cloud hp They had to come out, they'll try to cloud couldn't do It s a P technically is out there with a cloud. They're trying to be multi cloud. So you have a series of people who made it an oracle still on the fence. They still technically got a cloud, but it's really more Oracle and Oracle. So they're kind of stuck in the middle between the cloud and able nervous. The Cloud player. If you're not a cloud player large enterprise, what is the strategy? Because you got HP, IBM, Cisco and Dell. >> So I don't know. You didn't include its sales force in that If I'm Salesforce, I want sales force to get in. They have a sales cloud marketing cloud commerce code. Mark is not doing anything in the area of fighting clothes. They cannot go from 100,000,000,000 toe, half a trillion trillion market cap. Told I D. They have to embrace that and that's 100% growth area. You know, people get into this game at some point. It'll be is already hard and 50,000,000,000 market cap. Then that leaves. What is this going to do? Cisco has been buying more security software assets, but they don't wanna be a public company, their hybrid club. But they have to figure out How can they become an arms dealer in escape and by ruining different properties off close services? And that's gonna happen. And I've been really good job by acquiring Red Heart. So I think some place really figuring out this what is happening. But they have to get in the gaming club they have to do. Other service management have begun and are here. They have to get experience. None of these guys have experienced in this day and age that you killed and who are joining the workforce. They care for Airbnb naked for we work. They care for uber. They care for Netflix. It is not betting unders. So if I'm on the border, Francisco, I'm not talking about experience That's a problem to me. Hey, tree boredom is not talking about that. That's what if I'm I know Mark is on the board. Paramount reason. But Mark is investing in all the slack. Cos then why is it we are doing it either hit special? Get a separate board member. They should get somebody else. >> Why? He wouldn't tell. You have to move. Maybe. I don't know. We don't talk about injuries about that. But I want to get back to this experience thing because experience has become the new expectation. Yes, that's been kind of a design principle kind of ethos. Okay, so let's take that. The next little younger generation, they're consuming Airbnb. They're using the serious like their news and little chunks be built a video service for that. So things are changing. What is? I tease virgin as the consumption is a product issue. So how does I t cater to these new experience? What are some of those experiences? I >> think all of them. But I think I d for Social Kedrick, every property, every product should figure out how to offer to the young dreamers how they were contributed offer to the businesses on the B two baby to see. So the eye has to think every product or not. Should I start thinking about how my user should consume this and how should out for new experiences and how they want to see this in a new way, right? It's not in the same the same computer networking. How can a deluded proactively How can a dealer to a point where people can consume it and make other medications so darn edition making? That's where the air comes in. Don't wait for me toe. Ask the question. Suggest it's like Gmail auto complete. Every future should be thinking through problem. Still, what can I do to improve the experience that changes the product? Management's on? And that's what I'm looking at, companies who are thinking like that connection and see Adam Connection security. But that has to happen in the product. >> I was mentioning the people who didn't have clouds HP, IBM, Cisco and Dell you through sales force in there, I kind of would think sales were six, which is technically a cloud. They were cloud before cloud was even cloud. They built basically oracle for the cloud that became sales force. But you mentioned service now. Sales force. You got adobe, You got work day. These are application clouds. So they're not public clouds per se they get Amazon Web service is, you know, at Adobe runs on AWS, right? A lot of other people do. Microsoft has their own cloud, but they also have applications as well. Office 3 65 So what if some of these niche cloud these application clouds have to do differently? Because if you think about sales force, you mentioned a good point. Why isn't sales were doing more? People generally don't like Salesforce. You think that it's more of a lock inspect lesson with a wow. They've done really innovative things. I mean, I don't People don't really tend to talk about sales force in the same breath as innovation. They talk about Well, we run sales for us. We hate it or we use it and they never really break into these other markets. What's your take on them? >> I think Mark has done a good job to order. Yes, acquiring very cos it has to start from the top and at the market. His management team should say, I want to get in a new space. He got in tow. Commerce. Claudia got into marketing. He has to know, decide to get into idea or not. Once he comes out, he's really taken because today, science. What is below the market cap? Com Part of it'll be all right. If I am sales force, I need to go back down. Should I go after service? No. Industry should go after entire 80 services industry. Yes or no, But they have to make a suggestion. Something with Toby Toby is not gonna be any slower. They will get into. I decide. They're already doing the eyesight and experience. They're king of experience. Their king off what they're doing. Marketing site. They will expand. Writing. >> What does something We'll just launched a platform. Yes, that's right. The former executive from IBM. That's an interesting direction. They all have these platforms. Okay, so I got together to the Microsoft Amazon, Um, Google, the big clouds and then everybody else. A lot of discussion around consolidation. A lot of people say that the recession's coming next year. I doubt that. No, nos. The consolidation continues to happen. You can almost predict that. But where do you see the consolidation of you got some growth areas as you laid out cloud I t service is our p a experience based off where looks like where's the consolidation happening? If growth is happening, they're words to tell. >> It was happening. Really Like I see a lot in cyber security. I'm in Costa Rica, live in public. You have the scaler, the whole bunch of companies. So the next level of cos you always saw Sisko Bart, do your security followed has been buying aggressively companies. So secret is already going to a lot of consolidation. You're not seeing other people taking it, but in the I T services industry, you'll start seeing that you're already seeing that in the community space. That game is pretty much over right. Even the ember barred companies, even Net are barred companies and the currency. So I think console is always going to happen. People are picking up the right time. It's happening across the board. It's a great time to be an entrepreneur creator value. They come this public. So it's like I think it's cannot anymore very time. Look to your point where the decision happens or not. Nobody can predict. But if a chance now, it's best time to raise money. Build a company. >> Well, we do. I think the analysis, at least from my perspective, is looking at all the events we go to is the same theme comes up over and over. And Andy Jassy this heat of a tigress always talks about Old Garden new Guard. I think there's two sides of the streets developing old way in a new way, and I think the modern architect of the modern era of computer industry is coming, and it looks a lot different than it. Waas. So I think the consolidate is happening on those companies that didn't make the right bets, either technically or business model wise, for they took on too much technical debt and could not convert over to the cloud world or these really robust software environment. So I think consolidations from just just the passing of holder >> seems pretty set up for a member of the first men. First Main Computing was called mainframe Era, then, with clients Herrera and Kim, the club sodas 6 2009 13 years old, the new Errol called. Whatever the name, it will be something with a n mission in India that things would be so automated. That's what we have new area of computing, So that's I would like to see. So that's a new trick, this vendetta near turn. So even though we go through this >> chance all software software sales data 11. Yeah, it's interesting. And I think the opportunity, for starters is to build a new brands. His new branch would come out. Let's take an example of a company that but after our old incumbent space dying market share not not very attractive from a VC standpoint. From market space standpoint, Zoom Zoom went after Web conferencing, and they took on WebEx and portability. And they did it with a very simple formula. Be fast, be cloud native and go after that big market and just beat them on speed and simple >> experience. They give your greatest experience just on the Web, conferencing it and better than sky better than their backs better than anybody else in that market. Paid them with reward. Thanks, Vic. He had a good >> guy and he's very focused. He used clouds. Scale took the value proposition of WebEx. Get rid of all the other stuff brought its simple to video conference. And Dr Mantra is one >> happening. The A applying to air for 87 management. A ops A customer surveys. >> So this is what our Spurs could do. They can target big markets debt and go directly at either a specific differentiation. Whether it's experience or just a better mouse trap in this case could win, >> right? And one more thing we didn't talk about is where their underpants go after is the area number. Many of these abs are still enterprise abs. Nobody really focused on moving this enterprise after the club. Hollis Clubbers are still struggling with the thing. How can I move my workload number 10%. We're closing the club 90% still on track. So somebody needs to figure out how to migrate these clouds to the cloud really seamlessly. The Alps are gonna be born in the cloud club near the apse. So how do you address truckload in here? So there's enough opportunity to go after enterprise applications clouded your application. Yeah, >> I mean, I do buy the argument that they will still be on premises activity, but to your point will be stealing massive migration to the cloud either sunsetting absent being born the cloud or moving them over on Prem All in >> all the desert I keep telling the entree and follow the money. When there is a thing you look for it Is there a big market? Are people catering there? If people are dying and the old guard is there to your point and is that the new are you? God will happen. And if you can bet on the new guard in your experience, market will reward you. >> Where is the money? Follow the money. Worse. What do we follow? Show me where it is. Tell me where it is >> That all of the clothes, What is the big I mean, if you're not >> making money in the club for the cloud, you are a fool right now. If there any company on making out making in the club as a CEO, a board member, you need to think through it. Second automation whether you go r p a IittIe automation here to make money on, said his management. Whether it's from customer service to support the operation, you got to take the car. Start off it if you are Jesse ever today and you're not making birds that cementing. I see it mostly is that still don't want to take it back. They want to build empires. The message to see what's right, Nice. Either you do it or get out. Get the job to somebody that >> I hold a lot of sea cells and prayer. Preparing for reinforce Amazon's new security cloud security conference and overwhelmingly response from the sea. So's chief security officer is we are building stacks internally. When I asked him about multi cloud, you know what they said? Multi cloud is B s. I said, Why? Because Well, we have a secondary cloud, but I don't want to fork my development team. I want to keep my people focused on one cloud. It's Amazon. Go Amazon. It's azure. We stay with Azure. I don't wanna have three development teams. So this a trend to keep the stack building internally. That means they're investing in building their own text. Axe your thoughts on that >> look, I mean, that's again. There's no one size fits all. There will be some CEOs who want to have three different silos. Some people have a hard, gentle stack like I've seen companies. Right now. They write, the court wants it, compiles, and it's got an altar cloth. That's a new irritability you're not. We locate a stack for each of them. You're right. The court order to users and NATO service is but using the same court base. That's the whole The new startups are building it. If somebody's writing it like this, that's all we have. Thing is the CEO. So there's that. The news he always have to think through. How can you do? One court works on our clothes? >> Great. You do. Thank you for coming on again. Always great to get your commentary. I learned a lot from you as well. Appreciate it. I gotta ask the final question as you go around the VC circles. You don't need to mention any names you can if you want, but I want to get a taste of the market size of rounds, Seed Round A and B. What are hot rounds? What sizes of Siri's am seeing? Maur? No. 10,000,000? 15,000,000? Siri's >> A. >> Um >> Siri's bees are always harder to get than Siri's. A seeds. I always kind of easier. What's your take on the hot rounds that are hot right now. And what's the sizes of the >> very good question? So I'm in the series the most easy one, right? Your concept. But the seed sizes went up from 200 K to know mostly drones are 1,000,000 2 1,000,000 Most city says no oneto $10,000,000. So if you're a citizen calmly, you're not getting 10 to 15. Something's wrong because that become the norm because there's more easy money. It also helps entrepreneurs. You don't have to look for money. See, this beast are becoming $2025 $5,000,000 pounds, Siri sees. If you don't raise a $50,000,000 then that means you're in good company. So the minimum amount of dries 50,000,000 and CDC Then after that, you're really looking for expansions. $100,000,000 except >> you have private equity or secondary mortgage >> keys, market valuations, all the rent. So I tell entrepreneurs when there is an opportunity, if you have something, you can command the price. So if you're doing a serious be a $20,000,000 you should be commanding $100,000,000.150,000,000 dollars, 2,000,000 evaluations right if you're not other guys are getting that you're giving too much of your company, so you need to think through all of that. >> So serious bees at 100,000,000 >> good companies are much higher than that. That'll be 1 52 100 And again, this is a buyer's market. The underpinnings market. So he says, more money in the cash. Good players they're putting. Whether you have 1,000,000 revenue of 5,000,000 revenue, 10,000,000 series is the most hardest, but its commanding good premium >> good time to be in our prayers were with bubble. Always burst when it's a bite, mark it on the >> big money. Always start a company >> when the market busts. That's always my philosophy. Voodoo. Thanks for coming. I appreciate your insight. Always as usual. Great stuff way Do Sudhakar here on the Q investor friend of the Cube Entrepreneur, I'm John for your Thanks >> for watching. Thank you.

