>>from Menlo Park, California In the heart of Silicon Valley, it's the Cube covering cloud now. Awards 2020 Brought to you by Silicon Angle Media. Now here's Sonia category. >>Hi and welcome to the Cube. I'm your host Sonia category, and we're on the ground at Facebook headquarters in Menlo Park, California covering Cloud now's top women entrepreneurs in Cloud Innovation Awards. Joining us today is Tao Johnson, who's the CEO and founder of Kaizen Technology Partners. Now welcome to the Cube. Thank you. Thank you for having me. So give us a brief overview of your background. >>Sure, I actually have a finance degree and have no idea what technology was. I started as a finance analyst at Sun Microsystems and had no idea who they were or what job awas but having the interest to be a CFO one day, our CEO in another company, I figured I'd go into sales and really understand what drives a company growth and revenue. So I was actually trained by Scott McNealy's best of the best program and was in sales class with him and his with his sister in law. And, um, I never left sales after them, >>so um So you mentioned that you have a finance background? How do you think that background has helped you to become a successful CEO versus, say, a technical background? >>And I think having the finance background is very important because your cash flow management is one of the biggest reasons companies fail. You know, before they can get their next round of funding, they run out of their overhead costs, their monthly overhead costs. The other thing is really to understand how to sell in our ally and total cost of ownership to the decision powers that be at the CFO level and CEO CIO. >>Okay, Um, so you're on the cloud now advisory board to tell us, How did you join And how was that experience? Like, I think >>it grew organically having been a participant to a few of the events with Jocelyn and then helping her. Where can I help? How can I get speakers for you or winners? And over time, just like just came to me and said, You know, you have such a network, Why don't you join our board and help us where we can? Hence we have mailing today, um, as our keynote because of our network. >>And speaking of entrepreneurs, you, um, I just want to mention that you are at this program for Harvard, for entrepreneurs. Can you talk more about that? >>Sure, it's an amazing program. I wish that there were more women who applied and were able to invest the money and time into the program. It's, ah, owners and entrepreneurs who have companies around the world. There's 41 countries represented. Unfortunately, only about 17% of women of 151 participants in class. We meet three times once a year, and we go through three weeks of intensive training to discuss marketing finance how to scale operations. But the best thing you get out of it is 1 30% of it is learning this case studies method and Harvard, the other 30% is really the network and the different industry's. You get to meet. We have film. As you know, we've talked about retail and other industries there that you can self reflect on. How does that involve with technology? Um, and then the other 30 self reflection time. A lot of entrepreneurs, especially CEOs, don't have the time to get away from their business, and it really forces you to not be the operator. Walk away and be able to self reflect on Where do you want to take the business >>today >>and speaking about networking? What's your advice on networking within the industry? What are some tips and tricks >>in my belief? You know, we have social media, but the best way to meet people is through other people. So going to events like this and really having an idea of your goals at the event when you're going there, who's going to help you get to that person? Um, and having a focus, not. I want to meet 100 80 people, and I don't know who they're going to be really being able to say, Who do I want to meet at that event who can help me get there and preparing plan as much triple the time that you're gonna be even at the event? >>Yes, the networking can be really difficult. So as an entrepreneur, what do you think makes a great entrepreneur? >>You know, entrepreneurship is very hard because you really have to touch all facets of a company and find the right people to trust to do certain areas, but then be able to understand all the different parts of the company, right, from supply chain to partnerships to sales and finance. So what, you really have to be diverse and ambidextrous, and that makes it very difficult for some people who are only analytical or only sales e to be able to run a company in scale. >>And what advice do you have for female technologists who maybe feel that so it's really difficult to navigate in this male dominated industry? I would >>say to them they're stand out, make your different standout, right? Why make it a negative? The positive is you are female and you stand out so less men get called on by you and you might have a chance to get in the door. But you better have your ideas in line and your resource is and you better be >>kick ass. But use it to your >>advantage that you are different and that they're not used to hearing from women. >>So you've been with carved out for many years now. Where do you hope to see cloud now in the future, I >>would love to see cloud now be more, uh, geographically worldwide as we're doing more work in my non profit for women Rwanda, in Afghanistan as entrepreneurs, Um and I think, you know, we've upped and stepped up so much more with Facebook bringing in investments to us to compared to what we've done before, Um, I think just the awareness and may be doing this on a, um, twice a year basis instead of only once a year to be ableto celebrate these wonderful women. >>Don, thank you so much for being on the Cube. This has been really knowledgeable. Thank you for having me. I'm Sonia Tagaris. Thank you for watching the Cube stay tuned for more. Yeah, yeah, yeah.

>>from Menlo Park, California In the heart of Silicon Valley, it's the Cube covering cloud now. Awards 2020 Brought to you by Silicon Angle Media. Now here's Sonia category. >>Hi, and welcome to the Cube. I'm your host Sonia category, and we're on the ground at Facebook headquarters in Menlo Park, California covering Cloud now's top women entrepreneurs in Cloud Innovation Awards. >>Joining us today is Get the Schmidt CEO of Human. Get that. Welcome to the Cube. >>Thank you. Thanks for having me. >>So just give us a brief overview of your background and more about Humira. All right, A brief >>overview. Let's see. Um, I'll start off that I've been in the industry for some time now. Um, since ah, 97 which I used to actually work at this campus that we're here today at when it used to be Sun Microsystems. So I started out in technology in product management and marketing. Mainly, um, when java was coming out so early days and really learned a lot about what it takes to take a product or a concept out to market very exciting in those early days and sort of, you know, move towards looking at Industries and Sister focused on financial services into the lot around financial services marketing. Also it son. >>And then I moved >>to Denmark, which is sort of a surprise, But I'm married to a day and we decided we would try something different. So I moved to Denmark, working at a consulting company software consulting company based in Denmark, fairly small and Ah, and was part of sort of building out of the conference and business development business they had over there. And ah, and that was a way for us, for me to understand a completely other side of the business consulting aspects where you really build software for a customer and really understand, you know, sort of the customer solution needs that are required versus when you're working at a large enterprise company kind of are separated away from the customers. And that was there where I met the two founding team members of Humi Oh, Christian and Trust in at Tri Fork into you. Essentially, we've been working together for 10 years, and, uh, we sort of all felt like we could really come out with the world's best logging solution and, ah, this was out of some of the pain we were running into by running other solutions in the market. And so we took a leap into building our own product business. And so we did that in 2016. And so that's really what brought me here into the CEO role. So we have a three person leisure leadership or executive team, our founding team, which is to verily technical folks. So the guys that really built the product and and, uh, and keep it running and take it to the next level every single day. But what was missing was really that commercial kind of leader that was ready to take that role, and that's where I came in. So they were very supportive and and bringing me on board. So that was into 2016 where I started that >>that's awesome. So how do you think having like a business and marketing background versus a technical background has helped you become a successful CEO? Um, I >>think it's really, really hard if you don't have different profiles on your founding team to be able to run a successful tech business. So there's technology that you could have the world's greatest technology like an example would be my you know, my co founders were building an amazing product, but until they came into the room, they hadn't thought about going out and trying to get a customer to use it. And essentially, that is one of the issues there is that you can sit and build something and build the best product out there. But if you're not getting feedback really, really early in the design and the concepts of product development, then customers our search of it's not built in. And so a lot of the thought process around him. EOS We like to say customers are in our DNA. We build >>our product >>for people to use 6 to 8 hours a day, and they're in it every day. And so it keeps this feeling of a customer feedback loop. And even if you're technical, it's really exciting. You know that you build something that somebody uses every day. It looks at every day, and so that's the kind of energy that we've tried to, you know, instill. Or maybe I've tried to instill in Humi Oh, that you know, our customers really matter, and I think that's one of the ways that we've been able to move, Let's say really, really fast in building the right features the right functionality, um, and the right things for people are using it on the on the on, the on the other and essentially >>so okay. And, um so you're here to receive an award for being one of the top female entrepreneurs in cloud innovation. So congratulations and And how does it feel to win this award? Super >>exciting. I mean, I'm glad that there are organizations like Cloud now that are doing amazing things for women and and also, you know, making examples of folks that are doing interesting roles in our industry, especially around B two B software. I think that's a real area where there's not many CIOs or leaders in our space where there should be. And, uh, and I think part of it is actually kind of highlighting that. But, you know, the other side is sort of an event like this today is bringing together a lot of other profiles that are women or diverse profiles together to sort of, you know, talk about this problem and acknowledge and also take, let's say, more of an active stance around, you know, making this place not so scary. I mean, I think I remember one of my early events and I was raising our series A when I walked into a VC event where there were no other female CIOs out there. There's 100 CIOs and I was the only one. And I think one of the hard parts is I walked in there and, you know, it felt a bit uncomfortable, But there were some. There were two amazing VC partners at the company that I first started talking to, and that just really used the sort of like, you know, I guess. Uncomfortable, itty. So I think the main focus at things like today or, you know, the people that are here today. So I think we can help each other. And I think that's something that you know. That's something that I'd like to see more of, that we actively sort of create environments and communities for that to happen, and cloud now is one of them. >>So I think a lot of women have had that experience where they're the only woman in the room, you know, and it's just really hard to like. Figure out your path from there. So as the company as Julio, how do you What's your strategy for inclusion? >>Um, so, like I like to call it active inclusion. I think part of this is like having a diverse workforce, which is, you know, obviously including women and different backgrounds. Other things. But >>one of >>the big things we think about at Hume Eo is we really like to, let's say, celebrate people's differences so like that you're able to be yourself and almost eccentric is a good thing. And be able to feel safe in that environment to feel safe, that you can express your opinions, feel comfortable and safe when you're, you know, coming with a opposite viewpoint. Because the diversity of thought is really what we're trying to include in our company. So it means bringing together folks that don't look like each other where exactly, the same clothes and do the exact same hobbies and come from the same countries like we have. Ah, very, you know, global workforce. So we have folks, you know in Denmark of an office in Denmark. We have an office in the UK, and we have folks all over the U. S. We have a lot of backgrounds that have come from different cultures, and I think there's a beauty to that. There's a beauty to actually combining a lot of ways to solve problems. Everyone from a different culture has different ways of solving those. And so I think part of this is all around making that. Okay, right. So, you know, active inclusion is a way to to sort of put it into terms. So So we're definitely looking for people, Actively, that would like to join something like >>this. So I love that. Um, So if you were personally, if you were to have your own board of directors, like, who would they be? Um, it's not really >>the who. It's almost like the profiles or the people. I mean, we already have a personal board like I call it. I mean, it's something that I actively started doing. Um, once I once I started with a company board, I realized, you know, I probably need my own personal board, my own sort of support infrastructure That includes folks like my family, my sisters and my mom. It also includes you know, some younger junior folks that are actually much younger >>than me. >>But I learned so much from so um, to one of my good friend Cindy, who's who is brilliant at describing technology concepts. And and I think just some of the conversations I've had with her just opened my eyes to something that I hadn't seen before. And I think that's the area where I like to say the personal board isn't exactly you know people. It's it's profile. So along the way, as you grow, you're looking for new types of profiles. Let's say you want to learn about a new concept or a new technology or, you know, get better at running or something. So it's part of bringing those profiles in tow, learn about it and then back to this board concept. It's It's not as though it's a linked in network or it's actually sort of a group of people that you sort of rely on. And then it's a It's a two way street. So essentially, you know, there could be things that the other person could gain from knowing me, and ideally, that those were the best relationships in a personal board. So so I encourage alive women to do this because it builds a support infrastructure that is not related to your job. It's not your manager. It's not your co worker. You kind of feel some level of freedom having those discussions because those people aren't looking at your company. They're looking at helping you. So So that's That's sort of the concepts around >>the personal board idea and anything as women like having a sport system is so necessary, especially in this, like male dominated industry. Well, I think it's back >>to that whole feeling like you're the one person in the room, right? Right, so you're not the one person in the room, and I think we need to change that. And I think that's like some you know, all of our kind of roles that for all the women intact. I mean, it's sort of like something that we could help each other with right, and and if we don't do it actively, I mean, you know the numbers and we know you know the percentages of these things. If we want to change that, it does require some active interest on on our part to make that happen. And I think those are the areas where I see, like, the support infrastructures, the events like this really kind of engaging, um, us to be aware and doing something about the >>problem. Thank you so much for being on the key of love having you here. Thanks for >>having me. I really appreciate it. >>I'm Sonia to Garry. Thanks for watching the Cube. Stay tuned for more. >>Yeah, yeah.

