>> Narrator: "theCUBE's" live coverage is made possible by funding from Dell Technologies. Creating technologies that drive human progress. (intro music) >> Good afternoon, everyone. Welcome back to "theCUBE's" day three coverage of MWC23. Lisa Martin here in Spain, Barcelona, Spain with Dave Nicholson. We're going to have a really interesting conversation next. We're going to really dig into MWC, it's history, where it's going, some of the controversy here. Please welcome our guests. We have Jim Harris, International Best Selling Author of "Blindsided." And Carolina Milanese is here, President and Principle Analyst of creative strategies. Welcome to "theCUBE" guys. Thank you. >> Thanks. So great to be here. >> So this is day three. 80,000 people or so. You guys have a a lot of history up at this event. Caroline, I want to start with you. Talk a little bit about that. This obviously the biggest one in, in quite a few years. People are ready to be back, but there's been some, a lot of news here, but some controversy going on. Give us the history, and your perspective on some of the news that's coming out from this week's event. >> It feels like a very different show. I don't know if I would say growing up show, because we are still talking about networks and mobility, but there's so much more now around what the networks actually empower, versus the network themselves. And a little bit of maybe that's where some of the controversy is coming from, carriers still trying to find their identity, right, of, of what their role is in all there is to do with a connected world. I go back a long way. I go back to when Mobile World Congress was called, was actually called GSM, and it was in Khan. So, you know, we went from France to Spain. But just looking at the last full Mobile World Congress here in Barcelona, in pre-pandemic to now, very different show. We went from a show that was very much focused on mobility and smartphones, to a show that was all about cars. You know, we had cars everywhere, 'cause we were talking about smart cities and connected cars, to now a show this year that is very much focused on B2B. And so a lot of companies that are here to either work with the carriers, or also talk about sustainability for instance, or enable what is the next future evolution of computing with XR and VR. >> So Jim, talk to us a little bit about your background. You, I was doing a little sleuthing on you. You're really focusing on disruptive innovation. We talk about disruption a lot in different industries. We're seeing a lot of disruption in telco. We're seeing a lot of frenemies going on. Give us your thoughts about what you're seeing at this year's event. >> Well, there's some really exciting things. I listened to the keynote from Orange's CEO, and she was complaining that 55% of the traffic on her network is from five companies. And then the CEO of Deutsche Telecom got up, and he was complaining that 60% of the traffic on his network is from six entities. So do you think they coordinated pre, pre-show? But really what they're saying is, these OTT, you know, Netflix and YouTube, they should be paying us for access. Now, this is killer funny. The front page today of the show, "Daily," the CO-CEO of Netflix says, "Hey, we make less profit than the telcos, "so you should be paying us, "not the other way around." You know, we spend half of the money we make just on developing content. So, this is really interesting. The orange CEO said, "We're not challenging net neutrality. "We don't want more taxes." But boom. So this is disruptive. Huge pressure. 67% of all mobile traffic is video, right? So it's a big hog bandwidth wise. So how are they going to do this? Now, I look at it, and the business model for the, the telcos, is really selling sim cards and smartphones. But for every dollar of revenue there, there's five plus dollars in apps, and consulting and everything else. So really, but look at how they're structured. They can't, you know, take somebody who talks to the public and sells sim cards, and turn 'em in, turn 'em in to an app developer. So how are they going to square this circle? So I see some, they're being disrupted because they're sticking to what they've historically done. >> But it's interesting because at the end of the day, the conversation that we are having right now is the conversation that we had 10 years ago, where carriers don't want to just be a dumb pipe, right? And that's what they are now returning to. They tried to be media as well, but that didn't work out for most carriers, right? It is a little bit better in the US. We've seen, you know, some success there. But, but here has been more difficult. And I think that's the, the concern, that even for the next, you know, evolution, that's the, their role. >> So how do they, how do they balance this dumb pipe idea, with the fact that if you make the toll high enough, being a dumb pipe is actually a pretty good job. You know, sit back, collect check, go to the beach, right? So where, where, where, where does this end up? >> Well, I think what's going to happen is, if you see five to 15 X the revenue on top of a pipe, you know, the hyperscalers are going to start going after the business. The consulting companies like PWC, McKinsey, the app developers, they're... So how do you engage those communities as a telco to get more revenue? I think this is a question that they really need to look at. But we tend to stick within our existing business model. I'll just give you one stat that blows me away. Uber is worth more than every taxi cab company in North America added together. And so the taxi industry owns billions in assets in cars and limousines. Uber doesn't own a single vehicle. So having a widely distributed app, is a huge multiplier on valuation. And I look to a company like Safari in Kenya, which developed M-Pesa, which Pesa means mo, it's mobile money in Swahili. And 25% of the country's GDP is facilitated by M-Pesa. And that's not even on smartphones. They're feature phones, Nokia phones. I call them dumb phones, but Nokia would call them "feature phones." >> Yeah. >> So think about that. Like 25, now transactions are very small, and the cut is tiny. But when you're facilitating 25% of a country's GDP, >> Yeah. >> Tiny, over billions of transactions is huge. But that's not the way telcos have historically thought or worked. And so M-Pesa and Safari shows the way forward. What do you think on that? >> I, I think that the experience, and what they can layer on top from a services perspective, especially in the private sector, is also important. I don't, I never believe that a carrier, given how they operate, is the best media company in the world, right? It is a very different world. But I do think that there's opportunity, first of all, to, to actually tell their story in a different way. If you're thinking about everything that a network actually empowers, there's a, there's a lot there. There's a lot that is good for us as, as society. There's a lot that is good for business. What can they do to start talking about differently about their services, and then layer on top of what they offer? A better way to actually bring together private and public network. It's not all about cellular, wifi and cellular coming together. We're talking a lot about satellite here as well. So, there's definitely more there about quality of service. Is, is there though, almost a biological inevitability that prevents companies from being able to navigate that divide? >> Hmm. >> Look at, look at when, when, when we went from high definition 720P, very exciting, 1080P, 4K. Everybody ran out and got a 4K TV. Well where was the, where was the best 4K content coming from? It wasn't, it wasn't the networks, it wasn't your cable operator, it was YouTube. It was YouTube. If you had suggested that 10 years before, that that would happen, people would think that you were crazy. Is it possible for folks who are now leading their companies, getting up on stage, and daring to say, "This content's coming over, "and I want to charge you more "for using my pipes." It's like, "Really? Is that your vision? "That's the vision that you want to share with us here?" I hear the sound of dead people walking- (laughing) when I hear comments like that. And so, you know, my students at Wharton in the CTO program, who are constantly looking at this concept of disruption, would hear that and go, "Ooh, gee, did the board hear what that person said?" I, you know, am I being too critical of people who could crush me like a bug? (laughing) >> I mean, it's better that they ask the people with money than not consumers to pay, right? 'Cause we've been through a phase where the carriers were actually asking for more money depending on critical things. Like for instance, if you're doing business email, then were going to charge you more than if you were a consumer. Or if you were watching video, they would charge you more for that. Then they understood that a consumer would walk away and go somewhere else. So they stopped doing that. But to your point, I think, and, and very much to what you focus from a disruption perspective, look at what Chat GTP and what Microsoft has been doing. Not much talk about this here at the show, which is interesting, but the idea that now as a consumer, I can ask new Bing to get me the 10 best restaurants in Barcelona, and I no longer go to Yelp, or all the other businesses where I was going to before, to get their recommendation, what happens to them? You're, you're moving away, and you're taking eyeballs away from those websites. And, and I think that, that you know, your point is exactly right. That it's, it's about how, from a revenue perspective, you are spending a lot of money to facilitate somebody else, and what's in it for you? >> Yeah. And to be clear, consumers pay for everything. >> Always. Always. (laughs) >> Taxpayers and consumers always pay for everything. So there is no, "Well, we're going to make them pay, so you don't have to pay." >> And if you are not paying, you are the product. Exactly. >> Yes. (laughing) >> Carolina, talk a little bit about what you're seeing at the event from some of the infrastructure players, the hyperscalers, obviously a lot of enterprise focus here at this event. What are some of the things that you're seeing? Are you impressed with, with their focus in telco, their focus to partner, build an ecosystem? What are you seeing? >> I'm seeing also talk about sustainability, and enabling telco to be more sustainable. You know, there, there's a couple of things that are a little bit different from the US where I live, which is that telcos in Europe, have put money into sustainability through bonds. And so they use the money that they then get from the bonds that they create, to, to supply or to fuel their innovation in sustainability. And so there's a dollar amount on sustainability. There's also an opportunity obviously from a growth perspective. And there's a risk mitigation, right? Especially in Europe, more and more you're going to be evaluated based on how sustainable you are. So there are a lot of companies here, if you're thinking about the Ciscos of the world. Dell, IBM all talking about sustainability and how to help carriers measure, and then obviously be more sustainable with their consumption and, and power. >> Going to be interesting to see where that goes over the years, as we talk to, every company we talk to at whatever show, has an ESG sustainability initiative, and only, well, many of them only want to work with other companies who have the same types of initiative. So a lot of, great that there's focus on sustainability, but hopefully we'll see more action down the road. Wanted to ask you about your book, "Blind," the name is interesting, "Blindsided." >> Well, I just want to tag on to this. >> Sure. >> One of the most exciting things for me is fast charging technology. And Shalmie, cell phone, or a smartphone maker from China, just announced yesterday, a smartphone that charges from 0 to 100% in five minutes. Now this is using GAN FEST technology. And the leader in the market is a company called Navitas. And this has profound implications. You know, it starts with the smartphone, right? But then it moves to the laptops. And then it'll move to EV's. So, as we electrify the $10 trillion a year transportation industry, there's a huge opportunity. People want charging faster. There's also a sustainability story that, to Carolina's point, that it uses less electricity. So, if we electrify the grid in order to support transportation, like the Tesla Semi's coming out, there are huge demands over a period. We need energy efficiency technologies, like this GAN FEST technology. So to me, this is humongous. And it, we only see it here in the show, in Shalmie, saying, "Five minutes." And everybody, the consumers go, "Oh, that's cool." But let's look at the bigger story, which is electrifying transportation globally. And this is going to be big. >> Yeah. And, and to, and to double click on that a little bit, to be clear, when we talk about fast charging today, typically it's taking the battery from a, not a zero state of charge, but a relatively low state of charge to 80%. >> Yep. >> Then it tapers off dramatically. And that translates into less range in an EV, less usable time on any other device, and there's that whole linkage between the power in, and the battery's ability to be charged, and how much is usable. And from a sustainability perspective, we are going to have an avalanche of batteries going into secondary use cases over time. >> They don't get tossed into landfills contrary to what people might think. >> Yep. >> In fact, they are used in a variety of ways after their primary lifespan. But that, that is, that in and of itself is a revolutionary thing. I'm interested in each of your thoughts on the China factor. Glaringly absent here, from my perspective, as sort of an Apple fanboy, where are they? Why aren't they talking about their... They must, they must feel like, "Well we just don't need to." >> We don't need to. We just don't need to. >> Absolutely. >> And then you walk around and you see these, these company names that are often anglicized, and you don't necessarily immediately associate them with China, but it's like, "Wait a minute, "that looks better than what I have, "and I'm not allowed to have access to that thing." What happens in the future there geopolitically? >> It's a pretty big question for- >> Its is. >> For a short little tech show. (Caroline laughs) But what happens as we move forward? When is the entire world going to be able to leverage in a secure way, some of the stuff that's coming out of, if they're not the largest economy in the world yet, they shortly will be. >> What's the story there? >> Well, it's interesting that you mentioned First Apple that has never had a presence at Mobile World Congress. And fun enough, I'm part of the GSMA judges for the GLOMO Awards, and last night I gave out Best Mobile Phone for last year, and it was to the iPhone4 Team Pro. and best disruptive technology, which was for the satellite function feature on, on the new iPhone. So, Apple might not be here, but they are. >> Okay. >> And, and so that's the first thing. And they are as far as being top of mind to every competitor in the smartphone market still. So a lot of the things that, even from a design perspective that you see on some of the Chinese brands, really remind you of, of Apple. What is interesting for me, is how there wouldn't be, with the exception of Samsung and Motorola, there's no one else here that is non-Chinese from a smartphone point of view. So that's in itself, is something that changed dramatically over the years, especially for somebody like me that still remember Nokia being the number one in the market. >> Huh. >> So. >> Guys, we could continue this conversation. We are unfortunately out of time. But thank you so much for joining Dave and me, talking about your perspectives on the event, the industry, the disruptive forces. It's going to be really interesting to see where it goes. 'Cause at the end of the day, it's the consumers that just want to make sure I can connect wherever I am 24 by seven, and it just needs to work. Thank you so much for your insights. >> Thank you. >> Lisa, it's been great. Dave, great. It's a pleasure. >> Our pleasure. For our guests, and for Dave Nicholson, I'm Lisa Martin. You're watching, "theCUBE," the leader in live and emerging tech coverage coming to you day three of our coverage of MWC 23. Stick around. Our next guest joins us momentarily. (outro music)

>>The Cube presents Ignite 22, brought to you by Palo Alto Networks. >>Welcome back to Vegas, guys and girls, it's great to have you with us. The Cube Live. Si finishing our second day of coverage of Palo Alto Ignite. 22 from MGM Grand in Las Vegas. Lisa Martin here with Dave Valante. Dave Cybersecurity is one of my favorite topics to talk about because it is so interesting. It is so dynamic. My other favorite thing is to hear the voice of our vendors' customers. And we could to >>Do that. I always love to have the customer on you get you get right to the heart of the matter. Yeah. Really understand. You know, what I like to do is sort of when I listen to the keynotes, try to see how well it aligns with what the customers are actually doing. Yeah. So let's >>Do it. We're gonna unpack that now. Michael Fagan joins us, the Chief Transformation Officer at Village Roadshow. Welcome Michael. It's great to have you >>And thank you. It's a pleasure to be here. >>So this is a really interesting entertainment company. I find the name interesting, but talk to us a little bit about Village Roadshow so the audience gets an understanding of all of the things that you guys do cuz theme parks is part of >>This. Yeah, so Village Road show's Australia's largest cinema exhibitor in conjunction with our partners at event. We also own and operate Australia's largest theme parks. We have Warner Brothers movie World, wet and Wild. SeaWorld Top Golf in Australia is, is operated by us plus more. We also do studio, we also own movie studios, so Aquaman, parts of the Caribbean. We're, we're filming our movie studios Elvis last year. And we also distribute and produce movies and TV shows. Quite diverse group. >>Yeah, you guys have won a lot of awards. I mean, I don't know, academy Awards, golden Globe, all that stuff, you know, and so it's good. Congratulations. Yeah. >>Thank you. >>Cool stuff. I wanna also, before we dig into the use case here, talk to us about the role of a chief transformation officer. How long have you been in that role? What does it encompass and what do you get to drive from a transformation perspective? Yeah, >>So the, the, the nature and pace of disruption is accelerating and on, on one side. And then on the other side, the running business as usual is becoming increasingly complex and, and more difficult to do. So running both simultaneously and at pace can put organizations at risk, both financially and and other ways. So in my role as Chief Transformation officer, I support the rest of the executive team by giving them additional capacity and also bring capability to the team that wasn't there before. So I do a lot of strategic and thought leadership. There's some executive coaching in there, a lot of financial modeling and analysis. And I believe that when a transformation role in particularly a chief transformation role is done correctly, it's a very hands-on role. So there's certain things where I, I dive right down and I'm actually hands in, hands-on leading teams or leading pieces of work. So I might be leading particular projects. I tried to drive profit revenue and profitability across the divisions and does any multi or cross-divisional opportunities or initiative, then I will, I will lead those. >>The transformation, you know, a while ago was cloud, right? Okay, hey, cloud and transformation officers, whether or not they had that title, we'll tell you, look, you gotta change the operating model. You can't just, you know, lift and shift in the cloud. That's, you know, that's pennies. We want, you know, big bucks. That's the operating. Now it's, I'm my question is, is did the pandemic just accelerate your transformation or, or was it, you know, deeper than that? >>Yeah, so what in my role have both digital and business transformation, some of it has been organizational. I think the pandemic has had a, a significant and long lasting effect on society, not just on, on business. So I think if you think about how work work used to be a, a place you went to and how it was done beforehand, before the, before COVID versus now where, you know, previously, you know, within the enterprise you had all of the users, you had all of the applications, you had all of the data, you had all of the people. And then since March, 2020, just overnight, that kind of inverted and, you know, you had people working from home and a person working from home as a branch office of one. So, so we ended up with another thousand branches literally overnight. A lot of the applications that we use are now SASS or cloud-based, whether that's timekeeping with Kronos or communica employee communication or work Jam. So they're not sitting within our data center, they're not sitting within, within our enterprise. It's all external. >>So from a security perspective, you obviously had to respond to that and we heard a lot about endpoint and cloud security and refactoring the network and identity. These guys aren't really an identity. They partner for that, but still a lot of change in focus that the CISO had to deal with. How, how did you guys respond to that? And, and you had a rush to do it. Yeah. And so as you sit back now, where do you go from here? >>Well we had, we had two major triggers for our, our network and security transformation. The first being COVID itself, and then the second beam, we had a, a major MPLS telco renewal that came up. So that gave you an opportunity to look at what we were doing and essentially our network was designed for a near, that no longer exists for when, for when p like I said, when people, when people were from home, all the applications were inside. So, and we had aging infrastructure, our firewalls were end of life. So initially we started off with an SD WAN at the SD WAN layer and an SD WAN implementation. But when we investigated and saw the security capabilities that are available now, we that to a full sassy WAN implementation. >>Why Palo Alto Networks? Because you, you had, you said you had an aging infrastructure designed for an era that doesn't exist anymore, but you also had a number of tools. We've been talking about a consolidation a lot the last couple days. Yeah. How did, what did you consolidate and why with Palo Alto? >>So we had a great partner in Australia, incidentally also called Cube. Cube Networks. Yeah. That we worked with great >>Names. Yeah, right. >>So we, so we, we worked for Cube. We ran a, a form of tender process. And Palo Alto with, you know, Prisma access and Global Global Protect was the only, the only solution that gave us everything that we needed in terms of network modernization, the agility that we required. So for example, in our theme part, we want to send out a hotdog cart or an ice cream cart, and that becomes, all of a sudden you got a new branch that I want to spin up this branch in 10 minutes and then I wanna spin it back down again. So from agility perspective, from a flexibility perspective, the security that, that we wanted, you know, from a zero trust perspective, and they were the only, certainly from a zero trust perspective, they're probably the only vendor that, that exists that, that actually provided the, the, all those capabilities. >>And did you consolidate tools or you were in the process of consolidating tools now? >>Yeah, so we actually, we actually consolidated down to, to, to a, to a single vendor. And in my previous role I had, I had implemented SD WAN before and you know, interoperability is a, is a major issue in the IT industry. I think there's, it's probably the only industry in the, the only industry I can think of certainly that where we, we ship products that aren't ready. They're not of all the features, they, they don't have all the features that they should have. They're their plans. They were releasing patches, releasing additional features every, every couple of months. So, you know, if you, if if Ford sold the card, I said, Hey, you're gonna give you backseats in a couple of months, they'd be uproar. But, but we do that all the time in, in it. So I had, when I previously implemented an Sdwan transformation, I had products from two tier one vendors that just didn't talk to one another. And so when I went and spoke to those vendors, they just went, well, it's not me. It's clearly, clearly those guys. So, so there's a lot to be said for having a, you know, a champion team rather than a team of champions. And Palo Alto have got that full stack fully integrated that was, you know, exactly meant what we were looking for. >>They've been talking a lot the last couple days about integration and it, and I've talked with some of their executives and some analysts as well, including Dave about that seems to be a differentiator for them because they really focus on that. Their m and a strategy is very, it seems to be very clear and there's purpose on that backend integration instead of leaving it to the customer, like Village Road show to do it. They also talked a lot about the consolidation. I'm just curious, Michael, in terms of like what you've heard at the show in the last couple of days. >>Yeah, I mean I've been hearing to same mess, but actually we've, we've lived in a >>You're living it. That's what I wanted to >>Know. So, so, you know, we had a choice of, you know, do you try and purchase so-called best of breed products and then put a lot of effort into integrating them and trying to get them to work, which is not really what we want to spend time doing. I don't, I don't wanna be famous for, you know, integration and, you know, great infrastructure. I want to be, I want Village to be famous for delivering great experiences to our customers. Memories that last a lifetime. And you know, when kids grow up in Australia, they, everybody remembers going to the theme parks. That's what, that's what I want our team to be doing and to be delivering those great experiences, not to be trying to plug together bits of software and it may or may not work and have vendors pointing at one another and then we are left carrying the cannon and holding the >>Baby. So what was the before and after, can you give us a sense as to how life changed, you know, pre that consolidation versus post? >>Yeah, so our, our, our infrastructure, say our infrastructure was designed for, you know, the, you know, old ways of working where we had you knowm routers that were, you know, not designed for cloud, for modern traffic, including cloud Destin traffic, an old MPLS network. We used to back haul all the traffic from, from our branches back to central location run where we've got, you know, firewall walls, we've got a dmz, we could run advanced inspection services on that. So if you had a branch that wanted to access a website that was housed next door, even if it was across the country, then it would, we would pull that all the way back to Melbourne. We would apply advanced inspection services to it, send it up to the cloud out back across the country. Traffic would come back, come down to us, back out to our branch. >>So you talk about crossing the country four times, even at the website is, is situated next door now with, with our sasi sdwan transformation just pops out to the cloud now straight away. And the, the difference in performance for our, for our team and for our customers, it, it's phenomenal. So you'll talk about saving minutes, you know, on a log on and, and seconds then and on, on an average transaction and second zone sound like a lot. But when you, it's every click up, they're saving a second and add up. You're talking about thousands of man hours every month that we've saved. >>If near Zuke were sitting right here and said, what could we do better? You know, what do you need from us that we're not delivering today that you want to, you want us to deliver that would change your life. Yeah, >>There's two things. One, one of which I think they're all, they're already doing, but I actually haven't experienced myself. It's around the autonomous digital experience management. So I've now got a thousand users who are sitting at home and they've got, when they've got a problem, I don't know, is it, is it my problem or is it their problem? So I know that p were working on a, an A solution that digital experience solution, which can actually tell, well actually know you're sitting in your kitchen and your routes in your front room, maybe you should move closer to the route. So there, there they, that's one thing. And the second thing is using AI to tell me things that I wouldn't be able to figure out with a human training. A lot of time sifting through data. So things like where I've potentially overcompensated and, you know, overdelivered on the network and security side or of potentially underdelivered on a security side. So having AI to, you know, assess all of those millions and probably billions of, you know, transactions and packets that are moving around our network and say, Hey, you could optimize it more if you, if you dial this down or dial this up. >>So you said earlier we, this industry has a habit of shipping products before, you know they're ready. So based on your experience, seems like, first of all, it sounds like you got a at least decent technical background as well. When do you expect to have that capability? Realistically? When can we expect that as an industry? >>I think I, I think, like I said, the the rate and nature of change is, is, I think it's accelerating. The halflife of degree is short. I think when I left university, what I, what I learned in first year was, was obsolete within five years, I'd say now it's probably obsolete of you. What'd you learn in first year? It's probably obsolete by the time you finish your degree. >>Six months. Yeah, >>It's true. So I think the, the, the rate of change and the, the partnership that I see Palo building with the likes of AWS and Google and that and how they're coming together to, to solve, to jointly solve these problems is I think we will see this within 12 months. >>Who, who are your clouds? You got multiple clouds >>Or We got multiple clouds. Mostly aws, but there are certain things that we run that run in run in Azure as well. We, we don't really have much in GCP or, or, or some of the other >>Azure for collaboration and teams, stuff like that. >>Ah, we, we run, we run SAP that's we hosted in, in Azure and our cinema ticketing system is, is was run in Azure. It's, it was only available in, in in Azure the time we're mo we are mostly an AWS >>Shop. And what do you do with aws? I mean, pretty much everything else is >>Much every, everything else, anything that's customer facing our websites, they give us great stability. Great, great availability, great performance, you know, we've had and, and, and, and a very variable as well. So, we'll, you know, our, our pattern of selling movie tickets is typically, you know, fairly flat except when, you know, there's a launch of a, of a new movie. So all of a sudden we might say you might sell, you know, at 9:00 AM when, you know, spider-Man went on sale last year, I think we sold 100 times the amount of tickets in the forest, 10 minutes. So our website didn't just scale look beautifully, just took in all of that extra traffic scale up. We're at only any intervention and then scale back down >>Taylor Swift needs that she does need that. So yeah. And so is your vision to have Palo Alto networks security infrastructure have be a common sort of layer across those clouds and maybe even some on-prem? Is it, are you, are you working toward that? Yeah, >>We, yeah, we, yeah, we, we'd love to have, you know, our end, our end customers don't really care about the infrastructure that we run. They won't be >>Able to unless it breaks. >>Unless it breaks. Yeah. They wanna be able to go to see a movie. Do you wanna be able to get on a rollercoaster? They wanna be able to go, you know, play around around a top golf. So having that convergence and that seamless integration of working across cloud network security now for most of our team, they, they don't know and they don't need to know. In fact, I, I frankly don't want them to know and be, be thinking about networks and clouds. I kind of want them thinking about how do we sell more cinema tickets? How do we give a great experience to our guests? How do we give long lasting lifetime memories to, to the people who come visit our parks? >>That's what they want. They want that experience. Right. I'd love to get your final thoughts on, we, we had you give a great overview of the ch the role that you play as Chief transformation officer. You own digital transformation, you want business transformation. What advice would you give to either other treat chief transformation officers, CISOs, CSOs, CEOs about partnering, what's the right partner to really improve your security posture? >>I think there's, there's two things. One is if you haven't looked at this in the last two years and made some changes, you're outta date. Yeah. Because the world has changed. We've seen, I mean, I've heard somebody say it was two decades worth of, I actually think it's probably five 50 years worth of change in, in Australia in terms of working habits. So one, you need to do something. Yeah. Need to, you need to have a look at this. The second thing I think is to try and partner with someone that has similar values to your organization. So Village is a, it's a wonderful, innovative company. Very agile. So the, like the, the concept of gold class cinema, so, you know, big proceeds, recliners, waiter service, elevated foods concept that, that was invented by village in 1997. Thank you. And we had thanks finally came to the states so decade later, I mean we would've had the CEO of every major cinema chain in the world come to come to Melbourne and have a look at what Village is doing and go, yeah, we're gonna export that back around around the world. It's probably one of, one of Australia's unknown exports. Yeah. So it's, yeah, so, so partnering. So we've got a great innovation history and we'd like to think of ourselves as pretty agile. So working with partners who are, have a similar thought process and, and managed to an outcome and not to a contract Yeah. Is, is important for us. >>It's all about outcomes. And you've had some great outcomes, Michael, thank you for joining us on the program, walking us through Village Roadshow, the challenges that you had, how you tackled them, and, and next time I think I'm in a movie theater and I'm in reclining chair, I'm gonna think about you and village. So thank you. We appreciate your insights, your time. Thank you. Thanks Michael. For Michael Fagan and Dave Valante. I'm Lisa Martin. You've been watching The Cube. Our live coverage of Palo Alto Networks. Ignite comes to an end. We thank you so much for watching. We appreciate you. You're watching the Cube, the leader in live enterprise and emerging emerging tech coverage next year. >>Yeah.