>> live from New York. It's the Q covering AWS Global Summit 2019 brought to you by Amazon Web service, is >> welcome back here to New York City. You're watching the Cube, the worldwide leader in Enterprise Tech cover jumps to minimum. My co host for today is Cory Quinn and happy to welcome to the program. A first time guest on the program, says Heart O. B. Who is a senior leader of global business development with Healthcare Life. Scientists know this group and AWS thanks so much for joining us. All right, so you know, we love digging into some of the verticals here in New York City. Of course, it's been a lot of time on the financial service is peas we actually had, Ah, another one of our teams out of the eight of us. Imagine show going on yesterday in Seattle with a lot of the education pieces. So healthcare, life sciences in genomics, little bit of tech involved in those groups, a lot of change going on in that world. So give us a thumbnail if you would as toe what what's happening in your >> world so well just from a scope one of you Health care includes life set paid on provider Life sciences is far more by attacking its most medical device and then genomics and what we're seeing in those spaces. Let's start with health care. It's such a broad thing, will just sort of back to back and forth in health care itself. What we're sort of seeing their customs ask us to focus on and to help them do falls into three categories. First, is a lot of customers ask us to help them personalized the consumer health journey. You and I, all of us, are so accustomed to that frictionless experiences we have elsewhere and in health care. There's a lot more friction. And so we're getting a lot of enquiries and request for us to help them transform that experience. Make it frictionless. So an example That would be if you're familiar with Doc. Doc started here in New York. Actually, when you want a book, an appointment, Doc, Doc, you can normally, if you go online, I have to put information for insurance. You type it all. Then it's full of friction. Have to put all the fields in. They use one of our A I service's image recognition, and you simply hold up your card to the camera and it able to pull your in transporation, determine eligibility and look the right appointment for you. So that's an example of removing friction for the consumer of the health consume over the patient as they're trying to go to that health care and excessive category one frictionless experiences using AWS to support it with a i service is category, too. We're getting a lot of interest for us to help health systems predict patient health events. So anything of value base care the way you actually are able to change the cost. Quality Curve is predicting events, not just dealing with math and so using a i Am L service is on top of data to predict and forecast events is a big part of one example would be with sooner where they moved, they're healthy and 10 platform, which is a launch to a patient record platform onto AWS. About 223,000,000 individuals that are on that platform Men we did a study with him where way consume about 210,000 individual patient data and created a machine learning model this is published where you can predict congestive heart failure 15 months in advance of it actually occurring. So when you look at that, that prediction are forecasting that sort of one of the powers of this princess. What category number two is predicting health events, and then the last one I'd be remiss in leaving out is that you probably have heard a lot of discussion on physician and a clinician. Burnout to the frustrations of the nurses or doctors and Muslims have the heart of that is not having the right information the right time to take care of the right patient. Data liquidity and in Trop ability is a huge challenge, and a lot of our customers are asking us to help solve those problems with them. You know it hims. This year we announced, together with change Healthcare Change Healthcare said they want to provide free and troubling to the country on AWS, with the platform supporting that. So those are sort of three categories. Personalize the consumer health journey. Predicting patient health events and promoting intra ability is sort of the signals that we're seeing in areas that were actively supporting our customers and sort of elevating the human condition. >> It's very easy to look at the regulation around things like health care and say, Oh, that gets in the way and its onerous and we're not gonna deal with it or it should be faster. I don't think anyone actively wants that. We like the fact that our hospitals were safe, that health care is regulated and in some of the ways that it is at least. But I saw an artifact of that means that more than many other areas of what AWS does is your subject to regulatory speed of Sloane. A speed of feature announcement, as opposed to being able to do it as fast technology allows relatively easy example of this was a few years back. In order to run, get eight of us to sign a B A. For hip, a certification, you have to run dedicated tendency instances and will not changed about a year and 1/2 2 years ago or even longer. Depending it's it all starts to run together after a time, but once people learn something, they don't tend to go back and validate whether it's still true. How do you just find that communicating to your customers about things that were not possible yesterday now are, >> yeah, when you look at hip eligibility. So as you know, a devious is about over 100 him eligible service's, which means that these are so this is that so compliance that you start their compliance, Remember, is an outcome, not a future. So compliance is a combination of people process platform, and we bring the platform that's hip eligible, and our customers bring the people in process, if you will, to use that platform, which then becomes complying with regulatory requirements. And so you're absolutely right. There's a diffusion of sort of understanding of eligibility, a platform, and then they worked with customers have to do in order as a shared responsibility to do it. That diffusion is sometimes slower. In fact, there's sometimes misinformation. So we always see it work with our customers and that shared, responsive model so that they can meet their requirements as they come to the cloud. And we can bring platforms that are eligible for hip. They can actually carry out the work clothes they need to. So it's it's that money, you know, the way I think of it is. This when you think of compliance, is that if if I were to build for you a deadbolt for your door and I can tell you that this complies boasted of things, but you put the key under the mat way might not be complying with security and regular requirements for our house. So it's a share responsible. I'll make the platform be eligible and compliant, and so that collective does daytime and dusting. People are saying that there is a flat from this eligible, and then they have to also, in their response to work to the people in process potion to make the totality of it comply with the requirements for regulatory for healthcare regulatory requirements. >> Some of the interesting conversations I've had in the last few years in health care in the industry is collaborations that are going on, you know, how do we share data while still maintaining all of the regulations that are involved? Where does that leave us get involved? There >> should. That's a fact. There is a data sharing part of that did a liquidity story that we talked about earlier in terms of instability. I'll give an example of where AWS actually actively working in that space. You may be familiar with a service we launched last November at Reinvent called Amazon Campion Medical and Campion Medical. What it does is it looks at a medical note and can extract key information. So if you think back to in high school, when you used to read a book in highlighting yellow key concepts that you wanted to remember for an exam Amazon Carmen Medical Same thing exactly, can lift key elements and goes from a text blob, too discrete data that has relationship ontology and that allows data sharing where you where you need to. But then there's one of the piece, so that's when you're allowed to disclose there's one of me. Sometimes you and I want to work on something, but we want to actually read act the patient information that allows data sharing as well. So Amazon coming medical also allows you to read, act. Think of when a new challenge shows that federally protected doctor that's blacked out Amazon com for American also remove patient identifying information. So if you and I want to collaborate on research project, you have a set of data that you wanna anonima de identify. I have data information of I D identified. To put it together, I can use Amazon com Medical Read Act All the patient information Make it d identified. You can do the same. And now we can combine the three of us that information to build models, to look a research and to do data sharing. So whether you have full authority to to share patient information and use the ontological portion of it, or whether you want to do the identifying matter, Amazon competent medical helps you do that. >> What's impressive and incredible is that whether we like it or not, there's something a little special about health care where I can decide I'm not going to be on the Internet. Social media things all stop tweeting. Most people would thank me for that, or I can opt out of ride sharing and only take taxis, for example. But we're all sooner or later going to be customers of the health care industry, and as a result, this is some of that effects, all of us, whether we want to acknowledge that or not. I mean, where some of us are still young enough to believe that we have this immortality streak going on. So far, so good. But it becomes clear that this is the sort of thing where the ultimate customer is all of us. As you take a look at that, does that inform how AWS is approaching this entire sector? >> Absolutely. In fact, I'd like to think that a W brought a physician toe lead sector because they understood that in addition to our customer obsession that we see through the customer to the individual and that we want to elevate the human condition we wanted obsess over our customers success so that we can affect positive action on the lives of individuals everywhere. To me, that is a turn. The reason I joined it of U. S s. So that's it. Certainly practice of healthcare Life's I said on genomic Seti ws has been around for about six years. A doubIe s double that. And so actually it's a mature practice and our understanding of our customers definitely includes that core flame that it's about people and each of us come with a special story. In fact, you know the people that work in the U. S. Healthcare life, science team people that have been to the bedside there, people that have been adventure that I worked in the farm industry, healthcare, population, health. They all are there because of that thing you just said. Certainly I'm there because that on the entire practice of self life sciences is keenly aware of looking through the customers to the >> individual pieces. All right, how much? You know, mix, you know, definitely an area where compute storage are critically important than we've seen. Dramatic change. You know, in the last 5 to 10 years, anything specific you could share on that >> Genomics genomex is an area where you need incredible computer storage on. In our case, for example, alumina, which is one of our customers, runs about 85% of all gene sequencing on the planet is in aws customer stores. All that data on AWS. So when you look at genomex, real power of genomics is the fact that enables precision diagnostics. And so when you look at one of our customers, Grail Grail, that uses genomic fragments in the blood that may be coming from cancer and actually sequences that fragment and then on AWS will use the power of the computer to do machine learning on that Gino Mexicans from to determine if you might have one of those 1 10 to 12 cancers that they're currently screening for. And so when you talk to a position health, it really can't be done without position diagnostics, which depends on genomex, which really is an example of that. It runs on AWS because we bring compute and storage essentially infinite power. To do that you want, For example, you know the first whole genome sequence took 14 years. And how many billions of dollars Children's Hospital Philadelphia now does 1000 whole genome sequences in two hours and 20 minutes on AWS, they spike up 20,000 see few cores, do that desi and then moved back down. Genomics. The field that literally can't be. My humble opinion can't be done outside the cloud. It just the mechanics of needed. The storage and compute power is one that is born in the cloud on AWS has those examples that I shared with you. >> It's absolutely fantastic and emerging space, and it's it's interesting to watch that despite the fact there is a regulatory burden that everything was gonna dispute that and the gravity of what it does. I'm not left with sense that feature enhancement and development and velocity of releases is slower somehow in health care than it is across the entire rest of the stack. Is that an accurate assessment, or is there a bit of a drag effect on that? >> Do you mean in the health care customers are on AWS speaking >> on AWS aside, citizen customers are going to be customers. Love them. We >> do aws. You know, we obviously innovation is a rowdy and we release gosh everything. About 2011 we released 80 front service than features and jumped 1015 where it was like 702 jumped 2018. Where was 1957 features? That's like a 25 fold. Our pace of innovation is not going to slow down. It's going to continue. It's in our blood in our d. N. A. We in fact, hire people that are just not satisfied. The status quo on want to innovate and change things. Just, you know, innovation is the beginning of the end of the story, so, no, I don't have to spend any slowdown. In fact, when you add machine learning models on machine learning service that we're putting in? I only see it. An even faster hockey stick of the service is that we're gonna bring out. And I want you to come to reinvent where we're going to announce the mall and you you will be there and see that. All >> right, well, on that note thank you so much for giving us the update on healthcare Life Sciences in genomics. Absolutely. Want to see the continued growth and innovation in that? >> My pleasure. Thank you for having a show. All >> right. For Cory, Queen of Stupid Men. The Cube's coverage never stops either. We, of course, will be at eight of us reinvent this fall as well as many other shows. So, as always, thanks for watching the cue.

>> Live from Atlanta, Georgia It's theCUBE, covering Citrix Synergy Atlanta 2019. Brought to you by Citrix. >> Hi welcome back to theCUBE. Lisa Martin with Keith Townsend day two of theCUBE's coverage of Citrix Synergy 2019 from Atlanta. We're excited to welcome Principle Analyst of Creative Strategies Carolina Milanesi to theCUBE. Welcome Carolina. >> Thank you for having me. >> So we were chatting before we went live about some of the great announcements that came out from Citrix yesterday during the general session. And one of the things that we, Keith and I, had been hearing over yesterday and half of today is Citrix has really been this pivot towards the general purposed user. One of the stats that they shared yesterday during the general session was historically enterprise software has been designed for power users, which makes up 1% of the population. So, putting users first now, something that we really heard yesterday, wanted to get your thoughts on that. >> That's my passion. When I talk about enterprise, the people that I really want to talk about are the final user of the technologies. And a lot of times not only corporation's design for the power users but they design for the IT Manager, which is even worse, right? 'Cause that is less than the 1% of a workforce. And for things like security and if you like the way that you can be productive first which is not necessarily a bad thing but that shouldn't come at the price of designing an app and a tool that really speaks to the end user and want the end user to be engaged. And so it was fascinating yesterday during the keynote here, Citrix talked about a service that Gallup run and saying that 85% of a workforce is disengaged today. And they are because they often not have the right tool for the job. They don't have the right data available to them to understand what the task is that they're trying to achieve. So, there is so much there that I think something like workspace is helping disenfranchise in a way. And try and break into pieces and make it more user-friendly. That's the best way that you can think about consumerization is making user-friendly tools. >> So user-friendly and enterprise IT really go together. >> Exactly. >> I remember moving from Office 2003 to Office 2007 and thinking, oh wow why did I do this? This is not user-friendly. We have five generations of the workforce in the workforce. >> Yeah. >> So there is variant degrees of adoption. What do you think, how do you think Citrix is enabling not just the consumerization or bringing consumer products into the workforce but adaption across generations. >> I think if you are starting with the user, you are in a good space, right? So, it doesn't matter if you're a baby boomer, a gen z or gen x or a millennial we all want a easy life. We want something to be straightforward and not to get into, in the way of as being productive and getting the job done. And so, I think if you're starting with that in mind making sure that you understand the goals that the company is trying to achieve and then with the design you're attentive at that simplicity baking in security so that security is at the core of your designing your tool but doesn't get in the way. I don't want to use the tool at work that is not secure unless it's more convenient for me, right? And that's how we always gone around what was available in the consumer space and we've brought into the enterprise either as a device or an application. And I think that putting simplicity first, is allowing Citrix to avoid the issues so that, the IT departments don't have to worry about renegades that are going to bring in something from the backdoor but really embrace this technology as a new way to think about how I work. >> In along those lines, thinking about how I work, I as an employee, you as an employee, Keith is an employee, we all have habits and tools and ways of interacting with different applications that are really personalized to us. And as consumers on the consumer part of our lives, we have this expectation that we are going to be delivered this customized personal experience. Whether we are going on at Amazon to buy something or Keith was saying the other day on Facebook Microsoft surfs up an ad to him about not a Surface, 'cause they know he's bought one but some additional value ad accessories that might be beneficial to him. So those are things that we kind of more and more, I think across those five workforce generations are expecting. >> Absolutely. >> What are some of the things that you're saying that Citrix is doing to enable that personalization at scale in a way that is secure? >> Yeah, by putting intelligence in the midst of all of this because all the things that you're talking about the example you're giving in my consumer experience, are enabled by intelligence. So artificial intelligence or machine learning that look at what ad I looked at or what page I visited and some of it is a bit stalking but that's all right. From a user perspective, that stalking is still giving me a benefit. Now you take that into an enterprise environment, it is much easier 'cause advertising is not something that comes into play. But when you're looking at what Citrix do from an intelligence workspace and so they are able for instance to look at, say I join Citrix in the marketing