>> live from Atlanta, Georgia. It's the two you covering. Citric Synergy. Atlanta 2019. Brought to You by Citrix >> Welcome back to the Cubes. Continuing coverage of Citrix Energy, 2019 from Atlanta, Georgia. I'm Lisa Martin. My co host for the event is Keith Townsend and Keith and I are excited to talk. Teo, one of the Citrix Innovation Award nominees, Indiana University, with a couple of folks from Indiana University joining us. Stephanie Cox, manager, a Virtual Platform Services and Mat Link, associate vice president of research Technologies Guys, thanks so much for joining Keith and me, Thank you. And congratulations on Indiana University being nominated for an innovation award. I was talking with Tim in hand there CMO yesterday, saying there was over a thousands nomination. So to even get down to being in the top three is pretty exciting stuff. Talk to us a little bit about Indiana University. Us. This is a a big, big organization. Lots of folks accessing the network through lots of devices. Matt, let's start with you. Give us that picture of what's going on there. Yes, so I >> u is about 130,000 students across seven campuses. We've got about 20,000 faculty and staff across those seven campuses. One of the things that makes us a little unique is were consolidated shop. So there are 1,200 of us and I you that support the entire university and all the campuses and anyone point in time, there could be 200,000 devices touching the network and using those services. >> That's a Big 70 talk. Talk to us about your virtual a footprint. How How big is the location? Data centers? What's the footprint? >> Well, we have two data centers. One of them is in Indianapolis, which is my home. It's one of our larger campus is calling Indiana University Purdue University affectionately, I U P y. There is a data center there, but our large danna center is at the flagship campus, which is in Bloomington, Indiana, >> and to support 100,000 plus people and to hundreds of any given the 2nd 200,000 devices. How have you designed that virtual infrastructure to enable access to students, faculty, etcetera and employees. >> So from the network perspective, we have several network master plans that have rolled, and we're in our 2nd 10 year next network master plan, and the network master plan is designed to continually upgrade the network. Both the physical network, the infrastructure and the wireless network in our last 10 year budget, for that was around $170,000,000 of investment just to support the network infrastructure. And then Stephanie rides on top of that as the virtual platform with Citrix to deliver the images anywhere on campus. Whether it's wirelessly or whether it's connected via network connection >> kill seven campuses is already a bit. If you ever look at a map, Indiana sits Christ map damp in the middle of the country. It's a big space. Right before we hit record, we were just talking about that. Drive off I 65 from Indianapolis to Chicago is just a lot of rules area, and I'm sure part of your mission is to make sure technology and education is the sensible thing. Everyone in Indiana talk to us about the challenges of getting connective ity and getting material virtual classrooms to those remote areas. >> Yeah, it's really one of the major strengths of our partnership with Citrix. They are really at the premiere Remote solution connectivity offering at Indiana University. So we built our citrix environment. Teo encompass everyone. We wanted to make sure we could have enough licenses and capacity for all of our 130,000 faculty, staff and students to use the service. Do they all show up at the same time? No, thank goodness. But we do offer it to everyone, which is I found in the education. You're in a very unique tin Indiana University. Another another thing to have consolidated I t. And then to be able to offer a service like ours to everyone and not just restricted to specific pockets of the university. With that, we've been able to them extend offering of any application or something that you might need for a class to any of our other remote location. So if you're a student who is working in or go, you know, lives in rule Indiana and you want Teo get in Indiana University degree, you can do that without having to travel to one of our campus sites or locations. We I have a very nice of online program, just a lot of other options that that we've really tried Teo offer for remote access. >> So Citrix has really enabled this. I think you call it the eye. You anywhere. Indiana University anywhere Program. Tell us about opening up this access to everyone over the time that you've been ascetics Customer, how many more people can you estimate have access now, that didn't hurt not too long ago. >> Yeah, I think initially, and Matt was probably no more before me before I Even before I even came on the scene, I believe that the original youth case was really just trying. Teo, extend what we were already doing on premise in what we call just our Indiana University lab supported areas. Right? So just your small, like the old days you would goto your college campus and you go into your computer lab with it. We just really wanted Teo the virtual Isar expand the access to just those specific types of APS and computers. And that was an early design. Since then, over the years, we've really kind of, you know, just really expanded. Really. We used the Citrix platform to redesign and distribute how we deliver the applications and the virtual desktops. So now not only do we service those students who would who would normally come onto the campus just to use your traditional computer lab. Wait do a lot, especially programs for other schools. Like we, we deliver a virtual desktop for our dentistry. Students may actually use that whole platform in the dental clinic to see real patients are third tier. Third year doctors do that way. Also replicated that same thing and do it in our speech and hearing sciences for our future audiologist. We have certain professors that have wanted to take a particular course that they're teaching and extended to different pockets all over the world. So we might host a class from Budapest or Africa somewhere else. You know, wherever that faculty and staff has three sources that they know they need to get to in their content already virtualized. We worked to make that happen all the time. >> That's a lot of what you just said is first of all, initially, maybe before Citrix being able to provide support in the computer labs for your maybe seven core campuses. Now you get your giving 130,000 plus individuals anywhere, anytime. Access that is the ex multiplier on that is massive, but you're also gone global It's not just online, it's you're able to enable professors to teach in other parts of the world where it was before. It was just people that were in Indiana, but master and and >> you're just limited by the network. So that's the only draw back. When you go to the rule areas way out, you're just limited by the network. You know, the initial program was really you really thought of as a cost saving measure way we're goingto put thin clients out. We wouldn't have to do life cycle replacements for desktop machines that were getting more expensive and more expensive, you know, 10 years ago, and now the way that we look at it is I you wants to provide services across the breath of the organization and make those services at no additional cost and open to everybody open access to everybody. The desktop, for example, is one of you know Stephanie is, is the brainchild behind the desktop, took three years of dedicated hard work to create an environment to support the visually impaired. >> Talk to us more about that because that was part of the video and that captured my intention immediately. What is 80 accessibility, technology, accessibility technology is inaccessible to get that. So I'm just, you know, hundreds thousands, and not just those that are sight and hearing. >> So one of the things then I think it's just a wonderful thing about working at a university. We're able to buy software licenses in a big quantity, large quantity, right? Because we have that kind of buying power software that I normally never would see or get access to, even in my private sector. Administer tricks engineer for a long time. But when you come to a university and then you're selling or you're getting licenses for 50 60 70 80,000 you get to see some of these products that you don't normally as a regular consumer. You'd like it, but you know you can't really afford it. So with that, when we started looking at all of the different applications that they could buy in a large quantity site licence, you know, the way we thought, Oh my goodness, let's virtualized these and make sure everybody gets access to them and the ones that were really attractive to us, where the ones for the visually impaired, sure they're in niche and They're very, very expensive, but we but let's just try it. We'll see how well they perform in a virtual environment. And with that, our Citrix infrastructure underneath they performed quite well. Plus, the apse have evolved a great deal over just the last four years. So we're really proud to offer our virtual desktop to our blind students. We had to work really hard to make sure that the speech recognition software was fast enough for them. It turns out that blind people listen to speech really, really, really, really, really fast, and so we had to make sure that we kept our platform while we're working on it to keep it sped an updated so that it's usable to them right since functional to me. But they really need it to be like, 10 times faster. I found that out after even shooting the award video and spending even more time with them, I thought, Why don't you guys tell me it was slow to you? But yeah, it's, uh, it's been an honor, really, Teo to be up for that award. But tow work with those students to learn more about their needs to learn more about the city different applications that people write for people with old disabilities. I hope we can do more in that space. >> So the young man in it and why I don't remember his name. >> Priscilla, Bela, Chris. So >> share just quickly about Chris's story. >> Yeah, and he watches the Cube. I hope he's listening because I >> think I think this whole >> kind of >> really put a little bit icing on the cake because you're taking an environment and urine empowering a student to do what they want to do versus what they are able or not able to do. So Christmas story is pretty cool of where he wants to go with his college career. >> Yeah, I won't say he's a big, you know, proponent, user of the virtual desktop, because he's just so advanced. He's like, way beyond everything We're learning from him. But he is Indiana University's believe. I'm saying this right, very first biomedical chemical engineer who is blind and fourth completely blind, Yes, wow and is quite a brilliant young man, and we were lucky to have him be r. He will test anything for me and and Mary Stores, who was featured in the video Chris Meyer. And he's also featured in the video. Gonna remember their names? I mean, it's a hole. I'm lucky to have a whole community of people that will Yeah, they know where we want to be there for them. We don't always get it right. What? We're gonna listen and keep trying to move forward. So >> But if you kind of think of even what a year or two ago not being able to give any of this virtualized desktop access to this visually impaired and how many people are now using it? >> Um, well, we open it up to everyone. We have hundreds and hundreds of users, but we know not everyone who uses it is blind. People like you can use it if you want it or not way. Don't really understand why some people prefer to use that one over there. The other But it does have some advantages. I mean, there there are different levels of sight impairment, too, as I've just been educated right. There are some people who are just at the very beginning of that journey of just losing their site. So we if if that happens to be, you know, someone that we can extend our environment to. It's probably better t use it now and get really familiar with that issue. Transition to losing your sight later in life. I've been told so >> So you ask a little bit about the scope of of the desktop, so I'll layer on a little bit of the scope of eye you anywhere. Last year, around 65,000 individual unique users over well over 1,000,000 Loggins and 8,000,000 and the average session time was around 41 minutes. That's so our instructors teach with it. Are clinicians treat people with it? We've built it in two. How's Elektronik protected health data? Er hit. The client's gonna be critical, writes the hip a standard because you can't say compliance anymore because you can't be compliant with a standard change. That wording several times way are very familiar with meeting hip. A standard we've been doing that for about 12 years now with where I came from was the high performance computing area of the university. So that's my background, and I >> so one thing we didn't get a chance to talk, uh, touch 12 100,000 devices were a citrus citrus is a Microsoft partner. Typically, when those companies think of 200,000 users, they think for profit. There's, you know, this is a niche use case for 200,000 users. Obviously, you guys have gotten some great pricing as part of being a educational environment. What I love to hear is kind of the research stories, because the ability to shrink the world, so to speak, you know, hi HPC you're giving access to specialized equipment to people who can't get their normally. You know, you don't have to be physically in front of GPU CPUC century. What other cool things have been coming out of the research side of the house because of the situation able? >> So this is cool. I mean, >> I get it. So >> So one of our group's research software solutions stole the idea from Stephanie to provide a research desktop. Barr >> imitation. Highest form of flattery, Stephanie. Absolutely. So what we've >> done is is is we always continually to try to reduce the barriers of entry and access? Uh, you know, supercomputing. Before you had to be this tall to ride this ride. Well, now we're down to here and with the hopes that will get down even farther. So what we've done is we've taken virtualized desktop, put it in front of the supercomputers, and now you can be wherever you want to be and have access to HPC. Untie you and that's all the systems. So we have four super computers and we have 40 petabytes of spinning disc ah, 160 petabytes of archival tape library. So we're we're a large shop and, you know, we couldn't have done it without looking at what Stephanie has done and and really looking in that model differently. Right? Because to use HPC before, you'd have to use a terminal and shell in and now, looking at you anywhere that gives you just the different opportunity to catch a different and more broad customer base. And I call on customers because we try to treat him as customers and and helps the diversity of what you're doing. So last year alone, our group research technologies supported a 151 different departments way were on 937 different grants, and we support over 330 different disciplines. Uh, it I you and so it's It's deep, but it's also very broad. First, larger campus we are. And as a large organization as we are, you know, we're fairly nimble. Even a 1,200 people. >> Wow! From what I've heard, it's no wonder that what you've done at Indiana University has garnered you the Innovation Award nominee. I can't imagine what is next. All that you have accomplished. Stephanie. Matt, thank you so much for joining Key to me. We wish you the best of luck and good a citric scott dot com Search Innovation Awards where you can vote for the three finalists. We wish you the very best of luck will be waiting with bated breath tomorrow to see who wins. >> So thank you very much. Thank you. Thank you. Keep >> our pleasure for Keith Townsend. I'm Lisa Martin. You're watching the Cube live from Citrix. Synergy 2019. Thanks for watching

>> Live from Atlanta, Georgia. It's theCUBE covering Citrix Synergy Atlanta 2019. Brought to you by Citrix. >> Welcome back to theCUBE's continuing coverage of Citrix Synergy 2019 from Atlanta, Georgia. I'm Lisa Martin, my co-host for the event is Keith Townsend and Keith and I are excited to talk to one of the Citrix Innovation Award nominees, Indiana University. We have a couple of folks from Indiana University joining us, Stephanie Cox, Manager of Virtual Platform Services and Matt Link, Associate Vice President of Research Technologies. Guys, thanks so much for joining Keith and me. >> Thank you Lisa. >> Thank you. >> And thank you Keith. >> It's an honor to be here, yeah. >> And congratulations on Indiana University being nominated for an innovation award. I was talking with Tim Minahan, their CMO yesterday saying there was over a thousand nominations, so to even get down to being in the top three is pretty exciting stuff. >> Yeah. >> Awesome. >> So talk to us a little bit about Indiana University. You guys, this is a big, big big organization lots of folks accessing the network through lots of devices. Matt, let's start with you, give us that picture of what's going on there. >> Yeah, so IU is about 130,000 students across seven campuses. We got about 20,000 faculty and staff across those seven campuses. One of the things that makes us a little unique is, we're a consolidated IT shop. So, there are 1200 of us at IU that support the entire university and all the campuses. And at any one point in time, there could be 200,000 devices touching the network and using those services. >> Big, that's big. >> Big. >> Wow, that is big. Stephanie talk, talk to us about your virtual imp, footprint and how big is the location. How many data centers? What's the footprint? >> Well we have two data centers, one of them is in Indianapolis which is my home. It's one of our larger campuses, we call it Indiana University Purdue University, affectionately IUPUI. There is a data center there but our larger data center is at the flagship campus which is in, Bloomington, Indiana. >> And, to support 100,000 plus people and, you said at any given second, 200,000 devices. How have you designed that Virtual Integral Structure to enable access to students, faculty, et cetera and employees? >> So from the network perspective we have several network master plans that have rolled and we're in our second 10 year network master plan. And, the network master plan is designed to continually upgrade the network, both the physical network, the infrastructure, and the wireless network. In our last 10 year budget for that was around $170 million of investment just to support the network infrastructure. And then, Stephanie rides on top of that as the Virtual Platform with Citrix to deliver the images anywhere on campus, whether it's wirelessly or whether it's connected via network connection. >> Yep. >> So seven campuses is already a bit. If you ever look at a map, Indiana sits right smack dab in the middle of the country. It's