(bright, upbeat music playing) >> Hello, Brilliant Cloud community and welcome back to AWS re:Invent, where we are live all day everyday from the show floor, here in Las Vegas, Nevada. I'm Savannah Peterson joined by my beautiful co-host, Lisa Martin here on theCUBE. Lisa, you're smiling, you're radiating, day three, you would think it was day one. How you doing? >> Amazing. I can't believe the energy that has been maintained >> It's been a theme. on this show floor, since Monday night at 4:00 pm. >> I know, and I kind of thought today we might see some folks trickling out. It is packed, as our guests and I were, we were all just talking about, right before the segment, almost too packed which is a really great sign for AWS. >> It is. We're hearing north of 55,000 people here. And of course, we only get a little snapshot of what's at the Venetian. >> Literally this corner, yeah. We don't get to see anything else around The Strip, that's going on, so it's massive. >> Yeah, it is very massive. I'm super excited. We've got two guests from Infosys with us on this last segment from this stage today. David and Anant, welcome to the show. How you doing? >> Awesome. >> You're both smiling and I am really excited. We have our first prop of the show, (David and Anant laughing) and it's a pretty flashy, sexy prop. Anant, what's going on here? >> Oh, so this is something that we are very proud of. Last year we won one award, which was very special for us because it was our first award with AWS, and that was, "The Industry Partner of The Year Award." And on the back of that, this year we won three awards and this is super awesome for us, because all of them are very special. One was in collaboration, second was in design, and third was in sustainability. So we are very proud, and we thank AWS, and it's a fantastic partnership. >> Yeah, congratulations. >> Anant: Yes. I mean that's huge. >> Yes, it's absolutely huge. And the second one is, we are the Launch Partner for MSK, which again is a very proud thing for us. So I think those are the two things that we wanted to talk about. >> How many awards are you going to win next year then? (all laughing) >> We want to target more than three. (Savannah chuckles) >> Keep it going up. >> Probably five, right? >> So it's the odd numbers, one, three, five, seven, ten. Yeah. Yeah. Yeah. >> Savannah: There you go. >> I think we got that question last year and we said we'd get two, and we ended up over-delivering with three, so who knows? >> Hey, nothing wrong with setting the bar low and clearing it. And I mean, not setting it low, setting it with one and clearing it with three is pretty fantastic. We talk about it as an ego thing sometimes with awards and it feels great for internal culture, but David, what does it mean on the partnership side to win awards like that? >> So what's really important for us with our partners is to make sure that we're achieving their goals, and when their goals are achieved in our partnership it's just the byproduct that we're achieving our own with our clients. The awards are a great representation of that to see, you know, again, being recognized in three different categories really shows that we've had success with AWS, and in turn, you know, Anant and I can attest to it. We've been very successful at the partnership on our side. >> Yeah, and I bet it's really exciting for the team. Just speaking for Energy (indistinct) >> And there's celebration, you know, there's been a few cocktails being raised... >> Has there? In Las Vegas? >> David: I know. Cocktails? >> Lisa Martin: Shocking! I'm shocked! >> Lisa Martin: I know! (all laughing) I wouldn't mind one right now to be really, really honest. Let's dig into the product a little bit. Infosys Cobalt. What's the scoop, Anant? >> Yeah, so first of all, we were the first ones to actually launch a Cloud brand called Cobalt, right? We were the first ones in the world. In fact, one of our competitor followed us soon after. So essentially what we did was we brought all our Cloud offerings into one brand called Cobalt. It becomes very clear to our customers on what our proposition is. It is very consistent to the market in terms of what our narrative is. And it's a little easy for our customers to understand what we bring to the table. So Cobalt is not one product or what one platform it's a set of services, solutions and platforms that we bring to accelerate customer's journey where they're leveraging Cloud. So that's what Cobalt is. >> Awesome, everyone wants to do everything faster. >> Yes. >> Lisa Martin: Yeah. >> And the booth was packed. I walked by earlier, it was absolutely buzzing. >> Yes. >> Yeah. Nobody wants to do, you know, wants less data slower. >> Anant: Yes. (Savannah laughs) >> It's always more faster. >> Anant: More faster. And we're living in this explosion unlike anything this swarm of data unlike anything that we've ever seen before. Every company, regardless of industry has to be a data company. >> Anant: Yes. But they have to be able to work with the right partners to extract, to first of all harness all that data, extract insights in real time, because of course on the consumer side we're not patient anymore. >> Anant: Yes. We expect a personalized, realtime, custom experience. >> Anant: Absolutely. >> How do you work with AWS to help deliver that and how do the partners help deliver that as well? >> Well I'll start with on the partner side of it. You walk through the hallways here or down the aisles you see partners like MongoDB, Snowflake, Databricks and such, they're all attesting their commitment and their strong partnership with AWS, and coincidentally they're also very good partners of our own. And as a result... >> Savannah: One big happy family here at AWS when you met. >> And this is something that I'm calling, coining the phrase sub-ecosystems. These are partnerships where one is successful with each other, and then the three come together, and we go together with an integrated solution. And it's really taking off. It's something that's really powerful. The fun thing about re:Invent here is isn't just that we're having amazing discussions with our clients and AWS, but we're also having with the other partners here about how we can all work together so... And data analytics is a big one, security is another hot one-- >> Lisa Martin: Security is huge. >> Savannah: Yeah. Cost optimization from the start. >> Absolutely. And Ruba was saying this, right? Ruba said, like she was giving example of a marathoner. Marathon is not a single man or a single woman sport, right? So similarly Cloud journey is a team's, sort of you know, team journey, so that's why partners play a big role in that and that's exactly what we are trying to do. >> So you guys get to see a lot of different companies across a lot of different industries. We're living in very interesting times, how do you see the Cloud evolving? >> Oh, yeah. So what we did when we launched Cobalt in 2020 we have now evolved our story. We call it Cobalt 2.0. And essentially what we wanted to do was to focus on industry Clouds. So it's not just about taking a workload and moving it from point A to point B or moving data to Cloud or getting out of data centers, but it's also being very specific to the industry that this specific customer belongs to, right? So for example, if we go to banking they would say we want to better our security posture. If we go to a retailer they want to basically have smart stores. If we go to a manufacturing customer they want to have a smart factory. So we want to make sure that there are specific industry blueprints and specific reference architectures that we bring and start delivering outcomes. So we call it something called... >> Savannah: I know you're hot on business outcomes. >> Yes. >> Savannah: Yes. So we call it something called the link of life forces. So there are six technologies; Cloud, Data, Edge, IOT, 5G, and AI. They will come together to deliver business outcomes. So that's where we are heading with Cobalt 2.0, And that's essentially what we want to do with our customers. >> Savannah: It's a lot to think about. >> Yes. >> David: Yes. >> And, yeah, go for it David. >> I was just saying from a partnering perspective, you know prior to Cloud, we were talking about transactional type businesses where if you ask a technology company who their partner is its generally a reseller where they're just basically taking one product and selling it to their client. What's happened with cloud now it's not about the transaction upfront it's about the actual, you know, the consumption of the technology and the bringing together all of these to form an outcome, it changes the model dramatically, and quite honestly, the global system integrators like Infosys are in great position because we can pull that together to the benefit of our partners, put our own secret sauce around it and take these solutions to market and drive consumption because that's what the Cloud's all about. >> Right. Well, how are you helping customers really treat Cloud as a strategic focus? You know we often hear companies talk about we're Cloud first. Well not everything belongs in the Cloud. So then we hear companies start talking about being Cloud smart. >> Anant: Yes. How are you helping, and so we'll go with that. How are you helping enterprises really become Cloud smart and where is the partner angle? So we'll start with you and then we'll bring the partner angle in. >> Oh yeah, big time. I think one of the things that we have been educating our customers is Cloud is not about cost takeout. So Cloud is about innovation, Cloud is about growth. And I'll give two examples. One of the beauty products companies they wanted to set up their shop in US and they said that, you know, "we don't have time to basically buy the infrastructure, implement an ERP platform, and you know, or roll it out, test it and go into production. We don't have so much time. Time to market is very important for us." And they embarked on the Cloud journey. So expanding into new market, Cloud can play a big role. That is one of the ways to expand and you know, grow your business. Similarly, there is another company that they wanted to go into retail banking, right? And they didn't have years to launch a product. So they actually use AWS and it's a joint Infosys and AWS customer. A pretty big bank. They launched retail banking and they did it in less than six months. So I think these are some of the examples of cloud not being cost takeout but it's about innovation and growth. So that's what we are trying to tell customers. >> Savannah: Big impacts. >> Big impact. Yes, absolutely. >> And that's where the Cobalt assets come into play as well. You know, as Anant mentioned, we have literally thousands of these industries specific and they're derived in a lot of cases in partnership with the companies you see down the aisles here, and AWS. And it accelerates the deployments and ensures a successful adoption, more so than before. You know, we have clients that are coming to us now that used to buy, run their own procurement. You know they would have... Literally there was one bank that came to us with a over a hundred products >> The amount of work. I'm just seeing it... >> A list of a hundred products. Some they bought directly from a vendor, some they went through a distributor, some they went through a reseller and such, >> Savannah: It's so ad-hoc. And they're looking at this in a completely different way and they're looking to rationalize those technologies, again, look for companies that will contract for a business outcome and leverage the cloud and get to that next era, and it's a fun time. We're really excited. >> I can imagine you're really a part of the transformation process for a lot of these companies. >> Anant: Absolutely. Anant when we were chatting before we went live you talked about your passion for business outcomes. Can you give us a couple examples of customers or business outcomes that really get you and the team excited? Same thing to you David, after. >> Well, absolutely. Even our contractual structures are now moving into business outcomes. So we are getting paid by the outcomes that we are delivering, right? So, one of the insurance customers that we have we actually get paid by the number of claims that we process, right? Similarly there is a healthcare customer where we actually get paid by the number of customers that we cater to from a Medicare and Medicaid standpoint, right? >> Savannah: Tangible results processed and projected-- >> Successful process of claims. >> Interesting. >> Anant: Exactly. >> Yeah. (indistinct) reality. >> Yeah, reality, (chuckles) What a novel idea. >> Yeah. (Savannah and Lisa chuckle) >> One of the great examples you hear about airplane engines now that the model is you don't buy the engine, you basically pay for the hours that it's used, and the maintenance and the downtime, so that you take the risk away. You know, you put that in the context of the traditional business. You're taking away the risk of owning the individual asset, the maintenance, any of the issues, the bug fixes. And again, you're partnering with a company like Infosys, we'll take on that based upon our knowledge and based upon our vast experience we can confidently contract in that way that, you know, years ago that wasn't possible. >> Savannah: It's kind of a sharing economy at scale style. >> David: Exactly. >> Anant: Absolutely. >> Yeah, which is really exciting. So we have a new challenge here on theCUBE this year at re:Invent. We are looking for your 32nd Instagram real sizzle soundbite. Your hot take, your thought leadership on the biggest theme or most important thing coming out of this year's show. David, we'll start with you. We've been starting with Anant, so I'm going to go to you. We're making eye contact right now so you're in the hot seat. (all laugh) >> Well, I think there was a lot of time given to sustainability on the stage this week, and I think that, you know, every CEO that we talk to is bringing that up as a major priority and that's a very important element for us as a company and as a service provider. >> Savannah: I mean, you're obviously award winning in the sustainability department. >> Exactly. Nice little plug there. >> Yeah. >> You know, and I think the other things that have come up we saw a lot about data analytics this week. You know, I think new offerings from AWS but also new partnerships that we're going to take advantage of. And again, security has been a hot topic. >> Absolutely. Anant, what's your hot take? >> Yeah. I think one very exciting thing for partners like us is the re-imagining that is being done by Ruba for the partners, right? The AWS marketplace. I think that is a big, big thing that I took out. Of course, sustainability is huge. Like Adam said, the fastest way to become sustainable is to move to Cloud, right? So rather than overthinking and over-engineering this whole topic just take your workloads and move it to Cloud and you'll be sustainable, right? So I think that's the second one. And third is of course cybersecurity. Zscaler, Palo Alto, CrowdStrike, these are some of the big companies that are at the event here, and we have been partnering with them. Many more. I'm just calling out three names, but many more. I think cybersecurity is the next one. So I think these are three on top of my mind. >> Just a few things you casually think about. That was great. Great responses from both of you Anant, David, such a pleasure to have you both with us. We hope to have you back again. You're doing such exciting things. I'm sure that everything we talked about is going to be a hot topic for many years to come as people navigate the future as well as continue their business transformations. It is always a joy to sit next to you on stage my dear. >> Likewise. And thank all of you, wherever you're tuning in from, for joining us here at AWS re:Invent live from Las Vegas, Nevada. With Lisa Martin, I'm Savannah Peterson, and for the last time today, this is theCUBE, the leader in high tech coverage. (bright, upbeat music playing)