department and they're able on day one to show me what my colleagues in the marketing department are using as their apps. Their favorite apps, their workflow so that from an awarding perspective, my experience is already easier. I'm not given a blank PC and I don't know where to go and they tell you go in the internet, find what you need. That's really overwhelming if you're just starting a new position. So being able to look at how applications are used either at the team level or across organizations, you can do this with analytics. You can see organizations that can belong to same versicle say they are in retail, they have similar numbers of employees to yours. This is how they work, that's their best practice and you can learn from that and then customize to your own needs. >> So we've learned a new term yesterday, tomo, total motivation. The measurement of how motivated or how not disengaged employees are. So employee experience is becoming a big deal. If I come to a new company and I have to wait two or three days to get a laptop or get my device, that's a pretty bad indicator whether or not I am going to be able to perform well in my function. I'm starting to think are you saying really great examples of enterprises that will make consumers jealous. Like wow that enterprise experience of computing is so great, I'd like to have that in my life. There was somethings I saw on stage yesterday that went like wow that would make build me so much easier. Are you saying enterprises kind of inject some ideas to the consumer space? >> I think that we are starting to, right? I've been in this industry for along time. And I've been preaching for a long time about how looking at consumers and putting the user first is important. We're just starting now to come around to the idea that consumer satisfaction is important, that consumer engagement, sorry, employee satisfaction, employee engagement is important. It dawned me yesterday that if you're looking at consumer brands, engagement is the first thing they target. Because if you're engaged, you're going to be loyal. If you're loyal, you're going to spend more money within the brand and ecosystem that they represent. But yet in the enterprise we are not that yet. So, what you're talking about will happen, in my opinion, especially with new technologies we're thinking about deployment of 5G or you're thinking about VR and XR. There is a lot that in a way takes us back to how technology used to be which was not as affordable as it is today. And so will be deployed in enterprise environment first and then come to the consumer. And so, along those line I see somethings that consumer can look at and think, you know that would be nice in my own life. If you're looking at workspace why cannot I use this similar solution to just organize my kid's life 'cause I tell you, you know. With all the afterschool activity and whatnot between me and dad, we're pretty busy. >> So you mentioned engagement and some of the things that pop into my mind is the marketer in the last day and a half when they talk about employee experience as how I'm hearing it from Citrix is this is a critical catalyst for digital transformation. Talking about the employee experience from the very beginnings of even recruiting for talent and writing job descriptions to telling accusation to training, education. You guys both talked about some of the onboarding things that should be in place to make that process pretty seamless. But one of the things too that I think govern terms of employee experience is that like a marketing funnel, naturally, becomes a opportunity, converted to a customer but you want to turn that customer to an advocate, turn those employees into advocates so that you are able to retain them, they add more value into the company. That was something that I thought that was really, pretty, I want to say revolutionary but it was nice to hear Citrix talking about employee experience as it really relates to the essential telling, attraction and accusation issues that a lot of businesses face. And one of the things you said, looking at how they're using AI to look at tool efficiency rather than productivity of each individual is really a great way to foster that I would imagine loyalty on the employee side. >> It definitely is. I think that, we talk a lot about being millennials and in the fact that they are going to come into the workspace and they are expecting a different way of working because their relationship with technology is different from the relationship that my generation has had. They are comfortable with technology. They use technology everyday and they don't understand why it cannot be the same way. But I think beyond that is not just about millennials, I think companies really need to look more at, if you like, digital transformation and consumerization of IT actually brings to the whole company. And even being yes an employee for factor but also a customer factor, supporting your customer, increasing customer satisfaction. And I think a lot of times we need to get away from how we measure something new using old tools. So you're trying to justify why you should be deploying workspace and you're trying to cut down on okay, I'm going to save four hours a week, how much is that going to cost me? That's not it. That is the wrong way of looking at what a new tool and rethinking about your processes is bringing as a value to your company. And a lot of times this is soft, it's not a hard number that you can put. They're soft advantages that you're going to have and like you were saying, satisfaction brings loyalty, brings further every employee in your organization is going to be an evangelist for you. That, you can't put a price on that. >> So in terms of customer I want to kind of rift off that, if you're saying, cause one of the things that they said yesterday is with workspace intelligent experience, we aim to give back every worker one full day a week, which is two months a year. And my first thought was, wow, how much is that going to save the company because one of the things that Keith and I have been talking about the last day and a half that also was announced yesterday was the 7 trillion dollars that companies waste because of disengagement. So that certainly is something that was attractive and was a very strongly resonating message but you're saying how should companies be kind of looking at that? Okay so, yes I'm going to be able to save each person a full day a week, two months a year; how is that going to one, turn them into advocates for the company? But what's the benefit that going to be on the end user customer? >> Well, I think that if you spend less time fighting to get your job done and actually focusing on doing a good job, that's already going to benefit your customer. Whatever customer it is, right? It could be that you're able to research whatever it is that you're doing. Like if I look at my job, if I can cut down an hour a day, I can spend that time reading in a benign form, reading books or reading articles that will add to my thinking, engaging with my peers and discussing what is going on. The same thing can be in an enterprise where I have actually time to spend with my manager and making sure that he knows if I'm happy or not happy. Engaging with my peers to problem solving or spend more time with my customers. I think a lot of times there is a little bit of a mentality of, oh you're saving money so you're going to work less and so why would I need to do that? There is plenty of jobs to be done. I think that saving that time and saving the aggravation that pushing paper work or doing one thing that could take three step in 15 steps it's just not helping you. It's not helping your morale, is not helping how you've been interact with your customers because you aren't happy. And that transpire and transpire with your teams as well. >> Let's talk about 5G and impact of 5G on employee experience. One, we're a little bit away from 5G becoming a thing but when it's talked us about where it said today and where potential of impacting employee experience when it finally arrives. >> Yes we are a little bit away. We're starting to see deployment in markets actually today was the launch in the UK with EE and we have Verizon here in the US. So we are getting started. But for me the power of 5G is two falls, yes on every employee will have the power of connectivity anywhere and at any time, which is good and bad 'cause potentially you're never disconnected ever but the other side is we're talking about the intelligence in that data. There is going to be way more of that. There is going to be more data available. So if you're thinking from an employee perspective of the availability of data and what that can do to you as far as understanding your customer base and how to serve and that is going to be exponentially bigger just because so many more devices are going to become connected. And I think that for me is really what excites me about 5G. Yes I can download a movie in one minute and five seconds but that's not it, right? It is really about first of all, new experiences like augmented reality and what that bring to an experience say in a retail environment, experience environment, entertainment but then the amounts of sheered data that you can get from devices being connected. >> So, it's that we're at the tip of the iceberg? >> It is. >> Carolina thank you so much for joining Keith and me. >> It was a pleasure. >> On the CUBE I know that we can keep chatting but we have to have you back 'cause this is a dot dot dot to be continued conversation. We appreciate your time. >> Thank you. >> For Keith Townsend, I'm Lisa Martin you're watching theCUBE Live from Citrix Synergy 2019. Thanks for watching. (upbeat music)

>> Live, from Washington DC, it's theCube, covering the AWS Public Sector Summit 2018. Brought to you by Amazon Web Services, and its ecosystem partners. (techno music) >> Welcome back everyone it's theCube's exclusive coverage here, day two of the Amazon Web Sources public sector summit. This is the public sector across the globe. This is their reinvent, this is their big event. I'm John Furrier, Stu Miniman, and also David Vellante's been here doing interviews. Our next guest is, we got Doug Van Dyke, he's the director of U.S. Federal Civilian and Non Profit Sectors of the group, welcome to theCube, good to see you. >> John, thank you very much for having me. >> So you've been in the federal, kind of game, and public sector for a while. You've known, worked with Theresa, at Microsoft before she came to Reinvent. >> 15 years now. >> How is she doing? >> She's doing great, we saw her on main stage yesterday. Force of nature, love working with her, love working for her. This is, like you were saying, this is our re-invent here in D.C. and 14,000 plus, 15,000 registrations, she's on the top of her game. >> What I'm really impressed with her and your team as well, is the focus on growth, but innovation, right? it's not just about, knock down the numbers and compete. Certainly you're competing against people who are playing all kinds of tricks. You got Oracle out there, you got IBM, we've beaten at the CIA. It's a street battle out there in this area in D.C. You guys are innovative, in that you're doing stuff with non-profits, you got mission driven, you're doing the educate stuff, so it's not just a one trick pony here. Take us through some of the where you guys heads are at now, because you're successful, everyone's watching you, you're not small anymore. What's the story? >> So, I think the differentiator for us is our focus on the customers. You know, we've got a great innovation story at the Department of Veterans Affairs with vets.gov. So five years ago if a veteran went out to get the services that the government was going to provide them, they've have to pick from 200 websites. It just wasn't to navigate through 200 websites. So, the innovation group at Veteran's Affairs, the digital services team, figured out, let's pull this all together under a single portal with vets.gov. It's running on AWS, and now veterans have a single interface into all the services they want. >> Doug, one of the things I've been impressed, my first year coming to this. I've been to many other AWS shows, but you've got all these kind of overlapping communities. Of course, the federal government, plus state and local, education. You've got this civilian agencies, so give us a little bit of flavor about that experience here at the show. What trends your hearing from those customers. >> So what's great for me is I've been here almost six and a half years, and I've seen the evolution. And you know, there were the early customers who were just the pioneers like Tom Soderstrom, from JPL, who was on main stage. And then we saw the next wave where there were programs that needed a course correction, like Center for Medicare Medicaid with Healthcare.gov. Where Amazon Web Services came in, took over, helped them with the MarketPlace, you know, get that going. And now we're doing some great innovative things at CMS, aggregating data from all 50 states, about 75 terabytes, so they can do research on fraud, waste, and abuse that they couldn't do before. So we're helping our customers innovate on the cloud, and in the cloud, and it's been a great opportunity. >> Oh my God, I had the pleasure of interviewing Tom Soderstrom two years ago. >> Okay. >> Everybody gets real excited when you talk about space. It's easy to talk about innovation there, but you know, talk about innovation throughout the customers, because some people will look at it, and be like, oh come on, government and their bureaucracy, and they're behind. What kind of innovation are you hearing from your customers? >> So there's an exciting with Department of Energy. They, you know there's a limited amount of resources that you have on premise. Well, they're doing research on the large Hadron Collider in Cern, Switzerland. And they needed to double the amount of capacity that they had on premise. So, went to the AWS cloud, fired up 50,000 cores, brought the data down, and they could do research on it. And so, we're making things possible that couldn't be done previously. >> What are some of the examples that government entities and organizations are doing to create innovation in the private sector? Cause the private sector's been the leader to the public sector, and know you're seeing people starting to integrate it. I mean, half the people behind us, that are exhibiting here, are from the commercial side doing business in the public sector. And public sector doing, enabling action in the private sector. Talk about that dynamic, cause it's not just public sector. >> Right. >> Can you just share your? >> These public, private. Great example with NOAA, the National Oceanic Atmospheric Administration. They have a new program called NEXRAD. It's the next generation of doppler radar. They have 160 stations across the world, collecting moisture, air pressure, all of the indicators that help predict the weather. They partner with us at AWS to put this data out, and through our open data program. And then organizations like the Weather Bug can grab that information, government information, and use it to build the application that you have on your I-Phone that predicts the weather. So you know whether to bring an umbrella to work tomorrow. >> So you're enabling the data from, or stuff from the public, for private, entrepreneurial activity? >> Absolutely. >> Talk about the non-profits. What's going on there? Obviously, we heard som stuff on stage with Teresa. The work she's showcasing, a lot of the non-profit. A lot of mission driven entrepreneurships happening. Here in D.C, it's almost a Silicon Valley like dynamic, where stuff that was never funded before is getting funded because they can do Cloud. They can stand it up pretty quickly and get it going. So, you're seeing kind of a resurgence of mission driven entrepreneurships. What is the nonprofit piece of it look now for AWS? How do you talk about that? >> Sure. Well again, one of the areas that I'm really passionate about being here, and being one of the people who helped start our nonprofit vertical inside of AWS, we now have over 12, I'm sorry, 22,000 nonprofits using AWS to keep going. And the mission of our nonprofit vertical is just to make sure that no nonprofit would ever fail for lack of infrastructure. So we partnered with Tech Soup, which is an organization that helps vet and coordinate our Cloud credits. So nonprofits, small nonprofit organizations can go out through Tech Soup, get access to credits, so they don't have to worry about their infrastructure. And you know we.. >> Free credits? >> Those credits, with the Tech Soup membership, they get those, yeah, and using the word credit, it's more like a grant of AWS cloud. >> You guys are enabling almost grants. >> Yes, cloud grants. Not cash grants, but cloud grants. >> Yeah, yeah great. So, how is that converting for you, in your mind? Can you share some examples of some nonprofits that are successful? >> Sure. A great presentation, and I think it was your last interview. A game changer. Where these smaller nonprofits can have a really large impact. And, but then we're also working with some of the larger nonprofits too. The American Heart Association, that built their precision medicine platform to match genotype, phenotype information, so we can further cardiovascular research. They have this great mission statement, they want to reduce cardiovascular disease by 20 percent by 2020. And we're going to help them do that. >> You guys are doing a great job, I got to say. It's been fun to watch, and now, we've been covering you guys for the past two years now, here at the event. A lot more coming on, in D.C. The CIA went in a few years ago. Certainly a shot heard around the cloud. That's been well documented. The Department of Defense looking good off these certain indicators. But, what's going on in the trends in the civilian agencies? Can you take a minute to give an update on that? >> Yeah, so I started earlier saying I've seen the full spectrum. I saw the very beginning, and then I've seen all the way to the end. Where, I think it was three years ago at this event, I talked to Joe Piva, who is the former CIO for the Department of Commerce ITA, the International Trade Association. He had data center contracts coming up for renewal. And he made a really brave decision to cancel those contracts. So he had 18 months to migrate the entire infrastructure for ITA over on to AWS. And you know, there's nothing like an impending date to move. So, we've got agencies that are going all in on AWS, and I think that's just a sign of the times. >> Data centers, I mean anyone who were startup nine years into it, we've never had a data center. I think most startups don't.. >> Born in the cloud. >> Born in the cloud. Thanks so much Dave, for coming on. Appreciate the time. Congratulations on your success. AWS public sector doing great, global public sector. You guys are doing great. Building nations, we had Baharain on as well. Good luck, and the ecosystems looks good. You guys did a good job. So, congratulations. >> John, Stu, thank you very much for having me here today. >> Live coverage here, we are in Washington D.C. For Cube. Coverage of AWS Public Sector Summit. We'll be back with more. Stay with us, we've got some more interviews after this short break. (techno music)