a big space, right before we hit record, we were just talking about that drive up I-65 from Indianapolis to Chicago is just, a lot of rural area and, I'm sure part of your mission is to make sure technology and education is accessible to everyone in Indiana. Talk to us about the challenges of getting connectivity and getting material, virtual classrooms to those remote areas. >> Yeah, that's really one of the major strengths of our partnership with Citrix. They are really the premier remote solution connectivity offering at Indiana University. So, we built our Citrix environment to encompass everyone. We wanted to make sure we could have enough licenses and capacity for all of our 130,000 faculty, staff, and students to use the service. Now do they all show up at the same time? No, thank goodness. >> Thankfully. >> But we do offer it to everyone which is, I found, in the education arena, very unique to Indiana University. Another thing to have the consolidated IT and then to be able to offer a service like ours to everyone and not just restrict it to separate pockets of the university. With that, we've been able to then extend, offering of any application or something that you might need for a class to any of our other remote locations. So, if you're a student who is working in or lives in rural Indiana and you want to get an Indiana University degree, you can do that without having to travel to one of our campus sites or locations. We have a very nice online program and just a lot of other options that we've really tried to offer for remote access. >> So Citrix has really enabled this, I think you call it the IUanyWare, Indiana University Anywhere Program. >> Yeah. >> Tell us about opening up this access to everyone over the time that you've been a Citrix customer how many more people can you guesstimate have access now that didn't not too long ago? >> Yeah, I think initially, and Matt would probably know more before me, before I even came on the scene, I believe that the original use case was really just trying to extend what we were already doing on premise in what we call just our Indiana University lab supported areas. Right, so just your small, like the old days when you would go to your college campus and you go into your computer lab, we just really wanted to virtualize, or expand, the access to just those specific types of apps and computers. And that was an early design, since then over the years we've really kind of, just really expanded. Really use the Citrix platform to redesign and distribute how we deliver the applications and the virtual desktops. So, now not only do we service those students who would normally come onto the campus just to use your traditional computer lab, we do a lot of specialty programs for other schools. Like we deliver a virtual desktop for our dentistry students, they actually use that whole platform in the dental clinic to see real patients our, third tier, third year doctors do that. We also replicated that same thing and do it in our speech and hearing sciences for our future audiologists. We have certain professors that have wanted to take the particular course that they're teaching and extend it to different pockets all over the world so we might host a class from Budapest or Africa somewhere else, wherever that faculty and staff has resources that they know they need to get to and their content already virtualized. We work to make that happen all the time. >> That's, a lot of what you just said is first of all, initially, maybe before Citrix being able to provide support in the computer labs for your maybe seven core campuses, now you're giving 130,000 plus individuals anywhere, anytime access. That is, the X multiplier on that is massive. But you're also gone global, it's not just online, you're able to enable professors to teach in other parts of the world, where it was before it was just people that were in Indiana. >> Right. >> That's massive. >> And you're just limited by the network. So that's the only drawback when you go to the rural areas way out, you're just limited by the network. The initial program was really, really thought of as a cost saving measure. We were going to put thin clients out, we wouldn't have to do life cycle replacements for desktop machines that were getting more expensive and more expensive 10 years ago, and now the way that we look at it is IU wants to provide services across the breadth of the organization, and make those services at no additional cost. And open to everybody. Open access to everybody, the AT desktop, for example is one of, Stephanie is, the brainchild behind the AT desktop. Took three years of dedicated hard work to create an environment to support the visually impaired. >> Talk to us more about that, because that was part of the video and that captured my attention immediately. What is AT? >> Accessibility. >> Technology. >> Technology. >> Accessibility Technology. >> Accessible, is it Accessible Technology? >> Accessible Technology. >> Yeah, I always get that wrong. (laughs) >> So, hundreds, thousands, and not just those that are sight and hearing. >> Right. >> Yeah, so one of the things that I think was, it's just a wonderful thing about working at a university, we're able to buy software licenses in a big quantity, large quantity right, because we have that kind of buying power. Software that I normally never would see or get access to even in my private sector, I've been a Citrix engineer for a long time, but when you come to a university and then you're selling or you're getting licenses for 50, 60, 70, 80,000, you get to see some of these products that you don't normally, as a regular consumer, (laughs) you like it but you know you can't really afford it. So, with that when we started looking at all of the different applications that they could buy in a large quantity site license way we thought oh my goodness, let's virtualize these and make sure everybody gets access to them. And the ones that were really attractive to us were the ones for the visually impaired. Sure they're a niche and they're very, very expensive but we thought let's just try it. We'll see how well they perform in a virtual environment and with our Citrix infrastructure underneath they performed quite well, plus the apps have evolved a great deal over just the last four years. So, we were really proud to offer our virtual desktop to our blind students. We had to work really hard to make sure that the speech recognition software was fast enough for them. It turns out that blind people listen to speech really, really, really, really, really, fast and so we had to make sure that we kept our platformer working on it, to keep it sped and updated so that it's usable to them, right. Seems functional to me, but they, it really needed to be like, 10 times faster. After I found that out, after even shooting the award video and spending even more time with them I thought, why did you guys tell me it was slow to you? But yeah it's been an honor, really, to be up for that award but to work with those students, to learn more about their needs, to learn more about the different applications that people write for people with all disabilities. I hope we can do more in that space. >> So the young man, in, at IUPUI. >> Yes. >> I don't remember his name. >> Chris Lavilla. >> Chris. >> Yes. >> So share, just quickly about Chris' story. >> If, he watches theCUBE I hope he's listening 'cause I think he's kind of remarkable. >> I think this'll really put some, a little bit of icing on that cake because you're taking an environment and you're empowering a student to do what they want to do, versus what they are able or not able to do, so Chris' story is pretty cool of where he wants to go with his college career. >> Yeah, now I won't say he a big proponent user of the virtual desktop because he's just so advanced, he's like way beyond everything. We're learning from him, but he is Indiana University's I believe I'm saying this right, very first biomedical chemical engineer who is blind since birth, completely blind, yes. >> Wow. >> He is, and he's quite a brilliant young man and we're lucky to have him be our, he will test anything for me, and Mary Stores, who's featured in the video Chris Mire, he's also featured in the video I got to remember their names, I mean, it's a whole, I'm lucky to have a whole community of people that will. Yeah, they know, we want to be there for them, we don't always get it right, but we're going to listen and keep trying to move forward, so. >> But, if you kind of think of, even a what, a year or two ago, not being able to give any of this virtualized desktop access to the visually impaired and how many people are now using it? >> Well we open it up to everyone. We have hundreds and hundreds of users but we know not everyone who uses it is blind. People can, you can use it if you want it or not. We don't really understand why some people prefer to use that one over any other but it does have some advantages, there are different levels of sight impairment too, as I've just been educated right. There are some people who are just at the very beginning of that journey of just losing their sight so, if that happens to be someone that we can extend our environment to it's probably better to use it now and get really familiar with that as you transition to losing your sight later in life, I've been told so. >> So you asked a little bit about the scope of the AT desktop, so I'll layer on a little bit of the scope of IUanyWare. Last year around 65,000 individual unique users over, well over a million logins and-- >> 1.4 million. >> 1.4 million. And the average session time was around 41 minutes. >> That's long. >> So. >> Yeah. >> Our instructors teach with it, our clinicians treat people with it, we've built it to house electronic protected health data. >> So HIPA compliance, got to be critical, right? >> It meets the HIPA standard. >> Right. >> Because you can't say compliance anymore because you can't be compliant with a standard. (Stephanie laughing) They've changed that wording several times in the course of the year. >> We know this. >> So, and we are very familiar with meeting the HIPA standard, we've been doing that for about 12 years now, with, where I came from was the high performance computing area of the university so that's my background that I. >> So, one thing we didn't get a chance touch on, 200,000 devices. We're at Citrix, Citrix is a Microsoft partner. Typically when those companies think of 200,000 users they think for profit, this is a niche use case for 200,000 users. Obviously you guys have gotten some great pricing as part of being an education environment. What I would love to hear is, kind of the research stories because the ability to shrink the world, so to speak high HPC, you're giving access to specialized equipment to people who can't get there normally, you have to be physically in front of GPUs, CPUs, et cetera. What other cool things have been coming out of the research side of the house because of the Citrix enablement? >> So, this is cool I mean. >> You got to, got to. (laughs) >> Right, so one of our groups, Researched Software and Solutions stole the idea from Stephanie to provide a research desktop. >> Borrowed. >> Borrowed. >> Imitation, highest form of flattery, Stephanie. >> That's right, absolutely. So what we've done is we always continually to try to reduce the barriers of entry and access. Supercomputing before, you had to be this tall to ride this ride, well now we're down to here. And, with the hopes that we'll go down even farther. So what we've done is we've taken a virtualized desktop, put it in front of the supercomputers, and now you can be wherever you want to be, and have access to HPC at IU. And that's all the systems, so we have four supercomputers And we have 40 petabytes of spinning disc, 160 petabytes of archival tape library so, we're a large shop. And, we couldn't have done it without looking at what Stephanie has done and really looking at that model differently, right? Because to use HPC before you'd have to use a terminal and shell in. And now, looking at IUanyWare, that gives you just the different opportunity to catch a different and more broad customer base. And I call them customers because we try treat them as customers >> Right. >> And it helps the diversity of what you're doing so last year alone our group, Research Technologies supported 151 different departments. We were on 937 different grants. And we support over 330 different disciplines at IU and so it's deep, but it's also very broad, for as large a campus we are and as large an organization as we are, we're fairly nimble even at 1200 people. >> Wow, from what I've heard it's no wonder that what you've done at Indiana University has garnered you the Innovation Award nominee. I can't imagine what is next with all that you have accomplished. Stephanie, Matt, thank you so much for joining Keith and me, we wish you the best of luck. You can go to Citrix.com, search Innovation Awards where you can vote for the three finalists. We wish you the very best of luck. We'll be waiting with bated breath tomorrow to see who wins. >> So will we, thank you very much. >> Thank you. >> Thank you Lisa. Thank you Keith. >> Our pleasure. For Keith Townsend, I'm Lisa Martin. You're watching theCUBE live from Citrix Synergy 2019. Thanks for watching. (upbeat techno music)

>> Man: Live from Atlanta, Georgia. It's theCUBE. Covering Citrix Synergy Atlanta 2019. Brought to you by Citrix. >> Hey welcome back to theCUBE, Lisa Martin with Keith Townsend live from Atlanta, Georgia. We're at Citrix Synergy 2019, the first time theCUBE has been back here in eight years and I'm geakin out even more, yes, I know it's early, two man hand CMO and EBP of Strodigy CIRTIX TIBB, it's great to have you back on theCUBE. >> Well thanks for joining us here. >> The Keno was awesome this morning, Keith and I were both tweeting like crazy and like and we were like, Wow, we're going to have a great couple of days. >> Thank you. >> You can hear all of the networking and the innovation and the conversations going on behind us here in the Solutions EXPO. I think record number of people attending live, as well as watching the live stream today. There was at least one round of applause, standing here all night. Citrix, a lot of transformation in the last year alone. Really talking about the employee experience as a critical enabler of digital business transformation. Talk to us about that. Yeah, absolutely I mean, with all the technology, technology choices we've had with Cloud and Sass and Mobile. We've created a lot of opportunity but we've also created a lot of complexity. Both through IT and especially for the employee who now needs no navigate across all of this different environment to try get a bit of information or to get their key work done. And so, Citrix and our Customers were saying: Hey look, employee experience has become a sea level and board level imperative. So what we've done is, we've unveiled and continued to extend upon our digital work space. Not just a place where we've unified access to everything an employee needs to be productive. All their Sass Apps, Web Apps, Mobile Apps and content, wrapper that in a layer of security so that IT and the company are confident that Applications and information is more secure in the workspace than now. But now we're infusing intelligence into the workspace. Machine learning and simplified work flows, in order to guide an employee through their day, so they don't need to spend all their time navigating multiple apps, but the tasks and insides that they need to get done are presented to them veery quickly, they can move on and get to perform their best work. >> So Tim, you're literally preaching to the choir. Me and Lisa, we get it, we understand it and then even at they key note, David was preaching to all the major announcements, big claps. Thousands of people clapping. The innovation and ideal of extending the workspace to the intelligent experience, I think the Citrix faithful today, get that. But a seven trillion Dollar problem that you guys are addressing, you just mentioned, but now we're talking about talking to the CEO, the CIO, the CMO, the COO. Talk about expanding message beyond the faithful into the sea squeed. How's that impacting your jobs and how are you getting that message out there? >> Yeah, that's a great question. You're absolutely right. Employee experience is something that is shared. In fact, we've just done a considerable amount of research into that with the Economist on a global basis. What we were finding is IT and HR are sharing this problem together. The rethinking, not just the digital environment of how they're delivering technology to the employee but the physical space and the culture and how it all weaves together. And how we're engaging within Citrix at a much higher level with not just the CIO but with the Chief Human Resources officer, the CEO, the CFO, is because employee experience and how well an employee feels when they have access to the information and tools they need to get their job done, is directly related to the business outcomes the company is trying to achieve. You know, its proven to deliver greater customer satisfaction, increase revenues, greater profitability, all the metrics that really move a business. >> And you know, this is pervasive across any industry and every roll in every organization. I mean, the cool video that David showed this morning, show an example of a Senior Marketing Manager who wants to deliver Rock Star campaigns for her company, but she's got before Citrix workspace and intelligent experience. All these different apps and all this distraction, every couple of minutes distraction. And you think about how that impacts that Marketing Manager's role even all the way to like a call center. And how a call center employee is in the front lines with the customer, whether it's your ISP or something who has so much choice. If that call center person doesn't have access to all the apps and the information that they need, not only are you effecting the employee experience and potentially causing attrition, but the end user customer that service might say, forget it, I'm going to go somewhere else. >> Yeah, absolutely. I mean, if you think about it, we all have that experience where you call a call center and they might not have the answer for you or in some cases the connection might be poor. So really what we're trying to do with the digital workspace is eliminate that. We talk about experiences, it's not just unifying and infusing intelligence into it, but we also leverage our networking portfolio to ensure reliable connectivity. So that employee has access to the applications they need, they can reliably access the information they need and any kind of their telephony or your voiceover IP is consistent. So you or I think they're on a landline in a big call center and they might be working from home but still have access to everything they need through the Citrix Workspace. >> So just a couple of weeks ago, I was at SAP