>>Hello, brilliant cloud community and welcome back to AWS Reinvent, where we are live all day every day. From the show floor here in Las Vegas, Nevada. I'm Savannah Peterson, joined by my beautiful cohost Lisa Martin here on the cube. Lisa, you're smiling. You're radiating Day three. You would think it was day one. How you doing? >>Amazing. I can't believe the energy that has been maintained omni show floor since Monday night at 4:00 PM >>I know. And I, I kind of thought today we might see some folks trickling out. It is packed as our, as our guests and I were, we were all just talking about right before the segment, almost two packed, which is a really great sign for aws. It is. We're >>Hearing worth of 55,000 people here. And of course we only get a, a little snapshot of which literally >>This corner, >>We don't get to see anything else around the strip that's going on. So it's massive. Yeah, >>It is a very massive, I'm super excited. We've got two guests from Infosys with us on this last segment from this stage today. David and Anant, welcome to the show. How you doing? >>Awesome. >>You're both smiling and I am really excited. We have our first prop of the show and it's a pretty flashy, sexy prop. Anant, what's going on here? >>Oh, so this is something that we are very proud of. Last year we won one award, which was very special for us because it was our first award with aws and that was the industry partner of the year award. And on the back of that, this year we won three awards. And this is super awesome for us because all of them are very special. One was in collaboration, second was in design, and third was in sustainability. So we are very proud and we thank AWS and it's a fantastic partnership. Yeah. And >>Congratulations. Yes. I mean that's >>Huge. Yes, it's absolutely huge. And the second one is we are the launch partner for msk, which again is a very proud thing for us. So I think those are the two things that we wanted to talk about. >>How many awards are you gonna win next year then? >>Do you want to target more than three? >>So we keep going up probably fine, >>Right? I >>Love, >>That's the odd numbers. 1, 3, 5, 7, 10. There you go. >>Yeah, >>I think you, we got that question last year and we said we get two and we ended up overdelivering with three. So who >>Knows? Hey, nothing. Nothing wrong with the setting the bar low and clearing it and I mean, not setting it low, setting it with one and clearing it with three is pretty fantastic. Yes, yes. We talk about it as an ego thing sometimes with awards and it feels great for internal culture. But David, what does it mean on the partnership side to win awards like that? So >>What's really important for us with our partners is to make sure that we're achieving their goals and when, when their goals are achieved in our partnership, it's just the byproduct that we're achieving our own with our clients. The awards are a great representation of that to see, you know, again, being recognized three in three different categories really shows that we've had success with AWS and in turn, you know, know and not, I can attest to it, we've been very successful with the partnership on our side. >>Yeah. And I bet it's really exciting for the team. Just speaking for energy, are your >>Team sponsor? Absolutely. There's celebration, you know, there's been a few cocktails being raised >>In Las Vegas >>Cocktail. Oh, >>I wouldn't mind one right now to be really be really honest. Let's dig into the, into the product a little bit. Infosys Cobalt, what's the scooping on? >>Yeah, so first of all, we were the first ones to actually launch a cloud brand called Cobalt. Right? We are the first ones in the world. In fact, one of our competitor followed us soon after. So essentially what we did was we brought all our cloud offerings into one brand called Cobalt. It becomes very clear to our customers on what our proposition is. It is very consistent to the market in terms of what our narrative is. And it's little easy for our customers to understand what we bring to the table. So is not one product or one platform. It's a set of services, solutions and platforms that we bring to accelerate customers journey where they're leveraging cloud. So that's what Cobalt is. >>Awesome. Everyone wants to do everything faster. Yes. And Booth was packed. I walked by earlier, it was absolutely buzzing. Yes. >>Yeah. Nobody wants to do it, you know, wants less data slower. Yes. Always more faster. More faster. And we're living in this explosion unlike anything, this swarm of data, unlike anything that we've ever seen before. Yes. Every company, regardless of industry, has to be a data company. Yes. But they have to be able to work with the right partners. Absolutely. To extract, to first of all, harness all that data. Yes. Extract insights in real time. Yes. Because of course, on the consumer side, we're not patient anymore. Yes. We expect a personalized, real time custom experience. Absolutely. How do you work with AWS to help deliver that and how do the partners help deliver that as well? >>Well, I'll start with on the partner side of it. You walk through the hallways here or down the aisles, you see partners like MongoDB, snowflake, data Bricks and and such. They're all attest their commitment and their strong partnership with aws. And coincidentally, they're also very good partners of our own. And as a result, what >>Big happy family here at AWS when you >>Met? Yes, and this, this is something that I'm, I'm calling coining the phrase sub ecosystems. These are partnerships where one is successful with each other and then the three come together and we go together with an integrated solution. And it's really taking off. It's something that's really powerful. The, the fun thing about, you know, reinvent here is it's just that we're having amazing discussions with our clients and aws, but we're also having it with the other partners here about how we can all work together. So, and data analytics is a big one. Security is another hot one. This is huge. >>Yeah. Optimization. >>The absolutely. And I, and Ruba was saying this, right? Ruba said like she was giving example of a marathon or Marathon is not a single man or a single woman sport. Right? So similarly cloud journey is a team's sort of, you know, team journey. Yeah. So that's why partners play a big role in that and that's exactly what we are trying to do. >>So you guys get to see a lot of different companies across a lot of different industries. We've, we're living in very interesting times. How do you see the cloud evolving? >>Oh yeah. So, so what we did when we launched Cobalt in 2020, we have now evolved our story, we call it Cobalt 2.0. And essentially what we want to do was to focus on industry clouds. So it's not just about taking a workload and doing it from point A to point B or moving data to cloud or getting out of data centers, but also being very specific to the industry that this specific customer belongs to. Right? So for example, if you go to banking, they would say, we want to better our security posture. If you go to a retailer, they want to basically have smart stores. If we go to a manufacturing customer, they want to have a smart factory. So we want to make sure that there are specific industry blueprints and specific reference architectures that we bring and start delivering outcomes. So we have, we call it something called, >>I know you're hot on business outcomes. Yes, yes. >>So we call it something called the link of life forces. So there are six technologies, cloud, data Edge, iot, 5g, and ai. They will come together to deliver business outcomes. So that's where we are heading with Cobalt 2.0. And that's essentially what we want to do with our customers. >>That's a lot to think about. Yes. And yeah, go for it. >>David. I just say from a partnering perspective, you know, prior to cloud we were talking about transactional type businesses where if you ask a technology company who their partner is, is generally a reseller where they're just basically taking one product and selling it to their, their client. What's happened with cloud now, it's not about the transaction up front, it's about the, the actual, you know, the consumption of the technology and the bringing together all of these to form an outcome. It changes the model dramatically. And, and quite honestly, you know, the global system integrators like emphasis are in a great position cuz we can pull that together to the benefit our of our partners put our own secret sauce around it and take these solutions to market and drive consumption. Cuz that's what the cloud's all about. >>Absolutely. Right. How are you helping customers really treat cloud as a strategic focus? You know, we, we often hear companies talk about we're we're cloud first. Well, not everything belongs in the cloud. So then we hear companies start talking about being cloud smart. Yes. How are you helping? And so we'll go with that. How are you helping enterprises really become cloud smart and where is the partner angle? So we'll start with you and then we'll bring the partner angle in. >>Sure. Oh yeah, big time. I think one of the things that we have been educating our customers is cloud is not about cost takeout. So cloud is about innovation, cloud is about growth. And I'll give two examples. One of one of the beauty products companies, they wanted to set up their shop in us and they said that, you know, we don't have time to basically buy the infrastructure, implement an er p platform and you know, or roll it out, test it, and go into production. We don't have so much time, time to market is very important for us. And they embarked on the cloud journey. So expanding into new market cloud can play a big role. That is one of the ways to expand and, you know, grow your business. Similarly, there is another company that they, they wanted to get into retail banking, right? And they didn't have years to launch a product. So they actually use AWS and it's a joint infos and AWS customer, a pretty big bank. They launched into, they launched retail banking and they did it in less than six months. So I think these are some of the examples of, wow, it's Snap Cloud not being cost takeout, but it's about innovation and growth. So that's what we are trying to tell >>Customers. Big impacts, big impact. >>Absolutely. And that's where the, the Cobalt assets come into play as well. We, you know, as as not mentioned, we have literally thousand of these industries specific, and they're derived in, in a lot of cases in, in, in partnership with the, the companies you see down the, the aisles here and, and aws. And it accelerates the, the, the deployments and ensures a accessible adoption more so than before. You know, we, we have clients that are coming to us now that used to buy, run their own procurement. You know, they, they would have literally, there was one bank that came to us with a over a hundred, >>The amount of work. Yeah. >>A list of a hundred products. Some they bought directly from a, a vendor, some they went through a distributor, something went through a, a seller and such. And they're, they're, now they're looking at this in a completely different way. And they're looking to rationalize those, those technologies, again, look for companies that will contract for a business outcome and leverage the cloud and get to that next era. And it's, it's a, it's a fun time. We're really excited. >>I can imagine you, you're really a part of the transformation process for a lot of these companies. Absolutely. And when we were chatting before we went live, you talked about your passion for business outcomes. Can you give us a couple examples of customers or business outcomes that really get you and the team excited? Same thing to you, David, after. Yeah, >>Well, absolutely. Even our contractual structures are now moving into business outcomes. So we are getting paid by the outcomes that we are delivering, right? So one of the insurance customers that we have, we actually get paid by the number of claims that we process, right? Similarly, there is a healthcare customer where we actually get paid by the number of customers that we cater to from a Medicare and Medicaid standpoint, right? >>Tangible results versus >>Projected forecast. Successful process of >>Claims. That's interesting. Exactly. Yeah. I love reality. Yeah, reality. What a novel idea. Yeah. >>One of the great examples you hear about airplane engines now that the model is you don't buy the engine. You basically pay for the hours that it's used and the maintenance and the downtime so that they, you take the risk away. You know, you put that in the context of a traditional business, you're taking away the risk of owning the individual asset, the maintenance, any, any of the issues, the bug fixes. And again, you're, you're partnering with a company like Emphasis will take on that based upon our knowledge and based upon our vast experience, we can confidently contract in that way that, you know, years ago that wasn't possible. >>It's kind of a sharing economy at scale style. >>Exactly. Absolutely. >>Yeah. Which is really exciting. So we have a new challenge here on the cube this year at ve We are looking for your 32nd Instagram real sizzle sound bite, your hot take your thought leadership on the, the biggest theme or most important thing coming out of this year's show. David, we'll start with you. We've been starting with it on, I'm to go to you. We're making eye contact right now, so you're in the hot seat. >>Well, let's, I I think there's a lot of time given to sustainability on the stage this week, and I think that, you know, every, every CEO that we talk to is bringing that up as a major priority and that's a very important element for us as a company and as a service >>Provider. I mean, you're obviously award-winning and the sustainability department. Exactly. >>Yes. Nice little plug there. You know, and I, I think the other things that have come up, we saw a lot about data analytics this week. You know, I think new offerings from aws, but also new partnerships that we're gonna take advantage of. And, and again, security has been a hot topic. >>Absolutely. And not, what's your hot take? >>Yeah. I think one, one very exciting thing for partners like us is the, the reimagining that is being done by rhu for the partners, right? The AWS marketplace. I think that is a big, big thing that I took out. Of course, sustainability is huge. Like Adam said, the fastest way to become sustainable is to move to cloud, right? So rather than overthinking and over-engineering this whole topic, just take your workloads and move it to cloud and you'll be sustainable. Right. So I think that's the second one. And third is of course cyber security. Zscaler, Palo Alto, CrowdStrike. These are some of the big companies that are at the event here. And we have been partnering with them many more. I'm just calling out three names, but many more. I think cyber security is the next one. So I think these are three on top of my mind. >>Just, just a few things you casually think about. That was great, great responses from both of you and David, such a pleasure to have you both with us. We hope to have you back again. You're doing such exciting things. I'm sure that everything we talked about is gonna be a hot topic for many years to come as, as people navigate the future, as well as continue their business transformations. It is always a joy to sit next to you on stage. Likewise. Thank you. And thank all of you wherever you're tuning in from. For joining us here at AWS Reinvent Live from Las Vegas, Nevada, with Lisa Martin. I'm Savannah Peterson. And for the last time today, this is the cube, the leader in high tech coverage.

(upbeat music) >> Hey everyone, welcome to theCUBE's coverage of Women in Tech: International Women's Day, 2022. I'm your host Lisa Martin. Clara Bidorini joins me next, a Business Developer for the startups team in Brazil at AWS. Clara, it's lovely to have you on the program. >> Hi Lisa, thank you for having me. >> I want to mention a couple accolades that you got just in 2021. You were one of the top 20 most influential women for open innovation in Brazil in 2021. And you were a finalist for Women in Tech Brazil Awards in the category of Ally in Tech 2021. Congratulations. >> Thank you so much, it was an awesome year and it's always important to be acknowledged for what you're doing in the market, right? >> Absolutely, everyone wants to be appreciated every now and then. Tell me a little bit about your role and your background. >> Of course. So I am living in Brazil, as you said, but actually I'm Italian. So I've been living abroad for the last, I will say 16 years. So I've been living in Portugal, I've been living in Switzerland and now in Brazil for the last, I will say 11 years. I'm a Social Entrepreneur and a Strategic Designer. I've been working with corporate ventures since 2014 and now I am Corporate Venture Manager for startups at Amazon Web Services. I've supported, throughout 10 years, enterprises, startups, public sector with corporate acceleration programs and open innovation initiatives within their customer throughout Latin America. >> What's the female representation like in the startup environment? >> Well it depends a lot, right? We have different trends globally speaking. If we look at, for example, global trends, and that includes United States for example, we see that the number of unicorns that for example are led by female is much lower than the number of total unicorn that you see. So if you talk about United States, for example, that has the highest number of unicorns, we see that between 2013 and 2021 the number of female at a unicorn is only 60 against 500 which is a total number of it. So we see that actually the percentage is 12% only, so we need much more representative in the female startup ecosystem. But numbers are changing, right? So this is promising. >> That is good, it is promising to see the numbers ticking up. In terms of positioning of women in leadership roles, what's the role that you see kind of commonly across startups, or maybe it varies by country. >> It varies by country you're right but definitely when we look at the trends and when we look at the data that we receive from National StartUp Association and startup organization in the different geos, you can see that startup that are founded by female leaders are, I will say as a proxy, from 4% to 12% in some countries, it gets to 18%, of the total number of startups to that country. So it's still a low number, but what we see which is interesting, is that much more startups that are led by both female and male co-founders are rising more and more. For example, in Brazil, it represents 28% which is almost 30% against the 12% of female-only founded startup and the 51% of the male founded startup. So I think it's promising to look at this mix of genders when we look at the foundations of startups because they're also getting, I will say, from five to six more investment than female founded startups. What does it mean? It means that we need to find I think more allies work in allyship with men in order to have more investment in startup by women. But it also means that unicorns and the biggest startup, the scale-up startups, are now starting for example to hire women in the leadership. So maybe we don't have so many startups that are founded by women, but we have more and more scale-ups and unicorns that are led by leaders which are women. So this is an interesting change, if we compare 2022 with 2013, for example. >> That's good that we've seen so much progress in that amount of time. And something that I've seen too, or looking at stats, we know that the number of females and technical roles is still pretty low below 25%, but there's a lot of data that show that companies with even 30% of the executive leadership team being female, are more performant and more profitable. So the data is there. Is that one of the reasons that you think that you're seeing a lot of these kind of co-CEOs, female-male counterparts in the startup community? >> Well, we already know that diversity and diverse teams are much more performative than I will say, non-inclusive ones. So it's always a matter of how you can thrive to success in every kind of environment you're working. So this is true for startups but this is also true for corporations. So it's just a matter of time. I think for the startup environment to start to be working faster with diversity and inclusion, then I will say the traditional corporate world. Many of those startups in Brazil, in these tests, are saying, "We want to work with inclusion. We want to have more equity throughout the journey. Not only in the leadership." They just need more resources. And this is something that is interesting for startup because resources is what a startup normally doesn't have. So we need to be really smart on where they put the resources and how we help them throughout this journey so that they can be as diverse as they can and therefore gain more profit, right? >> One of the things that we often say when we're talking about women in tech and here we are International Women's day is that we can't be what we can't see. And I think that's so important to have those female role models. It's also important to have male role models. Talk to me a little bit about your mentors and sponsors and how they've helped get you to where you are today. >> Okay. This is interesting, because I just had a nice conversation with some friends of mine and today we're going to launch a project which I'm very fond of which is called (foreign language) in Portuguese is leave it with them Them being a positive reinforce to women. And today we have launched the first episode, which is amazing. And we were talking about mentors. So how important are they? And we were discussing the fact that until now if we have to count the number of male mentors that we have of course it's much bigger than number of female mentors but from now on what about having more female role models for everybody in the startup ecosystems? This is not a motion in where women are becoming mentors for other women. Women can be mentors for everybody. And the fact that we are empowering more female founders and female leaders in the ecosystem is just bringing again more diversity and therefore more performance to the entire ecosystem. I had many different mentors from different worlds. I will tell a little bit more about myself. Originally I'm an architect and I've been working with building and houses and hospitals and library during the first part of my career. And that world was a male world actually and I had many great mentors that helped me out throughout my journey. When I changed my career into Service Design and starting working with systems and holistic approach for strategy, again, I found many male mentors especially in Switzerland, especially in Brazil. But when I started the startup ecosystem journey, I started meeting women that actually changed my career. So, I'm talking about investors, I'm talking about co-founders, I'm talking about leaders I'm talking about leaders in the community because we don't have to forget that we need always to rely on the personas that are working in the startup ecosystem such as accelerators, incubators, universities. And I could just tell you so many stories about my mentors, but I don't want to say here that we only need to focus on finding female mentors. We need to find the most meaningful relationship that we can and learn from them. It could be a woman, it could be a man, but we need to encourage more and more in women to have the strength and the courage to be mentored to, to speak up. >> I agree. You don't have to have mentors that are only female. I have many back in my day that were male that got me to where I am today that I just really looked up to. And that sponsored me. And that's important for women to know that you need to have your own personal board of directors, of mentors and sponsors. But I'd love to know a little bit more. You really pivoted in your career. Talk to me about how you got the courage to say, "You know what? I'm going to make a change here. I'm going to go in a different direction." >> Oh Lisa, that's such a question. Thank you so about asking me about this. So I've always have been this I will say status quo challenger. And at some point when I entered architecture I ended up making a master in complexity and using creativity to solve complex problem. So there was already a flag of me not working in architecture anymore in the future but I didn't notice at the time. So this idea of working with complexity and using creativity to work out complex problems in society brought me to start working more with design and then using design as a management approach to solve those problems. So I was pivoting but step by step from architecture to design, from design to branding, sorry, from branding to strategy. At certain point I was working with open innovation already, so was solving big challenges for big corporations. I was designing, innovation, planning, The step from here to join the startup ecosystem world is just really small. So from that moment on, I understood that business was the place where I was working and creating an understanding value proposition was actually the thing that was putting me on stage and letting me be more myself in terms of having more connections, being an agent of transformation in this ecosystem. And actually being the status quo challenger every day. So that's the way I pivoted, but it took a lot of courage and it also took a lot of curiosity. And this is something that I'm always telling the startups to have. You need to look at everything with the eyes of a tourist. You need to be curious about everything. That's also the reason why I've been changing countries. I love to learn about new cultures. I love to learn new expressions. I love to understand how other people think. And this is putting other people and other reality in the center of your attention. And this is what business is about. Building stuff that is interesting for people, for your customers, for your user. This is the center of building a value proposition >> Right you bring up several good points there. And one, the breadth of knowledge and experience that you have. There's so much value there in having that breadth, being courageous enough to be curious but you also bring up a point about some other skills like soft skills, for example, that are so valuable that you don't necessarily learn in school. For example, I think communication, relationship building, those are so important for women and men to have to really bring that breadth to what it is that they're doing so that they can do whatever it is that they want. >> Exactly. You're so, right. So many of these soft skills for women, I think have been censored throughout the years by society behaviors. Let's say negotiating or talking about finance or let's try to create something new and having the courage to say, "I'm going to fail several times before will bring my business to success." So all of these aspects that I'm trying to describe here were kind of silenced throughout century for women. And now the possibility not only to test those situations but also to speak up, to share this this knowledge, and to be mindful with other women that can help us to be courageous enough, to fail so many times that we need in order for us to be successful. This is something that I've learned from my colleagues in the startup ecosystem, both male and female founders. This is so important to fail. Failing first is important. And this is something that actually for women is contradicted, right? We are taught to be perfect. We are taught to be multitasking. We are taught to be everything that is not showing our vulnerabilities and learning from our mistakes. So these are the soft skills that I think are more important. And also sorry, I was forgetting one of the most important, which is resilience. Definitely (chuckles). >> Resilience is critical. But I always say that failure is not necessarily a bad F word and you bring up a good point. But if you think of the theme of International Women's Day this year which is #BreakTheBias where do you think we are with that in the startup entrepreneurial world? >> That's a good question, Lisa. I think we are in the middle of a big change. Many of the things that happened throughout the last two years all over the world brought society to rethink on what we want as a future. The pandemic, the killings of innocent people in the United States, in Brazil, what is happening right now in Ukraine. We are working together throughout the new future and we had to rethink to change completely the way we were controlling our daily life, when the pandemic started, right? I think we are in in the midst of a new change. In the startup ecosystem, more and more women are claiming their right to be mothers, to be workers, to be leaders, to be in the startup ecosystem stages like pitching and selling their businesses to investors or corporates, and at the same time to be part of a family and also our men. So I think we are at the point in which we are kind of looking at each other in the eyes and saying, "Okay, we need to compromise. We need to have a better quality of life. And we need to compromise in being core responsible at what we want to achieve in terms of business." And this is something that is happening in the startup ecosystem world as well. So it's impacting corporates and startup as well. So, I think it was a consequence of the last two three years of events throughout the world. But also we see more investors that are female investors and this is important because they're breaking the bias. If we have more female investors investing in more women, we can definitely have those entrepreneurs having raised more money or the same amount of money as men in less time. Now, as we are talking, it takes longer for women to raise less money than the men. So we need to break the bias in this sense. And I think it's happening already. >> We do need to break the bias and thank you for your insights and the work that you are doing to help that along the way. Clara, it was lovely to chat with you today. Thanks for sharing your background. >> Thank you again, Liz. It was wonderful to be here with you. And I just want to make a call to action for all the women and the men that are listening to us to be closer to the other gender, and to try to be an active listener of what's happening in the other gender's life. Because at the end of the day we are co-sharing this world together. Thank you very much >> Wise words, Clara. Thank you again. From Clara Bidorini, I'm Lisa Martin. You're watching Women in Tech: International Women's Day, 2022. (upbeat music)