(orchestral music) >> Hello everyone. Welcome to the special CUBE conversation here in theCUBE's Palo Alto studio. I'm John Furrier. Where conversation around venture capital, entrepreneurship, crypto currencies, block chain, and more, Jonathan Ebinger our friend with BRV, formerly Blue Run Ventures, but BRV for short, sounds better, welcome to theCUBE. >> Thanks John, looking forward to it. >> Great to see you, we've known each other for a long time and you've been a great investor, your firm has done a lot of great stuff, deals are really famous deals, but also you dig into the companies and you really stand by your portfolio companies, but you've also done a lot of work in China. >> Yes. >> So you have a good landscape of what's going on. What's the, what's going on in China? >> Well China is really expanding in ways which we had not foreseen when we first started investing there almost 15 years ago. We were really active for five to 10 years, investing in companies that initially were considered copycat companies, you can't really use that term anymore. In fact what's happening more and more, you're seeing Chinese ideas coming to the United States. Businesses like We Chat are being copied as fast as they can, you're seeing Snapchat, Messenger and so forth, they're quickly trying to amalgamate as many assets as they can within their viewership much like we're seeing in a lot of the other Chinese analogs over there. It's exciting to see, it's very much an arms race. >> It's been interesting to watch. We were at the Ali Baba Cloud Conference last year, at the end of last year, it's interesting the innovation and entrepreneurial thirst has really changed. If you go back just 10 years ago when you guys were first getting in there, I remember the conversations were what's going on in China, it's very developmental but what's going on 10 years ago, they are dominating the mobile space, they're mobile usage is really much different makeup in how they do startups, the apps. How much of that has influenced some of their success just the demand? >> Always on, location always available, it opens up a whole new level of communication services. The idea of the larger screen format, people used to think in the United States, these large devices coming out of Korea first and then China, we thought these would never play in the United States, now Apple 10, larger screen size, it makes sense, it's mobile first right from the get go for a now billion plus users. >> So BRV, how many active portfolio companies do you guys have and what's the profile that you're looking for for entrepreneurs, what are some of the kind of companies? >> We're about 45 active companies right now. We're putting about, we're putting money in about 10 new companies a year at this point. We have a very disciplined approach of investing in Series A style companies, Series A of course means a lot of different things to people, but generally, we like to put $3 to $5 million to work early on and then follow on. >> How much do take for that, just a third? >> Typical in the 20%-25% range. There's a lot of companies out there that still fit that profile. Of course you're seeing some super sized Series A's that happen, we don't play in those but for the traditional software companies, evaluations are really right in our sweet spot. >> How big is the fund now, just what's the number in terms of capital? >> We're in fund six, we're just over $150 million. >> And you got to save some for follow on rounds. >> Exactly. >> Talk about the changes in venture capital because what's interesting, I had a conversation with Greg Sands with Costanoa Ventures, another great investor, formerly I think the first employee of Netscape I think or the business plan. Great guy, he talked about the dynamics of, you don't need that much cash anymore because if you can get unit economic visibility into what the business is working, you can do so much more with that and I'm calling it the hourglass effect, you get through that visibility, you're in control, you own your own destiny, versus the old Silicon Valley model which seems to be fading away, which is hey, what do you need? $40 million, or here's $100 million. That really limits your exit options and sometimes you can drown in your own capital. Talk about that dynamic. >> You're seeing the $40 million rounds with businesses that are much more capital intensive and that's coming back in vogue now but for the most part, I agree with what Greg's saying and this whole advent of seed funds and super seed funds and angel funds and so forth has been really great for the traditional series A investor. A lot of that early fundamental and foundational work is being done and then when the series A comes, it's more about expansion so we're effectively getting what was a Series B type stage company now we're investing in Series A. We're saying hey, this product works, there's product market fit, let's put dollars to work to really grow the market. >> So you're saying Series B was a kind of prove the business model, shifted down to the A because the cost to get there is lower and hence that's opened up a seed round lower in numbers, so it just shifts down a little bit. >> It really has, it really has and that plays into our sweet spot. We really like working on business models, distribution strategies, things like that. >> And what kind of startups do you want to invest in? What are some of the categories? >> Love financial services, we like health tech, we're doing education, we're really pretty omnivorous when it comes to the sector. What we're looking for is really businesses that are using data, real time data to disrupt the numbers. >> So you're not sector driven, you're disruption oriented. >> That's right. >> Okay let's talk about disruption, my favorite trend. Obviously I love the China dynamic because you're not sure what it is, but it's really doing well so you can't ignore it and they're innovative and they're hustling hard and they've got massive numbers. Block chain, we're super excited about, we love crypto, we think it's the biggest wave coming out there, so a lot of my smart, entrepreneurial friends are jumping on their surfboards literally and jumping out into those waves and there's a lot of action there. At the same time, people are saying, stay away from that crypto thing, it's a scam. Kind of a different perspective, what's your thoughts on that? >> If you look at, you separate the cryptocurrencies from block chain, I think it becomes a lot more clear. Block chain is for real. Tracking provenance on transactions, real estate transactions, multinational transactions, makes a lot of sense, dovetails nicely with security, so there's a real business there. You saw the announcement with IBM and Mersk the other day, what they are taking enterprise level block chain into their whole supply chain. I think that's really important. We have a company in the category called pay stand which is doing the same sort of thing with smaller size businesses, just accelerating the whole process on accounts receivable, taking working capital. >> And they're doing block chain for that? >> Yes block chain is an option, we're not forcing people onto block chain, but the idea of hey, let's give people more cost effective ways to transact, get rid of the paper checks, get rid of the invoicing and just join the modern world, much like you use Venmo if you and I are going to exchange money. >> That's pay stand, that's one of your hot companies. >> Yeah it is, absolutely. >> So are they using block chain or not? >> They are, yes. >> Okay, because it's a physical asset, it's kind of a supply chain thing? >> They use it to track the funds themselves, unlike a credit card where you have to pay a big fee or ACH which you can't really get proof of funds, with their block chain technology, you can be sure that you have the funds available and you get it instantly. >> Let's talk about use cases that you think out there, I'd like you to just weigh in on use cases for block chain that a mainstream person that's not in the tech business would understand, because they say, is it real or not? I agree block chain is legit, what are some use cases that would highlight that? >> I think if you've ever been involved in real estate, bought a home, things like that, just tracking title insurance, you're going all the way back if you live in California, you're going all the way back to pre-statehood days, you have to track the provenance of that land all the way through. You're paying title insurance, title insurance is a business you don't really need if you have accurate provenance tracking through block chain. I think that's one most of us can understand. Obviously bills of weighting with things coming over on ships. That's natural and right now things get held up in port because people are trying to find a clipboard before you can sign off on who, is this bill of weighting actually clean, that stuff can be done automatically with 2D barcodes, block chain usage. >> Certainly with perishable goods too, we learned that with IBM's example. >> Sure. >> Okay let's get into the hot companies you got going on. Name some of the hot investments that you've done. >> Sure, well I talked about pay stand a minute ago, really excited about them, another one we really like is a company called aerobotics. I know you're a fan of autonomous flying. If you think about drones and everyone knows DJI and they're a great company, that's one to one, one person flying one drone, that's not scalable obviously, it scales at one to one. With autonomous flying, you can have a whole army of drones out doing your business, whether they're doing site exploration, checking for chemical spills, looking at traffic and so forth. The company is now operating in three continents, it's just, if you think about what a drone is, effectively it's a flying cell phone. It's a cell phone that goes around, takes pictures, transmits data back, we know something about cell phones at BRV, we've been investing in this category for a long time so when we say aerobotics come along, we said this is just a natural extension of real time data, cellular technology, and location based services. >> You guys don't get a lot of credit as much as you should, in my opinion on that, you guys were very early on the mobile, mobile connectivity side and mobile footprint and device and software. That's playing well into the hottest trend that we see, that's not the sexiest trend, that's IOT. >> Absolutely. >> Because drones are certainly, industrial IOT is a big one. Instrumenting physical plants, equipment, and IOT in general the edge of the network. What's your thoughts on IOT and how would you, how do you see that evolving? It's more than just the edge of the network issue, it's bigger. >> It is, well of course the devices and sensors are important. I think a lot of that's been commoditized. The business that we've been seeing develop and there's a lot of folks, they've moved from analytics of the web to analytics of IOT, so there's a lot of interesting companies coming in the analytic space. We're not playing in that as much, we tend to like to invest in companies that are big enough that you need to have analytics for them. We like companies that have proprietary control of analytics versus necessarily running analytics for company X. >> So you're not poopooing IOT per se, just that from an investment thesis standpoint, it's not on your radar yet. >> That's right, they're either too capital intensive for us as a firm or you're basically managing someone else's data. I want to be in companies that we're managing our own data for a proprietary advantage. >> That's really what I was going to get to next, the role of data driven, so we've lived in dupe world, theCUBE started in 2010 in the offices of Cloud Air actually and people don't know the history and it's been interesting, Hadoop was supposed to save the world, the data, but it really started the data trend, the data driven trend, Mike Olsen, Amar Omadala and the team over there really nailed it but it didn't turn into be just Hadoop, it's everything so we're seeing that now become a bumper sticker, data driven marketer, I'm a data driven executive, I'm a data driven interviewer, all that stuff, what does it actually mean? What does data driven mean to you? >> Data is, there's big data and then there's actionable data obviously people talk about exhaust, the data coming off, we really got started with, as you know, we were investors in Waze, awful lot of data coming out of your cell phone, extracting just the important pieces of it are really what's important. We're investors in a company called Cabbage which looks at every transaction a small business makes to determine their credit worthiness. It's really the science. People talk about data scientists, what do they actually do? What they're actually doing is separating out the wheat from the chaff because it's just a crush of data. I saw your interview with Andy Jazzy to other day from AWS, the amount of data that's being stored, it's almost unfathomable but the important people. >> They have a lot of data. You'd like to invest in them now. >> Exactly, but that's really the thing, it's being able to separate the good data from the bad. >> You look at Amazon, I was talking to Jesse and he didn't really go there because he was kind of on message but when I talked with Swami who runs the AI group over there, we were talking about, I said to him straight up, I'm like, you're running a lot of workloads on your cloud, I'm sure you have data on those workloads. Just the impact of what they could do with that data. This is the virtuous cycle that their business model is made up of, but it's changing the game for what they can become. The thing that we're seeing in the data world is, sometimes the outcome might not be what you think because if you can use the data effectively, it's a competitive advantage, not a department. >> Right and you have to really stay true to your commitment to data. What we've seen happen is when companies, if you've been around for 10 years or so, you start to trust your gut, that's important, but it can also not lead you to see obvious conclusions because the world changes. >> And also committing to data also means from a practitioner's standpoint, investing in the tech, investing in things to be data driven, not just to say it. >> Exactly. >> Okay so what's the future for you guys? What are you looking at next year, what are some of the things you'd like to accomplish for investment opportunities, besides getting all the hot deals, you did Waze, that was an amazing deal, one of my favorite products, how did that go down? How many people passed on Waze? >> I don't know how many people passed, but we were lucky, they wanted to bring us in to the initial syndicate, they wanted to have some folks who understood. >> But it wasn't that obvious though at the beginning. What was the original pitch? >> The initial pitch was that they were going to have folks have the dash devices, the product would sit on your dashboard and they were going to be using it to map Eastern Europe because Eastern Europe was just coming into the Western world and they didn't really have good roads and good maps. We thought, that's interesting but they probably also don't have smartphones, so why don't we come across the Atlantic and let's make this thing work in the US and then from there, the rest took off country by country we were the number one navigation app in I think 150 countries at one point. >> What's the biggest thing that you've learned over the past few years in the industry that's different now I mean obviously there's some context that I'll share which is obviously the big cloud players are becoming bigger, scale's a big thing, you got Google, you got Microsoft and Amazon, you've got Facebook's out there as well. Then you get the political climate. You go to Washington D.C. and New York, Silicon Valley is not really talked highly about these days on the hill in Washington, yet GovCloud is completely changing the game of how the government is going to work with massive innovations and efficiencies, literally overnight, it's almost weird. >> It is and it isn't. If you look at it through a longer term horizon, Silicon Valley is again at the forefront, we're really the first ones with more transparency in the industry, all the different movements which are really important and all the conversations that are happening are important and they're happening here first. I think you're starting to see a ripple effect, you're seeing it going through entertainment, you're going to see it in the government, industry after industry I think is going to start to have to be more open as Silicon Valley has led the way on that. >> That's a great point. Take a minute to describe the folks out there watching that aren't from here, what is Silicon Valley about in your opinion? >> Silicon Valley is, of course it's more than a mindset, but folks who are here are here on purpose. They come here intentionally. There are very few people that I know who were born and raised here, so they're coming here because they want to be part of a shared ethos around success, around success, around shared values and competition so it's a very healthy environment, I came, I used to live in Washington D.C. and I couldn't be happier to be 3000 miles away. >> If you're a technology entrepreneur, this is where all the sports and action is, as I always say, we always love sports analogies. Okay, I got to ask you about the VC situation around ICOs, initial coin offerings are being talked about as an alternative to fundraising, there's some security options on token sales as a utility, the SEC has started to put some guidelines down on what that looks like, but the general sentiment is, it's a new way to raise money and some people are doing private rounds with venture capital and doing token sales through ICOs. You see some hybrids, but for the most part, the hard core I don't want to say right or left wing, is there a wing of the political spectrum, but the hard core ICO guys are like, this is all about disrupting the VC community and you're a VC, so you got to take that a little bit personal but the point is, what do you think about that? Is that talked about? >> I think that's good salesmanship. The VC industry such as it is, you can fit every VC into one section of Stanford stadium. There just aren't that many VCs to really go after. We're a small group of folks. I think that going after maybe disrupting the way folks are raising money through Kickstarter and things like that, that's all great. We're not going to stop it, we're going to embrace it. I think that there's plenty of different ways to raise capital, I have no compunction about those things. >> Do you think it's more of a democratization trend or a new asset class, so you don't see it disrupting the VCs per se, but if it's only a handful of VCs that could fit into Stanford Stadium, for instance, then certainly there's more options, it's a dilution. >> I think you look at it as it's just an alternative financing method, do I take debt, do I take equity, do I take venture, do I take friends and family? It's just one more arrow in the quiver of the entrepreneur, I think you have to be smart about it because thinking that you're going to get the same level of attention from an investor in your ICO that you are going to get from a series A investor who owns 20% of your company, those are two very different value propositions. >> So you see a lot of pitches and sometimes, you have to say no a lot and that's the way the game is, but a lot of times, you want the best deals. But the founders' side of the table, they're looking at the VC, I need money. So that's one of the options, what they really want is a value added partner, so what's your current take on what that means these days? Sometimes it means a firm, sometimes it means a partner, sometimes it means the community. How are you guys looking at BRV as value add versus the worst case scenario which is value subtract, you just want to have that be positive. >> I see that written about venture too. >> I know, some people experienced it. >> I think it helps that we've been around now for almost 20 years, we got started in '98 so you have to look at our body of work and the continuum of investments and founders and CEOs and CTOs that we've invested in. There's hundreds and hundreds of people who have taken money from BRV, and so that's one of the real positives about this current state we're in is that there's so much transparency. The fact that we are, I like to think we're good actors and have been for a long time, that comes out, now through our words but through the words of. >> What would they say about you guys? What would