Sapphire, we're talking about customer experience, employee experience. Kind of the ex-data versus the old-data, operational data. And Citrix in the past has been about operational data. You have to share stuff with your warehouse about improving analytics so administrators and engineers can deliver applications and experiences better. Lets talk about the user experience in this new, or the employee experience in this future of work. I have this SAP green screen and man, would my job be so much easier if I could just push a button and get that data into Salesforce, but I have to engage IT for that. I have to open the ticket and we have to take it through project, 6 months later we abandon it because the industry has moved on. How's Citrix going to make that faster for the employee and improving my employee experience? >> Well fist of all, coming from an Enterprise application background, myself, including SAP, I know the depth of functionality of those applications. And for specialized roles, whether you're in supply chain or finance or alike, they spend their day in that core application. However, the rest of us, we're hired for a specific purpose. Whether its the example we gave onstage today about Maria, the Senior Marketing Director, or whether its an engineer who wants to spend their time building product. We were at hight to spend our day navigating, expense reporting apps or performance review apps or other types of applications that we're all exposed to. They're not our primary application, we have to learn a new interphase, we have to manage different authentication. And what the workspace does is in the words of one of our customers, is by unifying is all and being able to reach into those applications and extract out the information and task that's very personal to you. One customer says to their employees, you may never need to log into an enterprise application again, but you'll still get all the utilities, all the value because you have all the insides you need and you can get them quickly without needing to navigate or search across multiple applications. So you can get that task, approve that expense report like that. Without needing to go through 4 screens to do it and take you away from your core job. So really what this is all about, is removing the noise from an employees day so they can perform at their very best. >> So critical because, Sorry Keith, one of the stats aslo I think David shared this morning, was that enterprise software is designed for power users. Which is 1% of the population. So for those folks who need to get their job done as effectively as possible, so that their delivering what they need to and the big end users experience is what it should be. That's to be able to say, you don't ever have to log into an enterprise application again and making that experience personalized, Game changers. >> Absolutely, I mean we think about the frustration that employees have today and that they would share the findings today from the Gallops study but 80% of employees are disengaged at work. The number one reason happens to be around their level of their manager, but the number two one is they don't feel they have access to the right information tools to do their job. They want to get that noise out of their day so they can do what they were hired to do and what they're passionate about. >> So we talked a lot today about the familiarization of enterprise tech. We love these things. We don't love these things because the hardware is great, we love these things because we're able to do our jobs. So whether I'm downloading a app or Angry Birds or whatever experience that I'm having on it is, I get instant gratification from this devise. Talk to us about the overall potential of speed to value in a repeatable process that Enterprises can enjoy around digital transformation based on Citrix versus you know, I've heard similar things from ISV's. They can come in and write a customization from an Enterprise app into another solution, simplify a specific job, but if I have to do that for every application, one I don have the money, bandwidth, time and the industry will pass me up. How are you guys bringing this consumerized experience to the future world. >> Yeah, that's a great illustration is our mobile devices. We live on our mobile devices. A lot of Enterprise application have created really good mobile applications. You know, concur from SAP where I came from, that's a great experience. Very quick to go in. Salesforce, an awesome tool, their mobile experience is different from their regular experience so you have to relearn and navigate. And then there's others that never really created a mobile experience so we're all doing this on our phone and trying to get that done. And even if every, to your point, if every individual enterprise app had a great mobile experience, that still means we need to navigate a whole bunch of interfaces. What we're doing by unifying this into a single digital workspace by curating and personalizing your workday and creating a work stream very similar to what Facebook and others have done for our personal screen and how we get information through that feed, how we get news through that feed. We're doing the same for work. So on a mobile device that experience is so much richer than we've seen since almost the invention of the smart phone. >> So as we talk about the consumerization of Tech, big announcements with Azure and Google. How does that impact that new audience when you go talk to another CMO at a big Car Manufacturer? Why should they get excited about Azure or Google compute? They really don't see that. >> There's no doubt that the world is moving to the cloud, but everyone's moving at their own pace right? Companies has invested decades in some cases of infrastructure and I promise they're not going to move that to the cloud over night, but they are beginning to move certain workloads, certain styles and, by the way, they want to choice of multiple clouds. Which is why Citrix has invested to partner with all the major cloud providers to allow our customers to have that choice. So if they want to leverage some aspects of Azure, they want to move some of the Citrix workloads there, they can do that. If they want to virtualize, as you heard today, the announcement with Google, if they want to take some of their Citrix virtualization, virtual apps or virtual desktops and move that to Google cloud, that's available to them. Including now, as we announced today, with automated provisioning. So IT can quickly set up a desktop, maybe its for a new hire, maybe its for a contractor to come in and give him the tools they need to be productive. So if companies want choice across those clouds, they don't want to have locked in, and they're going to move at their own pace. As we heard today from Partner's Healthcare for example, security first, cloud considered. Their considering aspect is to move to the cloud when it makes sense and they want to have that flexibility to allow them to move at their own pace and make it seamless with their on-premises infrastructure. And that's what we provide. >> That flexibility is key and you brought up, every business today lives in a hybrid multi cloud world. So employees, with that employee experience, needs to deliver access to Sass apps, mobile apps, web apps. To deliver that great employee experience, but I want to turn the times a little bit and take a look at what you guys are doing with marketing and on the business strategy side of Citrix to help deliver that outstanding employee experience to your customers. By way of you CSM team and you even have a relatively new adoption marketing team. I'd love to know how that ladder fits into your business strategy. >> Right, so I'll come to the adoption marketing team in a moment, but the first thing we're doing is, as illustrated here earlier, is that this discussion around employee experience, as it becomes a sea level and board level imperative, it's become a company wide initiative. And so, from a marketing perspective, we have not only gone higher up in the organization having a much more strategic discussion around how we can drive the business outcomes of the companies want to achieve. But also making sure we're putting it in the language of these other roles. All right, HR wants to talk about employee engagement and how we can demonstrate through the work space of how we're doing that. IT wants to talk about adoption of their technologies in the like. So getting to the customer adoption component, so within, as you move to the cloud, it's no longer, I'll sell you a product, good luck. When you engage with a customer, once you get that agreement, that's when the real work starts, right. You're in a long term service agreement and the value they extract from your application, the adoption they get, is going to determine their level of success and their level to renew with you at the end of the term. So we've put a lot of investment as a company into what we call our customer success team. Folks that are 'view them as the coach at the gym'. That's the difference between you buy a treadmill at home, you might use it for a while and it becomes a towel rack. Or you join the gym and your trainers there telling you how to get the best performance. That's what our customer success team does, but top do that at scale and to engage on a real time basis, we've paralleled that with the customer adoption marketing team. And really, we're providing both out-of-product and in-product marketing queue to the customer, to the user of how best to take advantage of the product they've already subscribed to. >> That's exciting, Tim. Speaking of customers' success, the last question as we wrap here. You guys kind of have the American Idol of Customer Awards, The Innovation Awards, there are down to three finalists. We will get to speak to all three of them over the next two days. But something that I mentioned to you that really peaked my interest is, is this is an Awards opportunity for other folks to vote on. And then the winner, all our Ryan Seacrests' are going to be here to announce it on Thursday. Tell us a little bit about the Customer Innovation Awards and how these customers are really articulating the value prop of Citrix. >> Yeah the Citrix Customer Innovation Award's one of my favorite times of the year. The program's been around for a number of years and its really grown a cold following within the Citrix community as customers get nominated based on their deployment and the business outcomes they're driving. We have an, initially an individual panel that widows all those nominations down so that panel consist of former winners as well as analysts and other influencers in the community. And then to your point, the three finalists that we have right now, we expose their stories to the world to everyone here at Synergy and beyond. And they get to vote. So the votes are going to be tallied, I believe the voting polls close on Wednesday night and then we'll announce the winner on Thursday and the customers love it. Not only do they get the recognition, but the other customers love it because I have those same problems. I want to be able to solve it and I want to understand how Citrix can help me. >> And that is as a marketer you know, I know I'm preaching to the choir, but there's no better brand validation than the voice of your customer articulating how their business is benefiting significantly and giving them the opportunity to talk to peers and in the industry. >> Absolutely, that's why we're in it, for the customer's success. >> Well, we'll be anxiously awaiting to hear the results on Thursday Tim, I'm already excited for next year. So, thank you so much for having theCUBE, Keith and me >> Great >> At Synergy 2019 >> Thank you for being here. Thank you for having me. Our pleasure, for Keith Townsend and I'm Lisa Martin, live from Citrix Synergy 2019 from Atlanta. Thanks for watching. (upbeat music)

>> Announcer: Live, from Boston, Massachusets, it's theCUBE covering Red Hat Summit, 2019. Brought to you by Red Hat. >> Well, welcome back here in Boston. We're at the BCEC as we are starting to wrap up our coverage here of day two of the Red Hat Summit, 2019. Along with Stu Miniman, I'm John Walls, and we're now joined by Ashesh Badani, who is the senior vice president of Cloud Platforms at Red Hat. Been a big day for you, hasn't it Mr. Badani? >> It sure has, thanks for having me back on! >> You bet! All right, so OpenShift 4, we saw the unveiling, your baby gets introduced to the world. What's the reaction been between this morning and this afternoon in terms of people, what they're asking you about, what they're most curious about, and maybe what their best reaction is. >> Yeah, so it's not necessarily a surprise for the folks who have been following OpenShift closely, we put the beta out for a little while, so that's the good news, but let me roll back just a little. >> John: Sure >> I think another part of the news that was really important for us is our announcement of a milestone that we crossed, which is a thousand customers, right? And it was at this very summit and theCUBE definitely knows this well, right, because they've been talking for a while. At this very Summit in 2015, four years ago, that we launched OpenShift Version 3. Right and so, you know you fast forward four years, right, and now the diversity of cases that we see, you know, spanning, established apps, cloud native apps, we heard Exxon talking about AIML data signs that they're putting on the platform, in a variety of different industries, is amazing. And I think the way OpenShift 4 has come along for us, is us having the opportunity to learn what have all these customers been doing well, and what else do we need to do on the platform to make that experience a better one. How do we reimagine enterprise kubernetes, to take it to the next level. And I think that's what we're introducing to the industry. >> Ashesh I think back four years ago, kubernetes was not something that was on the tip of the tongues of most people here. Congratulations on 1,000. >> Thank you. >> I hear what, 100, 150, new customers every quarter is the current rate there, but what I've really enjoyed, talked to a CIO and they're like okay, we're talking about digital transformation, we're talking about how we're modernizing all of our environments, and OpenShift is the platform that we do it. So, talk a little bit, from a customer's standpoint, the speeds, the feeds, the technical pieces, but that outcome, what is it an enabler of for your customers? >> Yeah, so excellent points Stu, we've seen whole sale complete digital transformations underway with our customers. So whether it's Deutsche Bank, who came and talked about running thousands of containers now, moving a whole bunch of workload onto the platform, which is incredible to see. Whether it's a customer like Volkswagen, who talking yesterday, if you caught that, about building an autonomous, self-driving, sets of technologies on the platform. What we're seeing is not just what we thought we would only see in the beginning which is one built, cloud native apps, and digital apps, and so on. Or, more nice existing apps, and bring them on the platform. But also, technologies that are making a fundamental difference, and I'll call one out. So I'm a judge for The Innovation Awards, we do this every year, I have been for many years, I love it, it's one of my favorite parts of the show. This year, we had one entry, which is one of the winners, which is HCA, which is a healthcare provider, talking about how they've been using the OpenShift platform as a means to make a fundamental difference in patients' lives. And when I say fundamental difference, actually saving lives. And you'll hear more about their story, but what they've done, is be able to say, look how can we detect early warning signals, faster than we have been, take some AI technology, and correlate against that, and see how we can reduce sepsis within patients. It's a very personal story for me, my mother died of sepsis. And the fact that they've been able to do this, and I think they're reporting they've already saved dozens of lives based on this. That's when you know, the things that you're doing are making a real difference, making a real transformation, not just in an actual customers' lives, but in users and people around the world. >> You were saying earlier too, Ashesh, about looking at what customers are doing and then trying to improve upon that experience, and give them a more effective experience, whatever the right adjective might be, in terms of what you're doing with 4. If you had to look at it, and say okay, these are the two or three pillars of this where I think we've made the biggest improvement or the biggest change, what would those be? >> Yes, so, one is to look at the world as it is in some sense, which is what a customer's doing. Customers weren't deployed to hybrid cloud, right? They want choice, they want independence with regard to which environments are rented on, whether it's physical, virtual, private, or any public cloud. Customers want one platform, to say I want to run these next generation, cloud native, market service based applications, along with my established stateful applications. Customers want a platform for innovation, right? So for example, we have customers that say, look, I really need a modern platform because I want to recruit the next generation of developers from colleges, if I don't give them the ability to play with Go, or Python, or new databases, they're gonna go to some Silicon Valley company, and I'm going to deplete my pool of talent that I need to compete, right? 