>> You're watching theCUBE. Welcome to our continuous coverage of AWS re-Invent 2021. I'm Dave Nicholson. We've got an amazing event that's been going on for the last four days with two live sets, two studios, more than 100 guests, and two very distinguished gentlemen here on the set with us live in Las Vegas. I'd like to welcome Krishna Mohan, Vice President and Global Head of TCS's AWS Business Unit. Welcome Krishna. >> Thank you Dave. >> Dave: And also with us Aditya Jagapal Nagarajan. >> Thank you. >> Dave: I hope I did your name justice. >> Perfect. >> Right, I tried. And Aditya is Head of Strategy and Business Operations for the TCS AWS Business Unit. Krishna, starting with you, tell us about TCS and AWS over the last year. What's been going on. >> Yeah. >> Thank you Dave for having me here. It's great to be in person actually, back in re-Invent, back in person, 25,000 people, but still we have pretty good measures, health measures that way. So I'm very happy to be here. TCS AWS business unit was formed three quarters back and we actually had always AWS partnership, but we actually felt that it's important to kind of have a separate business unit, which is the full stack, multi dimensional unit providing cloud migration modernization across applications, data, and infrastructure, and also main focus on industry solutions. So it has been a great three quarters, and our partnership only enhanced significantly, predominantly what we're actually seeing in the last one year. The cloud overall transformation, I think it kind of taken a different shape. It used to be cloud migration, modernization, cloud native development, but from there it has moved to enterprise transformation, that's happening on cloud, and specifically AWS majority of the time. So with that, we actually see a lot of customers. Broadly you can categorize them into three, cloud for IT, cloud for business, and cloud for innovation. And we're definitely seeing maximum traction there with our customers across the three categories. So I'm super excited to be here at the re-Invent, you know, a couple of our customers were in the keynote, Abort and Adam and Doug. In the Western Union was the keynote, Shelly covered at Western union transformation in the partner keynote with Doug, and very happy to see Linda Cower, the transformation in the United Headlines with Adam. So it's really great to see how we are helping the customers on the transformation. That's definitely, you know, the way that we see. And we have made significant progress on the overall in the last three quarters. And these kinds of wins and business transformation that has actually happened is what resulted in TCS getting the Raising Star GSA award for us. So I'm pretty happy to actually carry this little thing here. >> Is that what this is? >> Absolutely. So it means a lot because our customer in our kind of reinforcing the value, the TCS, along with AWS is bringing to the customer. >> So I wasn't going to say anything. I just assumed that you were a 2001 Space Odyssey fan and you just brought, you know, a version of the monolith with you. I wasn't sure. Congratulations. >> Thank you. That's a quite an achievement especially in the relatively short period of time. And especially with the constraints that have been placed upon all of us. Did they give you like a schwag bag with a bunch of, with, you know, like they do at the academy awards? Are you familiar with that. >> We had a great fun event on Monday afternoon. >> Fantastic. >> Yeah. >> Aditya, talk about, you're a consultancy, your organization is a consultancy. Talk about how you engage with the customers that you are helping to bridge the divide between what their business requirements are, and the technology that AWS is delivering. Because I think we all agree that everything we're seeing here from AWS is wonderful, but without an organization like yours, actual end users, actual customers, have a hard time driving benefits. So, how do you approach that? >> Gladly thank you, Dave, and thank you for theCUBE for having us here. And just borrowing from what Krishna talked about, the three layers of value creation, the cloud for IT, cloud for business and cloud for innovation. We see the journeys clients take, to start with how they look at IT modernization, and go all the way to business transformation, and look at ecosystem transformation as well. For example, we just heard about Western Union and we just came off of one with SWBC where they have completely modernized the payment systems on AWS and TCS has been the partner for transforming that for them. And that not only just means the technology layers, but also re imagining business processes in the cloud. Moving on from the financial side, if you look at the digital farming, for example, we have been working with some of the leading, the transmitter players in the healthcare industry and in the manufacturing space to look at helping farmers with AI. Right? And helping them look at how they can ensure better analytics and drone capabilities for digital farming. Drug trial development and acceleration for time to market has been a front and center for all of us in the last two years where I've been helping pharmacy organizations get better and will bring up drug trials and reach the end customers better with cloud. So there's various examples here. >> I want to poke on that a little bit. >> Aditya: Yeah. So when TCS is engaging a customer, say in farming versus pharma, how much of your interaction with them is specialized by industry vertical or specific area expertise versus the generic workings that are going to be supporting that effort in the background? What does that look like? Are you going in first with a pharma discussion, first with the farm discussion, as opposed to an overall discussion? >> It's a great point you mentioned Dave because that's the sort of essence of TCS. Because the way we look at it, we actually appeal to the industry specific. So our domain and contextual knowledge is very important to appeal to the customers and to the various stakeholders, no longer are the days where you talk about technology as a means to an end. We talk about how end customers can benefit in that context of what they're going through in that industry. And how can then technology be part of that strategy, right? So, hence, as you rightly said, domain and context first, followed by technology powering the outcome. >> Even though farm and pharma sound a lot alike. >> Right, I showed you the very difference. >> And they may share some things in common. Yes, very, very different. Krishna, talk about your go to market motion. How are clients aware of TCS? Do you have teams that engage clients directly and then bring AWS into the conversation? Or are you being brought in by AWS? Is it a combination? What does that look like? >> So, very good relevant question. So our GTM strategies is TCS has been in the, you know, serving the enterprise customers and IT transformation for 52 years now. So we have a huge base. But specifically from an AWS BU perspective, we are focusing on selective verticals, banking financial services and insurance is large, life sciences, health care, and travel, transportation and hospitality. So these are the verticals that we're actually focusing on, and given our presence in the enterprise sector, we already have a direct sales teams who are engaging with the customers directly on enterprise transformation and business transformation. And once we have that conversation, we actually take all these solutions that we have built on AWS and along with AWS. There are few customers in the last three quarters, after farming the AWS business unit, one thing that we did is with AWS we're proactively going and identifying the logos and the customers. And with the focus not on technology, with the focus on how to solve their problems on the business side and how to create new business models. So it's kind of both. We bring in, AWS brings in logos as well, so Greenfield accounts, and as well as our contextual knowledge of the industry is how the GTM is working out, and working out pretty good. >> You mentioned, you've been at this for 52 years. >> Aditya: Yeah. >> You must've been very young when you started doing this. Talk about the internal dynamics. So think of TCS, the larger organization. You represent the AWS business unit. TCS has been doing this for a long time, predating what we think now of as cloud. I'm sure that you have long existing relationships with customers, where you've been doing things for them that aren't cloudy, and those things keep the lights on at TCS, right? Important sources of revenue. Yet you're going in and you're consulting and saying, hey, you know, it might be better for you, Mr. Customer, to work with AWS and TCS, as opposed to maybe being at a data center that TCS manages, I mean, how do you manage that internal dynamic? You've got to have people at TCS who are saying, stay away, that's my revenue, don't move my cheese. What does that look like? >> Very valid question Dave. So the way that TCS is actually looking at is, twin engine strategy. There's a cost and optimization strategy, which we have. We sell the customers and operations, running the BAU if you will, business as usual, then you have something called growth and transformation. So as a strategy that we are very clear that the path of business transformation is growth and transformation channel. So we as a company are very comfortable cannibalizing our C and O in a business because we want to be relevant to the market, relevant to the customer, and relevant to the partner ecosystem. So the only way you are relevant is actually to challenge yourself, cannibalize your own business, and for the long, you know, strategy of looking at how to grow. And that's how our twin engine strategy is working. And there are a lot of customers where we have developer with contextual knowledge serving 20 years, 25 years of the customers. We know how they work, what their business is actually, you know, what's going to be the future of the business. So we are in a better position to actually transform them. And as a company, we already took cannibalize our revenue. >> So Adi, give us an example of working with a customer and give us an idea of what that customer's perspective is in terms of their place on the spectrum of, I don't want to move anything if I don't have to versus, hey, you guys can't move fast enough to deliver what I want. Where are you seeing that spectrum of customer requirements at this point? Do you feel like you're having to lead people to water still? Where are we with that? >> Well, if you asked me this question a couple of years ago, it would be about, hey, look, here's a beautiful water and the lake looks good, why don't we spend by the side and see what it tastes like? Now the question is, how much water to drink? Right? So the point being that customers have fast realized that cloud is not just an IT decision, it's a business transformation decision. So if I may just call it back what Krishna talked about, the dual engine strategy. A clear Testament to that is some of our relationships, most of our relationships are the matter has been over two decades with our clients. And that's a perfect indication of being constantly relevant for them because as their models change, as their markets change, customer expectations change, we need to constantly innovate ourselves. >> You're innovating your business just like that. >> Absolutely. >> Correct. >> So you know, as we say, you're in the boat with them and you're going through the same changes. >> And so coming back to the question which you asked, the point was we give them a point of what experience they can have with cloud by each stakeholder. The CIO wants to look at how we can look at better sustainability of their operations, keep the lights on as you said, enhance stability with more automatable capabilities, looking at DevOps, the business is completely looking at how can cloud fundamentally change my business model. And you have both these stakeholders coexisting with the same outcome towards enterprise transformation. And that's the experience which we work with them to shape. To say what the starting point is? Where would they like to go? And how can we go to them in the journey? What's interesting here is, nobody has all the answers. Neither is AWS nor customer the TCS, but we are here to create a culture of discovering the right goal and the right answers. It's very important. That's the approach to getting it working. >> Krishna and our last minute together. You've just received the Rising Star Award, 2022 is rapidly approaching, this doesn't put any pressure on you at all for 2022 because people are going to ask, what are those rising stars do again in 2022? What's on the horizon, what are the two of you excited about for next year? >> I think we are super excited with how AWS, you know, definitely in Adam's keynote, if I had to take a couple of points that I'm taking away is in addition to enhancing their core cloud capabilities, but if there's pivoted on industry solutions, you know, the fin space that they have announced, and the industrial solutions that they have announced. So that is where it very clearly aligns to our strategy of TCS, helping customers look for change their business models, implement new business models, create ecosystem play. And that's basically where we are really super excited. And another point which I took from Adam is the, they're focused on Edge with IOT and private 5G. And that's very, very important especially when you look at it both IT, as well as the IOT transformation. So we are super excited with the potential, all the new bells and whistles AWS is rolled out in last four days, And looking forward for few more of this. >> Congratulations again. It's a fantastic acknowledgement of what you've been able to do over the last, just three quarters as you mentioned, closing out 2021 in a very, very good way. Looking forward to 2022. Thank you gentlemen for joining us today here on theCUBE, and thank all of you for joining us, for continuing continuous Cube coverage of AWS re-Invent 2021. We are the leader in hybrid technology event coverage. I'm Dave Nicholson stay tuned for more from theCUBE.

(upbeat music) >> Despite its 70 to $80 billion total available market, computer storage is like a small town, everybody knows everybody else. We say in the storage world, there are a hundred people, and 99 seats. Infinidat is a company that was founded in 2011 by storage legend, Moshe Yanai. The company is known for building products with rock solid availability, simplicity, and a passion for white glove service, and client satisfaction. Company went through a leadership change recently, in early this year, appointed industry vet, Phil Bullinger, as CEO. It's making more moves, bringing on longtime storage sales exec, Richard Bradbury, to run EMEA, and APJ Go-To-Market. And just recently appointed marketing maven, Eric Hertzog to be CMO. Hertzog has worked at numerous companies, ranging from startups that were acquired, two stints at IBM, and is SVP of product marketing and management at Storage Powerhouse, EMC, among others. Hertzog has been named CMO of the year as an OnCon Icon, and top 100 influencer in big data, AI, and also hybrid cloud, along with yours truly, if I may say so. Joining me today, is the newly minted CMO of Infinidat, Mr.Eric Hertzog. Good to see you, Eric, thanks for coming on. >> Dave, thank you very much. You know, we love being on theCUBE, and I am of course sporting my Infinidat logo wear already, even though I've only been on the job for two weeks. >> Dude, no Hawaiian shirt, okay. That's a pretty buttoned up company. >> Well, next time, I'll have a Hawaiian shirt, don't worry. >> Okay, so give us the backstory, how did this all come about? you know Phil, my 99 seat joke, but, how did it come about? Tell us that story. >> So, I have known Phil since the late 90s, when he was a VP at LSA of Engineering, and he had... I was working at a company called Milax, which was acquired by IBM. And we were doing a product for HP, and he was providing the subsystem, and we were providing the fiber to fiber, and fiber to SCSI array controllers back in the day. So I met him then, we kept in touch for years. And then when I was a senior VP at EMC, he started originally as VP of engineering for the EMC Isilon team. And then he became the general manager. So, while I didn't work for him, I worked with him, A, at LSA, and then again at EMC. So I just happened to congratulate him about some award he won, and he said "Hey Herzog, "we should talk, I have a CMO opening". So literally happened over LinkedIn discussion, where I reached out to him, and congratulate him, he said "Hey, I need a CMO, let's talk". So, the whole thing took about three weeks in all honesty. And that included interviewing with other members of his exec staff. >> That's awesome, that's right, he was running the Isilon division for awhile at the EMC. >> Right. >> You guys were there, and of course, you talk about Milax, LSA, there was a period of time where, you guys were making subsystems for everybody. So, you sort of saw the whole landscape. So, you got some serious storage history and chops. So, I want to ask you what attracted you to Infinidat. I mean, obviously they're a leader in the magic quadrant. We know about InfiniBox, and the petabyte scale, and the low latency, what are the... When you look at the market, you obviously you see it, you talk to everybody. What were the trends that were driving your decision to join Infinidat? >> Well, a couple of things. First of all, as you know, and you guys have talked about it on theCUBE, most CIOs don't know anything about storage, other than they know a guy got to spend money on it. So the Infinidat message of optimizing applications, workloads, and use cases with 100% guaranteed availability, unmatched reliability, the set and forget ease of use, which obviously AIOps is driving that, and overall IT operations management was very attractive. And then on top of that, the reality is, when you do that consolidation, which Infinidat can do, because of the performance that it has, you can dramatically free up rack, stack, power, floor, and operational manpower by literally getting rid of, tons and tons of arrays. There's one customer that they have, you actually... I found out when I got here, they took out a hundred arrays from EMC Hitachi. And that company now has 20 InfiniBoxes, and InfiniBox SSAs running the exact same workloads that used to be, well over a hundred subsystems from the other players. So, that's got a performance angle, a CapEx and OPEX angle, and then even a clean energy angle because reducing Watson slots. So, lots of different advantages there. And then I think from just a pure marketing perspective, as someone has said, they're the best kept secret to the storage industry. And so you need to, if you will, amp up the message, get it out. They've expanded the portfolio with the InfiniBox SSA, the InfiniGuard product, which is really optimized, not only as the PBA for backup perspective, and it works with all the backup vendors, but also, has an incredible play on data and cyber resilience with their capability of local logical air gapping, remote logical air gapping, and creating a clean room, if you will, a vault, so that you can then recover their review for malware ransomware before you do a full recovery. So it's got the right solutions, just that most people didn't know who they were. So, between the relationship with Phil, and the real opportunity that this company could skyrocket. In fact, we have 35 job openings right now, right now. >> Wow, okay, so yeah, I think it was Duplessy called them the best kept secret, he's not the only one. And so that brings us to you, and your mission because it's true, it is the best kept secret. You're a leader in the Gartner magic quadrant, but I mean, if you're not a leader in a Gartner magic quadrant, you're kind of nobody in storage. And so, but you got chops and block storage. You talked about the consolidation story, and I've talked to many folks in Infinidat about that. Ken Steinhardt rest his soul, Dr. Rico, good business friend, about, you know... So, that play and how you handle the whole blast radius. And that's always a great discussion, and Infinidat has proven that it can operate at very very high performance, low latency, petabyte scale. So how do you get the word out? What's your mission? >> Well, so we're going to do a couple of things. We're going to be very, very tied to the channel as you know, EMC, Dell EMC, and these are articles that have been in CRN, and other channel publications is pulling back from the channel, letting go of channel managers, and there's been a lot of conflict. So, we're going to embrace the channel. We already do well over 90% of our business within general globally. So, we're doing that. In fact, I am meeting, personally, next week with five different CEOs of channel partners. Of which, only one of them is doing business with Infinidat now. So, we want to expand our channel, and leverage the channel, take advantage of these changes in the channel. We are going to be increasing our presence in the public relations area. The work we do with all the industry analysts, not just in North America, but in Europe as well, and Asia. We're going to amp up, of course, our social media effort, both of us, of course, having been named some of the best social media guys in the world the last couple of years. So, we're going to open that up. And then, obviously, increase our demand generation activities as well. So, we're going to make sure that we leverage what we do, and deliver that message to the world. Deliver it to the partner base, so the partners can take advantage, and make good margin and revenue, but delivering products that really meet the needs of the customers while saving them dramatically on CapEx and OPEX. So, the partner wins, and the end user wins. And that's the best scenario you can do when you're leveraging the channel to help you grow your business. >> So you're not only just the marketing guy, I mean, you know product, you ran product management at very senior levels. So, you could... You're like a walking spec sheet, John Farrier says you could just rattle it off. Already impressed that how much you know about Infinidat, but when you joined EMC, it was almost like, there was too many products, right? When you joined IBM, even though it had a big portfolio, it's like it didn't have enough relevant products. And you had to sort of deal with that. How do you feel about the product portfolio at Infinidat? >> Well, for us, it's right in the perfect niche. Enterprise class, AI based software defined storage technologies that happens run on a hybrid array, an all flash array, has a variant that's really tuned towards modern data protection, including data and cyber resilience. So, with those three elements of the portfolio, which by the way, all have a common architecture. So while there are three different solutions, all common architecture. So if you know how to use the InfiniBox, you can easily use an InfiniGuard. You got an InfiniGuard, you can easily use an InfiniBox SSA. So the capability of doing that, helps reduce operational manpower and hence, of course, OPEX. So the story is strong technically, the story has a strong business tie in. So part of the thing you have to do in marketing these days. Yeah, we both been around. So you could just talk about IOPS, and latency, and bandwidth. And if the people didn't... If the CIO didn't know what that meant, so what? But the world has changed on the expenditure of infrastructure. If you don't have seamless integration with hybrid cloud, virtual environments and containers, which Infinidat can do all that, then you're not relevant from a CIO perspective. And obviously with many workloads moving to the cloud, you've got to have this infrastructure that supports core edge and cloud, the virtualization layer, and of course, the container layer across a hybrid environment. And we can do that with all three of these solutions. Yet, with a common underlying software defined storage architecture. So it makes the technical story very powerful. Then you turn that into business benefit, CapEX, OPEX, the operational manpower, unmatched availability, which is obviously a big deal these days, unmatched performance, everybody wants their SAP workload or their Oracle or Mongo Cassandra to be, instantaneous from the app perspective. Excuse me. And we can do that. And that's the kind of thing that... My job is to translate that from that technical value into the business value, that can be appreciated by the CIO, by the CSO, by the VP of software development, who then says to VP of industry, that Infinidat stuff, we actually need that for our SAP workload, or wow, for our overall corporate cybersecurity strategy, the CSO says, the key element of the storage part of that overall corporate cybersecurity strategy are those Infinidat guys with their great cyber and data resilience. And that's the kind of thing that my job, and my team's job to work on to get the market to understand and appreciate that business value that the underlying technology delivers. >> So the other thing, the interesting thing about Infinidat. This was always a source of spirited discussions over the years with business friends from Infinidat was the company figured out a way, it was formed in 2011, and at the time the strategy perfectly reasonable to say, okay, let's build a better box. And the way they approached that from a cost standpoint was you were able to get the most out of spinning disk. Everybody else was moving to flash, of course, floyers work a big flash, all flash data center, etc, etc. But Infinidat with its memory cache and its architecture, and its algorithms was able to figure out how to magically get equivalent or better performance in an all flash array out of a system that had a lot of spinning disks, which is I think unique. I mean, I know it's unique, very rare anyway. And so that was kind of interesting, but at the time it made sense, to go after a big market with a better mouse trap. Now, if I were starting a company today, I might take a different approach, I might try to build, a storage cloud or something like that. Or if I had a huge install base that I was trying to protect, and maybe go into that. But so what's the strategy? You still got huge share gain potentials for on-prem is that the vector? You mentioned hybrid cloud, what's the cloud strategy? Maybe you could summarize your thoughts on that? >> Sure, so the cloud strategy, is first of all, seamless integration to hybrid cloud environments. For example, we support Outpost as an example. Second thing, you'd be surprised at the number of cloud providers that actually use us as their backend, either for their primary storage, or for their secondary storage. So, we've got some of the largest hyperscalers in the world. For example, one of the Telcos has 150 Infiniboxes, InfiniBox SSAS and InfiniGuards. 150 running one of the largest Telcos on the planet. And a huge percentage of that is their corporate cloud effort where they're going in and saying, don't use Amazon or Azure, why don't you use us the giant Telco? So we've got that angle. We've got a ton of mid-sized cloud providers all over the world that their backup is our servers, or their primary storage that they offer is built on top of Infiniboxes or InfiniBox SSA. So, the cloud strategy is one to arm the hyperscalers, both big, medium, and small with what they need to provide the right end user services with the right outside SLAs. And the second thing is to have that hybrid cloud integration capability. For example, when I talked about InfiniGuard, we can do air gapping locally to give almost instantaneous recovery, but at the same time, if there's an earthquake in California or a tornado in Kansas City, or a tsunami in Singapore, you've got to have that remote air gapping capability, which InfiniGuard can do. Which of course, is essentially that logical air gap remote is basically a cloud strategy. So, we can do all of that. That's why it has a cloud strategy play. And again we have a number of public references in the cloud, US signal and others, where they talk about why they use the InfiniBox, and our technologies to offer their storage cloud services based on our platform. >> Okay, so I got to ask you, so you've mentioned earthquakes, a lot of earthquakes in California, dangerous place to live, US headquarters is in Waltham, we're going to pry you out of the Golden State? >> Let's see, I was born at Stanford hospital where my parents met when they were going there. I've never lived anywhere, but here. And of course, remember when I was working for EMC, I flew out every week, and I sort of lived at that Milford Courtyard Marriott. So I'll be out a lot, but I will not be moving, I'm a Silicon Valley guy, just like that old book, the Silicon Valley Guy from the old days, that's me. >> Yeah, the hotels in Waltham are a little better, but... So, what's your priority? Last question. What's the priority first 100 days? Where's your focus? >> Number one priority is team assessment and integration of the team across the other teams. One of the things I noticed about Infinidat, which is a little unusual, is there sometimes are silos and having done seven other small companies and startups, in a startup or a small company, you usually don't see that silo-ness, So we have to break down those walls. And by the way, we've been incredibly successful, even with the silos, imagine if everybody realized that business is a team sport. And so, we're going to do that, and do heavy levels of integration. We've already started to do an incredible outreach program to the press and to partners. We won a couple awards recently, we're up for two more awards in Europe, the SDC Awards, and one of the channel publications is going to give us an award next week. So yeah, we're amping up that sort of thing that we can leverage and extend. Both in the short term, but also, of course, across a longer term strategy. So, those are the things we're going to do first, and yeah, we're going to be rolling into, of course, 2022. So we've got a lot of work we're doing, as I mentioned, I'm meeting, five partners, CEOs, and only one of them is doing business with us now. So we want to get those partners to kick off January with us presenting at their sales kickoff, going "We are going with Infinidat "as one of our strong storage providers". So, we're doing all that upfront work in the first 100 days, so we can kick off Q1 with a real bang. >> Love the channel story, and you're a good guy to do that. And you mentioned the silos, correct me if I'm wrong, but Infinidat does a lot of business in overseas. A lot of business in Europe, obviously the affinity to the engineering, a lot of the engineering work that's going on in Israel, but that's by its very nature, stovepipe. Most startups start in the US, big market NFL cities, and then sort of go overseas. It's almost like Infinidat sort of simultaneously grew it's overseas business, and it's US business. >> Well, and we've got customers everywhere. We've got them in South Africa, all over Europe, Middle East. We have six very large customers in India, and a number of large customers in Japan. So we have a sales team all over the world. As you mentioned, our white glove service includes not only our field systems engineers, but we have a professional services group. We've actually written custom software for several customers. In fact, I was on the forecast meeting earlier today, and one of the comments that was made for someone who's going to give us a PO. So, the sales guy was saying, part of the reason we're getting the PO is we did some professional services work last quarter, and the CIO called and said, I can't believe it. And what CIO calls up a storage company these days, but the CIO called him and said "I can't believe the work you did. We're going to buy some more stuff this quarter". So that white glove service, our technical account managers to go along with the field sales SEs and this professional service is pretty unusual in a small company to have that level of, as you mentioned yourself, white glove service, when the company is so small. And that's been a real hidden gem for this company, and will continue to be so. >> Well, Eric, congratulations on the appointment, the new role, excited to see what you do, and how you craft the story, the strategy. And we've been following Infinidat since, sort of day zero and I really wish you the best. >> Great, well, thank you very much. Always appreciate theCUBE. And trust me, Dave, next time I will have my famous Hawaiian shirt. >> Ah, I can't wait. All right, thanks to Eric, and thank you for watching everybody. This is Dave Vellante for theCUBE, and we'll see you next time. (bright upbeat music)