your entrepreneurs say about BRV? >> Aside from using buzzwords like value add, they say, they know their industry, they're not afraid to ask for help, they try to call problems when they see it, things like that. >> You stand by your companies. >> Absolutely. >> Awesome, well what's your favorite trend that you're personally interested in? >> I think you have to go after health care right now. It is just such a big market right now. People have been nibbling all different sides of it right now, there's been folks who are trying to expedite processing, there's actual innovations happening on the medical side, I think there is just, technology is just now starting to get into that, technology has gotten into education. >> How about the startup you guys funded that's related to the health care field. >> Yes, we're in a company called Hello Heart which is really at the confluence of a number of trends. It starts off, what Hello Heart is, it's a personal blood pressure cuff for you as an employee of a big company, more and more companies are starting to self insure. If you're a big enough company, 10,000 plus employees or even fewer, you're going to want to self insure to save money but also, your employees get very much more comfortable with you as an employer, you care about my well being, so it's a very virtuous cycle for the employees. >> So companies themselves insuring their own employees. >> Absolutely. >> They have to be super big, this company. >> This is just one component of a self insured business. You also, of course you still have access to doctors and stuff, I'm not making the pitch for being self insured as a company, I'm just saying that. >> But that's a trend. >> It's absolutely a trend and you're seeing a lot of what I would call point solutions stepping in, whether it's psychiatric, whether it's opioid help, whether it's working on heart conditions, these are all different point solutions which are being amalgamated together to help companies which are self insuring. >> So is Hello Heart for consumers or for business? >> It's sold to businesses but individual employees have it so they can keep track of their blood pressure. >> But I can't buy one if I wanted one? >> Not today, but I'll make sure I can get one to you. >> I need one, get all of our employees instrumented. >> Exactly. >> Drug tested all that stuff going on. People worry about the privacy, that's something I would be concerned with, putting. >> That's taken a really fast pendulum swing. A few years ago, Generation X was privacy, there is no privacy, the default was, location is always on, that's just flipped 180 degrees in the last few years. >> Well Jonathan, thanks for coming into this CUBE conversation, I want to ask you one final question, one thing we're passionate about is women in tech and underserved minorities, obviously Silicon Valley has to do a better job, it's out on the table, and it's working but we're still seeing a lot more work to be done, we're seeing titles not being at the right level, but pay's getting there in some places but titles aren't, some paying still below for women, still a lot more to do, what are you guys doing for the women in tech trend, how are you guys looking at that? Certainly it's a sensitive topic these days, but more importantly, it's one that's super important to society. >> It is, I think like a lot of things that have long term value, it's really about your actions versus your words, so our firm has two out of the five investment professionals are female, one of the last three CEO's we've founded is a female CEO, we have technologists, we have marketing people, we have CEO's that are females it's very much of a cross the board, sex, race and so forth. >> You guys are indiscriminate, a good deal's a good deal. >> Exactly right. >> It's about making money, VC's are in the business of making money, a lot of people don't understand, you guys have a job to do but you do a good job. >> We're in the business of making money but our investors for the most part are not for profits. Large universities, our biggest investor is the Red Cross, so when we do well, the Red Cross does well and the country does well. >> You're mission driven at this point. >> Exactly. >> Is that by design or is that just, your selection? >> We're delighted with our LP's, it's important that we have synergies aside from just finances with our investors. >> That's super well, I appreciate you coming on, I think it's super great that you're tying society benefits into money making and entrepreneurship, great stuff Jonathan Ebinger here on theCUBE, BRV check them out, great VC firm here in Silicon Valley. It's a CUBE conversation, we're talking about startups and entrepreneurship I'm John Furrier, thanks for watching. (dramatic music)

>> Narrator: Live from Las Vegas, it's theCUBE, covering AWS re:Invent 2017, presented by AWS, Intel, and our ecosystem of partners. >> Hey, welcome back everyone, this is theCUBE's exclusive live coverage here in Las Vegas for AWS Amazon web services re:Invent 2017. I'm John Furrier with Keith Townsend. Our next guest is Laura Stevens, data scientist at the American Heart Association, an AWS customer, welcome to theCUBE. >> Hi, it's nice to be here. >> So, the new architecture, we're seeing all this great stuff, but one of the things that they mention is data is the killer app, that's my word, Verna didn't say that, but essentially saying that. You guys are doing some good work with AWS and precision medicine, what's the story? How does this all work, what are you working with them on? >> Yeah, so the American Heart Association was founded in 1924, and it is the oldest and largest voluntary organization dedicated to curing heart disease and stroke, and I think in the past few years what the American Heart Association has realized is that the potential of technology and data can really help us create innovative ways and really launch precision medicine in a fashion that hasn't been capable to do before. >> What are you guys doing with AWS? What's that, what's the solution? >> Yeah so the HA has strategically partnered with Amazon Web Services to basically use technology as a way to power precision medicine, and so when I say precision medicine, I mean identifying individual treatments, based on one's genetics, their environmental factors, their life factors, that then results in preventative and treatment that's catered to you as an individual rather than kind of a one size fits all approach that is currently happening. >> So more tailored? >> Yeah, specifically tailored to you as an individual. >> What do I do, get a genome sequence? I walk in, they throw a high force computing, sequence my genomes, maybe edit some genes while they're at it, I mean what's going on. There's some cutting edge conversations out there we see in some of the academic areas, course per that was me just throwing that in for fun, but data has to be there. What kind of data do you guys look at? Is it personal data, is it like how big is the data? Give us a sense of some of the data science work that you're doing? >> Yeah so the American Heart Association has launched the Institute for Precision Cardiovascular Medicine, and as a result, with Amazon, they created the precision medicine platform, which is a data marketplace that houses and provides analytic tools that enable high performance computing and data sharing for all sorts of different types of data, whether it be personal data, clinical trial data, pharmaceutical data, other data that's collected in different industries, hospital data, so a variety of data. >> So Laura, there's a lot of think fud out there around the ability to store data in a cloud, but there's also some valid concerns. A lot of individual researchers, I would imagine, don't have the skillset to properly protect data. What is the Heart Association doing with the framework to help your customers protect data? >> Yeah so the I guess security of data, the security of the individual, and the privacy of the individual is at the heart of the AHA, and it's their number one concern, and making anything that they provide that a number one priority, and the way that we do that in partnering with AWS is with this cloud environment we've been able to create even if you have data that you'd like to use sort of a walled garden behind your data so that it's not accessible to people who don't have access to the data, and it's also HIPAA compliant, it meets the standards that the utmost secure standards of health care today. >> So I want to make sure we're clear on this, the Heart Association doesn't collect data themselves. Are you guys creating a platform for your members to leverage this technology? >> So there's, I would so maybe both actually. The American Heart Association does have data that it is associated with, with its volunteers and the hospitals that it's associated with, and then on top of that, we've actually just launched My Research Legacy, which allows individuals of the community to, who want to share their data, whether you're healthy or just sick, either one, they want to share their data and help in aiding to cure heart disease and stroke, and so they can share their own data, and then on top of that, anybody, we are committed to strategically partnering with anybody who's involved and wants to share their data and make their data accessible. >> So I can share my data? >> Yes, you can share your data. >> Wow, so what type of tools do you guys use against that data set and what are some of the outcomes? >> Yeah so I think the foundation is the cloud, and that's where the data is stored and housed, and then from there, we have a variety of different tools that enable researchers to kind of custom build data sets that they want to answer the specific research questions they have, and so some of those tools, they range from common tools that are already in use today on your personal computer, such as Python or R Bioconductor, and then they have more high performance computing tools, such as Hal or any kind of s3 environment, or Amazon services, and then on top of that I think what is so awesome about the platform is that it's very dynamic, so a tool that's needed to use for high performance computing or a tool that's needed even just as a on a smaller data set, that can easily be installed and may be available to researchers, and so that they can use it for their research. >> So kind of data as a service. I would love to know about the community itself. How are you guys sharing the results of kind of oh this process worked great for this type of analysis amongst your members? >> Yeah so I think that there's kind of two different targets in that sense that you can think of is that there's the researchers and the researchers that come to the platform and then there's actually the patient itself, and ultimately the HA's goal is to make, to use the data and use the researcher for patient centered care, so with the researchers specifically, we have a variety of tutorials available so that researchers can one, learn how to perform high performance computing analysis, see what other people have done. We have a forum where researchers can log on and enable, I guess access other researchers and talk to them about different analysis, and then additionally we have My Research Legacy, which is patient centered, so it's this is what's been found and this is what we can give back to you as the patient about your specific individualized treatment. >> What do you do on a daily basis? Take us through your job, are you writing code, are you slinging API's around? What are some of the things that you're doing? >> I think I might say all of the above. I think right now my main effort is focused on one, conducting research using the platform, so I do use the platform to answer my own research questions, and those we have presented at different conferences, for example the American Heart Association, we had a talk here about the precision medicine platform, and then two, I'm focused on strategically making the precision medicine platform better by getting more data, adding data to the platform, improving the way that data is harmonized in the platform, and improving the amount of data that we have, and the diversity, and the variety. >> Alright, we'll help you with that, so let's help you get some people recruited, so what do they got to do to volunteer, volunteer their data, because I think this is one of those things where you know people do want to help. So, how do they, how you onboard? You use the website, is it easy, one click? Do they have to wear an iWatch, I mean what I mean? >> Yeah. >> What's the deal? What do I got to do? >> So I think I would encourage researchers and scientists and anybody who is data centric to go to precision.heart.org, and they can just sign up for an account, they can contact us through that, there's plenty of different ways to get in touch with us and plenty of ways to help. >> Precision.heart.org. >> Yup, precision.heart.org. >> Stu: Register now. >> Register now click, >> Powered by AWS. >> Yup. >> Alright so I gotta ask you as an AWS customer, okay take your customer hat off, put your citizen's hat on, what is Amazon mean to you, I mean is it, how do you describe it to people who don't use it? >> Okay yeah, so I think... the HA's ultimate mission right, is to provide individualized treatment and cures for cardiovascular disease and stroke. Amazon is a way to enable that and make that actually happen so that we can mine extremely large data sets, identify those individualized patterns. It allows us to store data in a fashion where we can provide a market place where there's extremely large amounts of data, extremely diverse amounts of data, and data that can be processed effectively, so that it can be directly used for research. >> What's your favorite tool or product or service within Amazon? >> That's a good question. I think, I mean the cloud and s3 buckets are definitely in a sense they're my favorites because there's so much that can be stored right there, Athena I think is also pretty awesome, and then the EMR clusters with Spark. >> The list is too long. >> My jam. >> It is. (laughs) >> So, one of the interesting things that I love is a lot of my friends are in non-profits, fundraising is a big, big challenge, grants are again, a big challenge, have you guys seen any new opportunities as a result of the results of the research coming out of HA and AWS in the cloud? >> Yeah so I think one of the coolest things about the HA is that they have this Institute for Precision Cardiovascular Medicine, and the strategic partnership between the HA and AWS, even just this year we've launched 13 new grants, where the HA kind of backs the research behind, and the AWS provides credit so that people can come to the cloud and use the cloud and use the tools available on a grant funded basis. >> So tell me a little bit more about that program. Anybody specifically that you, kind of like saying, seeing that's used these credits from AWS to do some cool research? >> Yeah definitely, so I think specifically we have one grantee right now that is really focused on identifying outcomes across multiple clinical trials, so currently clinical trials take 20 years, and there's a large variety of them. I don't know if any of you are familiar with the Framingham heart study, the Dallas heart study, the Jackson heart study, and trying to determine how those trials compare, and what outcomes we can generate, and research insights we can generate across multiple data sets is something that's been challenging due to the ability to not being able to necessarily access that data, all of those different data sets together, and then two, trying to find ways to actually compare them, and so with the precision medicine platform, we have a grantee at the University of Colorado-Denver, who has been able to find those synchronicities across data sets and has actually created kind of a framework that then can be implemented in the precision medicine platform. >> Well I just registered, it takes really two seconds to register, that's cool. Thanks so much for pointing out precision.heart.org. Final question, you said EMR's your jam. (laughing) >> Why, why is it? Why do you like it so much, is it fast, is it easy to use? >> I think the speed is one of the things. When it comes to using genetic data and multiple biological levels of data, whether it be your genetics, your lifestyle, your environment factors, there's... it just ends up being extremely large amounts of data, and to be able to implement things like server-less AI, and artificial intelligence, and machine learning on that data set is time consuming, and having the power of an EMR cluster that is scalable makes that so much faster so that we can then answer our research questions faster and identify those insights and get them to out in the world. >> Gotta love the new services they're launching, too. It just builds on top of it. Doesn't it? >> Yes. >> Yeah, soon everyone's gonna be jamming on AWS in our opinion. Thanks so much for coming on, appreciate the stories and commentary. >> Yeah. >> Precision.heart.org, you want to volunteer if you're a researcher or a user, want to share your data, they've got a lot of data science mojo going on over there, so check it out. It's theCUBE bringing a lot of data here, tons of data from the show, three days of wall to wall coverage, we'll be back with more live coverage after this short break. (upbeat music)