'Cause digital transformation is about taking existing companies, and making them digitally enabled. Going forward, what we're also seeing is the ability for us to say well maybe the experience we've given existing customers can be improved. How do we for example, give them a platform, that's more autonomous in nature, more self-driving in nature, that can heal itself, based on for example, there's a critical update that's required that we can send over the air to them. How can we bring greater automation into the platform? It's all of those ideas that we've got based on how customers are using it today, is what we're bringing to bear, going forward. >> Ashesh, one of the errors we have trying to help customers parse through the language is, everybody's talking about platforms, if you look at the public clouds, everybody's all in on kubernetes, a few weeks ago, we were at the Google Cloud event, talked to Red Hat there, there's Anthos, there's OpenShift, look at Azure, we Satya Nadella up on stage, and you're like, okay they've got their own kubernetes platform, but I've got OpenShift fully integrated there. >> Ashesh: Yeah. >> Can you help is kinda understand how those fit together because it's an interesting and changing dynamic. >> Well it's a very Silicon Valley buzzword, right? Everyone wants a platform, everyone wants to build a platform, Facebook's a platform, Uber's a platform, Airbnb is, everything's seeming a platform, right? What I really want to focus on more is in regard to, we want to be able to give folks literally an abstraction level, an ability for companies to say I want to embrace digital transformation. Before we get there, someone's like what's digital transformation, I don't even understand what that means anymore. My simple definition is basically flipping the table. Typically companies spend 80% on maintenance, 20% innovation, how do we flip that? So they're spending 80% innovation, 20% maintenance. So if we're still thinking in those terms, let me give you a way to develop those applications, spend more time and energy on innovation, and then allow for you to take advantage of what I'll call a pool of resources. Compute, network, and storage. Across the environment that you have in place. Some of which you might own, some of which some third parties might provide for you, and some of which you get from public cloud. And take advantage of innovation that's being done outside. Innovative services that come from either public cloud providers, or ISPs, or separate providers, and then be able to do that innovated rapid fashion, you know, develop, deploy, iterate quickly. So to me that is really fundamentally what we're trying to provide customers, and it takes different forms, internal packaging. >> Maybe you can explain to me, the Azure OpenStack seems different than some of the other partnerships. Two years ago, when we were sitting in this building, we talked to you about AWS with OpenShift in that partnership, so what's differentiated and special about the Azure OpenStack integration. >> Yeah, so the Azure partnership, it's a good question because we've now taken our partnering with the public cloud providers to the next level, if you will. With Azure there's a few things in play, first it's a jointly offered managed service from Red Hat and Microsoft, where we're both supporting it together. So in the case of OpenShift and AWS, that's you know OpenShift directly to the ring of service, in this case, it's right out of Microsoft, working close together to make that happen. It's a native service to Azure, so if you saw in the keynote, you could use a command line to call OpenShift directly integrate into the Azure command line. It's available within the interface of Microsoft-Azure. So it feels like a native service, you can take advantages of other Azure services, and bring those to bear, so obviously increases developer experience from that perspective. We also inherit all the compliances, certifications, that Microsoft-Azure has, as well, for that service, as well as all the availability requirements that they put out there, so it's much more closely integrated together, much better developer experience, native to Azure, and then the ability for the Microsoft sales team to go out and sell it to their customers in conjunction. >> You talk a lot about different partnerships, and bringing this collaborative, open-mindset to each and every relationship, how hard is that to do? Because you have your of way of doing things and it's worked very well, and yet, you go out and you have these new partnerships or extensions of partnerships, and not everybody with whom you work does things the same way, and so, everybody's gotta be malleable to a certain extent, but just in terms of being that flexible all the time, what does that do for you? >> So, we take that for granted sometimes, the way we work. And I don't mean to say that to be boastful, or arrogant, in any fashion. I had an interview earlier today, and the reporter said why don't you put on your page, that you're 100% open source? And I said we never put that on our page because that's just how we work, we assume that, we assume everyone knows that about us, and we're going forward. And he says, well, I don't know, perhaps there's others that don't know. And he's right. The world's changing, we're expanding our opportunities in front of folks. In the same way we've only and always known, we used to collaborate with others in the community, before we fully embraced OpenStack, there were certain projects that Red Hat was investing in that were Red Hat driven, and we say maybe there wasn't as much community around it, we're gonna go down and embrace and fully parse an OpenStack community. Same's the case, for example, in kubernetes too. It's not necessarily a project that we created on our own, in conjunction with Google, and many others in the community. And so that's something that's part of our DNA, I'm not sure we're doing anything different, in engaging with communities, just how we work. >> So, Ashesh, I know your team's busy doing a lot of things. We've been hearing about what sessions are overflowing, down in the expo floor, so why don't you give us some visibility. But there was one specific one I wondered if you could start with. >> Ashesh: Sure. >> So down on the expo floor, it's a containerized environment and it has something to do with puppies, and therefor how does that connect with OpenShift 4 if we can start there. >> That's a tough one, you're gonna have to go and ask the puppies how to make a difference in the world. (laughing) >> John: So we go from kubernetes to canines, (laughing) that's what we're doing here. >> I do believe they're comfort dogs, but there was coding and some of the other stuff, so give us a little bit of the walk around, the expo flow, the breakouts and the like, in some of the hot areas, that your team's working on. >> Fair enough, fair enough. Maybe not puppies, but maybe we're trying to herd cats, close enough, right? >> John: Safer terrain. >> The amount of interest, the number of sessions, with OpenShift, or container based technologies, cloud based technologies, it's tremendous to see that. So regardless if whether you see the breakouts that are in place, the customer sessions, I think we've got over 100 customers, I think. Who are presenting on all aspects of their journey. So to me, that's remarkable. Lots of interest in our road map going forward, which is great to see, standing room only for OpenShift 4 and where we're taking that. Other technology that's interesting, the work, for example, we're doing in serverless. We announced an OpenSource collaboration with Mircrosoft, something called KEDA, the Kubernetes eventually. Our scaling project, so interesting how customers can kind of engage around that as well. And then the partner ecosystem, you can walk around and see just a plethora of ISVs, we're all looking to build operators, or have operators and are certifying operators within our ecosystem. And then it's ways for us to expose that to our joint customers. >> We're gonna cut you loose, and let you go, the floor's gonna be open for a few minutes, those puppies are just down behind Stu, we'll let you go check that out. >> Alright, thanks, I hear you can adopt them if you want to, as well. >> Before we let you go see the comfort dogs, 1,000 customers, where do you see, when we come back a year from now, where you are, where you wanna see it go, show us a little bit looking forward. >> So there's been some news around Red Hat that has probably happened over the last few months, the people are hearing this, I look at that as a great opportunity for us to expand our reach into markets, both in terms of industries perhaps we haven't necessarily gone into, that other companies have been. Perhaps we say it's manufacturing, perhaps this is the opportunity for us to cross the chasm, have a lot more trained consultants who can help get more customers on the journey, so I fully expect our reach increasing over a period time. And then you'll see, if you will, iterations of OpenShift 4 and the progress we've made against that, and hopefully many more success stories on the stage. >> Alright, looking forward to catching up next year, if not sooner. >> Ashesh: Okay, excellent. >> John: And congratulations on today, and best of luck down the road. >> Thanks again for having me. >> And good to see you! >> Ashesh: Yeah, likewise! >> Back with more on theCube, you are watching our coverage live, here from Red Hat Summit, 2019, in Boston, Massachusetts. (upbeat techno music)

(electronic music) >> From the heart of Silicon Valley, it's theCUBE! Covering, CloudNOW's 7th Annual Top Women Entrepreneurs in Cloud Innovation Awards. >> Hi, Lisa Martin with theCUBE, on the ground at Facebook headquarters. We're here for the 7th Annual CloudNOW Top Women Entrepreneurs in Cloud Innovation Awards. Our third time covering this event, and we're excited to welcome to theCube, one of tonight's winners, Masha Sedova, the co-founder of Elevate Security. Masha, welcome to theCUBE! >> Lisa, thank you so much for having me, it's really great to be here. >> And congratulations on the award. >> Thank you, thank you. >> So you are a security expert, you studied, you were a STEM kid back in school, but you had this really interesting experience when you were at Salesforce a few years ago, related to security, where you went, I think I see one of the things people have been missing where cyber security is concerned. Tell us about that aha moment. >> Yeah, absolutely. So, having grown up in the security field, there's this saying that, the human is the weakest link. And I personally never believed that, and I was like, there's got to be a way of turning this around and so, I stepped back and said, What it would look like if people wanted to do security instead of had to? What it would look like if people were champions for security, and not because we made them do it, but because each of us were invested in it? And so, I took a step back from my Computer science and computer security background, and dove into the field of behavioral science, positive psychology, and game design. And started exploring how people think, and how we make decisions, to see if I can start applying that to security. And, would you know it, there's some really amazing findings that I came across in that space. >> So you were saying, before we went on that, a pretty significant percentage of breaches are, unfortunately, caused by us humans. >> Yeah, something like 95% have a human error related to it. And if you think about cyber attacks, it's a human being attacking another human being with a bunch of technology in the middle. And if we keep solving it with just technology we're going to keep ending up making the same mistakes we have been making for decades. But if we look at the human element, and why we make mistakes, and how we let ourselves learn from them and make better mistakes and also better choices, we can actually move the needle in a really significant way. >> So, Elevate Security co-founded just a couple of years ago. Really impressive with your board. Tell us about your leadership team and the board before we get into the significance of the name. >> Yeah, absolutely. So, it's co-founded by myself and my co-founder Robert Fly. So, we have a diverse founding team. And from the very beginning we believed that embracing our diversity, in our hires would be of significant differentiator and not just the way we hire, but also the way we build our product. Because we're building products for employees of a whole bunch of companies all over the world and so it was really important to us. And so, to date we're 50% women including our engineering team and we have an all outside female board, board of directors which is a fact I'm really excited to announce today. >> Excited and proud. So when you had this idea, (clears throat) excuse me, and clearly all of the data show that, like you said if we keep throwing technology at the problem with security we're not going to solve it. >> Yeah >> What were the conversations like as a female co-founder, going in and trying to get funding for this idea in something as, hot of a topic and sensitive as cyber security? >> Yeah, you know, it was challenging. Fundraising, I think if you ask any founder you'd say, it would be challenging. I would recommend anybody going into this know your stuff, and stand up behind it, know that you have experience and an idea or a brand, that brings you to the table, brings something to the table and that you have that behind you. So, just because several VCs might say no it doesn't mean that your idea's not worth fighting for or coming to life. And so, it took us a while but we found a fantastic set of venture partners to back us who had very similar philosophies in the way they both raise money and supported entrepreneurship and it's really exciting, exciting time to be have partnered with them. >> So, one of the things you mentioned before went on was the card that your mom gave you. >> Yeah. >> I think that's so inspiring and share that with our audience for those who might have a great idea like you did but say, I keep being told no. >> Yeah, just 'cause it's hard, doesn't mean it's not worth doing. If I, were to have gotten to the end of my life and I didn't try starting a company, I knew that I was always regret it. And, that is something I definitely couldn't live with. And, the card that my mom sent me, it was in late in 2016 it said, "A ship is safe in the harbor "but that is not what ships are built for." And I realized, I had to do this. I absolutely had to start this company, I had to see where it goes and I have a unique perspective and a unique set of experiences in the world. And ideas about how this really hard problem can be solved and I want to see it come to life. And I have had the opportunity to gather an amazing team around me to help me make that vision come to life and I'm really excited to see where it goes. >> So in terms of where it's going, humans are sensitive people. >> (chuckles) Yeah. >> When you're talking with companies, >> Yeah. >> Whether they're born in the cloud companies or legacy enterprise companies and you're saying, Hey, guys it's your people, we're all human. >> Yeah. >> From a cultural response. >> Yeah. >> What's that conversation like do they understand it? And how do you help them go from those really, like we were talking about boring-- >> Yeah. >> Videos and training tutorials to actually, impacting behavior? >> Mm hmm Yeah, so there's two schools of thought in security field. It's the people who believe that human element can't be solved, that humans will always make mistakes, so we need to throw as much technology at it as possible. We've been doing that for three decades and it hasn't worked. And honestly I'm waiting for that generation to move on until we get a new set of ideas in. And what I'm seeing is the up and coming, set of security leadership coming in saying, You know what? Let's try something new, let's try something different. And, you know, I have invested in technology and it hasn't solved it. What if we try a different approach? And, the thing is, security people aren't known for our human expertise. We're good at a lot of other things, but not human expertise, and so bringing in things like behavioral science which is known for understanding how and why we make decisions is a perfect combination to solve this problem that, to date has been unsolvable. Because we really haven't been bringing in expertise outside of our field which on the topic of diversity, is exactly what we need. >> Exactly. So what are you looking forward to as we are just about in the finishing the first month of 2019? >> Oh yeah so, we'll be at RSA at the end of February, early March speaking about our brand new product Snapshot. But I'm also really excited to continue hiring out our team. We are hiring tons of engineers, so if anyone is looking please-- >> Where can they go? >> Elevatesecurity.com. >> Elevatesecurity.com. >> Mm Hmm, yeah, and so continuing to build out our team in San Francisco and in Montreal. >> Well Masha, congratulations on the award, on this really innovative idea bringing in, behavior to security. We appreciate your time and look forward to seeing more of what you guys are about to do. >> Thank you so much. >> Congratulations. We want to thank you for watching theCUBE, I'm Lisa Martin on the ground at Facebook. See you next time. 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>> Woman: From the heart of Silicon Valley, it's theCUBE; covering CloudNOW's Seventh Annual Top Women Entrepreneurs in Cloud Innovation Awards. (dramatic music) >> Hi, Lisa Martin with theCUBE on the ground at Facebook Headquarters. We're here for the Seventh Annual CloudNOW Top Women Entrepreneurs in Cloud Innovation event. Welcoming, one of the award-winners tonight, to the program, we've got Sce Pike, the founder and CEO of IOTAS. Sce, it's so great to have you here, and congratulations on your award. >> Thank you so much, Lisa. >> So IOTAS's cool software. >> Mm hmm. >> Tell us about that. This is for the Smart Apartments. These days we're so used to being able to talk to any device and have it control things. Smart cities are our big thing, smart everything. Tell us about IOTAS. What do you guys do when the impetus for the technology. >> Sure, I really believe that the future of smart home is actually something that is not just four walls and a roof, but actually something that is aware of you. So, aware of you and knows your preferences and settings, and actually knows everything about you and wants to actually be an ally to you, and actually can differentiate between you, and your family and friends, and potentially an intruder. And so, the only way you're going to get there is to actually work with early adopters of technology. This is when we start identifying the real estate industry with multi-family where all the early adopters were living, right, because only 30 percent of Millennials own homes. And so, we thought about this and said, "Okay, well, how are we going to actually get to those millennials?" And then a real estate developer actually approached us, saying, "Hey, I want technology differentiation for my building that I'm creating, 200 units in Portland Oregon," which is where I'm from, and said, "I want to have something different." And that's when I was like, "Oh, this is the opportunity to actually work with the real estate industry to put it into the fabric of the buildings." And that's when I got really excited when we can actually make a true smart home that has all the lights, all the outlets, all the locks, voice as you mentioned, and everything that is an experience versus just on, off. >> That's so interesting. I looked at your Web site and saw the journal and how it's talking about something that you mentioned, this awareness and learning the individuals and being able to have the intelligence to distinguish. >> Is it called stories on the website? >> Those are stories, those are the automations, so that you can have a good night story, good morning, welcome home; so everything just works for people who are moving into our apartments. They download the app within 30 seconds. They can see everything that they can control, but they can see also, all the pre-programmed automation as well. But the other notion of what we are creating is something called a living profile. And this is really