>>text, you know, consumer opens up their iphone and says, oh my gosh, I love the technology behind my eyes. What's it been like being on the shark tank? You know, filming is fun, hang out, just fun and it's fun to be a celebrity at first your head gets really big and you get a good tables at restaurants who says texas has got a little possess more skin in the game today in charge of his destiny robert Hirschbeck, No stars. Here is CUBA alumni. Yeah, okay. >>Hi. I'm john Ferry, the co founder of silicon angle Media and co host of the cube. I've been in the tech business since I was 19 1st programming on many computers in a large enterprise and then worked at IBM and Hewlett Packard total of nine years in the enterprise brian's jobs from programming, Training, consulting and ultimately as an executive salesperson and then started my first company with 1997 and moved to Silicon Valley in 1999. I've been here ever since. I've always loved technology and I love covering you know, emerging technology as trained as a software developer and love business and I love the impact of software and technology to business to me creating technology that starts the company and creates value and jobs is probably the most rewarding things I've ever been involved in. And I bring that energy to the queue because the Cubans were all the ideas are and what the experts are, where the people are and I think what's most exciting about the cube is that we get to talk to people who are making things happen, entrepreneur ceo of companies, venture capitalists, people who are really on a day in and day out basis, building great companies and the technology business is just not a lot of real time live tv coverage and, and the cube is a non linear tv operation. We do everything that the T. V guys on cable don't do. We do longer interviews. We asked tougher questions, we ask sometimes some light questions. We talked about the person and what they feel about. It's not prompted and scripted. It's a conversation authentic And for shows that have the Cube coverage and makes the show buzz. That creates excitement. More importantly, it creates great content, great digital assets that can be shared instantaneously to the world. Over 31 million people have viewed the cube and that is the result. Great content, great conversations and I'm so proud to be part of you with great team. Hi, I'm john ferrier. Thanks for watching the cube. >>Hello and welcome to the cube. We are here live on the ground in the expo floor of a live event. The AWS public sector summit. I'm john for your host of the cube. We're here for the next two days. Wall to wall coverage. I'm here with Sandy carter to kick off the event. Vice president partner as partners on AWS public sector. Great to see you Sandy, >>so great to see you john live and in person, right? >>I'm excited. I'm jumping out of my chair because I did a, I did a twitter periscope yesterday and said a live event and all the comments are, oh my God, an expo floor a real events. Congratulations. >>True. Yeah. We're so excited yesterday. We had our partner day and we sold out the event. It was rock them and pack them and we had to turn people away. So what a great experience. Right, >>Well, I'm excited. People are actually happy. We tried, we tried covering mobile world congress in Barcelona. Still, people were there, people felt good here at same vibe. People are excited to be in person. You get all your partners here. You guys have had had an amazing year. Congratulations. We did a couple awards show with you guys. But I think the big story is the amazon services for the partners. Public sector has been a real game changer. I mean we talked about it before, but again, it continues to happen. What's the update? >>Yeah, well we had, so there's lots of announcements. So let me start out with some really cool growth things because I know you're a big growth guy. So we announced here at the conference yesterday that our government competency program for partners is now the number one industry in AWS for are the competency. That's a huge deal. Government is growing so fast. We saw that during the pandemic, everybody was moving to the cloud and it's just affirmation with the government competency now taking that number one position across AWS. So not across public sector across AWS and then one of our fastest growing areas as well as health care. So we now have an A. T. O. Authority to operate for HIPPA and Hi trust and that's now our fastest growing area with 85% growth. So I love that new news about the growth that we're seeing in public sector and all the energy that's going into the cloud and beyond. >>You know, one of the things that we talked about before and another Cuban of you. But I want to get your reaction now current state of the art now in the moment the pandemic has highlighted the antiquated outdated systems and highlighted help inadequate. They are cloud. You guys have done an amazing job to stand up value quickly now we're in a hybrid world. So you've got hybrid automation ai driving a complete change and it's happening pretty quick. What's the new things that you guys are seeing that's emerging? Obviously a steady state of more growth. But what's the big success programs that you're seeing right now? >>Well, there's a few new programs that we're seeing that have really taken off. So one is called proserve ready. We announced yesterday that it's now G. A. And the U. S. And a media and why that's so important is that our proserve team a lot of times when they're doing contracts, they run out of resources and so they need to tap on the shoulder some partners to come and help them. And the customers told us that they wanted them to be pro served ready so to have that badge of honor if you would that they're using the same template, the same best practices that we use as well. And so we're seeing that as a big value creator for our partners, but also for our customers because now those partners are being trained by us and really helping to be mentored on the job training as they go. Very powerful program. >>Well, one of the things that really impressed by and I've talked to some of your MSP partners on the floor here as they walk by, they see the cube, they're all doing well. They're all happy. They got a spring in their step. And the thing is that this public private partnerships is a real trend we've been talking about for a while. More people in the public sector saying, hey, I want I need a commercial relationship, not the old school, you know, we're public. We have all these rules. There's more collaboration. Can you share your thoughts on how you see that evolving? Because now the partners in the public sector are partnering closer than ever before. >>Yeah, it's really um, I think it's really fascinating because a lot of our new partners are actually commercial partners that are now choosing to add a public sector practice with them. And I think a lot of that is because of these public and private partnerships. So let me give you an example space. So we were at the space symposium our first time ever for a W. S at the space symposium and what we found was there were partners, they're like orbital insight who's bringing data from satellites, There are public sector partner, but that data is being used for insurance companies being used for agriculture being used to impact environment. So I think a lot of those public private partnerships are strengthening as we go through Covid or have like getting alec of it. And we do see a lot of push in that area. >>Talk about health care because health care is again changing radically. We talked to customers all the time. They're like, they have a lot of legacy systems but they can't just throw them away. So cloud native aligns well with health care. >>It does. And in fact, you know, if you think about health care, most health care, they don't build solutions themselves, they depend on partners to build them. So they do the customer doesn't buy and the partner does the build. So it's a great and exciting area for our partners. We just launched a new program called the mission accelerator program. It's in beta and that program is really fascinating because our healthcare partners, our government partners and more now can use these accelerators that maybe isolate a common area like um digital analytics for health care and they can reuse those. So it's pretty, I think it's really exciting today as we think about the potential health care and beyond. >>You know, one of the challenge that I always thought you had that you guys do a good job on, I'd love to get your reaction to now is there's more and more people who want to partner with you than ever before. And sometimes it hasn't always been easy in the old days like to get fed ramp certified or even deal with public sector. If you were a commercial vendor, you guys have done a lot with accelerating certifications. Where are you on that spectrum now, what's next? What's the next wave of partner onboarding or what's the partner trends around the opportunities in public sector? >>Well, one of the new things that we announced, we have tested out in the U. S. You know, that's the amazon way, right, Andy's way, you tested your experiment. If it works, you roll it out, we have a concierge program now to help a lot of those new partners get inundated into public sector. And so it's basically, I'm gonna hold your hand just like at a hotel. I would go up and say, hey, can you direct me to the right restaurant or to the right museum, we do the same thing, we hand hold people through that process. Um, if you don't want to do that, we also have a new program called navigate which is built for brand new partners. And what that enables our partners to do is to kind of be guided through that process. So you are right. We have so many partners now who want to come and grow with us that it's really essential that we provide a great partner, experienced a how to on board. >>Yeah. And the A. P. M. Was the amazon partner network also has a lot of crossover. You see a lot a lot of that going on because the cloud, it's you can do both. >>Absolutely. And I think it's really, you know, we leverage all of the ap in programs that exist today. So for example, there was just a new program that was put out for a growth rebate and that was driven by the A. P. N. And we're leveraging and using that in public sector too. So there's a lot of prosecutes going on to make it easier for our partners to do business with us. >>So I have to ask you on a personal note, I know we've talked about before, your very comfortable the virtual now hybrid space. How's your team doing? How's the structure looks like, what are your goals, what are you excited about? >>Well, I think I have the greatest team ever. So of course I'm excited about our team and we are working in this new hybrid world. So it is a change for everybody uh the other day we had some people in the office and some people calling in virtually so how to manage that, right was really quite interesting. Our goals that we align our whole team around and we talked a little bit about this yesterday are around mission which are the solution areas migration, so getting everything to the cloud and then in the cloud, we talk about modernization, are you gonna use Ai Ml or I O T? And we actually just announced a new program around that to to help out IOT partners to really build and understand that data that's coming in from I O T I D C says that that idea that IOT data has increased by four times uh in the, during the covid period. So there's so many more partners who need help. >>There's a huge shift going on and you know, we always try to explain on the cube. Dave and I talked about a lot and it's re platform with the cloud, which is not just lift and shift you kind of move and then re platform then re factoring your business and there's a nuance there between re platform in which is great. Take advantage of cloud scale. But the re factoring allows for this unique advantage of these high level services. >>That's right >>and this is where people are winning. What's your reaction to that? >>Oh, I completely agree. I think this whole area of modernizing your application, like we have a lot of folks who are doing mainframe migrations and to your point if they just lift what they had in COBOL and they move it to a W S, there's really not a lot of value there, but when they rewrite the code, when they re factor the code, that's where we're seeing tremendous breakthrough momentum with our partner community, you know, Deloitte is one of our top partners with our mainframe migration. They have both our technology and our consulting um, mainframe migration competency there to one of the other things I think you would be interested in is in our session yesterday we just completed some research with r C T O s and we talked about the next mega trends that are coming around Web three dato. And I'm sure you've been hearing a lot about web www dot right? Yeah, >>0.04.0, it's all moving too fast. I mean it's moving >>fast. And so some of the things we talked to our partners about yesterday are like the metaverse that's coming. So you talked about health care yesterday electronic caregiver announced an entire application for virtual caregivers in the metaverse. We talked about Blockchain, you know, and the rise of Blockchain yesterday, we had a whole set of meetings, everybody was talking about Blockchain because now you've got El Salvador Panama Ukraine who have all adopted Bitcoin which is built on the Blockchain. So there are some really exciting things going on in technology and public sector. >>It's a societal shift and I think the confluence of tech user experience data, new, decentralized ways of changing society. You're in the middle of it. >>We are and our partners are in the middle of it and data data, data data, that's what I would say. Everybody is using data. You and I even talked about how you guys are using data. Data is really a hot topic and we we're really trying to help our partners figure out just how to migrate the data to the cloud but also to use that analytics and machine learning on it too. Well, >>thanks for sharing the data here on our opening segment. The insights we will be getting out of the Great Sandy. Great to see you got a couple more interviews with you. Thanks for coming on. I appreciate you And thanks for all your support. You guys are doing great. Your partners are happy you're on a great wave. Congratulations. Thank you, john appreciate more coverage from the queue here. Neither is public sector summit. We'll be right back. Mhm Yeah. >>Mhm. Mhm robert Herjavec. People obviously know you from shark tank

>> From theCUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is a Cube conversation. >> Hello and welcome to today's session of the AWS global public sector partner awards for the award for the most customer obsessed mission-based win in healthcare. I'm your host Natalie Erlich and I'm very pleased to introduce you to our guests Fabian Diaz Segovia the COO and CTO of Nubiral as well as Dr. Mauricio Ferez the CEO and co-founder of Entelai Welcome, gentlemen thank you for joining me. >> Mauricio: Thank you. >> Fabian: Thank you for the invitation. >> Fantastic. Well we'll highlight how AI is revolutionizing healthcare and helping to optimize actions as well as drive key efficiencies. And I want to ask you specifically now on COVID turning it to Mauricio. How is Entelai a support tool for the detection of COVID-19? >> Well, at the beginning of the pandemic we saw the need in Latin America because of the lack of tests and the overload of the health sector to help the frontline doctors using these algorithms working with for chest x-rays to detect those patients that had were suspicious of having COVID-19 and to prioritize them, especially in those contexts where we didn't have enough tests. So we did a very strong or multi centered approach in Latin America, showing that as in other areas the combination of doctors with these technologies provided the high benefit and then trade empowerment of the capacity to detect those patients that are suspicious of COVID-19. And at the beginning of the pandemic when we didn't have POS tests we help doctors to detect COVID-19 cases >> Terrific, and Fabian. And what challenges does the healthcare sector face now in increasing cost efficiency? >> Fabian: Thank you so much for your question. I believe that this last year we have seen a very rapid and energetic world we are living in, in the healthcare sector. We have seen, this suffering of the agility we need to have, in order to adjust to this new conditions. One of the strongest challenges was to respond would that trial systems that can respond to this change that we are seeing every day at Nubiral as a partner company of AWS trust in the technology of AWS to respond with their services and products in an effective and you know not try to worry to this sector that is so special today. >> Natalie: Perfect. Now Mauricio, how can AI speed up times as well as optimized actions? >> Mauricio: Well, in several ways in healthcare, one of the main challenges that we have that affects our region in Latin America but it's also a worldwide concern is the fact that we do not have enough doctors. We have more and more complex studies to carry out and this we know it's that time to return with the report to the patient, it takes too much time. So AI today can help us detect the most important cases, children, which need to be taken care of first. So as to short-term reporting times, especially in pathology like breast cancers or in pathology like dementia where these algorithms can help us measure the brain with that very highly precise way from the neurologist. >> Natalie: And now staying with you Mauricio, I'm really curious how was your software effective in medical image analysis? >> Mauricio: As in all technologies we have a learning curve. And it's interesting to see how as doctors we are usually very eager to acquire new knowledge and improve on our everyday practice because we are committed to that. And we have seen very good receptions of these kinds of technology. And the learning curve was really interesting on behalf of the doctors. Sometimes they were very reluctant, but in general they had a very good adoption of these kinds of technologies. And in this phenomenon we have seen doctors starting to use these tools and they have a great advantage over advanced doctors or centers. That not use the technology because we have more precise reports for the patients in a shorter time in the centers that use this kind of technology. >> Terrific. Now let's switch gears and talk about Nubiral. It provided the cloud infrastructure for a smart diagnostic solution on AWS. Can you give us some more insight on that Fabian? >> Fabian: Basically in our project it was essential to use cloud technology of AWS because of it's implementation of the services. You can very quickly provide services to new clinics new healthcare facilities in a matter of times or minutes from the point where we have the need and until the client has the software. It's very quick and it's easy to do and uh and the value there is the capacity for the clinic or the health care center to have more precise times with results and with AI in the results that delivers to the patient. >> Natalie: Terrific. Now let's talk about Entelai now. It decided to make its solidarity contribution to the COVID-19 pandemic, adapting its AI algorithms for chest radiography. Please give us some more insight on that project, Mauricio >> Mauricio: As we said at the beginning chest x-rays is one of the mostly used uh since studies that we people usually do when it's something that we've been doing for a while. So in the context of the pandemic we decided to retrain by the algorithm taking advantage of that knowledge, it was adjusted to detect COVID-19. This pathology produces damage on the lungs and on the body and that way with DevOps and CT scans we can detect and it's cheap and available in our region. So we believe this could be a could provide a significant uh approach especially in areas, where we didn't have specialists. So we saw that making it available on the, on the web, on the cloud everybody could upload an image and have a recommendation with a trained system, with the equivalent of what would be a specialist. So we believe it was an interesting contribution, especially at the beginning of the pandemic, but we expect to have help patients to receive hourly attention, hourly care >> And shifting gears. Now, a bit I'd like to switch over to Fabian. Could you give us some insight on your business model? >> Yes, Nubiral is the company working hand in hand with AWS We provide professional services to all the companies and clients willing to transform to go for a digital transformation. We accompanied them in this transformation with concrete tools thanks to the solutions and tools that AWS provides. So we can model any case that we use and we can convert it to a digital case and escalate it in a matter of weeks or days this is the power of any business, the agility and quickness with which we can implement a solution. >> Natalie: And I'd like to switch it over now to our other guests. Would you kindly give us some insight now Mauricio on your business model? >> Yeah. We also work in partnership with Nubiral and AWS to generate a model that is cost effective and that is scalable for healthcare facilities. And we usually were the study bubbles we aim at centers that as they need these studies, they can have them available and they can conceive them Just as if it were a micro service of AWS And in this way, we can use the cloud with sources in a very smart way, with very good results for the patient. >> Natalie: And staying with you. Mauricio, just in a few words, give us some understanding of the kind of customer impact that you're seeing. >> Yeah, well, the Entelai focus that we are working on, on the cloud is to change the life of the patients as a company funded by doctors, specialists and computing, our focus are the patient and we change patient lives for the impact that we have in medical practice and the imaging specialists and imaging centers. So we have different new cases of how this technology is changing the lives of the patients. Either for early detection of important diseases like breast cancer or neurodegenerative diseases in the brain, which are sort of are main algorithms we are working with or where they are here in emergencies with chest x-rays the centers that use these algorithms can optimize what patients need to wait in the ER or if they can go home. And it's our traditional cases that where Entelai with AI is helping patients. >> Natalie: And now Fabian, I'd love it for you to weigh in as well. Talk about the impact that you're seeing >> Today. Clients choose those because of the customization that the solution that we've developed, one of the most valuable things of the world we live in is to adjust the client needs because every business is different where is not only one size fits all. With the tools, the a partner like AWS we can send the right solutions that are customized with a big impact and with added value to the client. >> Well, gentlemen, thank you so much for joining me and offering these incredible insights and the impact that your companies are making for people all around the world. That's it for this segment of the AWS global public sector partner awards I'm your host Natalie Erlich. Thanks very much for watching. (bright music)