>> Announcer: Live from Madrid, Spain, it's theCUBE, covering HPE Discover Madrid 2017, brought to you by Hewlett Packard Enterprise. >> Welcome back to Madrid, everybody, this is theCUBE, the leader in live tech coverage and my name is Dave Vellante, and I'm here with Peter Burris, this is day two of HPE Hewlett Packard Enterprise Discover in Madrid, this is their European version of a show that we also cover in Las Vegas, kind of six month cadence of innovation and organizational evolution of HPE that we've been tracking now for several years. Sharad Singal is here, he covers software architecture for the machine at Hewlett Packard Enterprise, and Matthias Becker, who's a postdoctoral researcher at the University of Bonn. Gentlemen, thanks so much for coming in theCUBE. >> Thank you. >> No problem. >> You know, we talk a lot on theCUBE about how technology helps people make money or save money, but now we're talking about, you know, something just more important, right? We're talking about lives and the human condition and >> Peter: Hard problems to solve. >> Specifically, yeah, hard problems like Alzheimer's. So Sharad, why don't we start with you, maybe talk a little bit about what this initiative is all about, what the partnership is all about, what you guys are doing. >> So we started on a project called the Machine Project about three, three and a half years ago and frankly at that time, the response we got from a lot of my colleagues in the IT industry was "You guys are crazy", (Dave laughs) right. We said we are looking at an enormous amount of data coming at us, we are looking at real time requirements on larger and larger processing coming up in front of us, and there is no way that the current architectures of the computing environments we create today are going to keep up with this huge flood of data, and we have to rethink how we do computing, and the real question for those of us who are in research in Hewlett Packard Labs, was if we were to design a computer today, knowing what we do today, as opposed to what we knew 50 years ago, how would we design the computer? And this computer should not be something which solves problems for the past, this should be a computer which deals with problems in the future. So we are looking for something which would take us for the next 50 years, in terms of computing architectures and what we will do there. In the last three years we have gone from ideas and paper study, paper designs, and things which were made out of plastic, to a real working system. We have around Las Vegas time, we'd basically announced that we had the entire system working with actual applications running on it, 160 terabytes of memory all addressable from any processing core in 40 computing nodes around it. And the reason is, although we call it memory-driven computing, it's really thinking in terms of data-driven computing. The reason is that the data is now at the center of this computing architecture, as opposed to the processor, and any processor can return to any part of the data directly as if it was doing, addressing in local memory. This provides us with a degree of flexibility and freedom in compute that we never had before, and as a software person, I work in software, as a software person, when we started looking at this architecture, our answer was, well, we didn't know we could do this. Now if, given now that I can do this and I assume that I can do this, all of us in the programmers started thinking differently, writing code differently, and we suddenly had essentially a toy to play with, if you will, as programmers, where we said, you know, this algorithm I had written off decades ago because it didn't work, but now I have enough memory that if I were to think about this algorithm today, I would do it differently. And all of a sudden, a new set of algorithms, a new set of programming possibilities opened up. We worked with a number of applications, ranging from just Spark on this kind of an environment, to how do you do large scale simulations, Monte Carlo simulations. And people talk about improvements in performance from something in the order of, oh I can get you a 30% improvement. We are saying in the example applications we saw anywhere from five, 10, 15 times better to something which where we are looking at financial analysis, risk management problems, which we can do 10,000 times faster. >> So many orders of magnitude. >> Many, many orders >> When you don't have to wait for the horrible storage stack. (laughs) >> That's right, right. And these kinds of results gave us the hope that as we look forward, all of us in these new computing architectures that we are thinking through right now, will take us through this data mountain, data tsunami that we are all facing, in terms of bringing all of the data back and essentially doing real-time work on those. >> Matthias, maybe you could describe the work that you're doing at the University of Bonn, specifically as it relates to Alzheimer's and how this technology gives you possible hope to solve some problems. >> So at the University of Bonn, we work very closely with the German Center for Neurodegenerative Diseases, and in their mission they are facing all diseases like Alzheimer's, Parkinson's, Multiple Sclerosis, and so on. And in particular Alzheimer's is a really serious disease and for many diseases like cancer, for example, the mortality rates improve, but for Alzheimer's, there's no improvement in sight. So there's a large population that is affected by it. There is really not much we currently can do, so the DZNE is focusing on their research efforts together with the German government in this direction, and one thing about Alzheimer's is that if you show the first symptoms, the disease has already been present for at least a decade. So if you really want to identify sources or biomarkers that will point you in this direction, once you see the first symptoms, it's already too late. So at the DZNE they have started on a cohort study. In the area around Bonn, they are now collecting the data from 30,000 volunteers. They are planning to follow them for 30 years, and in this process we generate a lot of data, so of course we do the usual surveys to learn a bit about them, we learn about their environments. But we also do very more detailed analysis, so we take blood samples and we analyze the complete genome, and also we acquire imaging data from the brain, so we do an MRI at an extremely high resolution with some very advanced machines we have, and all this data is accumulated because we do not only have to do this once, but we try to do that repeatedly for every one of the participants in the study, so that we can later analyze the time series when in 10 years someone develops Alzheimer's we can go back through the data and see, maybe there's something interesting in there, maybe there was one biomarker that we are looking for so that we can predict the disease better in advance. And with this pile of data that we are collecting, basically we need something new to analyze this data, and to deal with this, and when we heard about the machine, we though immediately this is a system that we would need. >> Let me see if I can put this in a little bit of context. So Dave lives in Massachusetts, I used to live there, in Framingham, Massachusetts, >> Dave: I was actually born in Framingham. >> You were born in Framingham. And one of the more famous studies is the Framingham Heart Study, which tracked people over many years and discovered things about heart disease and relationship between smoking and cancer, and other really interesting problems. But they used a paper-based study with an interview base, so for each of those kind of people, they might have collected, you know, maybe a megabyte, maybe a megabyte and a half of data. You just described a couple of gigabytes of data per person, 30,000, multiple years. So we're talking about being able to find patterns in data about individuals that would number in the petabytes over a period of time. Very rich detail that's possible, but if you don't have something that can help you do it, you've just collected a bunch of data that's just sitting there. So is that basically what you're trying to do with the machine is the ability to capture all this data, to then do something with it, so you can generate those important inferences. >> Exactly, so with all these large amounts of data we do not only compare the data sets for a single person, but once we find something interesting, we have also to compare the whole population that we have captured with each other. So there's really a lot of things we have to parse and compare. >> This brings together the idea that it's not just the volume of data. I also have to do analytics and cross all of that data together, right, so every time a scientist, one of the people who is doing biology studies or informatic studies asks a question, and they say, I have a hypothesis which this might be a reason for this particular evolution of the disease or occurrence of the disease, they then want to go through all of that data, and analyze it as as they are asking the question. Now if the amount of compute it takes to actually answer their questions takes me three days, I have lost my train of thought. But if I can get that answer in real time, then I get into this flow where I'm asking a question, seeing the answer, making a different hypothesis, seeing a different answer, and this is what my colleagues here were looking for. >> But if I think about, again, going back to the Framingham Heart Study, you know, I might do a query on a couple of related questions, and use a small amount of data. The technology to do that's been around, but when we start looking for patterns across brain scans with time series, we're not talking about a small problem, we're talking about an enormous sum of data that can be looked at in a lot of different ways. I got one other question for you related to this, because I gotta presume that there's the quid pro quo for getting people into the study, is that, you know, 30,000 people, is that you'll be able to help them and provide prescriptive advice about how to improve their health as you discover more about what's going on, have I got that right? >> So, we're trying to do that, but also there are limits to this, of course. >> Of course. >> For us it's basically collecting the data and people are really willing to donate everything they can from their health data to allow these large studies. >> To help future generations. >> So that's not necessarily quid pro quo. >> Okay, there isn't, okay. But still, the knowledge is enough for them. >> Yeah, their incentive is they're gonna help people who have this disease down the road. >> I mean if it is not me, if it helps society in general, people are willing to do a lot. >> Yeah of course. >> Oh sure. >> Now the machine is not a product yet that's shipping, right, so how do you get access to it, or is this sort of futures, or... >> When we started talking to one another about this, we actually did not have the prototype with us. But remember that when we started down this journey for the machine three years ago, we know back then that we would have hardware somewhere in the future, but as part of my responsibility, I had to deal with the fact that software has to be ready for this hardware. It does me no good to build hardware when there is no software to run on it. So we have actually been working at the software stack, how to think about applications on that software stack, using emulation and simulation environments, where we have some simulators with essentially instruction level simulator for what the machine does, or what that prototype would have done, and we were running code on top of those simulators. We also had performance simulators, where we'd say, if we write the application this way, this is how much we think we would gain in terms of performance, and all of those applications on all of that code we were writing was actually on our large memory machines, Superdome X to be precise. So by the time we started talking to them, we had these emulation environments available, we had experience using these emulation environments on our Superdome X platform. So when they came to us and started working with us, we took their software that they brought to us, and started working within those emulation environments to see how fast we could make those problems, even within those emulation environments. So that's how we started down this track, and most of the results we have shown in the study are all measured results that we are quoting inside this forum on the Superdome X platform. So even in that emulated environment, which is emulating the machine now, on course in the emulation Superdome X, for example, I can only hold 24 terabytes of data in memory. I say only 24 terabytes >> Only! because I'm looking at much larger systems, but an enormously large number of workloads fit very comfortably inside the 24 terabytes. And for those particular workloads, the programming techniques we are developing work at that scale, right, they won't scale beyond the 24 terabytes, but they'll certainly work at that scale. So between us we then started looking for problems, and I'll let Matthias comment on the problems that they brought to us, and then we can talk about how we actually solved those problems. >> So we work a lot with genomics data, and usually what we do is we have a pipeline so we connect multiple tools, and we thought, okay, this architecture sounds really interesting to us, but if we want to get started with this, we should pose them a challenge. So if they can convince us, we went through the literature, we took a tool that was advertised as the new optimal solution. So prior work was taking up to six days for processing, they were able to cut it to 22 minutes, and we thought, okay, this is a perfect challenge for our collaboration, and we went ahead and we took this tool, we put it on the Superdome X that was already running and stepped five minutes instead of just 22, and then we started modifying the code and in the end we were able to shrink the time down to just 30 seconds, so that's two magnitudes faster. >> We took something which was... They were able to run in 22 minutes, and that was already had been optimized by people in the field to say "I want this answer fast", and then when we moved it to our Superdome X platform, the platform is extremely capable. Hardware-wise it compares really well to other platforms which are out there. That time came down to five minutes, but that was just the beginning. And then as we modified the software based on the emulation results we were seeing underneath, we brought that time down to 13 seconds, which is a hundred times faster. We started this work with them in December of last year. It takes time to set up all of this environment, so the serious coding was starting in around March. By June we had 9X improvement, which is already a factor of 10, and since June up to now, we have gotten another factor of 10 on that application. So I'm now at a 100X faster than what the application was able to do before. >> Dave: Two orders of magnitude in a year? >> Sharad: In a year. >> Okay, we're out of time, but where do you see this going? What is the ultimate outcome that you're hoping for? >> For us, we're really aiming to analyze our data in real time. Oftentimes when we have biological questions that we address, we analyze our data set, and then in a discussion a new question comes up, and we have to say, "Sorry, we have to process the data, "come back in a week", and our idea is to be able to generate these answers instantaneously from our data. >> And those answers will lead to what? Just better care for individuals with Alzheimer's, or potentially, as you said, making Alzheimer's a memory. >> So the idea is to identify Alzheimer long before the first symptoms are shown, because then you can start an effective treatment and you can have the biggest impact. Once the first symptoms are present, it's not getting any better. >> Well thank you for your great work, gentlemen, and best of luck on behalf of society, >> Thank you very much >> really appreciate you coming on theCUBE and sharing your story. You're welcome. All right, keep it right there, buddy. Peter and I will be back with our next guest right after this short break. This is theCUBE, you're watching live from Madrid, HPE Discover 2017. We'll be right back.

(upbeat happy music) >> Hello, and welcome to a special CUBEConversations here at theCUBE Studio in Palo Alto. I'm John Furrier here for a special Women in Tech and Technovation conversation with Tara Chklovski founder and CEO of Iridescent also runs TechNation and Anar Simpson global ambassador of TechNation. Great Women in Tech conversation and you guys have done amazing work, you're both rock stars. Thanks for spending the time. We just had a great chat about your event you had the 2017 World Pitch competition for girls in entrepreneurship in coding and everything else. Congratulations, so tell us about Technovation. What do you guys do and you guys are doing some amazing work. Tara start us off, where are you guys and what's going on? >> So Technovation is the world's largest technology entrepreneurship program for girls and girls aged middle school and high school are challenged that you have to find a problem in your community, to learn how to code a mobile application and learn how to start a startup from scratch all the way to the pitch video business plan. And through that process they are partnered with a woman in tech mentor and they go through a hundred hour learning experience. At the end of it they have to submit their apps and business plans for judging, and we have thousands of judges who are experts in tech from all over the world, review those and then we have a quarter final, semi final and then the big World Pitch competition that was held last week here in Silicon Valley. >> And this sounds so progressive and cutting edge. It sounds like what Palo Alto high school would do with Menlo and Sacred Heart and Castilleja, but this is not just Silicon Valley this is, I mean talk to us a little bit about the scope of the program. How do people get involved? Share some of the data. >> Yeah, totally, and so it is all over the world. We run in a hundred different countries, primarily brought and expanded through our work that our global ambassador Anar has done, and most of it is really trying to bring girls who would have never been exposed to technology entrepreneurship careers. And the way we work is really through partnerships, amazing organizations and visionary leaders who do the hard work of actually supporting these girls, getting these girls interested. So these girls would typically never go into careers in tech because they never see themselves as being interested and so the hook is that you want to find a problem in your community. You have to go out, talk to people, try to understand what is a big problem that is worth solving, and then we say, "Oh by the way, you know you could solve "this problem using technology." And so you get in a whole another group of people that would not normally access these careers. >> So is it an application process? Is it in the US? >> Anybody can. >> So anyone in the US. >> Anybody. >> So my daughter who wants to get some community hours could actually go take it to a whole other level. >> Totally, so you can just register. We haven't launched the new season yet but it'll be out live in October. Sign up, find a team of girls, and there's actually a documentary, an award-winning documentary done about the program. So the same woman who did Inconvenient Truth wanted to profile Women in Tech and she did a whole documentary about Technovation and it's called CodeGirl and you can get it on any online video platform. >> That's awesome, well congratulations. It's super impressive work, very inspirational. And Anar, you're bringing the global perspective in and we were talking before we came on camera that you had a goal. Share with us your five year goal and an update of where you are in taking this out beyond the United States. >> Sure, so you know five years ago I was a mentor for Technovation. It was my first time and it was an amazing experience, and we won in the local competition and the regional competition and then placed third in the final competition. And after that I had a conversation with Tara about the amazing experience that I had, and we were chatting and she said she'd love to take this globally. And being the type A enthusiast that I am, I said oh, well okay that's fine, you know, I come from Kenya. I've lived in Canada, so we've got three-- >> John: The perfect mix. >> Yeah, three countries already, but I'm sure we can take it global. Well in fact with our work together, I was able to take Technovation to 18 countries in the first year, 34 countries in the second year, 72 countries in the third year and this year we're at over a hundred countries. And it hasn't been an easy road. We keep saying this to each other, we just keep trying. Our focus is on getting this program. We don't get caught into anything politics or any otherwise, and we just want to get to as many girls as we can. And as Tara said, partnerships have played an immense role in getting Technovation all over the world. So initially it was just cold calls, people I knew in Kenya, people I knew in Canada, people I knew in LinkedIn, my little circle. But then my circle got bigger and bigger and then lots and lots of opportunities presented themselves and one of them was the Tech Women program that's run by the State Department. They bring in senior technical women to Silicon Valley for an internship and then I said to them, Oh and when they go back home, what do they do? Shouldn't they do Technovation? And so we've done good partnerships with them, we've done a good partnership with the UN women. We've been profiled in the United Nations high-level panel report, and these things keep happening and the... But it's not just because of the community or the relationships we're building. Our program works. It is credible. Our impact reports show that these girls end up in tech-related fields as they progress, and that's the whole point of our purpose, right? Is to say look, girls everywhere should be entering technology fields and what Technovation does it it's building a pipeline of young girls to enter these careers all over the globe. >> Well it's no secret that the folks that know me and watch theCUBE and know the show know that I'm a huge proponent for computer science and you know it's kind of similar, we kind of fell into that in the '80s. It's now become very interesting in that the surface area