relevant from a CloudNOW perspective, is that the living profile travels with you from place to place to place. So we are not only doing smart apartments but we're also working in student housing, military housing, senior living, and starting to go into single family home as well. So for us, the notion is that these smart homes, all your settings preferences, your routines, your habits, travel with you from place to place to place, eventually to hotels, to cars, working spaces, hotels, short term vacation rentals and such. >> Wow! That's phenomenal. So this is an interesting kind of collaboration between the real estate industry and some technologists. >> Exactly. Exactly. >> I love that you were approached by a real estate developer who said, "I want to have a differentiation for my business." >> Exactly. Was that sort of a surprise to you thinking, you understand tech, you have a really cool background in anthropology as well as electronic arts, but there must have been sort of an interesting opportunity going, "Well, there's a huge opportunity in the market here >> Yeah. >> that we can help tech really kick the doors wide open on real estate. >> Yes. Exactly. My previous company, Citizen, which I sold to Ernst and Young, is known for connected technology. So we were developing connected technologies in cars, in healthcare and fintech, and we were looking at smart homes for single family home. And so, for us, when that real estate developer approached us, looked at the market, saw that the market is huge. It's $500 billion to a trillion dollars, just for multi-family home alone, it's an absolutely a large market, and then realized that this was truly an opportunity to scale smart home and IoT devices in a meaningful way because you're not just selling one device, one home, not even one building, but you're selling entire portfolios of companies like Prudential or JP Morgan. All the funds that you hear about, they're all real estate funds, right? And they're changing hands 40% of the ... A 40% of the fund is changing hands every year. That means they are buying and selling, and as they're buying and selling, they're adding technology into these buildings. >> Wow! That's so interesting. So, I want to kind of pivot a little bit into your background. I mentioned anthropology degree and electronic arts. And you have, I was asking you before we went live, I love stories like that where there's a ... I hear it wasn't a STEM kit, but you have some really cool influences that your anthropology background has delivered to, not just your career but also the technology that you guys are delivering. Tell us a little bit about that. Sure. So, anthropology is a study in human behavior, right? There's physical anthropology and cultural anthropology. Physical anthropology is now considered almost like evolutionary psychology. And so that actually allowed me because I've always been curious about human; human nature, why people do things, and that actually led my career into this interesting path of user experience design. And electronic arts actually taught me how to code as well as design on the computer. And when I graduated from college in the late '90s and moved to Silicon Valley, everybody's like, "I need somebody who could code and design all these Internet sites." So I ended up actually designing the first GM e-commerce site, the first HP's e-commerce sites, and that actually was not a direct path. I never thought I'd be making websites or working in an Internet, but it was an interesting path to get there. So you're right, it doesn't have to be this straight and like you got to be in computer science. There's so many different avenues to think about how technology needs a different point of view, right, from an art background or an anthropology background, and I think that's where there's an opportunity to bring in women or girls in a different way that still goes into STEM. So steam is a huge portion of what I support. >> Yes. And you talked about, it's just different points of view, it's thought diversity, even. >> Yes. >> Tell us a little bit about the culture that you're building at IOTAS and where, maybe even some of the softer skills >> Sure. >> are key to enabling you guys to do market expansion and accomplish some pretty big goals? >> Yeah. I mean, culturally, I love my team. I think one of the things that we always strive for, though, is the ability to always give back to the community as well. So we have like, events, as well as like, once a month, everyone has like, a give-back Wednesday, right? So they can go and volunteer and do other things that is outside of just their work life, right? And so that's just one of the things that we do and that allows them to just step away from their daily activity of being driven by just the startup mentality or the startup life and just go build something, and we do this a lot, Habitats for Humanities, right? We go build homes, real homes, and we always think we should offer these homes as smart home technology. But those are the things that I think really impact who we are. The other thought I had was I travel a lot. And I had this moment where I was getting on a plane. I was looking at the pilot, I was going, "Oh gosh! So much of my life is dependent on white men, and, unfortunately, like, my investors, my board members, all my executive staff, my husband, and I was thinking, "I need to change something. I'll keep the husband." (Lisa laughs) But we (chuckles) recently added a female board member who has a cybersecurity background. I'm recruiting for a female CFO and COO as well, and I'm trying to change up my executive staff, change up my investors, change up my board 'cause this is not something that you think about, coming from my generation which is a little bit older. You just need to do what you need to do to get it done, you don't think about yourself as a female entrepreneur. I thought of myself as an entrepreneur. I think of myself as a CEO. I don't have this like, "I'm a female entrepreneur." And so you sometimes forget to support other diversity in this environment, and that's kind of this moment of realization as I was getting on the plane, "I got to change something." Right? And so, our staff is more than 40% female. I'm trying to change that a little bit more. That's one of the key things that I think is a strength of having just representation. >> And maybe one of these days, you said your point: It won't matter, you will just be able to be a CEO, an entrepreneur. >> exactly. >> One more thing, since you're recruiting, where can people to go to find out more information about the opportunities? >> Sure, they can come to our site, reach out or contact at iotashome.com. That would be the best way to reach us. >> Excellent. Well, Sce, congratulations on the award. >> Thank you. >> And for what you're doing to help revolutionize the real estate tech industry. It's such interesting technology to make it aware and personal. Thanks for your time. >> Cool. >> Thank you so much, Lisa. We want to thank you for watching theCUBE. I'm Lisa Martin, at Facebook Headquarters. Thanks for watching. (dramatic music)

>> Announcer: From the heart of Silicon Valley, it's theCUBE. Covering Cloud-Now's Seventh Annual Top Women Entrepreneurs in Cloud Innovation Awards. (upbeat music) >> Hi, Lisa Martin with theCUBE, on the ground, at Facebook headquarters. We're here for the seventh annual Cloud-Now Top Women Entrepreneurs in Cloud Innovation Awards. Excited to welcome, from the AtScale team, to theCUBE for the first time, Sarah Gerwck co-founder and chief architect and award winner. Sarah it's so great to have you on the program. >> Thanks so much, it's great to be here. >> So I mention you join a number of your peers at AtScale who have been on theCUBE, so we're glad to have you on. So co-founder of a tech company, we're here celebrating women who have not only founded companies, technical entrepreneurs, venture bad companies, really hard things to achieve. Give us a little bit of the backstory about the co-founding opportunity that you and your co-founders had about what, 5 or so years ago at AtScale. >> Yeah so a number of the founding team came out of Yahoo where in the analytics group, we were seeing that the scale of data that companies were operating with was changing. And the operational environment was changing with both public and private clouds. And even at Yahoo as a technology company, we found we were struggling both internally to develop the tools that we needed and also to find tools on the market that served the needs of our business users, and our executives, and our accounts and sales people. So we realized that this was just a sort of pivotal moment in the change of the way business was being done in the Valley. That there was this great opportunity to really help companies connect to their data wherever that data might be and whatever types of data they might have. So about 5 years so ago from your perspective, you are a STEM kid. You've got background in what is it, math and physics. >> That's right. >> So you knew from the time you were a kid, I love this, this is what I want to do. What were some of the things the inspired you as being... And many industries are challenging, but tech is as well. That inspired you to not only continue doing what you love, but to actually step out of, maybe you'd say a comfort zone of a large company like a Yahoo with your co-founders and start something brand new? >> Sure, I think it's the... The key thing to me is you have to sort of just believe in yourself and be your own champion because really everybody out there who accomplishes these things takes these steps and says this is going to be my moment, this is going to be my thing. And I think whether you're a woman, or a minority, or a man, or anybody, you just have to be confident in yourself. Look for the things that you really enjoy. For me that was math and science and technology. And just sort of find, here's my niche, here's something I can be really good at. And become an expert in that area. And that's sort of something you walk into over time, and sort of develop that confidence to sort of strike out and do some amazing things in your life. >> How do you find that for those next generation, or even those that are in tech now, to go I don't feel confident enough, or they might feel some pressure. What's your recommendation on lending themselves with a mentor, whether it be male, female whatever to help them just kind of take stock of what's really important to them? >> Yeah, I think finding people who have been through it and talking to them, whether it could be a boss or a coworker whose done interesting things in their lives, or an old teacher, or a present teacher, I think finding somebody who can sort of give you that story of like here's how I felt because you have to have confidence in yourself but really nobody feels confident all the time. Everybody gets anxious or fearful before doing something new. That's part of it and sort of learning to look back and say well, I've been successful in the past, and I've overcome these obstacles and I'm ready for another one. >> I always think something that's so interesting is the concept of imposter syndrome. And how many people suffer from it, and I didn't even know it existed until a few years ago. And it level set, Okay, I'm not the only one. And so I think that's something that some people are kind of born with that like regardless, you love math and physics and you're going to keep going. But for those, I think even sometimes acknowledging, oh, this is something that a lot of people that have confidence now didn't have back in the day. I can overcome this as well. >> Right, I think everybody has a little bit of imposter syndrome at times. I just think that the world can seem like such a big and challenging place, but really it's all made of people and they all have the same sort of interests and desires. Not necessarily all the same skills, but deep down we're all people. >> Exactly, so tonight though, in the last minute or so, you have the opportunity to present in front of one of the most influential females of our time in technology, Sheryl Sandberg. Can you think back to yourself in college, and if you'd known this opportunity was going to happen, would have just said, yeah, that's about right? >> I would've been a surprise. I think with work and sort of following your passion, I think anything's possible. >> I love that. Well, Sarah, congratulations on the award and for all of your success at AtScale. We congratulate you, and we thank you for stopping by theCUBE. >> Thank you. >> Have a great night as well. >> Thanks. >> We want to thank you for watching theCUBE. I am Lisa Martin on the ground at Facebook headquarters. We'll see you next time. (upbeat music)

>> Announcer: From the heart of Silicon Valley, it's theCUBE covering CloudNOW's 7th annual Top Women Entrepreneurs in Cloud Innovation Awards. (lively music) >> Hi, Lisa Martin with theCUBE on the ground at Facebook Headquarters. We're here with the CloudNOW Top Women Entrepreneurs in Cloud Innovation Awards, their seventh annual. We're here with one of the award winners, Katherine Kostereva, the founder and CEO of bpm'online. Katherine, it's great to have you here. >> It's honor to be here. Thank you very much, Lisa. >> Congratulations on the CloudNOW award, but also you are no stranger to awards. Even in 2018, you were named one of the Top 50 SaaS CEOs for 2018. Not just female CEOs, CEOs. That's a pretty big honor as well. >> Katherine: Thank you. >> So bpm'online I want folks to understand not just your career path, but also that you're pretty persistent and bold. Bpm'online is a very successful and well-known business in Europe. >> Katherine: Right. >> Founded in 2002 with five people. >> 16 years ago. >> 16 years ago. >> Bootstrapped. >> Bootstrapped by yourself, and here you are recently moved to the US and you're basically kind of start-up in the US. >> Exactly. >> Tell us a little bit about that story. What you grew as a female leader in Europe, and the impetus to say we can do more and bring the business to the United States. >> Absolutely, would love to tell you this story. So 16 years ago we built this company. Bootstrapped it, no investors, no friends and family money. Just from zero, from scratch, and have successfully grown the business until we started to hear from our customers who were large, global organizations using our software in Europe. We started to hear, "Hey guys, "why we don't know you in the United States? "Why our headquarters doesn't know your name?" And then we started to talk to Gartner and Forrester, and they said exactly the same. Your technology is so amazing, and, right now, we are included in five Gartner Magic Quadrants and five Forrester Waves. And technology is amazing, but why you are not here in the United States? So, eventually, I moved to the United States with some of my peers, and we started to build our office in Boston. It happened three years ago. So right now we feel ourselves like a start-up here in Boston. While back like several years ago in Europe, and right now actually in Europe, this is a strong, mature company with 500 people in the company, working in the company in six offices. >> And business process automation, CRM, well-known in Europe, tell us about why did you select Boston and not come out here to Silicon Valley when you decided to move out here? >> (laughs) That's a great question, and I have a very easy answer to this question. As we have so many customers, partners and actually team members in Europe, we just wanted to find something with a shortest time-zone like time difference, right. So the difference between Europe and Boston is five to seven hours while here's it's additional plus three hours. So my day usually starts with Europe, so, when I start working around 7 a.m. in the morning, I work work with Europe, then I work with the United States, and then in the evening I start working with APAC with Asia, with Australia because we have our office in Australia as well. So we have our customers and people working in Australia, so this is my evening hours. >> Oh my goodness, so here you are being recognized tonight as a female entrepreneur. Tell us about your inspiration, and what has kept you persistent. Being a female in technology is challenging, and we all know that and, for many reasons. Hopefully one day it won't matter, gender, but it does. What are some of your recommendations for not only founding a company, and really kind of harnessing that persistence but also growing a culture that supports diversity. That understands and embraces change. >> This is a great question. Honestly, for me those are my customers, and that what I would recommend all women and female and male entrepreneurs to talk more to their customers because when you and your customers have the same vision about how to develop the company, how to develop the product, it inspires you. You just, you move on. You want to develop. You want to develop more, and just to give you an example both our customers and our team we believe that organization just can't have excellent customer relations without very holistic business processes beneath. So we believe that organization, if we're talking about mid-sized and large organization, they need to have holistic processes first, and then, based on this process, they going to have great customer relations. So this is kind of our vision and our mission, and that's what our customers share with us and that what has inspires me to move on and on and develop new products for our customers. >> Well, Katherine congratulations on the CloudNOW Award win. >> Thank you. >> Thanks so much for joining us on the program, and we hope you have a great night. >> Thank you so much for your time. Honor to be here. Thank you >> Our pleasure. We want to thank you for watching. I'm Lisa Martin for theCUBE at Facebook Headquarters. We'll see you next time. (lively, airy music)