(upbeat music) >> Hello, and welcome to today's session of the AWS Global Public Sector Partner Awards. I'm delighted to introduce our next guests to highlight the award for Best Partner Transformation, Best Telco Solution, and of course, I'm your host Natalie Erlich for theCUBE. We are now joined by Avishai Sharlin Division President at Amdocs Technology, and Ralf Hellenbran, Program Director of Technology at Vodafone Germany. Thank you, gentlemen, for joining the program. >> Thank you for having us. >> Our pleasure. >> Let's have the opening question for both of you. You know, but let's first start with Avishai. What has been the highlight to date in the journey of both Amdocs and Vodafone? >> Well, it's a good question. I believe that the highlight was the teaming and getting things done together as partners. Unlike many previous experiences, this time, we understood that success equals us working hand in hand together, making sure that we overcome and achieve everything as true partners. So the greatest obstacles and also the biggest achievement were done together as one team. We always speak about the hurdles, we negotiate sometimes. But eventually, we're coming to the solution together, and making sure that everything is properly managed and properly done in the right timing, and according to plans. >> Terrific, well, Ralf, let's go to you. What do you see as the highlights of this collaboration. >> Now exactly what Avishai said, but let me add to that. What we are following is a real collaborative approach. Now, there's a lot of strengths in that approach. Because we are using for example, swarm intelligence, we are using elements, which you see in clouds attempts as well, for example, yeah, but you see it in agile attempts and agile working methods. And this is what we applied. And as Avishai said, we are doing that as real partners in the program. And we are pulling a lot of strengths out of that by detecting problems early, we have a high level of transparency, we put everything on the table, and differences that we do not fight about the problems. We work collaborative on the solution. And that's really kind of new to the industry we are working in. And that's kind of game changing for it. At the beginning, we said it will be game changing if it works. Now we see that it does. >> Terrific. Well, why do you think generally speaking, that the Telco industry has been so slow, to you know, embrace these kinds of innovations? Let's start with Avishai. >> Yeah. It's less about I think the actual technology, it's more about a handful of parameters that need to be aligned, once you are trying to address these big transformations. You need to upskill a lot of people, you need to educate your manpower, to new technologies and new ways and processes, how to embrace DevOps, how to work in a cloud environment, how to embrace an agile, safe methodology. So there are many small pockets of things that needs to be changed. Not a single element, actually is the same as like five years ago. So in a way, if the organization as a whole, is not being transformed, it's very tough to embrace all those new technologies and succeed in such a journey. So for us, and I think also to our partners in Vodafone, it was a mutual understanding that we need to not just work together, but also tackle the new technologies and methods and processes all together and change the entire organization and ecosystem in order to succeed. In many other cases in the industry, we see that some pockets are not being changed. And then even if the technology is right, you're missing the upscaling of people, if you upskill the people and you forgot the technology, and so on so forth. >> Perfect now, Ralf, I'd love for you to respond to that question as well. >> So the Telco industry is a quite complex industry, that you look to the product it seems to be quite easy. You pick up a phone and you do a phone call or you go to the internet and so on and so forth. But if you think of all the services, which you're using via your smartphone, for example, yeah, it's far away from just doing a phone call. So at the same time where the Telco industry is producing and selling products, it's producing and selling services. At the same time, while you're using it for leisure, you're also using it for emergency calls. So there's a high level of safety, which we need to bring, and we need to pair it with a lot of innovation elements, right, both together. Now, if you take all this and you think of the complexity, it's not easy to introduce new methods and new ways of working, etc, to such an industry, again you need to take two things into account, you need to make it very safe and stable and educated and controlled. And at the same time, you need to be very fast, because it's a fast moving industry. And both together explains how we adopt it and why sometimes we are a bit slower than others, because the trial and error, yeah, it's not that easy, because the error cannot be allowed in big scale. The more I'm happy that in the approach we're taking together with Amdocs and also AWS, we can apply these new methods while keeping the safety and stability. >> Terrific, well, thank you for outlining that safety methodology. Avishai, I'd like to move this back to you. How are you redefining this operation through DevOps and automation? >> Oh, that's an interesting question. I think that automation, needs to be baked into almost everything that we're doing in such a transformation. It's not from the basic technology stuff, but it goes into all the processes, the way you develop, the way you test. The way you deploy, the way later on, you're making sure that everything run in the right way. So automation is key fundamental element in the end to end journey of such a big transformation, especially if you're going into agile development, and you need to fail fast, react fast, change fast, and then continue onwards with a new solution. So first, as you rightfully said, it's automation. And DevOps is also key over here, because you need to make sure that what you develop is also something that you deploy in the right way. So you need to put in place all the right mechanism, such as (indistinct), and the cloud frameworks, and the relevant different technologies that are adhering into this end to end solution. >> Perfect, now, Ralf, what are your thoughts? How are you redefining the operation now through DevOps and automation? >> We are trying to solve the paradox. Again, the paradox is we want to have things very stable, that would dictate us to do very detailed plans and to adhere to it and so on this is what we did in the past, it fostered for example, taylorism, and similar things. Now, we want to go a step further, we want to apply agile methods, we want to dismantle the taylorism. And the techniques around DevOps, cloud operation, etc, agile methods help us to do that. Now, while we are transforming our way of working, we don't want to lose the good elements of what we have been doing before, we want to do a step forward and not at the same time step back. And therefore we are combining things. And automation, for example, is one way to do that. DevOps is another way to do that. We are joining the good thinking of operations and the good thinking of development together, and we are pulling additional strengths out of that, while not taking into account or taking on board the weaknesses of the former approach. So it's a stepwise transformation we are following. Automation helps us to focus on the real problems, and not on the things you can automate by technology. >> Terrific. Well, now Avishai, bringing this back to you, Ralf talks about agility and also DevOps, explain the journey today on such a large program. >> The the journey, in what sense? Can you give me some coloring? >> Yeah tell us about this collaboration and keeping that in mind, keeping in mind agility as well as DevOps. You know, the step by step process in developing such a large collaborative program. >> Thank you for clarification. So I think that the journey as a whole had several components, (indistinct) and myself also the beginning about the nature of being true partners here. But it is also about establishing something very new in the industry. Many of the things that we're working are, you know, the first time that we're doing agile manner of developing software and testing, it's so fast, it's the first time we're implementing the latest and greatest DevOps technologies. The first time, we're adhering into new standards and way and behavior from a modernized technology organization. So in a way, this journey is all about a mixture of innovation, new stuff, on one hand, aligned with a very, very tight in a good way, I would call it German engineering, in the sense of making sure the things are in place and making sure that the processes are well defined. And we're seeing at any given point, the different status we're in, what needs to be improved, what is going well, and what future lies ahead. >> Staying with that topic on the journey opening to both of you, and perhaps Ralf would like to jump in here, first, how have AWS technologies been featured as part of this journey. >> AWS has been chosen wisely by us because of its technology components brought to the table. Now, without now pointing to a particular service, which we are using, we talked about automation, we talked about DevOps, now everyone can itself about how AWS in general helps to foster that, the sheer fact that we can merge the different way of working with a different mindset of people working in our collaboration and technology components coming not only, but also from AWS, this is ensuring our success. If you would pull out one of these elements, yeah, out of the equation, that most probably it would not work. I have problems to rate which element is more important, they are all part of the puzzle and otherwise, you will not see the picture and create the picture. So in a nutshell, we are utilizing the AWS technologies in order to allow the speed of development, lots of first times which we have in our collaboration, and the AWS technologies are an essential part of that. >> Terrific and Avishai, what are your thoughts on that? >> I think that the collaboration with AWS goes in several, in a way different shapes and form. On the technology, pure technology level, we're utilizing native EKS, we're moving with the managed Kubernetes. We're using, you know the latest technology in databases, and many other very, very cool technologies coming from AWS. And on a different level, completely different level, I think that AWS understands the behavior of complex enterprise and are assisting us with programs, looking into well architected framework and how to work in a managed environment and what are the technologies that we need to utilize. And also in, from an Amdocs perspective, something that assisted us a lot in this journey, we have a unique technology which defines an end to end solution to development within a micro service cloud native environment, we'll call it M360. AWS assisted a lot in making this a mature technology and allowing us to develop faster and fully utilize the benefits of cloud native environments. >> Terrific, now to both of you, what do you see as the next step in your collaboration together? Let's bring this to Ralf. >> There is no distinct next step. And maybe this is the consequence of the way of working we have established. There are many small steps we will pursue and most probably, if you want to know, which are the next steps, you need to talk to our teams. This is another aspect of this new way of working, which we apply. The people working in that approach, they tell us how they construct, how they structure this approach. If I would summarize it, we are constantly tearing down the walls between the companies, between silos, between departments working in that collaboration, and we are getting more close together every day. And solving problems quicker, we are getting them quicker on the table, we are getting them quicker, and softer, faster, soft, and AWS, Amdocs are part of this. And this is really nice to see and be part of, that this is really happening. So the next step is, foster the collaboration. >> Avishai do you have any thoughts? >> Yeah, on a personal level, I think the next step would be to glide together in Europe. But on a more serious note, I think that this is becoming like a true partnership. And I think that I see a lot of empowerment coming from both sides, allowing the team to develop together, to think together and to start to create new stuff, that even if you plan ahead, you will never achieve without true collaboration. So this empowerment, the fact that the teams feel that they can do things on their own, and make one and one equals three, two, or you know, or seven, is the big change that I see in front of us. And I really feel it in the air. And I also feel it in in the way we act and we move forward. >> Yeah, so Ralf, how do you see that this program will enable continuous innovation? >> Oh, it does already. So if you're looking to big transformation programs of the past, (indistinct) beside the fact that lots of them actually did not achieve what they are, what they were asked to achieve. Usually big programs, do big plans, and then you have a very long period of preparation. And then usually you have a rather big bank or life and then everything shall be fun. That sometimes work but not most times, it's difficult. Now within our program, we are doing that in collaboration, but step by step by step. And it's more an evolution than a revolution, which we are doing. At least in the way we deploy things, again, we are back to DevOps, continuous integration, continuous deployment and so on all these elements, which you can see in these approaches. And this is where the wheel spinning slice. So it's evolving step by step. And it's bringing benefits step by steps. So the benefits are already in place into to a certain extent, and they're constantly growing. >> Terrific, Avishai, what are your thoughts? How do you see the innovation of being able to continue and even further? >> In a way we're in a world that everything is in continuum, so it's continuous delivery, and continuous development and also continuous innovation. As long as you know, the ecosystem of ours continues to innovate as a whole, we are part of it. And inevitably, we are part of the larger ecosystem on one hand, and also players within it on a smaller scale in this project and as organization. So I think innovation is baked into everything we're doing today. Sometime it's small incremental steps, sometimes it's big, innovative moves, but all in all, it's something that is currently part of our DNA. >> And how is this system helping you both you know, be more proactive? Either one of you who would like to go first? >> No, I started first. >> Avishai? Okay. So, we are data driven, we are way more data driven. And by knowing exactly what is happening, we can be faster, we can be more innovative, we can be more productive. So, in cases where we either discover a problem or we discovering opportunity, we are much faster in analyzing whether it's really one, how should we redirect on that? How can we solve it or utilize it? And that's really working well. >> Perfect. And, you know, Avishai, feel free to join in on that too. >> In the digitized economy, I think that productivity comes a lot from the business side. If there is something that completely changed lately is the fact that business people are driving many, many changes on one end, and technology is here to adhere on one end and flexible to to move forward. So many of the productive concepts are coming from non technology savvy people, and the ability of what we're doing together to adjust and support different business behaviors and business models, and also, you know, business initiatives is thought of as being productive and being able to adapt into the digitalized economy. >> Let me join in on that one, what Avishai said, Let's think of a business person who wants to change something, and you don't know whether it's a white way as a corporation. Now you bring in the technology bits and pieces from different angles, and all of a sudden, you can combine it with a data driven approach, then, you know much better how to react on this business demand and how to bring it to life by using technology. Yeah, that might be a very high level of example of what we're doing here. Again, collaboration, get it done together with is the theme of that, technology is a very important part of that, paired with the business. >> Yeah, we talked on some very broad terms like themes, collaboration, innovation, I just want to focus a bit now on automation. Why do you think it is so critical to the vision of this program, Avishai. >> First of all, because it ends with ation, and everything that has this, but what I think that we started with this, automation is fundamental to everything that needs to be nimble, everything that needs to be fast. You cannot do it manually. And if you want to react either to a business demand or to a data driven decision, analytic decision, if you want to adopt new technology, if you want to test a new business scenario or technology scenario, you need automation to be part, inevitable part of everything that you're doing. So automation is a key element in everything that we're doing. And it's critical part of also the way to look into the future and to make sure that everything is working the right way. >> Perfect Ralf, any quick thoughts on that? >> Actually, nothing, nothing to add. >> All right, terrific. Well, it's been so wonderful to have you on the program. I know people are coming in from all over the world to join us. Really fantastic opportunity to highlight this important innovation in the Telco sector. Glad to have you here. Ralf Hellenbran, Program Director of Technology at Vodafone Germany, as well as Avishai Sharlin, the Division President at Amdocs Technology. we're highlighting the award that they won as part of the AWS, Global Public Sector Partner Awards. So great to have you on the show. And I'm your host Natalie Erlich, do stay tuned for more coverage. (upbeat music)

>> From theCUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is a Cube conversation. >> Hello and welcome to today's session of the AWS global public sector partner awards for the award for the most customer obsessed mission-based win in healthcare. I'm your host Natalie Erlich and I'm very pleased to introduce you to our guests Fabian Diaz Segovia the COO and CTO of Nubiral as well as Dr. Mauricio Ferez the CEO and co-founder of Entelai Welcome, gentlemen thank you for joining me. >> Mauricio: Thank you. >> Fabian: Thank you for the invitation. >> Fantastic. Well we'll highlight how AI is revolutionizing healthcare and helping to optimize actions as well as drive key efficiencies. And I want to ask you specifically now on COVID turning it to Mauricio. How is Entelai a support tool for the detection of COVID-19? >> Well, at the beginning of the pandemic we saw the need in Latin America because of the lack of tests and the overload of the health sector to help the frontline doctors using these algorithms working with for chest x-rays to detect those patients that had were suspicious of having COVID-19 and to prioritize them, especially in those contexts where we didn't have enough tests. So we did a very strong or multi centered approach in Latin America, showing that as in other areas the combination of doctors with these technologies provided the high benefit and then trade empowerment of the capacity to detect those patients that are suspicious of COVID-19. And at the beginning of the pandemic when we didn't have POS tests we help doctors to detect COVID-19 cases >> Terrific, and Fabian. And what challenges does the healthcare sector face now in increasing cost efficiency? >> Fabian: Thank you so much for your question. I believe that this last year we have seen a very rapid and energetic world we are living in, in the healthcare sector. We have seen, this suffering of the agility we need to have, in order to adjust to this new conditions. One of the strongest challenges was to respond would that trial systems that can respond to this change that we are seeing every day at Nubiral as a partner company of AWS trust in the technology of AWS to respond with their services and products in an effective and you know not try to worry to this sector that is so special today. >> Natalie: Perfect. Now Mauricio, how can AI speed up times as well as optimized actions? >> Mauricio: Well, in several ways in healthcare, one of the main challenges that we have that affects our region in Latin America but it's also a worldwide concern is the fact that we do not have enough doctors. We have more and more complex studies to carry out and this we know it's that time to return with the report to the patient, it takes too much time. So AI today can help us detect the most important cases, children, which need to be taken care of first. So as to short-term reporting times, especially in pathology like breast cancers or in pathology like dementia where these algorithms can help us measure the brain with that very highly precise way from the neurologist. >> Natalie: And now staying with you Mauricio, I'm really curious how was your software effective in medical image analysis? >> Mauricio: As in all technologies we have a learning curve. And it's interesting to see how as doctors we are usually very eager to acquire new knowledge and improve on our everyday practice because we are committed to that. And we have seen very good receptions of these kinds of technology. And the learning curve was really interesting on behalf of the doctors. Sometimes they were very reluctant, but in general they had a very good adoption of these kinds of technologies. And in this phenomenon we have seen doctors starting to use these tools and they have a great advantage over advanced doctors or centers. That not use the technology because we have more precise reports for the patients in a shorter time in the centers that use this kind of technology. >> Terrific. Now let's switch gears and talk about Nubiral. It provided the cloud infrastructure for a smart diagnostic solution on AWS. Can you give us some more insight on that Fabian? >> Fabian: Basically in our project it was essential to use cloud technology of AWS because of it's implementation of the services. You can very quickly provide services to new clinics new healthcare facilities in a matter of times or minutes from the point where we have the need and until the client has the software. It's very quick and it's easy to do and uh and the value there is the capacity for the clinic or the health care center to have more precise times with results and with AI in the results that delivers to the patient. >> Natalie: Terrific. Now let's talk about Entelai now. It decided to make its solidarity contribution to the COVID-19 pandemic, adapting its AI algorithms for chest radiography. Please give us some more insight on that project, Mauricio >> Mauricio: As we said at the beginning chest x-rays is one of the mostly used uh since studies that we people usually do when it's something that we've been doing for a while. So in the context of the pandemic we decided to retrain by the algorithm taking advantage of that knowledge, it was adjusted to detect COVID-19. This pathology produces damage on the lungs and on the body and that way with DevOps and CT scans we can detect and it's cheap and available in our region. So we believe this could be a could provide a significant uh approach especially in areas, where we didn't have specialists. So we saw that making it available on the, on the web, on the cloud everybody could upload an image and have a recommendation with a trained system, with the equivalent of what would be a specialist. So we believe it was an interesting contribution, especially at the beginning of the pandemic, but we expect to have help patients to receive hourly attention, hourly care >> And shifting gears. Now, a bit I'd like to switch over to Fabian. Could you give us some insight on your business model? >> Yes, Nubiral is the company working hand in hand with AWS We provide professional services to all the companies and clients willing to transform to go for a digital transformation. We accompanied them in this transformation with concrete tools thanks to the solutions and tools that AWS provides. So we can model any case that we use and we can convert it to a digital case and escalate it in a matter of weeks or days this is the power of any business, the agility and quickness with which we can implement a solution. >> Natalie: And I'd like to switch it over now to our other guests. Would you kindly give us some insight now Mauricio on your business model? >> Yeah. We also work in partnership with Nubiral and AWS to generate a model that is cost effective and that is scalable for healthcare facilities. And we usually were the study bubbles we aim at centers that as they need these studies, they can have them available and they can conceive them Just as if it were a micro service of AWS And in this way, we can use the cloud with sources in a very smart way, with very good results for the patient. >> Natalie: And staying with you. Mauricio, just in a few words, give us some understanding of the kind of customer impact that you're seeing. >> Yeah, well, the Entelai focus that we are working on, on the cloud is to change the life of the patients as a company funded by doctors, specialists and computing, our focus are the patient and we change patient lives for the impact that we have in medical practice and the imaging specialists and imaging centers. So we have different new cases of how this technology is changing the lives of the patients. Either for early detection of important diseases like breast cancer or neurodegenerative diseases in the brain, which are sort of are main algorithms we are working with or where they are here in emergencies with chest x-rays the centers that use these algorithms can optimize what patients need to wait in the ER or if they can go home. And it's our traditional cases that where Entelai with AI is helping patients. >> Natalie: And now Fabian, I'd love it for you to weigh in as well. Talk about the impact that you're seeing >> Today. Clients choose those because of the customization that the solution that we've developed, one of the most valuable things of the world we live in is to adjust the client needs because every business is different where is not only one size fits all. With the tools, the a partner like AWS we can send the right solutions that are customized with a big impact and with added value to the client. >> Well, gentlemen, thank you so much for joining me and offering these incredible insights and the impact that your companies are making for people all around the world. That's it for this segment of the AWS global public sector partner awards I'm your host Natalie Erlich. Thanks very much for watching. (bright music)