for computer science has increased a lot, and it's not just coding heads down and squashing bugs and writing code. There's been a whole nother evolution of soft skills, Agile, Cloud, you're seeing a full transformation with the potential unlimited compute available. With mobile now 10 years plus into the iPhone, you see new infrastructure developing. So it creates the notion that okay, you can bring the science of computers to a whole nother level. That must be attractive as you guys have that capability to bring that to bear in the programs. Can you guys comment on how you guys see just the role of computer science playing out? This is not a gender thing, just more of, as I have a young daughter I try to say it's not just writing code you can certainly whip out a mobile app but it's really bringing design to it or bringing a personal passion that you might have. So what are some of the patterns you're seeing in this surface area of what's now known as computer science? >> I think it's super important because as technology has progressed we've been able to provide this program. If we were still programming with you know, the in front of screens and doing the what you see is what you get kind of thing without, we would not be there. I think the big thing that's happened in the last 10 years is the mobile phone. I mean if you find a girl anywhere today in the world, chances are she'll have a mobile phone on her and she's going to be loathe for you to take that one thing from her. You could take other things from her, but try taking that phone away from her, she will not let you. And so the fact that she's so attached to that mobile phone means that you can then tell her, hey you don't have to be just a consumer of that thing. You can be a producer of that thing. Anything that you see on there, you can actually design. This is power. This is your thing to good and great and better, and if we can shift that in their minds that this is their link to the world that's wide open, we're seeing that. >> Well the world in consumed by it, I mean a lot of women in the world will be consumers of product. Certainly with AI, the conversation over the weekend I was having with folks is the role of women. It's super important not just in AI, but as software becomes cognitive, you have to align with half the audience that's out there. So it'd be hard for a guy to program something that's going to be more oriented towards a woman. But it brings up the question of application, and whether it's self-driving cars or utility from work to play and everything in between. Software, and the role of software's going to be critical and that seems to be pretty clear. The question is how do you inspire young girls? That's the question that a lot of fellow males that I talk to who are fathers of daughters and or are promoting Women in Tech and see that vision, what are some of the inspiration areas? How do you really shake the interest and how do you have someone really kind of dig in and enjoy it and taste it and feel it? >> Right, right. >> So there is some research to back what the formula is that works and to drive change in behavior. And so there is this, one of the biggest sort of names in cognitive psychology is Albert Bandura. He's a professor at Stanford. But basically it's the same principles that drives say the addiction from alcohol or weight loss or any kind of new behavior change. So the first is you need to have exposure to someone who you respect showing that this is something of meaning. So the key words are someone you respect, right? And so media can play a very big role here for scale, right otherwise it's only maybe your teacher or your parent and if they're not exposed to technology, they can't really affect your, and so media can play a huge role there. Second is the experience itself, right. Like how do you make it easy to get started, and then it's like learning from video games, right. So you make it very very easy, like the first step is just come over here it'll be fun, there's pizza, come right, like your friends are coming. But then the feedback has to be very fast, so the first step and that's where a good curriculum matters, right. So that's where also working on a mobile phone is very appealing even though many apps is-- >> John: It's relatable. >> It's relatable but the feedback is instantaneous, and so the programming language that the girls use is block based so even though you don't have any prior programming background you can still build a working app so that's critical. Then human beings get tired very easily and so the feedback needs to keep changing. It has to be unpredictable. The third piece is that of expectations, and so you have to have very high expectations, and so that's why this current discussion around cognitive differences in gender I feel is missing the point because it's not what you're born with, what are you capable of? And so if we looked at our genetics we would never go to space, we would never go to the deepest parts of the ocean because we are not meant for that, right? But we had really high visions and expectations and so human beings rose to that. And then the last piece is less relevant in developed countries but it's still important so, it's sort of the human energy. We are not a brain dissociated from the body. We are connected, right, and so if you're hungry and tired and sleepy, not the right time to sort of make a dramatic change in your interests. So this is relevant, if for us, we try to figure out which countries are we going to work in, so post conflict, war torn areas are not the best areas to start a new program in. You need the right partners. >> So you're saying the biological argument of, of course they're different, men and women. >> Yes. >> But it's the capability, that's where people are missing the boat. >> And the support system, right? So have high expectations, provide them with the right support, but the most important thing is your own beliefs in that. >> Let's get your thoughts on that because I think you guys have a great program with Technovation. You mentioned mentors, key part of the formula most likely. What we hear in the conversations I've had with women peers has been you know, there's a real call to arms at the executive level now, folks my age in their fifties who made it who are there succeeding. They really want to give back and they really have recognized the value of having that peer mentorship and then inspiring the young generation. Whether it's part of the things we cover like Grace Hopper or Technovation things that you do. Or even just mentoring in their own communities. What does that mentorship look like that you guys see, that you'd like to see doubled down on or areas you'd like to see tweaked or perceptions that need to change. What's your thoughts on mentorship and the role of inspiring young girls? >> Mentorship from men? >> John: Men and women, I mean. >> From both. >> John: Well I see the mentoring with women, that's the first step. >> Right. >> I have a whole nother conversation in my opinion that the men need training. Not just like go to class and learn how to talk but how to empathize. >> Well my big thing has been that you know when you wanted to encourage women up the ladder in your companies or you want to encourage women to actually get in to technical roles. That intent should not be placed in the CSR department of your organization 'cause that speaks volumes, right. To say oh, well that's in the social responsibility department or the HR, that just says okay, so you're not really, you don't think we're capable of helping you with your product or service. We're sort of part of this and it's like, no, you know. So I think you want to mainstream it, which is what a lot of I and D things are trying to do now. >> John: Inclusion and diversity. >> Inclusion and diversity techs. >> To make it part of the fabric not a department checkbox. >> Exactly, and-- >> That's what you're getting at right? >> Exactly, and you know the evolvement of these departments to include everybody and to make it more diverse is going to be not frictionless, it will be friction until a time where it won't even be necessary. I and D departments should have one goal, which is to work themselves out of a job. If they can work themselves out of a job, then the company would have done what it needs to be done. But I think-- >> John: Meaning it's self sufficient, it's self governing. People are humans, there's respect for individuals. >> Yes. >> I mean this is basically comes down to if you look at it as humans it takes, every conversation could be tabled as, what? There's a person on the other side, it's a human being. Not a woman or a white male or whatever. >> And you know-- >> There's not there yet, but I mean certainly that would be the end game, so in that scenario that department's out of business the I and R, the inclusion and diversity department has done it's job. >> You don't need one, because exactly. You don't need one because you know, you're okay, and I think capabilities is really important. In corporations, and this isn't anybody's fault. This is just how it's been done. This has just been the culture of it, right? Who gets invited to which meetings? Who gets invited to which conferences, right? And so we heard the CEO of YouTube, Susan Wojcicki saying you know, she had to sort of elbow a little bit to say why am I not allowed at a certain conference? And it's like, maybe just wake up to that and say, well why aren't you involving more people at conferences and think tanks because you know, I come from a oil and gas background, and people used to do a lot of deals on the golf course because oil and gas people play golf a lot and a lot of deals used to happen. Well in the Valley we don't play golf a lot but we do do other things, conferences or get togethers and if you don't include the people in your team as groups or representationally well then they're not going to be there when you make these decisions. So maybe just be a little bit-- >> Exclusionary is a problem and Kleiner Perkins was taken to task. They had ski trips apparently planned and they didn't, well mostly guys and they didn't invite the woman partner. It was a big scandal. This is where they kind of make that, it's a normative thing they've got to change the norms. >> It's change the norms and if you actually want your company which is made of all kinds of people, to move really far ahead, don't be like that. Include everybody because the only goodness about that is you'll go forward. You don't include somebody, well you're going to hurt them and then they won't be able to contribute because they just can't and then your product or your service is going to fail. It's really simple. >> You mentioned the Susan Wojcicki post, was an article in Fortune magazine where she wrote a guest article and she mentioned her daughter. >> Yes. >> Was feeling the narrative which by the way changed from the original Google memo to have a different meaning, but that's what she heard. So the question to you guys that I have on that is with Technovation and the work that you're doing, you're exposed to a lot of the ecosystem, across the world not just in the US from young girls. >> Yes. >> They see what's coming down from the top or the media, so certainly it's the game of telephone as things translate down to the level of the girls. Is there a pattern that you see emerging in their eyes as they look at this nonsense of narratives that are moving around. It's kind of a moving train the narrative of gender, Women in Tech but ultimately they have to internalize it and what patterns do you see and what do you guys do to either nullify that misperception and how do you amplify the real perceptions? >> Can I take that one? I was in Nairobi at the Safaricom headquarters. I don't know if you know Safaricom but these are the people who came up with M-PESA, and this is the currency that you can do on your mobile phone and Kenya uses M-PESA, like almost everybody in Kenya uses M-PESA. So Safaricom is a big tel-co and it's a big deal in Kenya, and Safaricom has taken Technovation, it has embraced Technovation in a big way. And the people who embraced Technovation at Safaricom in a big way are both male. So Josephine who is a tech woman fellow who came here and then went back and started Technovation. Her director, Clibeau Royal, he's male and the CEO of Techno, CEO of Safaricom is Bob Collymore and he's also male and these men, if I could clone these men in every country with every company you would see this sort of moving away and shifting away that women aren't good engineers or can't be good engineers. They are embracing it in such a way, not because they like Technovation because they know for their business having more women and equal women and a diverse company is making their product and their goods better. >> John: Yeah, their arbitraging the labor pool, why would you ignore talent? >> Exactly. >> Whether they're over 50 or they're women, it doesn't matter. >> I want to add to that, so there's quite a bit of data, so the pattern's are not anything different from what the message girls get from school and parents, right. So if you look at the data, there are a hundred countries that legally discriminate against women. And so what industry, what message industry is telling is really firstly doesn't filter through to the larger population. Silicon Valley is a completely different bubble. But overall the message is girls are given is like, this is not for you, right, and so especially in some of the more sort of populous dense countries in the world. And so we have to fight a lot of these kinds of perceptions from the ground up, and the number one sort of gatekeeper is the father and so a key part of what we have now done to date is to provide sort of education and training to the parents because... There's a very moving story that, we work in a remote town in South India and a mentor who's very dedicated has been trying to get these girls to participate in Technovation. He did that and then there were, one girl was actually offered a job but the father kept sort of saying no, not needed, no girl in my family ever needs to work, but he fought it. And then so then the girl actually gets a job, and then a year later the father calls the mentor and said, "You know what, I'm so grateful that you did it "because a day after she got the job I got hit in "an accident and I lost my job." But it's these kind of perceptions that have to be changed one person at a time, which is what makes this very hard. Unless you actually are able to get the media to change sort of the messaging. And I think in the US which is, there is some very interesting studies on that question, right. If you were to think, would there be more women in STEM in poorer developing countries versus richer highly developed countries, where would you see more women in STEM? The answer is actually the women in poorer countries like Iran, Malaysia. The reason is because in an individualistic society like in the US where there's a lot of emphasis on materialistic but it's also about are you happy? The conversation has changed to, from parents telling children do what makes you happy, and then you're very prone to advertising, and advertising works when it's highly targeted and highly gendered. And so in the '60s there was no such thing as pink and blue, now there is pink and blue, right? And so now we have just made our entire society entirely susceptible to advertising, and girls are passive and compliant and boys are aggressive. And so then when you are looking at the board structures, there's no, it's very very hard to fix the problem right there, right? You have to go down deeper because you don't get leaders who are compliant, maybe secretaries are compliant. But you have to fix the message that teachers give girls, that parents give their baby girls when they're born. And so industry is just sort of in the spotlight right now, but the issue is not that of industry it's also that of society. >> Industry (mumbles) are supporting you guys is interesting that this industry seems to be chipping, and certainly Silicon Valley's a little bit different as you said, but in general it is a cultural parent thing. Any plans there with Technovation to have a parent track? (laughing) >> Yes totally, I mean I think right now 10% of parents actually volunteer to be mentors, kind of like say Girl Scout troop leaders and so we are trying to figure out okay what is a way to involve parents and to make them part of the discussion. >> Well we'll keep the conversations going with Technovation you guys do incredible work. I'll just end the segment here by just telling a little bit about what you're working on right now? What are your goals? What are you passionate about? What are some of the things you'd like to do in the next half of the year, next year? What are some of the things going, Tara, you start. >> I think for us is to go deeper, so we are just launching a partnership with MIT to increase sort of the rigor of the curriculum, the rigor of the training and also provide more personalized learning and so this is the power of technology so we don't want to have girls drop out of the program because it's a hard program. So really trying to bring the best from industry to support that. >> Right and so you know my goal is to get Technovation to all the countries in the world, but keeping in mind we're making sure that it's delivered in a really good way and so girls complete the program et cetera, and the model that I hope to replicate in many other countries is the model that we're trying within Canada. So the new Canadian government is very interested in making sure that all of its citizens are you know, innovative, ready for the technology change that's coming there, and they launched a new fund called CanCode and so we have been part of that application process and we hope to have Technovation in almost every city in Canada, across Canada, and to really get this going and we, right now Canada is, everybody's like, you know, favorite country. And we hope that if we can do this in Canada, then other countries will follow and so that this program will get to as many girls as it can. >> Well you know how I feel. I feel computer science training in general should be standard in curriculums, because of all the conversation around automation. Automation is the fear is that jobs will go away. The data we have from our research over at Wikibon shows that the billions being automated away is non-differentiated labor. >> Right. >> Which implies that a working knowledge of those machines will shift to the value side. So you know I'm on the pro side of AI and automation personally. Especially I think it's great for-- >> But there's an education side too. >> There's the education side and I think this is a real fun area. You guys are at the cutting edge of it, both doing great work. I appreciate you taking the time and we'll have you back in for an update. Tara, Inar thanks so much. This is theCUBE Conversation here in Palo Alto I'm John Furrier thanks for watching. (upbeat happy music)