>> Narrator: From the heart of Silicon Valley, it's theCube. Covering CloudNOW's seventh annual top women entrepreneurs in cloud innovation awards. >> Hi, Lisa Martin with theCube on the ground at Facebook headquarters. We are here for the 7th annual Cloud Now top women in cloud innovation awards. Excited to be welcoming to theCube for the first time, one of tonight's winners, Catherine Krow, the founder and CEO of Digitory Legal. Catherine, welcome. >> Thank you so much, it's a pleasure to be here. >> So one of the things I love about your story, Catherine, is you were a practicing attorney for 17 years. >> Yes. >> You're one of the assistant DA's in San Francisco. And you are now the founder of a SAS based software company. >> I am, and I was a partner at major law firm named Orrick for many many years before doing that. >> So, I can imagine, back in school when you were in law school, didn't envision you would actually be a female entrepreneur in technology. >> Oh heavens no. When I graduated from law school 20 years ago, this was probably dead last on the things that I thought I would be doing. But, when I was practicing, it became clear that there was an enormous change in the market, and a huge need for better and more powerful tools, particularly around the area of cost management and cost prediction. >> So tell us a little bit about Digitory Legal, and exactly what the software enables legal departments and companies to do. >> Well, the short answer is, we are bringing data driven cost prediction to law. And we're doing it to really help law firms and corporate legal departments succeed in a changing legal market. Now, for most of the time that I was practicing law, when clients would ask that "how much" question, the answer, which was perfectly acceptable, was, it depends. And that is no longer acceptable. So, in order for legal departments to do their job and for law firms to really succeed, we have to, as an industry, dig into our data and do better. And that's what we do. >> So when you had the idea, tell us about the process and the phases that you went through to carry it forward and get the angel funding that you're currently receiving. >> Well, the starting point was a lot of market research. Because I knew as a lawyer what my pain point was. I knew how hard it was to answer that "how much "question in complicated cases, and communicate with clients when things would change. But I didn't know if everybody else was feeling that pain, and I didn't know if there were markets out there, software tools out there that I just didn't know about. So I dug in and I dug in deep on what was out there, what were the pain points, and it took several months to realize that the problem really is a data problem, and it's been an industry wide problem for a long time. So to solve cost prediction, we needed to tackle the data problem, and then it was about pulling on my networking, finding the best Silicon Valley talent to help me do that. >> And speaking of network, here we are at CloudNOW, which is the network of women. And your background, and actually digging in there and being an attorney, looking at, these are the challenges I'm having, how much of an advantage has that been in the networking conversations that you've had, demonstrating to potential funders and those that are funding you, this is a huge gap in the market that isn't solvable, we have an idea, help us actually start this so we can start enabling organizations to leverage that data as you're saying, it's really the only option now. >> The industry expertise, the deep experience and my background, has really helped because I walked away from a big law firm partnership to solve this problem, it was so pressing. And there are very clear trigger points if you understand the industry very well, that are, make it easy to explain why now, and why us, and the market has changed and the whole approach of corporate law has changed, and we can explain that because I've lived it and breathed it. >> So a big part of this is digital transformation, which is a theme we hear at every tech event that we go to, but it's not just transforming a tech company. I was talking this morning to a ski resort company that digitized their entire process from paper to electronic, so everybody understands we are digital, we are mobile, we need to have that. I'm curious, do your conversations with maybe traditional law firms, maybe such as the ones that you've worked at, how easy is it to get them on board with being data driven, is the only way for you as a law form to continue to succeed and to compete with the next generation that understands data has to drive the business, revenue opportunities, etc. >> There's fortunately there's been enough publicity and enough of a market shift, and requirements on the client side that law is starting to understand that data driven decision making is the way of the future, and if they are not early, they are late. So in order to compete in what has become an incredibly difficult market for law firms, they must be able to help their clients make data driven decisions, and be different than the rest of the pack. So fortunately, the market has shifted, and that shift is very very clear to even the most traditional law firms. >> So even in customer conversations, they're getting it. >> They're getting it, and they know that I experience their pain. So it's working. >> Excellent. Well kind of to wrap things up, and to bring us back to the event that we're at tonight, you have the opportunity not only to present to about 300 attendees today, this event was sold out not even advertised, it was selling like hotcakes with just networking and word of mouth, but there's also some pretty big notable keynotes that are here tonight. Sheryl Sandberg being one of them, and kind of one of the beacons that us females in technology look to. You have the opportunity as a lawyer turned technology entrepreneur to present in front of someone who's pretty well known and inspirational. Thoughts on that? >> It's an honor. It's an honor and a privilege. I really can't thank CloudNOW enough for putting together this event and giving female entrepreneurs like myself the opportunity to stand up and say what we do to an audience like this. >> Lisa: It's pretty exciting. >> Yeah. >> Last question there, about your company, are you guys hiring, what types of rock stars are you looking for? Are you looking for people with legal background? With tech background? >> Um AI, because the core of what we do is artificial intelligence, natural language processing, so rock stars in artificial intelligence, send me your resume, I would love to talk to you. >> Excellent. Catherine, congratulations on the award. Thank you so much for stopping by. Lawyer turned tech entrepreneur. I love that, it's a great headline. >> Thank you so much, I really appreciate the time. >> Our pleasure. We want to thank you for watching theCube. I'm Lisa Martin on the ground at Facebook headquarters. We'll see you next time. (Techno music)

>> Announcer: From the heart of Silicon Valley, it's theCUBE. Covering CloudNOW's seventh annual Top Women Entrepreneurs in Cloud Innovation Awards. (upbeat music) >> Hi, Lisa Martin with theCUBE, on the ground at Facebook Headquarters. We're here for the seventh annual CloudNOW Top Women Entrepreneurs in Cloud Innovation Awards. Welcoming one of the award winners and a CUBE alumni to the program, we have Tongtong Gong. You are co-founder and COO of Amberdata, Tongtong. Welcome back to theCUBE, and congrats on the award. >> Thank you, thanks for having me Lisa. >> Our pleasure. So, you've been on theCUBE before. We'll talk about Amberdata in a second. And I love the name, so I want you to tell us a little bit about that. Health and intelligence for blockchain, but one of the really interesting things about you is you are a technical female co-founder of a venture-funded company. A lot of words there, huge accomplishment. >> Tongtong: Thank you. >> Tell us about the inspiration. What was the opportunity? Was it your idea? Was it your co-founder's idea? How did this opportunity for the technology come to fruition? Then how did you, as a female, go and lead and get funding for this technology? >> Wow, how much time do I have? I can talk all day on this subject. So, it all started last 2017, summer. I was just very intrigued with blockchain technology and the potential of how blockchain can change our life and take our identity, assets, have full control, remove intermediaries. I had a full-time job at that time, leading engineering for a startup company, and I just don't have enough time in the day to learn about this new technology and what's the better way to do it, and then jump right in, start own company, and start from blockchain data. So, my background is in data analytics and computing, and when I start learning blockchain, I realized blockchain data, it's stored, it's immutable, but it's really hard to access. It's really hard to analyze. It's really hard to process without all the tools that we all know and comfortable with. So, me and my co-founder at that point were going back and forth with this new technology and the opportunities. I think it's his idea. Let's do something with the data that's stored on blockchain. Amberdata, the company's name, it's because Nick Szabo did a podcast with Tim Ferriss and Naval about blockchain is a fly trapped in amber. Upon layers and layers of amber solidified and the bubbles and the fly, you can still see it but it's immutable. You can't change it anymore. So, we're like, what brilliant name is that, right? >> Lisa: Absolutely. >> Amberdata. Without a tool, a platform like us, you can't possibly count all the bubbles in the amber. We help you extract the bubbles from the amber, the flies from the amber, and analyzing it. And that's what we do. >> Wow, that's a great analogy, a great name. Health and intelligence for blockchain. Blockchain is a very hot technology topic. Every company out there, whether they're a startup born in the cloud or legacy enterprise, wants to be doing something in blockchain. As a female co-founder, was that an advantage for you when you went in to venture capitalists looking to get funding? What do you think some of those advantages were? >> Honestly, I always consider being female is an attribute of me. It's not the definition of me. My gender doesn't define me. It doesn't constrain me. It's just who I am and I'm also engineer. I'm also incredibly curious all the time. I'm also bubbly. I'm also a wife. I'm also a daughter. So, there's just many attributes of me. When we start a company, we went into lots of friends and VCs and Meetups and we'd talk to anyone about our idea. Looking for advice, looking for validation. That's really what led us to get the funding. >> I love that. One day I hope we'll be to a place where gender doesn't define us but we know the numbers in females in technical roles. But it sounds like one of the things that you leveraged, maybe, were some of those softer skills. You're very personable. You had a great idea. You clearly have passion for it. Building your own groundswell with Meetups and a network seems like one of the key initiators of your success. >> Now you put it that way, I think so. I never thought about it that way. Yeah, 'cause in the beginning, you really try to define and refine the idea and the product. Are you solving a problem? What is the problem that you are solving? You really can't get answers unless you talk to lots of people and I think, perhaps, being a female, it really helps me just to talk to people all day long. >> It's good that you can do that. Genetically, I think we both have that in common. Tonight, as we wrap up here, you're presenting in front of Sheryl Sandberg, who is probably one of the beacons that women have globally. Not just in technology, she's obviously written some incredibly inspiring books about a number of different life situations. You must be pretty excited to have the opportunity to not only be a co-founder but to be recognized by this award and have somebody as prestigious and inspirational as Sheryl in the audience. >> Absolutely. I have both her books, Lean In and Option B. I actually bough both books in Chinese version for my mom, as well. So, I have four copies. I'm a huge fan of Sheryl. I think she's very inspirational about leaning in and take a seat at the table. One of my friend, Jamie Moy, once said, "Girl, let's forget about taking a seat. Let's create a table. Let's create a seat for other people." >> "Girl, let's create a seat." I love that. Tongtong, thank you so much for stopping by. Congratulations again on the award. >> Thank you. >> And we look forward to having you back on theCUBE again, talking more about what you're doing with Amberdata. >> Thank you for having me. >> We want to thank you. You're watching theCUBE. I'm Lisa Martin from Facebook headquarters. Thanks for watching. (upbeat music)

(upbeat music) >> Narrator: From the heart of Silicon Valley, its theCUBE. Covering CloudNOW 7th Annual Top Women Entrepreneurs in Cloud Innovation Awards. (upbeat music) >> Hi, Lisa Martin with theCube, on the ground at Facebook Headquarters. We're here for the seventh annual CloudNOW Top Women Entrepreneurs in Cloud innovation. Welcoming back to theCube, Idit Levine, who was a winner of one of the awards tonight. Idit, welcome back to theCube. >> Thank you so much, it's great to be here. >> You are the co-founder and CEO of solo.io. >> Idit Levine: Right. >> So, Solo, I think Han Solo, StarWars, I know there's a different impetus for the name there. >> Idit Levine: Yeah. >> I want to talk about, you've been on theCube before talking about the technology, but I'd love for our audience tonight, you are here receiving an award for one, of being one of the innovators, top women in Cloud. Tell us a little bit about the founding of the company, what was the inspiration from a technology perspective, but also as a female technologist, not easy to get funding, tell us a little bit about your backstory. >> Yeah, so I work in the start up most of my life. So I was in Foundry, in a companies, not, I wasn't founding them. And so, you know, working in one company who got acquired, then I moved to another one who got acquired, then I was the CTO of Cloud Management Division in EMC. Much easier to be in a big company, but what drive me to actually start Solo was, because I really saw the need. And did end up actually solving a real problem in the industry. But as you said, it's not easy. So at the beginning I was very naive, I thought, well I already did a lot of open source project, already have a really good kind of like, you know a bitrun of doing and innovative, and so on, I should just get the money, right. So yeah right, no. (laughs) It's not working like this. It's harder to get the money. And also working, I'm specifically in the East coast, which make it even harder. And I'm the only founder. Which mean that it even make it much, much harder. (laughs) So when I started actually, I raised money in the beginning. You know there was a lot of question, like for instance, why don't you have a partner? And so on, I was insisting on not taking one because I felt that I can enter the product myself, right now. And there's nothing to say yet, so there's no point of bringing the business, and I'm a smart dude, I will learn. And that worked really, really well. So, I took the money eventually from, actually in the West coast, actually from a true venture and an amazind pundit, which is amazing, amazing investors, which was just like clear to me that that was the guy who need to go with me. And, we started a company a year and a half ago. But, part of the reason that I call the company Solo is kind of like in a way to explain that I can do it, right? We can do it, even that I'm a woman, and even that I'm tech, I can do these things by myself, so that's part of it. >> I hope you have stickers and pens for when people walk into your offices that says, I can do it, we can do it. That's a great name, and I love the history behind that. But you've fought some pretty big up hill battles, but in a short period of time, getting funding. What's your advice to your peers, either in this generation now or women in the next five years who have a great idea, they have the technical expertise like you do to move forward and just absorb that friction that's going to come your way, how did you do that? >> So actually my motto is really simple, just be the best. So like, I had a great mentor before, we said it right. People will try to stress you in your way and try to explain why you're not doing a good job and try to explain why they're doing a better job. But in the end of the day, people cannot, at least for me I'm a big data driven person, data is the most important thing, so what I did is just, instead of talking, I just was doing. And you know, it was hard in a point of conflict, ignore that, because we're doing really well. Our idea is really good. And again, and again. And persistently, we're doing well. That eventually it was just, you can ignore that. So it wasn't an easy way though. >> No definitely not. You make it sound easy, but your persistence and your determination clearly are essential. Tell us about the culture that you want to, as your company as solo.io continues to grow, what are some of the parts of wisdom that you're going to insist that your leadership team has, like someone that maybe has software skills that are eseential, not just the technical expertise, in order for this fast culture of, we can do this, to flourish? >> Yeah, so I mean, I have an amazing team. And I have to say, what I'm trying to do, my motive is that, I know what I'm good at, but there's stuff that I'm less good at. And my job is to basically surround myself with an amazing A plus team and just let them go. So that's exactly what we're doing. I mean, I'm in charge, I'm the CEO. And I overlook of all the company, doing a lot of the work of with the, managing the engineering, but I have amazing leaders who is going out to this job. I have, I'm doing a lot of the product but I did want a strong, strong people next to me. So if its my VP of Sales, and my field CTO, so I think that the most important thing in the company right now, and this is what we're working on, is the openness. You know, we're not making any decision, we're just sharing it with the amazing energy, and I think this is the key. It wasn't simple, I mean there were people who didn't fit and there was people that we needed to let them go, because, I'm very precise about that, we should be the best. And in order to be the best, you need to have the best people. >> And you want more of the best, because you're hiring. Where can people go to find more information? The website? >> Yeah they can totally go to the website, and just we're everywhere, like Twitter and LinkedIn, so you can just find us. And yeah just come and work for, it's really cool. It's going really well. >> Well, Idit you have such a great energy, thank you so much for joining us on the program. And also congratulations on the award that you won tonight. >> Thank you so much. >> I want to thank you for watching theCube, Lisa Martin for theCube on the ground at Facebook headquarters. Thanks for watching. (upbeat music)