(upbeat music) >> Hello, and welcome to today's session of the 2021 AWS Global Public Sector Partner Awards. I'm delighted to present our special guests for today's program and they are Kyle Hines, VP Strategic Accounts at Presidio as well as chief Chuck Hoskin, Jr., chief of the Cherokee Nation. Welcome to the program, gentlemen >> Thank you. >> Terrific, well, delighted to have you here, we're going to discuss the key award of best partner transformation, most impactful nonprofit partner, of course now highlighting some of the technologies now being technology now being leveraged to help preserve the Cherokee language as well as its culture. Now, Chuck, I'd like to start with you and if you could describe some of the challenges that the Cherokee nation is now faced with in terms of preserving the language and its culture and how you see technology being able to really help preserve it. >> Well, thank you, Natalie. It was really good to be with you all today. The Cherokee language and culture is what makes us unique as a people. It's the link that links us back to time and immemorial through generations. And over those generations, there've been many threats to our language and culture. There's been disease after European contact, there's been dispossession, there's been our forced removal on the trail of tears. Other pressures in more modern times have continued to erode our language and culture, including, boarding schools, the public school system through most of the 20th century as Cherokee Nation has gotten back on its feet, that is to say when the govern the United States has allowed Cherokee Nation to do what we've always done well which is to govern ourselves, chart our own destiny, and preserve our life ways, we've been able to make preservation efforts but those generations of eroding our language and culture had coming to steep costs. We're the largest tribe in the country, 392,000 citizens and by the way we're mostly in Northeast, Oklahoma but we have Cherokees living all over the country even all over the world. And we only have 2000 fluent speakers left. So it's a great challenge to save a language that's truly endangered. And if we don't save it generations from now we may do a number of things exceedingly well as we do today, business, providing education and housing, creating a great healthcare system, but we will have lost that thing that makes us a unique people, that thing that links us back to our past. And so what we're doing today, working with great partners like Presidio is just indispensable to what's really our most important mission. >> Yeah, terrific. Well, thank you so much for those insights. I'd like to switch it over to Kyle and hear about the technologies now being utilized to preserve the Cherokee language and culture. >> Sure, happy to Natalie and thanks for having us this morning. So yeah, when we started to work with the Cherokee Nation, it was very clear to us that, there's obviously a higher power or a higher mission here. And so it's really been an honor to work with the chief and the nation and what we've been able to do is is take what the Cherokee Nation is trying to do in terms of language and cultural preservation and build solutions in really a very modern way. So between Inage’i, the 3D mobile open-world game and the virtual classroom platform, it's entirely a cloud native serverless solution in AWS, using a lot of the most modern tools and technologies in the marketplace. For example, in the mobile game, it's built around unity and the virtual classroom platform is built around the Amazon chime SDK, which allows us to really build something that is very clean and light and focused on what the nation is trying to achieve and really cut out a lot of the baggage and the other sort of plumbing and various other technologies that this would have, this type of solution would have taken just a few short years ago. >> Yeah, terrific. Well, Kyle, staying with you, what do you think were some of the factors behind the development of this solution? >> Yeah, so I think flexibility was key. Was maybe the biggest design goal in building these solutions because you learn a lot when you originally set out to build something and it starts to impact real users, and in this case, speakers of the Cherokee Nation, you learn a tremendous amount about the language and how it's used and how people communicate with each other. And so the main design goal of the solutions was to allow a sort of flexibility that lets us adapt. And every time we learn something and every time we find something that works or perhaps doesn't work quite as well as was imagined, we have the flexibility to change that and kind of stay nimble and on our toes. >> Terrific, well, Chuck, now switching over to you, why do you think that some of these, platforms like the virtual classroom are so effective with Cherokee speakers? >> Well, a couple of reasons, one pandemic related, during COVID the worst public health crisis the world seen in living memory, we have had to adapt quickly to continue on our mission to save this language. We couldn't afford a year off in terms of pairing speakers, by the way, most of our fluent speakers are over the age of 70, with young people who need to learn the language and be the new generation of speakers. So it's been really important that during those difficult times we could connect virtually and the technology we've been using has worked so effectively, but the other is really irrespective of what's going on in terms of having to isolate, and social distance and things of that nature during COVID, and that is just making sure we can make this language accessible, particularly to young people in a manner in which they are becoming accustomed to learning things throughout the rest of the world. And so using platforms that they're familiar with is very important but it also has to be something that an older generation of these fluent speakers, as I say most of them are over 70, can use. And that's what really has been so effective about this platform. It's so usable. Once you introduce it to people whether it's a young person who can adapt pretty quickly 'cause they're growing up immersed in it, or it's someone who has not been familiar with that technology, with just a little bit of showing them how to use it, suddenly this classroom becomes just like you're in person. And that makes all the difference in the world in terms of connecting these young people with their elders. As the other thing is Cherokees are by nature very much part of a big extended family. And so that personal connection that you can maintain through this platform is really important. I think it's going to be the key to how we save this language, because as I say we have Cherokees all over the country, even all over the world and we're going to harness our numbers, the large population we have and find those with the interest and aptitude to learn the language, we must use this technology and so far it's worked well. >> Yeah, terrific, and now switching over to Kyle, we'd love to hear from you how your team developed this technology. How they really thought out, what kinds of methods are really going to drive the interaction and the immersion and engagement among these disparate demographics of, elderly Cherokees and also the young generation. So, how did your team go about developing that? >> Yeah, it's a very good question because in a situation like this, there is no shortage of different ways that you could have built a solution like this. There are a lot of different ways that it could have been done. So the tax that we took was a rigorous focus on the user experience and on the experience of the speaker. And that allowed us to detach ourselves to a large degree from what were the exact technology choices that were implemented in terms of AWS services, other open source packages that run on AWS, it's being able to focus completely on what the nation was trying to achieve with their speakers, both through the game and the virtual classroom platform. It let us take a lot of other design decisions and technology choices sort of into the background and behind a level of abstraction. And so there's always quite a bit of rigorous testing and really making sure you understand how something's going to perform in the wild, but the reality of the situation was, the whole reason for doing it was the experience of the speakers, both in the game and in the classroom platform. So we stayed very focused on that and made technology decisions sort of second fiddle or lower priority. >> Terrific, well, Chuck, how do you think that these kinds of innovations could be applied to other areas of the Cherokee school system? >> Well, our greatest challenge is preserving language and culture, but we also have as part of our mission to educate this new generation of Cherokees coming up. For years and years, really generations, Cherokees who were able to get a good education many of them left our tribal lands for new opportunities. And so we lost a great deal because of the economic pressures here in Northeast, Oklahoma, particularly on our Cherokee lands. So the task now is to generate opportunity for a new generation coming up. Education is key to that and so if we want to create a pipeline of young Cherokees who want to get into the healthcare fields, want to get into aerospace, want to get into other professions, we've got to create an education system that is steadier and modern. We have a school that is K through 12th grade, K through the senior year, and so we have an opportunity really to do that. And I think for the first time in our history, in this era, I'm talking elect the last few decades, we are able to really craft education in a way that works for us and using technology and making choices about what that technology is, is important to us. It's a bygone era in which the federal government or the state is sort of imposing on us what choices we make. Now we can reach out with great partners all over the world like Presidio and say what solution can work for our classroom? When we can identify what the great demands are on the reservation in terms of jobs. And one of the great demands we have is healthcare. So how can we use technology to inspire little Cherokee boys and girls to grow up and be doctors and nurses here in just a few decades when we're building this great health system? Well, we're going to use technology to do it. So the possibilities are really unlimited and they need to be because we think our potential here in Cherokee Nation is unlimited. >> Yeah, I mean that's terrific to hear how technology is really encouraging younger generations to study, learn and really push themselves further. Kyle, I'd like to switch over to you and hear a little bit about the benefits of launching this kind of platform on AWS. >> Yeah, there are a lot of benefits to building this on AWS. And I think that it spans a couple of categories, even. I mean, from a technological perspective there was every tool and every service that we needed to build both of the solutions that we built right there in AWS. And when there was a, when there was a time where we needed to jump out and use a project outside of AWS, running on AWS such as the unity engine, AWS makes that very easy. So I would say that the choice was easy because there are technological realities and the breadth and the depth of the technological portfolio in AWS combined with the partnership that we get from them, It's really, you know, there's a lot of support when it comes to, Hey we're working with the Cherokee nation on something that's extremely important. We need your help. We need you to help us figure this out. It's never been hard to get that partnership. >> Terrific, and also following up on that, love to hear how AWS really helped with flexibility and also the cost effective effectiveness of this kind of platform. >> Yeah I would take those questions backwards or in reverse order because the cost-effectiveness of the solution is really, it's really something to make note of because when we build something in the way that we built these platforms they're serverless and event driven. Meaning that the Cherokee Nation is not paying for a solution constantly as we would in lives past running things in data centers and such. It really, the services in AWS allow us to say, Hey, let's spin up certain pieces of functionality when they're needed as they're being used. And the meter is running during that time, and the cost is occurred during the time it's being used and not all of the time. So that really has a dramatic impact on cost effectiveness. And then from a flexibility standpoint, as we learn new things, as we evolve the platform as we grow this out to more and more speakers and to more and more impact to the Cherokee Nation, we have all kinds of different technology choices that we can make and it's all contained within AWS. >> Yeah, and I'd like to open this now to both of you, starting with Chuck, how do you think this kind of technology could be applied to other cultures or languages that re seeking to preserve themselves? There's so many languages in the world that are now dying out because most of us are only speaking, just a few like English, Spanish, just a few others, what steps can be taken so that humanity can preserve these important languages? >> Well, you're right. There are so many endangered languages around the world and indigenous languages are unfortunately dying all over the world all the time, even as we speak, they're slipping away. The United nations is dedicated the next decade to the preservation of indigenous languages. That's gotten many leaders around the world thinking about how we can save languages here in this era. And I would encourage any tribal leader in particular in the United States, but I think it certainly applies around the world to seek out this technology. I mean, Cherokee Nation's in a position now where we can seek out the best in the world in terms of partnerships. And we've found that in Presidio. And of course they're using AWS which means they're using the best in the world and so the technology exists, and the willingness to work together exist. And I think generations ago that would have been not something we could have connected well on in terms of partnering with companies that were doing cutting edge things. So if you're looking to connect generations in terms of learning and sharing the language, which is just I cannot stress enough how indispensable that is to language preservation, this type of technology will do it. There are some, I think that may think, and I don't have a technology background, that if you're using this cutting edge technology, I mean this is the best in the world that you're going to speak only to this young generation coming up, and maybe it's inaccessible to an older generation. It's just not the case. This is so user-friendly that we we've been able to connect elders with young people. And if anyone in the world interested in preserving languages could see this in action, could see a young person sitting next to an elder talking about the technology or connecting virtually, it would change their whole perspective on what technology means for language reservations because I promise you all over the world the great challenges you have this group of older generations of people who know the language. They have it in their hearts, they have it in their minds and they're slipping away just from the passage of time. Connecting them with the generation coming up is just what we need to do. This technology allows us to do it. >> Yeah, Chuck following up on that when I hear about elderly people being able to connect with the younger generations in this way and share their history and their culture I'm sure that also, It must have a positive mental effect for them. Right, so elderly are often isolated. Do you have any insight on that? Any quality of insight what you've heard from people using this? >> Yeah, absolutely. And I think the last year has proven how valuable it is. I mean, we lost over 50 fluent Cherokee speakers and I mentioned earlier in the program, that we only have 2000 left. 50 to COVID and more to just the passage of time and old age. But we have many that are active and engaged in language preservation and they have said to me how valuable it's been to be able to be at home and yet still feel like they're part of this great mission that we have at the Cherokee Nation. Understand that this mission that we have is on par with what any nation in history has set as a goal to shoot for whether it's the United States wanting to land a man on the moon, we're trying to save the language. This is that level of importance. And so for an elder to feel like they're connected and still contributing during this past year difficult times, that makes all the difference in the world. And even as I say, as the pandemic recedes and we hope it continues to recede, there is still a need for elders to stay connected. And in many cases they cannot due to poor health, due to the lack of transportation, this knocks down those barriers and so there's a great deal of joy that has been gained from using this technology. And honestly, just talking to elders about young people getting the opportunity to play this video game even some elders that were voice actors in this game, that Presidio helped us develop. I mean, I can't tell you how important that is for somebody to use their language, to make a living. And that's part of how you preserve a language. Presidio has showed us a way that we can do just that. So we're not only training new speakers, we're giving this opportunity many cases to elders to do something that is very productive with the wonderful gift they have, which is the Cherokee language. >> Terrific, well that is really inspiring because potentially this technology could be utilized by generations to come. The current young people that are using this will one day be the elderly. So, Kyle, how do you see this technology potentially on this platform being evolved? What's the next step to keep it really up to date for future generations as it's evolving. >> Yeah, there's a lot of plans on where to take this I can tell you, honestly. From the perspective of the mobile game, you're building on a platform of an open world game means that the imagination is the limit quite honestly. So there are a lot of new characters and new levels and new adventures that are plans to further immerse the speakers in the platform. And I think that will, that will help with reach and it will help with the amount of connection that's built to the chief's point about bridging the older generations into the younger generations over that common bond of the language and the culture that keeps those connections alive. And so we want to expand the mobile game Engage, the navigate to be as accessible and as wide reaching and immersive as it possibly can, and there are a lot of plans in the works for that. And then with the virtual classroom platform, we started with a various focused constituency within the nation of the language immersion school. And there are many other educational services and even healthcare to the chief's earlier point again where I think there's a lot of potential for that one as well. >> All right, well, terrific gentlemen. Thank you so much for your insights, really fantastic hearing how this platform is really a difference in the lives of people in the Cherokee Nation. Of course, that were our guests, Kyle Hines, VP Strategic Accounts at Presidio as well as chief Chuck Hoskin Jr., the chief of the Cherokee Nation. And that's all for today's session at the 2021 AWS Global Public Sector Partner Awards, I'm your host for "theCUBE", Natalie Erlich. Thanks so much for watching. (upbeat music)

>> Narrator: From theCUBES studios in Palo Alto in Boston connecting with thought leaders all around the world. This is theCUBE conversation. >> Hello and welcome to the 2021 AWS global public sector partner awards. I'm your host Natalie Erlich. Today we're going to highlight the most valuable valuable Amazon connect appointment. And we are now joined by Steve Careful, adult social care expert PA consulting group and Graham Allen, the director of adults health and care at Hampshire county council. Welcome gentlemen to today's session. >> Thank you Natalie >> I love you Natalie. >> Well by now we are really familiar the call to shelter in place and how it especially affected the most vulnerable of people. Give us some experience or some insight on your experience with that, especially in light of some of the technology that was deployed. Let's start with you, Graham. >> Yeah, Thank you. So just by way of context, Hampshire county council is one of the largest areas of local government in England. So we have a population of 1.4 million people. And when a lockdown was imposed by the national government of England in the 23rd of March 2020. Shortly thereafter the evidence in terms of vulnerabilities around COVID-19 strongly identified that people with a range of clinical conditions were most vulnerable and needed to shield and self issolate. And for the size of our population, we quickly were advised that roughly some 30,000 people in the initial carts because of political vulnerabilities needed to sheild and receive a variety of support shortly after that through the summer of 2020 that number increased some 50,000. And then by January of this year that number further increased based on the scientific and medical evidence to 83,000 people in total. So that represented a huge challenge for us in terms of offering support, being able to make sure that not only practical tasks related to obtaining shopping food and so on and so forth, but also medications but also the real risks of self isolation. Many of the people that we were needing to support when here the two known to us as a social care provider. They were being advised through clinical medical evidence needs and many of those people lived alone. So the real risk of self isolation not seeing anyone potentially for an extended period of time and the risks of their wellbeing was something very significant to us. So we needed very rapidly to develop a solution in terms of making contact, being able to offer that support. >> Yeah and I'd love it now to get your take Steve on how PA consulting group helped deliver on that call on that need. >> True so we have an existing relationship with Graham and the council, we've been working together for number of years, delivering care technology solutions to service users around the county. We were obviously aware there was a major issue as COVID and lockdown began. So we sat down with Graham and his colleagues to ask what we could do to help. We used our relationship with AWS and our knowledge of the connect platform to suggest a mechanism for making outbound calls really at scale. And that was the beginning of the process. We were very quickly in a position where we were able to actually get that service running live. In fact, we had a working prototype within four days and a live service in seven days. And from that point on of those many thousands of people that Graham's alluded to, we were calling up to two and a half thousand a day to ask them did they need any help? Were they okay? If they did need help, If they responded yes, to those, to that question we were then able to put them through to a conventional call handler in our call center where a conversation could take place about what their needs were. And as Graham said, in many cases that was people who couldn't get out to get food shopping, people who were running short of clinical medical supplies, people who needed actually some interesting things pet care came up quite often people who couldn't leave the house home and look after their dog, they just needed some help locally. So we had to integrate with local voluntary services to get those those kinds of results and support delivered to them across the whole of Hampshire and ultimately throughout the whole of the COVID experience. So coming right up until March of this year. >> Right well, as the COVID pandemic progressed and, you know evolved in different stages, you know, with variants and a variety of different issues that came up over the last year or so, you know how did the technology develop how did the relationship develop and, you know tell us about that process that you had with each other. >> So the base service remained very consistent that different points in the year, when there were different issues that may be needed to be communicated to to the service users we were calling we would change and update the script. We would improve the logistics of the service make it simpler for colleagues in the council to get the data into the system, to make the calls. And basically we did that through a constant series of meetings checkpoint, staying in touch and really treating this as a very collaborative exercise. So I don't think for all of us COVID was a constant stream of surprises. Nobody could really predict what was going to happen in a week or a month. So we just have to all stay on our toes keep in touch and be flexible. And I think that's where our preferred way of working and that of AWS and the Hampshire team we were working with we really were able to do something that was special and I'm very fleet of foot and responsive to needs. >> Right and I'd also love to get Graham's insight on this as well. What of results have you seen, you know do you have any statistics on the impact that it made on people? Did you receive any qualitative feedback from the people that use the service? >> Yeah, no, absolutely. We did. And one of the things we were very conscious of from day one was using a system which may have been unfamiliar to people when the first instance in terms of receiving calls, the fact that we were able to use human voice within the call technology, I think really, really assisted. We also did a huge amount of work within a Hampshire county council. Clearly in terms of the work we do day in, day out we're well-known to our local population. We have a huge range of different responsibilities ranging from maintenance of the roads through to the provision of local services, like libraries and so on and so forth, and also social care support. So we were able to use all of that to cover last. And Steve has said through working very collaboratively together with a trusted brand Hampshire county council working with new technology. And the feedback that we received was both very much data-driven in real time, in terms of successful calls and also those going through to call handlers and then the outcomes being delivered through those call handlers to live services out and about around the county but also that qualitative impact that we had. So across Hampshire county council we have some 76 elected members believe me they were very active. They were very interested in the work that we were doing in supporting our most vulnerable residents. And they were receiving literally dozens of phone calls as a thank you by way of congratulating. But as I say, thanking us and our partners PA at district council partners and also the voluntary community sector in terms of the very real support that was being offered to residents. So we had a very fully resolved picture of precisely what was happening literally minute by minute on a live dashboard. In terms of outgoing calls calls going through the call handlers and then successful call completion in terms of the outcomes that were being delivered on the ground around the County of Hampshire. So a phenomenally successful approach well appreciated and well, I think applauded by all those receiving calls. >> Terrific insight. Well, Steve, I'd love to hear from you more about the technology and how you put the focus on the patient on the person really made it more people focused and you know, obviously that's so critical in such a time of need. >> Yeah, you're absolutely right, Natalie. We, I think what we were able to do because I myself and my immediate team have worked with Hampshire and other local authorities on the social care side for so long. We understood the need to be very person focused. I think sometimes with technology, it comes in with it with a particular way of operating that isn't necessarily sensitive to the audience. And we knew we had to get this right from day one. So Graham's already mentioned the use of human voice invoicing the bulk call. that was very, very important. We selected a voice actress who had a very reassuring clear tone recognizing that many of the individuals we were calling would have been would have been older people maybe a little hard of hearing. We needed to have the volume in the call simple things like this were very important. One of the of the debates I remember having very early on was the choice as to whether the response that somebody would give to the question, do you need this? Or that could be by pressing a digital on the phone. We understood that again, because potentially of frailty maybe a little lack of dexterity amongst some of the people we'd be calling that might be a bit awkward for them to take the phone away from their face and find the button and press the button in time. So we pursued the idea of an oral response. So if you want this say, yes if you don't want it to say no and those kinds of small choices around how the technology was deployed I think made a really big difference in terms of of acceptance and adoption and success in the way the service run. >> Terrific. Well Graham I'd like to shift it to you. Could you give us some insight on the lessons that you learned as a result of this pandemic and also trying to move quickly to help people in your community? >> Yeah, I think the lessons in some of the lessons that we've, again learned through our response to the pandemic, are lessons that to a degree have traveled with us over a number of years in terms of the way that we've used technology over a period, working with PA, which is be outcome focused. It's sometimes very easy to get caught up in a brilliant new piece of technology. But as Steve has just said, if it's not meeting the need if we're not thinking about that human perspective and thinking about the humanity and the outcomes that we're seeking to deliver then to some degree it's going to fail And this might certainly did not fail in any way shape or form because of the thoughtfulness that was brought forward. I think what we learned from it is how we can apply that as we go forward to the kinds of work that we do. So, as I've already said we've got a large population, 1.4 million people. We are moving from some really quite traditional ways of responding to that population, accelerated through our response to COVID through using AI technologies. Thinking about how we embed that more generally would a service offer not only in terms of supporting people with social care needs but that interface between ourselves and colleagues within the health sector, the NHS to make sure that we're thinking about outcomes and becoming much more intuitive in terms of how we can engage with our population. It's also, I think about thinking across wider sectors in terms of meeting people's needs. One of the, I think probably unrealized things pre COVID was the using virtual platforms of various kinds of actually increased engagement with people. We always thought in very traditional ways in order to properly support our population we must go out and meet them face to face. What COVID has taught us is actually for many people the virtual world connecting online, having a variety of different technologies made available to support them in their daily living is something that they've absolutely welcomed and actually feel much safer through being able to do the access is much more instant. You're not waiting for somebody to call. You're able to engage with a trusted partner, you know face-to-face over a virtual platform and get an answer more or less then and there. So I think there's a whole range of opportunities that we've learned, some of which we're already embedding into our usual practice. If I can describe anything over the last 15 months as usual but we're taking it forward and we hope to expand upon that at scale and at pace. >> Yeah, that's a really excellent point about the rise of hybrid care, both in the virtual and physical world. What can we expect to see now, moving forward like to shift over to our other guests, you know, what do you see next for technology as a result of the pandemic? >> Well, there's certainly been an uptake in the extent to which people are comfortable using these technologies. And again, if you think about the kind of target group that Graham and his colleagues in the social care world are dealing with these are often older people people with perhaps mobility issues, people with access issues when it comes to getting into their GP or getting into hospital services. The ability for those services to go out to them and interact with them in a much more immediate way in a way that isn't as intrusive. It isn't as time consuming. It doesn't involve leaving the house and finding a ways on public transport to get to see a person who you're going to see for five minutes in a unfamiliar building. I think that that in a sense COVID has accelerated the acceptance that that's actually pretty good for some people. It won't suit everybody and it doesn't work in every context, but I think where it's really worked well and works is a great example of that. Is in triaging and prioritizing. Ultimately the kinds of resources Graham's talked about the people need to access the GPs and the nurses and the care professionals are in short supply. Demand will outstrip will outstrip supply. therefore being able to triage and prioritize in that first interaction, using a technology ruse enables you to ensure you're focusing your efforts on those who've got the most urgent or the greatest need. So it's a kind of win all around. I think there's definitely been a sea change and it's hard to see hard to see people going back just as the debate about, will everybody eventually go back to offices, having spent a working at home? You know, I think the answer is invariably going to be no, some will but many won't. And it's the same with technology. Some will continue to interact through a technology channel. They won't go back to the face-to-face option that they had previously. >> Terrific. Well, thank you both very much. Steve Careful PA consulting group and Graham Allen Hampshire county council really appreciate your, your insights on how this important technology helped people who were suffering in the midst of the pandemic. Thank you. >> Steve: You're welcome. >> Graham: Thank you. >> Well, that's all for this session. Thank you so much for watching. (upbeat music)