>> Announcer: Live from Washington, D.C., it's theCUBE covering AWS Public Sector Summit 2017. Brought to you by Amazon Web Services and it's partner ecosystem. >> Welcome back, live here on theCUBE along with John Furrier, I'm John Walls. Welcome to AWS Public Sector Summit 2017. Again, live from Washington, D.C., your nation's capital, our nation's capital. With us now is our host for the week, puts on one heck of a show, I'm want to tell you, 10,000 strong here, jammed into the Washington Convention Center, Theresa Carlson from World Wide Public Sector. Nice to have you here, Theresa. >> Hi, good afternoon. >> Thanks for joining us. >> Love theCUBE and thank you for being here with us today. >> Absolutely. >> All week in fact. >> It's been great, it really has. Let's just talk about the show first off. Way back, six years ago, we could probably get everybody there jammed into our little area here, just about I think. >> Pretty much. >> Hard to do today. >> That's right. >> How do you feel about when you've seen this kind of growth not only of the show, but in your sector in general? >> I think at AWS we're humbled and excited and, on a personal level because I was sort of given the charge of go create this Public Sector business world-wide, I'm blown away, I pinch myself every time because you did hear my story. The first event, we had about 50 people in the basement of some hotel. And then, we're like, okay. And today, 10,000 people. Last year we had it at the Marriott Wardman Park and we shut down Connecticut Avenue so we knew we needed to make a change. (laughing) But it's great, this is really about our customers and partners. This is really for them. It's for them to make connections, share, and the whole theme of this is superheroes and they are our superheroes. >> One of the heroes you had on the stage today, John Edwards from the CIA, one of your poster-children if you will for great success and that kind of collaboration, said something to the effect of quote, "The best decision we ever made at the CIA "was engaging with AWS in that partnership." When you hear something like that from such a treasured partner, you got to feel pretty good. >> You just have to drop the microphone, boom, and you're sort of done. They are doing amazing work and their innovation levels are really leading, I would say, in the US Public Sector for sure and also, not just in US Public Sector but around the world. Their efforts of what they're doing and the scale and reach at which they're doing it so that's pretty cool. >> John, you've talked about the CIA moment, I'd like to hear the story, share with Theresa. >> Oh, you're going to steal my thunder here? >> No, I'm setting you up. That's what a good partner does. It's all yours. >> Well, John, we've talked multiple times already so I'll say it for the third time. The shot heard around the cloud was my definition of seminal moment, in big mega-trends there's always a moment. It was when Obama tweeted, Twitter grew, plane landing on the Hudson, there's always a seminal moment in major trends that make or break companies. For you guys, it was the CIA. Since then, it's just been a massive growth for you guys. That deal was interesting because it validated Shadow IT, validated the cloud, and it also unseated IBM, the behemoth sales organization that owned the account. In a way, a lot of things lined up. Take us through what's happened then, and since then to now. >> Well, you saw between yesterday at Werner Vogels' keynote and my keynote this morning, just the breadth and depth of the type of customers we have. Everything from the UK government, GCHQ, the Department of Justice with the IT in the UK, to the centers for Medicare for HHS, to amazing educational companies, Cal. Polytech., Australian Tax Office. That's just the breadth and depth of the type of customers we have and all of their stories were impactful, every story is impactful in their own way and across whatever sector they have. That really just tells you that the type of workloads that people are running has evolved because I remember in the early days, when you and I first talked, we talked about what are the kind of workloads and we were talking a little bit about website hosting. That's, of course, really evolved into things like machine learning, artificial intelligence, a massive scale of applications. >> Five or six years ago when we first chatted at re:Invent, it's interesting 'cause now this is the size of re:Invent what it was then so you're on a same trajectory from a show size. Again, validation to the growth in Public Sector. But I was complimenting you on our opening today, saying that you're tenacious because we've talked early days, it was a slog in the early days to get going in the cloud, you were knocking on a lot of doors, convincing people, hey, the future's going to look his way and I don't want to say they slammed the proverbial door in your face but it was more of, woah, they don't believe the cloud is ever going to happen for the government. Share some of those stories because now, looking back, obviously the world has changed. >> It has and, in fact, it's changed in many aspects of it, from policy makers, which I think would be great for you all to have on here sometime to get their perspective on cloud, but policy makers who are now thinking about, we just had a new modernization of IT mandate come out in the US Federal Government where they're going to give millions and millions of dollars toward the modernization of IT for US Government agencies which is going to be huge. That's the first time that's ever happened. To an executive order around cyber-security which is pretty much mandated to look at cloud and how you use it. You're seeing thing like that to even how grants are given where it used to be an old-school model of hardware only to now use cloud. Those ideas and aspects of how individuals are using IT but also just the procurements that are coming out. The buying vehicles that you're seeing come out of government, almost all of them have cloud now. >> John and I were talking about D.C. and the political climate. Obviously, we always talk about it on my show, comment on that. But, interesting, theCUBE, we could do damage here in D.C.. So much target-rich environment for content but more than ever, to me, is the tech scene here is really intrinsically different. For example, this is not a shiny new toy kind of trend, it is a fundamental transformation of the business model. What's interesting to me is, again, since the CIA shot heard around the cloud moment, you've seen a real shift in operating model. So the question I have for you, Theresa, if you can comment on this is: how has that changed? How has the procuring of technology changed? How has he human side of it changed? Because people want to do a good job, they're just on minicomputers and mainframes from the old days with small incremental improvement over the years in IT but now to a fundamental, agile, there's going to be more apps, more action. >> You said something really important just a moment ago, this is a different kind of group than you'll get in Silicon Valley and it is but it's very enterprise. Everybody you see here, every project they work on, we're talking DoD, the enterprise of enterprises. They have really challenging and tough problems to solve every day. How that's changed, in the old days here in government, they know how to write acquisitions for a missile or a tank or something really big in IT. What's changing is their ability to write acquisitions for agile IT, things like cloud utility based models, moving fast, flywheel approach to IT acquisitions. That's what's changing, that kind of acquisition model. Also, you're seeing the system integrator community here change. Where they were, what I call, body shops to do a lot of these projects, they're having to evolve their IT skills, they're getting much more certified in areas of AWS, at the system admin to certified solution architects at the highest level, to really roll these projects out. So training, education, the type of acquisition, and how they're doing it. >> What happened in terms of paradigm shift, mindset? Something had to happen 'cause you brought a vision to the table but somebody had to buy it. Usually, when we talk about legacy systems, it was a legacy mindset too, resistant, reluctant, cautious, all those things. >> Theresa: Well, everything gets thrown out. >> What happened? Where did it tip the other way? Where did it go? >> I think, over time, it's different parts of the government but culture is the hardest thing to, always, change. Other elements of any changes, you get there, but culture is fundamentally the hardest thing. You're seeing that. You've always heard us say, you can't fight gravity, and cloud is the new normal. That's for the whole culture. People are like, I cannot do my project anymore without the use of cloud computing. >> We also have a saying, you can't fight fashion either, and sometimes being in fashion is what the trends are going on. So I got to ask you, what is the fashion statement in cloud these days with your customers? Is it, you mentioned there, moving much down in the workload, is it multi-cloud? Is it analytics? Where's the fashionable, cool action right now? >> I think, here, right now, the cool thing that people really are talking about are artificial intelligence and machine learning, how they take advantage of that. You heard a lot about recognition yesterday, Poly and Lex, these new tools how they are so differentiating anything that they can possibly develop quickly. It's those kind of tools that really we're hearing and of course, IOT for state and local is a big deal. >> I got to ask you the hard question, I always ask Andy a hard question too, if he's watching, you're going to get this one probably at re:Invent. Amazon is a devops culture, you ship code fast and you make all these updates and it's moving very, very fast. One of the things that you guys have done well, but I still think you need some work to do in terms of critical analysis, is getting the releases out that are on public cloud into the GovCloud. You guys have shortened that down to less than a year on most things. You got the east region now rolled out so full disaster recovery but government has always been lagging behind most commercial. How are you guys shrinking that window? When do you see the day when push button commercial, GovCloud are all lockstep and pushing code to both clouds? >> We could do that today but there's a couple of big differentiators that are important for the GovCloud. That is it requires US citizenship, which as you know, we've talked about the challenges of technology and skills. That's just out there, right? At Amazon Web Services, we're a very diverse company, a group of individuals that do our coding and development, and not all of them are US citizens. So for these two clouds, you have to be a US citizen so that is an inhibitor. >> In terms of developers? In terms of building the product? >> Not building but the management aspect. Because of their design, we have multiple individuals managing multiple clouds, right? Now, with us, it's about getting that scale going, that flywheel for us. >> So now it's going to be managed in the USA versus made in the USA with everything as a service. >> Yeah, it is. For us, it's about making sure, number one, we can roll them out, but secondly, we do not want to roll services into those clouds unless they are critical. We are moving a lot faster, we rolled in a lot more services, and the other cool thing is we're starting to do some unique things for our GovCloud regions which, maybe the next time, we can talk a little bit more about those things. >> Final question for me, and let John jump in, the CIA has got this devops factory thing, I want you to talk about it because I think it points to the trend that's encouraging to me at least 'cause I'm skeptical on government, as you know. But this is a full transformation shift on how they do development. Talk about these 4000 developers that got rid of their development workstations, are now doing cloud, and the question is, who else is doing it? Is this a trend that you see happening across other agencies? >> The reason that's really important, I know you know, in the old-school model, you waited forever to provision anything, even just to do development, and you heard John talk about that. That's what he meant on this sort of workstation, this long period of time it took for them to do any kind of development. Now, what they do is they just use any move they have and they go and they provision the cloud like that. Then, they can also not just do that, they can create armies of cores or Amazon machine images so they have super-repeatable tools. Think about that. When you have these super-repeatable tools sitting in the cloud, that you can just pull down these machine images and begin to create both code and development and build off those building blocks, you move so much faster than you did in the past. So that's sort of a big trend, I would say they're definitely leading it. But other key groups are NASA, HHS, Department of Justice. Those are some of the key, big groups that we're seeing really do a lot changes in their dev. >> I got to ask you about the-- >> Oh, I have to say DHS, also DHS on customs and border patrols, they're doing the same, really innovators. >> One of the things that's happening which I'm intrigued by is the whole digital transformation in our culture, right, society. Certainly, the Federal Government wants to take care of the civil liberties of the citizens. So it's not a privacy question, it's more about where smart cities is going. We're starting to see, I call, the digital parks, if you will, where you're starting to see a digital park go into Yosemite and camping out and using pristine resources and enjoying them. There's a demand for citizens to democratize resources available to them, supercomputing or datasets, what's your philosophy on that? What is Amazon doing to facilitate and accelerate the citizen's value of technology so it can be in the hands of anyone? >> I love that question because I'll tell you, at the heart of our business is what we call citizen service, paving the way for disruptive innovation, making the world a better place. That's through citizen's services and they're access. For us, we have multiple things. Everything from our dataset program, where we fund multiple datasets that we put up on the cloud and let everybody take advantage of them, from the individual student to the researcher, for no fee. >> John F.: You pick up the cost on that? >> We do, we fund, we put those datasets in completely, we allow them to go and explore and use. The only time they would ever pay is if they go off and start creating their own systems. The most highly curated datasets up there right now are pretty much on AWS. You heard me talk about the earth, through AWS Earth that we have that shows the earth. We have weather datasets, cancer datasets, we're working with so many groups, genomic, phenotypes, genomes of rice, the rice genome that we've done. >> So this is something that you see that you're behind, >> Oh, completely. >> you're passionate about and will continue to do? >> Because you never know when that individual student or small community school is out there and they can access tools that they never could've accessed before. The training and education, that creativity of the mind, we need to open that up to everybody and we fundamentally believe that cloud is a huge opportunity for that. You heard me tell the 1000 genomes story in the past of where took that cancer dataset or that genome dataset from NIH, put it into AWS for the first time, the first week we put it up we had 3200 new researchers crowdsource on that dataset. That was the first time, that I know of, that anyone had put up a major dataset for researchers. >> And the scale, certainly, is a great resource. And smart cities is an interesting area. I want to get your thoughts on your relationship with Intel. They have 5G coming out, they have a full network transformation, you're going to have autonomous vehicles out there, you're going to have all kinds of digital. How are you guys planning on powering the cloud and what's the role that Intel will play with you guys in the relationship? >> Of course, serverless computing comes into play significantly in areas like that because you want to create efficiencies, even in the cloud, we're all about that. People have always said, oh, AWS won't do that 'cause that's disrupting themselves. We're okay with disrupting ourselves if it's the right thing. We also don't want to hog resourcing of these tools that aren't necessary. So when it comes to devices like that and IOT, you need very efficient computing and you need tools that allow that efficient computing to both scale but not over-resource things. You'll see us continue to have models like that around IOT, or lambda, or serverless computing and how we access and make sure that those resources are used appropriately. >> We're almost out of time so I'd like to shift over if we can. Really impressed with the NGO work, the non-profit work as well and your work in the education space. Just talk about the nuance, differences between working with those particular constituents in the customer base, what you've learned and the kind of work you're providing in those silos right now. >> They are amazing, they are so frugal with their resources and it makes you hungry to really want to go out and help their mission because what you will find when you go meet with a lot of these not-for-profits, they are doing some of the most amazing work that even many people have really not heard of and they're being so frugal with how they resource and drive IT. There's a program called Feed the World and I met the developer of this and it's like two people. They've fed millions of people around the world with like three developers and creating an app and doing great work. To everything from like the American Heart Association that has a mission, literally, of stopping heart disease which is our number one killer around the world. When you meet them and you see the things they're doing and how they are using cloud computing to change and forward their mission. You heard us talk about human trafficking, it's a horrible, misunderstood environment out there that more of us need to be informed on and help with but computing can be a complete differentiator for them, cloud computing. We give millions of dollars of grants away, not just give away, we help them. We help them with the technical resourcing, how they're efficient, and we work really hard to try to help forward their mission and get the word out. It's humbling and it's really nice to feel that you're not only doing things for big governments but you also can help that individual not-for-profit that has a mission that's really important to not only them but groups in the world. >> It's a different level of citizen service, right? I mean, ocean conservancy this morning, talking about that and tidal change. >> What's the biggest thing that, in your mind, personal question, obviously you've been through from the beginning to now, a lot more growth ahead of you. I'm speculating that AWS Public Sector, although you won't disclose the numbers, I'll find a number out there. It's big, you guys could run the table and take a big share, similar to what you've done with startup and now enterprise market. Do you have a pinch-me moment where you go, where are we? Where are you on that spectrum of self-awareness of what's actually happening to you and this world and your team? In Public Sector, we operate just like all of AWS and all of Amazon. We really have treated this business like a startup and I create new teams just like everybody else does. I make them frugal and small and I say go do this. I will tell you, I don't even think about it because we are just scratching the surface, we are just getting going, and today we have customers in 155 countries and I have employees in about 25 countries now. Seven years ago, that was not the case. When you're moving that fast, you know that you're just getting going and that you have so much more that you can do to help your customers and create a partner ecosystem. It's a mission for us, it really is a mission and my team and myself are really excited, out there every day working to support our customers, to really grow and get them moving faster. We sort of keep pushing them to go faster. We have a long way to go and maybe ask me five years from now, we'll see. >> How about next year? We'll come back, we'll ask you again next year. >> Yeah, maybe I'll know more next year. >> John W.: Theresa, thank you for the time, very generous with your time. I know you have a big schedule over the course of this week so thank you for being here with us once again on theCUBE. >> Thank you. >> Many time CUBE alum, Theresa Carlson from AWS. Back with more here from the AWS Public Sector Summit 2017, Washington, D.C. right after this. (electronic music)