>>from the cube studios in Palo alto >>in boston >>connecting with thought leaders all around the >>world. This >>is a cute conversation. Hello and welcome to today's session of the AWS Global Public sector Partner Awards. I'm your host Natalie ehrlich. Today we're going to focus on the following award for best partner transformation. I'm pleased to introduce our guests, josh door smith, vice president of public sector at Effectual and jeremy Yates, deputy technology architect at jenny May. Welcome gentlemen so glad to have you on our show. >>Hi there. Very nice to be here. Thank you so much for having me >>terrific. Well josh, I'd like to start with you. How can companies leverage cloud native solutions to deliver higher quality services? >>So Natalie, that's a great question. And in the public sector and our our government customers, we run into this all the time. It's kind of our bread and butter. What what they can do is the first thing they need to be aware of is you don't have to be afraid of the cloud as some very obscure technology that is just emerging. It's been out for 10, 11 years now, customers across government space are using it lock stock and barrel to do everything from just managing simple applications, simple websites all the way through hosting their entire infrastructure, both in production and for disaster recovery purposes as well. So the first thing to note is just don't be afraid of the cloud. Um secondly, it's, it's imperative that they select the right partner who is able to kind of be there Sherpa to go into however far they want to dip their toe into the, into the proverbial cloud waters. Um to select somebody who knows whatever it is that they need to go do. So if they want to go Aws as we are talking about today, pick a partner who has the right experience, past performance designations and competencies with the cloud that they're interested in. >>Terrific. Well, you know, Jeremy, I'd love to move to you. What does modern modernization mean to jenny May? >>Sure, Thanks Natalie, great to be here. Thanks josh as well, you know. So for jenny May, modernization is really, it's not just technology is holistic across the organization. So that includes things like the business, um not just you know, the the I. T. Division. So we're looking at the various things to modernize like our culture and structural changes within the organization. Um moving to implement some, some proven practices like def sec ops and continuous integration and continuous delivery or deployment. Uh and then, you know, our overall overarching goal is to give the best and most secure technology to the business that we can to meet the Jeannie Mai mission and the needs of our customers >>terrific. Well josh, how is Effectual planning to support jenny Maes modernization plans? >>So we have been supporting jenny May for about 14 months now. Uh and back in september of last year, we rewarded a co prime 10 year contract for Jeannie Mai to do exactly that. It's to provide all things cloud to Jeannie Mai for 10 years on AWS and that's including reselling AWS. That's including providing all sorts of professional services to them. And it's, it's providing some third party software applications to help them support their applications themselves. So what Effectual is doing is kind of a threefold. We are supporting the modernization of their process, which jeremy mentioned a moment ago and that includes in stan shih ating a cloud center of Excellence for jenny May, which enables them to modernize the way they do cloud governance while they're modernizing their technology stack. We're also providing a very expert team of cloud architects and Dempsey cops engineers to be able to, to design the Jeannie Mai environment, collaborating with our co prime uh to ensure that it meets the security requirements, the compliance requirements that jerry mentions. Uh, Jeannie Mai is a federal entity, but it also has to adhere to all the finance industry uh compliance requirements as well. So very strenuous from that perspective. And then the third thing that we're doing to help them kind of along their modernization journey is in stan shih aging infrastructure as code. So in the cloud, rather than building everything in the AWS management console, we script everything to build it automatically, so it improves consistency, it improves the customer experience regardless of which resource is working on it. And it improves disaster recovery capability as well. And also, just quite frankly, the speed by which they can actually deploy things. >>And jeremy, how is this transition helping your security really enhancing it now? >>Uh From a security perspective we're implementing a number of various tools um both, you know, a W. S based as well as other software that josh mentioned. Um So we're able to utilize those in a more scalable manner than we could previously in the traditional data center. Um we've got a number of things such as we're looking at multiple vulnerability management products like 10 of Ohio and Wallace. Um we're using uh tools such as Centra fi for our our pam or privileged access management capabilities. Um Splunk a pretty industry standard. Um software for log and data correlation and analysis um will also be using that for some system and application monitoring. Um as well as uh the Mcafee envision product for endpoint and other cloud service security. So being able to pull all those in in a more scalable and more cost efficient way as well from cloud based services. Uh, it's really helped us be able to get those services and integrate them together in a way that, you know, we may not previously been able to. >>Yeah, terrific. Well, josh, let's move back to you and talk further about compliance. You know, any insight here, how Effectual is building a modern cloud infrastructure to integrate AWS services with third party tools to really achieve compliance with the government requirements. Just any further insight on that >>front? That's a great question. Natalie and I'm gonna tag team with Jeremy on this one if you don't mind, but I'll start off so jenny may obviously I mentioned earlier has federal requirements and financial requirements so focused right now on on those federal aspects. Um, so the tools that Jeremy mentioned a moment ago, we are integrating all of them with a W. S native meaning all of the way we do log aggregation in the various tools within AWS cloudwatch cloud trail. All of those things were implementing an AWS native, integrating them with Splunk to aggregate all of that information. But then one of the key requirements that's coming up with the federal government in the very near future is tick three dot or trusted internet connection. Basically in the first iteration a decade or so ago, the government wanted to limit the amount of points of presence that they have with the public facing internet fast forward several versions to today and they're pushing that that onus back on the various entities like jenny May and like hud, which Jeannie Mai is a part of but they still want to have that kind of central log repository to where all of the, all of the security logs and vulnerability logs and things like that. Get shipped to a central repository and that will be part of DHS. So what effectual has done in partnership with jenny May is create a, a W. S native solution leveraging some of those third party tools that we mentioned earlier to get all of those logs aggregated in a central repository for Ginny MaE to inspect ingest and take action from. But then also provide the mechanism to send that to DHS to do that and correlate that information with everything coming in from feeds across the government. Now that's not required just yet. But we're future proofing jenny Maes infrastructure in order to be able to facilitate adherence to those requirements when it becomes uh required. Um, and so jeremy, I'll pass it over to you to talk a little bit further about that because I know that's one of the things that's near and dear to your sister's heart as well as jenny may overall. >>Yeah, absolutely. Thanks josh. Um, so yeah, we, as you mentioned, we have implemented um, uh, sort of a hybrid tech model right now, um, to to handle compliance on that front. Um, so we're still using a, you know, some services from the legacy or our existing T two dot x models. That that josh was mentioning things such as m tips, um, uh, the Einstein sensors, etcetera. But we're also implementing that take 30 architecture on our own. As josh mentioned that that will allow us to sort of future proof and and seamlessly really transitioned to once we make that decision or guidance comes out or, you know, mandates or such. Um, so that effort is good to future proof house from a compliance perspective. Um, also, you know, the tools that I mentioned, uh, josh reiterated, those are extremely important to our our security and compliance right. Being able to ensure, you know, the integrity and the confidentiality of of our systems and our data is extremely important. Not both, not just both on the r not only on the government side, but as josh mentioned, the finance side as well. >>Terrific. Well, I'd love to get your insight to on AWS workspaces. Um, if either one of you would like to jump in on this question, how did they empower the jenny May team to work remotely through this pandemic? >>That's a great question. I guess I'll start and then we'll throw it to jeremy. Um, so obviously uh effectual started working with jenny May about three weeks after the pandemic formally started. So perfect timing for any new technology initiative. But anyway, we, we started talking with Jeremy and with his leadership team about what is required to actually facilitate and enable our team as well as the government resources and the other contractors working for jenny May to be able to leverage the new cloud environment that we were building and the very obvious solution was to implement a virtual desktop infrastructure uh type solution. And obviously Jeannie Mai had gone all in on amazon web services, so it became the national natural fit to look first at AWS workspaces. Um, so we have implemented that solution. There are now hundreds of jenny May and jenny make contractor resources that have a WS workspaces functioning in the GovCloud regions today and that's a very novel approach to how to facilitate and enable not only our team who is actually configuring the infrastructure, but all the application developers, the security folks and the leadership on the jenny may side to be able to access, review, inspect, check log etcetera, through this remote capability. It's interesting to note that Jeannie Mai has been entirely remote since the pandemic initiated. Jeremy's coming to us from, from west Virginia today, I'm coming to us from national harbor Maryland And we are operating totally remotely with a team of 60 folks about supporting this specific initiative for the cloud, not to mention the hundreds that are supporting the applications that Jamie runs to do its day to day business. So jeremy, if you wouldn't mind talking about that day to day business that jenny may has and, and kind of what the, the mission statement of Jeannie Mai is and how us enabling these workspaces uh facilitates that mission >>or you know, so the part of the overall mission of jenny Maes to, to ensure affordable housing is, is made available to uh, the american public. Um that's hud and, and jenny may as part of that and we provide um mortgage backed securities to help enable that. Um, so we back a lot of V A. Loans, um, F H A, those sort of loans, um, workspaces has been great in that manner from a technology perspective, I think because as you mentioned, josh, it's really eliminated the need for on premise infrastructure, right? We can be geographically dispersed, We can be mobile, um, whether we're from the east coast or west coast, we can access our environment securely. Uh, and then we can, you know, administer and operate and maintain the technology that the business needs to, to fulfill the mission. Um, and because we're able to do that quickly and securely and effectively, that's really helpful for the business >>Terrific. And um, you know, I'd like to shift gears a bit and uh you know, discuss what you're looking ahead toward. What is your vision for 2021? How do you see this partnership evolving? >>Yeah, you >>Take that 1/1. >>Sure. Yeah. Um you know, definitely some of the things we look forward to in 2021 as we evolve here is we're going to continue our cloud journey um you know, through practices like Deb said cops, you realize that uh that journey has never done. It's always a continual improvement process. It's a loop to continually work towards um a few specific things or at least one specific thing that we're looking forward to in the future, as josh mentioned earlier was our arctic three Oh Initiative. Um, so with that we think will be future proofed. Um as there's been a lot of um a lot of recent cyber security activity and things like that, that's going to create um opportunities I think for the government and Jeannie Mai is really looking forward to to leading in that area. >>Mhm and josh, can you weigh in quickly on that? >>Absolutely. Uh First and foremost we're very much looking forward to receiving authority to operate with our production environment. We have been preparing for that for this last year plus. Uh but later on this summer we will achieve that 80 oh status. And we look forward to starting to migrate the applications into production for jenny May. And then for future proof, it's as jerry jerry mentioned, it's a journey and we're looking forward to cloud optimizing all of their applications to ensure that they're spending the right money in the right places uh and and ensuring that they're not spending over on any of the one given area. So we're very excited to optimize and then see what the technology that we're being able to provide to them will bring to them from an idea and a conceptual future for jenny may. >>Well thank you both so very much for your insights. It's been a really fantastic interview. Our guests josh duggar smith as well as jeremy Gates. Really appreciate it. >>Thank you very much. >>Thank you so much. >>Terrific. Well, I'm your host for the cube Natalie or like to stay tuned for more coverage. Thanks so much for watching.

(upbeat music) >> Hello, and welcome to today's session at the 2021, AWS Global Public Sector Partner Awards, for the award for the best, Think Big for Small Business Partner. I'm your host Natalie Erlich, and we are now joined by our very special guest, Lisa Brunet, a managing Partner and President of the DLZP Group. Welcome to today's session. Now, I'd love to talk with you about how you got to partner with AWS. >> Sure, I think Natalie, thank you so much for your time today. So we started a journey with AWS back in 2012, we ran into an AWS rep at another conference, and he was talking about how he would love to do some innovative technology, because one of my reps were actually wearing gold glass, and he's like, I need something creative, I need something different. Because right now AWS, Amazon is just known for selling online books, while the cloud is only known for storing photos. So we spent a little bit of time working with them, and we came up with this idea of doing creating the test drive, where people could actually go and try a different product, like we actually did PeopleSoft on AWS. So we were able to prove that large ERP applications could run on the cloud. And that was actually faster and more resilient than having it on premise, and from there, it's been a whirlwind journey with AWS. >> Now terrific, well, how does TBSP open doors for companies and help them understand all of the tools available to them through AWS, as well as APN. >> With the Think Big for Small Business program, what it does, it gives us the opportunity to play with the big guys. So a lot of small businesses have the capabilities, they're very agile, and they have the connections, they have the capabilities. But because of our size, we have limitations on getting the number of certifications, getting the network competencies. So with this program, it evens the playing field for everybody. So now I'm able to like... I've been turned away projects because of my size, because they're like, well you're not certified by AWS at this level. But now I'm at the same level, as some of my some of the larger primes, and I'm able to compete with them head to head now. >> So has this kind of like democratizing effect. >> Yes, it does. >> Terrific. Well, to expand a bit more on how, the Think Big program has helped us overcome other kind of obstacles. >> For us, a big obstacle was always with the competencies and the certifications. So before, we would never eligible to get a competency, even though we were the ones that proved that PeopleSoft could run on the clouds. So we had the competency for Oracle Applications, we had the competency from Microsoft, but we could never, we're never eligible to actually get the competency because we were not advanced partner. And then also with the training, we were always being hindered, because we couldn't get all the discounts available at a certain level for the trading, so we had to pay full retail price. Now we get a discount, so I can send everybody for training to make sure that everybody is up to date on their certifications. >> And how do you assess your experience as an AWS partner? >> I love it, I love being an AWS partner, and that's I think what really makes the difference is the employees at AWS, they stand by us for everything. We know, of course we do give a lot of benefits to them, but anytime I have a need, I have everybody's number, I can reach out to anybody on their team and say, I need assistance with this, I'm looking to try to accomplish this, and they'll do anything they can to help us. >> And do you have any advice for other companies who might be interested in moving in that direction as well. >> For any small business, I think that Think Big for Small Business program is a great idea, just as long as you're willing to put the hard work in, and you can prove to AWS that you're willing to work hard, they'll reciprocate and work with you to create this great, to make you a great partner. >> And I'd love to hear more about your company, DLZP Group, tell us about your core market. >> So we actually were split between three different main markets. We try to be equal between public sector, private sector and federal. We are just starting our federal journey. We recently became AA certified, so we're looking to expand in the federal journey, but for us, we try to make sure that we are, we don't have too strong, we don't have more than like 33% of our income coming from any one sector, just because if there's a crisis like with the federal, when they shut down for six months, I don't want to have to layoff my employees, I value my employees too much have to say, I'm sorry, I have to lay you off. So we made sure we're resilient, and we're able to handle any customer at any given time. >> Well, let's talk about resilience, I mean, how do you ensure that you're resilient? Obviously, you've had some really tough time, in the last year or so with a pandemic, I mean, what's your advice for companies that are looking to become even more resilient in the years ahead? >> For us, I think a big thing is we've always worked hard to make sure that we offer a quality product for our customers. So that really helped us on the downtime's. When everybody was struggling, keep the doors open, our customers stood by us, because we've had a proven track record to make sure that we offer them the best solution, were there for them when they need us. So they came to rely on us and they would use this with during the past year during the pandemic. >> And if you could outline just in further detail your business model for our viewers. >> So we actually are 100% remote, and I have staff around the world. We purposely, strategically, like have everybody around the world, because some of our customers are global. We have to offer 24/7 support for them, especially nowadays. But another part was because of disaster recovery. I'm based in Houston, Texas. So we're known for getting hurricanes, that means sometimes I can be without power for three weeks. But I don't want that to affect my customers, I don't want them to feel that they can't come to us, but knowing that if a hurricane comes through, I might know my employees are going to be able to work. So we made sure that we have a great disaster recovery plan, we have where no matter what happens, manmade or natural disaster, we're able to support our customers, without any with any without a pause. And then we also make sure that all of our employees, they have a quality work life balance, and I think that also helps because that shows the clients, that we value our employees, and it makes them want to work with us more, because our employees are happy, they're happy to work with us, because they know that well (crackling drowns out speaker) >> And describe to us in greater detail, the core technology and its key benefits. >> Well, a lot we do is around AWS. So, when we first started with them, as I mentioned, we started with them with the test drive and ERP applications, but then we expanded our services, we started working with serverless, when we first heard about serverless, we were like this is a game changer. We can do almost anything on serverless and save so much money. So we years ago, we went and built our website, so it's 100% serverless. So it costs us a couple pennies a month to run, versus if you think about a traditional website, that's a couple hundred dollars a month to run, and then we started playing with machine learning. So we're now developing internal projects, where we're using machine learning for a number of applications, and we're going to keep expanding, where we're going to have a full suite of applications to give to our customers that will be run at 100% serverless using machine learning. >> Yeah, really terrific. What are your goals for the next year? What is your vision for 2021? >> My goal is to do a little bit more than federal, we're actually expanding to Canada as well. So we have officially launched there, we have employees in Canada that are working in different areas in different provinces and with the federal government to try to help AWS grow there. >> Terrific, and I thought it was just so fascinating, how you're mitigating disaster, and you know, really pushing your business forward, you know, thinking geographically, and that's something that we kind of had to all figured out with a pandemic. So in a way your business has been like a bit of step ahead of the others, and what other ways are you trying to kind of be a step ahead of the curve from the competition. >> So we're looking to stay ahead of the curve by making sure we have the right resources in place, so we do a lot, making sure that when we bring somebody on, we make sure that they're aware that this is a team based company, you're not going to be working individually on one project. We were very big on spec, so we're always making sure that, no matter what level you come in, even if you're just an intern here for the summer, you're running a project, you're getting that real world experience, you're going to even have times where I'm reporting to you, when you have to make sure I'm a accountable for the work. And that helps also build respect amongst the peers, because they know what it takes to run a project, and they're going to make sure that they do a good job, because nobody wants to see their peers if you fail. >> Yeah, well excellent insights, I agree with you. Lisa Brunet, a managing partner and president of the DLZP Group. That's all for this session, I'm your host Natalie Erlich, thank you so much for watching. (upbeat music)

>> Woman: From theCUBE studios in Palo Alto and Boston, connecting with thought leaders all around the world, This is a CUBE conversation. >> Hello and welcome to today's session of the 2021 AWS Global Public Sector awards for the award of best migration solution. I'm your host Natalie Erlich and now we're joined by very special guests. We have Omer Enaam, application modernization leader at Deloitte Consulting and Bart Mason, technology lead for the Office of Recovery Services at the Utah Department of Human Services. Welcome, gentlemen. Good to have you on the show. >> Thank you. >> Thank you for having us. >> Well, terrific. I'd love to hear more about your migration from mainframe to AWS. Bart. Let's start with you. >> The state of Utah has a mainframe system and we have our child support application that was first developed in 1996 on the mainframe written in COBOL. The application served us well through the 24 years that we had it running on the mainframe. The issue was that the mainframe, it was getting difficult to find people who knew how to program in COBOL. But the biggest problems were any type of modernization. We were pretty much stuck to using what are called green screens, and there was no real easy way to do any type of modernization. And a lot of our applications that were public-facing or employee-facing, a lot of those web applications had to be written in a separate system and set up to connect and talk to the mainframe system. So it was a system that served us well but it was time to try and figure out what are we going to do about this? Because the mainframe was expensive and it was old technology that didn't let us advance to where we wanted to go in the future. So roughly about 2016, we started to investigate what are the possible ways that we can migrate our child support application off the mainframe. And we went through discussion such as a complete rewrite where we would start from the very beginning and rewrite our child support application. The child support application is a case management and an accounting system. And if we would have done a total rewrite we were told it would be upwards of $200 million to do a complete rewrite. We started looking at other possibilities and came across one possibility, and that is to do a migration off of the mainframe into the cloud. It would be a pre-session where we could do a lift and shift and basically take the code, change it into Java, and put it into the cloud running in EC2 instances. So it was an, we called it an intermediate step to modernization because it would get us one step to where we need to do, or where we need to go. And for modernization, it helps us to, since the program that it was, or the language it was migrated to was Java it made it so that we could do modernization. And we decided that if we did a lift and shift from the mainframe to AWS, that we could modernize at our own pace, we could modernize screen by screen or function by function. So it gave us the ability to control roll-outs and getting our application to where we needed to be. >> Terrific. And Omer, I'd love it if you could weigh in as well. What were, what was the support that you provided towards this migration? >> Yeah, of course. So as Bart pointed out, the state was looking for a approach that had high chance of success, high probability of user adoption with minimal impact to the organization. At the same time, have the ability to for the state to maintain and modernize at their own pace. So we work with Bart and explain to him a few options. And one of the options was using a automated coding data conversion approach where we take legacy programming languages like COBOL and convert them into Java. Just like translating the code from one language to another. And in the process, we guarantee that your your new system will work exactly. It will be functionally equal of what you do currently. And at the same time, it minimizes the risk. And it also allows the state to have no issues with their business continuity and additional training for their staff. So in a nutshell, we brought in a solution demonstrated to Bart and team and they bought into that, the idea that this is exactly what they want to do as a first step. And as we speak, we are working with the state to help them take that system in the cloud to the next level. Now we have unlocked the potential of digital transformation. Bart can build mobile apps in front of that application. That the state can. There are new analytics capabilities for that their employees can be more productive in providing services to the citizen. They can implement native capabilities from AWS to implement a process automation, implement some artificial intelligence-based tools to optimize the processes and make life easy and better for the employees, at the same time more importantly, serve the citizens in a better way. >> Mhm. And Bart I'd love it If you could share some further details on some of the considerations that you had such as risk and whether it could be used later in the future. >> The biggest thing, the biggest risk to us was that if we, as we migrated off the mainframe, there's a risk that we have to recertify our system with the Office of Child Support Enforcement in Washington, DC. When we build a system, the child support system, we're required to have them come in and do a assessment of our application and certify that it is an application that can be used for child support. If we would have done a rebuild from scratch, the risk would be that first a rebuild, from what we've seen can take anywhere from five to 10 years. I've already touched on how expensive it is, but it takes up to five or what we've seen, up to 10 years to do a complete rewrite. And the risk for us was that if we did a complete rewrite, we would still be on the mainframe for quite a long time. And we would have to have our system recertified with OCSE. And that can take anywhere from five to 10 years for a recertification too, so the risk was that if we did anything with the complete rewrites it would be several, several years going through rewrites and recertifications to get our system up and running in AWS. And the other problem would be that taking that amount of time would also, it would bring us probably not up to date with the current technologies as we did our rewrite because we'd be focused on rewriting that application and not taking advantages of services and applications that come up and can help us with our rewrites. So one of the biggest risks was that we'd have to do recertification with OCSE, With the migration, coming off the migration because it is a one for one migration where it went from COBOL to Java, we did not have to do a recertification. This allowed us to move the application as is and it functioned the exact same way that recertification was not a problem for us. OCSE said that, told us that it was not a risk or an issue that we'd have to take on. So the biggest risk was recertification for us but with the migration and moving into the cloud we went through their security processes and we came out without any big issues coming out of that. >> Fantastic. Thank you. Omer. I'd love to go to you now. What are some of the unique benefits of working with AWS? >> Sure. I think the biggest benefit is there, the extensive services that are available and having the the proven platform where you cut down your operational costs drastically. So comparing the mainframe costs with the Amazon cloud costs. Clearly the state has benefited a lot from the from a savings standpoint, infrastructure savings standpoint, and at the same time now, as I said, the the system is in the cloud, running on open architecture in the Java programming language, The AWS cloud provides us several capabilities natively which allows the state to use, to digitally transform the experience for the citizens and employees by implementing modern DevOps practices for for managing the, operating the system providing new capabilities to workers and supervisors for analytics to business process automation, having better call center integration capabilities and so forth. So there are endless opportunities. And the state is in the process of executing on a prioritized list Just before the pandemic hit, we worked with the state to lay out the future for their system and for their organization in the form of a one day innovation lab, where major stakeholders from the state gathered with Deloitte and we worked through a prioritization process and determined how we can take this system to the next level and really digitally transform the system and in the process, provide new services and better services to state employees and the citizens. >> Yeah. Terrific insight there. Now Bart, I'd like to shift it to you, asking the same question. What are your thoughts on working with AWS? Why choose them for this? >> We always have been looking at moving a lot of our applications into the cloud. We've been looking at that for several years. The advantages of moving to AWS is, from my point of view, and state's point of view, is that AWS provides a lot of services and it provides the capability for us to do a lot more for our applications. So for example, when we were on the mainframe, one of the biggest problems that we had was disaster recovery. We had a disaster recovery site in the Southern end of our states with another mainframe that we would sync up with our application. The problem was that we have over a hundred data connections. We connect to banks, external entities, internal entities. We have different types of connections. We have to do printing. We have to print checks and several things. Disaster recovery on the mainframe was something that we were never really capable of doing. We could get our application up and running but it just sat on the mainframe. We had no data connections, all that was extremely difficult and extremely expensive to do for disaster recovery on a mainframe and on alternate sites. Moving to AWS, one of the biggest things for us was that disaster recovery requirement. Because now that we're in AWS, it makes it more easier for us to spin up servers once servers go down, restore servers when they go down. We have all of our data connections in one location, and as systems become unrecoverable or have issues, it's easy for us to spin up another one or several in their place, or even our data connection, because they're all located in one place and we're using them all of the time. So disaster recovery was one of the big key components for us. The other component was that, as we modernize our application, we're looking at what AWS services are out there to help us with modernization. We're looking at services such as AWS Batch to replace our batch system. We're looking at databases to replace the current database that we're using. We're looking at using containers to containerize our applications and our ORSIS application, and also microservices. So moving off the mainframe was the first step and putting it all into servers on an EC2 instance. But then we look and say, okay, how can we do this and make this more modern and run better and more efficient? And then we started looking at all the AWS services that are out there, that run outside of an EC2 instance, for example. And we see that there's an endless possibility, and endless capabilities that we have at our fingertips to say, okay, we're off the mainframe less modernize by moving to Batch or let's start looking at containers and things like that to help us with our applications. So disaster recovery and the available services that we can move to to help us with our applications, what we look at. >> Well, thank you both so much for your insights, Bart Mason, Utah Department of Human Services as well as Omer Enaam, Deloitte Consulting and LLP. I'm your host for theCUBE. Thanks so much for watching. (outro music)