>> From the heart of Silicon Valley, it's the Cube Covering CloudNow 7th Annual Top Women Entrepreneurs in Cloud Innovation Awards. >> Lisa Martin on the ground with the Cube at Facebook Headquarters. We are here for the 7th Annual CloudNow Top Women Entrepreneurs in Cloud Innovation Awards. Welcoming to the Cube for the first time, one of tonight's winners, we have Charu Sharma, the Founder and CEO of Nextplay.ai. Charu, it's great to have you on the Cube. >> Thanks Lisa, I'm really excited to be talking to you. >> And congratulations on your award. Your pedigree, when I looked you up on LinkedIn, I thought wow, where do I even start, the things you've accomplished in such a short time period are pretty impressive. I want to share a few with our guests. You've built, in college, in your spare time, two award-winning start-up companies out of your dorm room before you got napped up by LinkedIn to grow their talent solutions revenue. You've won awards by Grace Hopper. We mention tonight you're here with CloudNow, one of the top women entrepreneurs in cloud innovation. Tell us about, I'd love to get your story of what inspired you to go off and found Nextplay.ai, the inspiration, also the chutzpah to say, "You know what I want to do this, "and I need to go get funding" which is really challenging for women in technical roles to do. Tell us about that. >> Yeah, so tonight I'll be giving a talk next to Sheryl Sandberg and that's nothing short of a miracle for me because I grew up in a family in India where women were not allowed to work, and so growing up it was important for me to have access to economic opportunities and that's how I came to the US for a scholarship, and I'm here today because a lot of mentors serendipitously came in my life and opened doors for me. So, to pay it forward, when I worked at LinkedIn before, I built a mentoring program for women at LinkedIn specifically cuz I think in the workplace especially women, minorities, and introverts suffer in finding a sponsor in helping open doors for you and mentors at your company can specially help you navigate the political landscape and help you grow your career at the company which helps the companies with retention as well. Exactly two years ago I started Nextplay.ai to be able to do this at scale, so today we work with companies from Coca Cola to Lyft to Splunk, and we not only connect their employees internally for mentorship, we also have robust analytics to show the ROI on retention. >> I was looking at some of your stats, I was telling you before we went live, I geek out on stats, that really show that your technology can make significant business impact for, you mention Coca Cola, Lyft, Splunk, etcetera but you obviously saw a gap a few years ago when you got into tech yourself saying not only do we know the numbers and the stats of women in technical roles as being quite low, but one of the things that you saw is one of the things we need to do to help increase those numbers is start internally and mentoring these women. To your point, of not just helping them establish confidence to stay but navigate that political landscape. I think that's a really unique opportunity, when you pitched this idea to these Cs, what was their response? >> Yeah, so mentorship is not an established product category, and on top of that, I inserted gender, race, accent, age, etcetera, and so frankly I got mixed opinions, but I chose to focus on the people who saw the big vision and who cared about the story and the impact something like this could have, so LinkedIn's executives, 500 Start-ups, TechCrunch's former CEO, who's a woman, they're some of the earliest investors who put their bets on us. Today we have shown success stories at every scale, so after six months of working with us employees are 25% more likely to recommend working at their company which actually when you do the math, it's huge. It saves millions of dollars for companies. There was a woman at a company who became the first woman at her company to get promoted while away on mat leave, that's huge. >> Wow, that is huge. >> A new product manager was able to, because of us, connect with somebody who they otherwise wouldn't know, and they were able to help identify a multi-million dollar market opportunity for the company, so there are definitely these case studies which is now creating a movement and now we have over 300 companies who want to work with us. They're on a waiting list. >> A waiting list? >> Mmhhm So we're definitely creating this momentum. >> And we talk about groundswell and momentum, especially at an event like tonight where there's over 300 attendees, 1o winners, one of them being yourself, and there was no advertising to buy tickets because the groundswell is growing so much. The trajectory that Nextplay.ai is on, in two years is pretty steep, you got some exciting things coming up in March, tell us about that. >> Yes, thank you, so when ai play and we sell to enterprise companies to do their mentoring and sponsorship programs internally for talent retention, that said, we started the company to help level the playing field so now that we're relatively stable and are a strong robust team with decent traction, this March we want to give a give back, so we're launching a social impact campaign where around the world we're going to help 100,000 women get mentored. So, if you want to host events at your company, if you want to get involved as a mentor or a mentee, please e-mail me at charu@nextplay.ai. >> And people can also go to the website to find out more information about that? >> Not about that campaign specifically yet, but they'll find my contact information, so it's nextplay.ai. >> And even at your Twitter handle which is probably in the lower third here. >> Yes >> Excellent, so congratulations on the award. The amount of work that you have done in such a short period of time is incredible. I can see it in your attitude and your smile and your energy, congratulations on getting to present to Sheryl Sandberg tonight and for seeing this opportunity in the market to help with that retention from within. What a great opportunity and thanks again. >> Thank you Lisa. >> We want to thank you for watching the Cube. I am Lisa Martin on the ground at Facebook headquarters, thanks for watching. (light electronic music)

[Narrator] From the heart of Silicon Valley, it's the Cube. Covering Cloud Now seventh annual Top Women Entrepreneurs in Cloud Innovation Awards. (techno music) >> Hi, Lisa Martin on the ground with the Cube at Facebook headquarters at the seventh annual Cloud Now Top Women in Cloud Innovation Awards. We are here for our third time with the founder of Cloud Now, Jocelyn Degance Graham. Jocelyn, it is great to have you back. Great to be back here for your seventh annual Cloud Now. >> We are just so delighted to be here with you Lisa and the Cube and all of the support and wonderful help that you've given us through the years for this event. >> So you have a lot of firsts that I wanted to cover and I know we've just got a few minutes of your time. Seventh annual, as I mentioned. >> Jocelyn: That's right. >> Your Cloud Now community now boasts over 1500 members. There's over 300 attendees here tonight. >> Jocelyn: That's right. >> And tell us what was really unique about how easy it was to attract this audience. >> Well this, we've never had such a great response for this event Lisa. And some of that could just be the timing. It is finally an idea who's time has come, right? And so there just seems to be such a groundswell of understanding the importance of inclusion and diversity. And beyond that actually creating belonging, right? So more and more, I feel like there's such an actual enthusiasm that we hadn't seen before. So this year, we didn't actually publish tickets or let people know that tickets were available. Everything was essentially sold through word of mouth. And so, we never even published any tickets. And we sold out of the event. And that was definitely a first for us. >> Another first is being here. >> Yeah. >> Not only being here at Facebook headquarters in Menlo Park California, but also having Sheryl Sandberg as one of the keynote speakers this evening. >> It is such an honor. You know she is one of the women who has just been so important in terms of the Seminole movement of women in tech. Like many women, I read her book, Lean In, years ago. And the fact that she's here with us tonight at the event, after having inspired an entire movement, is really significant and we're just thrilled. >> Another thing that's really interesting and a unique first for Cloud Now this year is you're recognizing 10 female tech entrepreneurs who are technical founders. >> Jocelyn: Technical founder, venture backed. >> Of venture backed businesses. >> Jocelyn: That's absolutely right. >> Tell us about how you've been able to achieve that because their backgrounds are diverse and the technologies that they're designing and driving are really incredible. >> This is one of the most, I think, exciting firsts about the event this year is in past events, we were recognizing women that had made major contributions in a technical field. And we were recognizing women regardless of the level or role or responsibility in the organization. Now we had largely done that because there were so few female founders of venture funded startups. This year was an absolute breakthrough year for many different reasons. There are organizations now like Allraise.org that are supported by women VC's. And there just seems to be an entire groundswell of female founders and we were able to, this year for the first time, align the criteria around female technical founders. And I'm really hoping that moving forward we'll be able to continue with that as more and more women realize that they should be starting businesses and they can get venture backing. >> And we're excited to talk to those winners tonight and ask how did you go about doing that? What were your inspirations and how do you kind of combat those fears and just the history of the challenge of getting funding there? Another thing that I noticed on the Cloud Now website is one of your taglines is together we can make a difference. In, you know, just the last minute or so give me some examples of how you're helping to make a difference that really resonate with you and that give you inspiration for your 2019 goals. >> That's such a great question. So for me, really one of the most heartening things about the organization is that the work we're doing together and through our scholarship program. So we're identifying the next generation of both female and minority leaders in tech and we're investing in them through our stem scholarship fund. This year, we have funders. Our funders include Google, Intel and Facebook. And we're really hoping to be able to expand that scope next year, Lisa, to increase the number of students we're helping. This year we're also, in addition to women, we are helping minority students as well. And for next year, we're wanting to expand those categories even further and being able to support people with disabilities. So we're really hoping that to create this kind of very strong fabric of the community coming together and really giving each other support. >> Jocelyn, thank you so much for having the Cube back for the third year in a row and congratulations on the groundswell that you're capitalizing on and that you're helping to create. We congratulate you and we appreciate your time. >> Lisa, it's always a pleasure. I love speaking with you. Thanks so much for coming. >> Likewise, we want to thank you for watching the Cube. Lisa Martin on the ground at Facebook headquarters at the Cloud Now Top Women Entrepreneurs in Cloud Innovation Awards. Thanks for watching. (techno music)

>> From Orlando, Florida, it's theCUBE. Covering SAP SAPPHIRE NOW 2018. Brought to you by NetApp. >> Hey, welcome to theCUBE. I'm Lisa Martin, on the ground, at SAPPHIRE NOW 2018 in the NetApp booth with Keith Townsend for the day. Keith and I are joined by Scott Feldman, the Global Head of SAP HANA and Leonardo Communities. Scott, welcome to theCUBE. >> Thank you, great to be here. >> So, communities, plural. Why are... Tell us about the communities at SAP. Why is there specifically an SAP HANA community, before we get into Leonardo? >> Okay, well it's kinda fun because you saw one community and then they say, "Well, go do another community." So you do one, and it's like, okay do one. Do another one. So we have, at SAP, a global community that runs on the SAP.com platform. That's for everybody. That's for all customers, all partners, all analysts, everybody. That's normally called a SAP community. What we realized back in, around 2012 or 2013, is that we wanted to have a special place where our SAP HANA early adopter customers could go and join and network with each other on an online presence, right, and then have an opportunity to share their knowledge with each other and get more information from SAP. So we created a separate community on SAP HANA. It's actually a pretty easy URL, it's called SAPHANACommunity.com. It's pretty simple to remember. And now, we've doing this for about five, six years. >> So talk to us about what's unique about the HANA community outside of the technology. SAP Communities, in general's already pretty big, very active community. >> Correct. >> But what was the call out or what was the results of creating the HANA community? >> Great, and that's a great question. So what's really interesting about the SAP HANA community is that the topic and coverage of the content is specifically related to SAP HANA, data management, database tools and technologies, analytics, and other surrounding areas that are connected to that HANA platform as an anchor. So we have provided, over the past five years, almost 300, 300 webinars of content on SAP HANA technology. A lot of that content has come from SAP product managers, a lot of it's come from solution experts, partners as well, have provided content. And they're in the form of webinar frameworks as well as whitepapers and other content that's on there. Now, the people that join the community, which is all free by the way for the customers that join, are mainly our SAP customers. Now I'm proud to tell you, here and also SAPPHIRE 2018, we're here, we're over 6,100 or so members, globally, of the SAP HANA community. And what's really great about that is, you know, relative to some of the millions of numbers of people throughout for other communities, it seems like, you know, 6,000 plus is a small number. But you have to keep in mind that it's very targeted, right? So the people that are through the door, and our members of the community on the SAP HANA Jam, we have it on our SAP Jam site which is hosting the SAP cloud platform. These are people that really are interested in that topic. And they really wanna learn about SAP HANA and the technology surrounding SAP HANA. So they're very, very high-qualified, high-quality people. >> Very engaged, it sounds like. >> Absolutely. >> So, speaking of that, so this morning during Bill McDermott's keynote, he mentioned 23,000 HANA customers. >> Yes. >> You mentioned 6,000 actively engaging in your community. >> Yes. >> Collaboration was a big theme of this morning, talking about, this is not grandpa's CRM anymore, what SAP is doing to break that status quo. How influential are those customers engaging in the HANA community to its development and its evolution? >> That's a fantastic question. So what's happened is the community... Think of almost like a pyramid. So the community of the large, vast number of people who have joined the community for interest in topics have mostly consumed information, they are kinda the base line of the pyramid. Some of those customers have some great stories to tell. Okay, so what we did was we started a webinar series in 2013 called Spotlight. And I'll take credit for the name, actually, 'cause we call it the SAP HANA Spotlight. And essentially, what we're doing is, imagine the customer in a spotlight where they're sharing their journey. They're sharing their SAP HANA story and their journey. So we launched that a number of years ago and now we've done almost 80 separate HANA Spotlight webinars with customers that are sharing their stories. Well we even took it one step further beyond that. In 2013, some of the executives from our early adopting customers for SAP HANA, they came over to SAP and they said, "Gee, SAP, we're betting our career "and our company survival "on this new technology called SAP HANA," back in 2013. And they basically came to us and said, "I wanna have a council." So we wanna have a council of influence so that we have an opportunity to get together, share stories, share our journeys with each other, get to know who the other customers are that are also early adopters and are embarking on this journey with us together, and then, more importantly, to answer your question, feed that information back to SAP development so that we could, back at SAP, improve the product and come out with some additional features and functions and make it even better. Well that was 2013. Our very first meeting was up in Canada, in a suburb in Toronto, at one of our customer locations. We had 13 people in that meeting. Today, dial up six years, we're at over 750 members of an executive, so these are C-level VPS, senior IT, and chief architects that are in our community globally. We've done 24 meetings, I'm about to schedule the 25th meeting, and I've globalized that. And the customers, I thought they would've been tired of these kinds of meetings, they love it. They absolutely love it. So again, going back to that analogy, this is kind of the high peak point of the pyramid. We get the executives that are making these decisions and we talk about thought leadership. We don't talk about features and functionality. We do talk about road maps, we talk about investments that they need to make, and we anchor it again on the SAP HANA platform but we're bringing in other technologies and components like analytics or SAP Leonardo, right, or S/4 HANA, right. Now that it's announced, we'll bring in C/4 HANA. So we'll cover other topics as well, and of course the cloud platform. >> So you set it up, rinse and repeat, now we're at Leonardo. >> Rinse and repeat. Rinse and repeat. >> What is, first off, what is Leonardo? Great name, I love the name. But what is it? >> So SAP Leonardo is a methodology. It's an opportunity for our customers to co-design, co-invent, and get engaged in the design thinking process to understand how data, and we talked about this today, how we can, how data and how knowledge can enable an intelligent enterprise. And it's a process. So what people need to understand, and customers work with at SAP and they could go to the SAP Leonardo booth areas at the conferences and see as many testers as they wish. But essentially it's a foundation. It's an understanding of, how do I take where I am today from my own understanding of how I operate my business, and where do I need to go, what is my next gem process? Where do I need to be in five years to be that thought leader and how do I get there? So how do I take data that I know and data that I don't know? We have, I just ran into one of our customers... We run a program out of our team as well called the SAP Innovation Awards. It started off as the HANA Innovation Awards and now we cover all technologies and all topics for customer innovation. So SAP Leonardo, cloud platform solutions, SAP HANA solutions, data management solutions, these are all innovative offerings. We just announced all the winners, we have a actually ceremony tomorrow night where all the winners have been announced and they're gonna be receiving their trophies. We've been doing this for many years. What's interesting about that is all the innovative projects that are coming from the customer programs, projects, innovations. What are they doing? How are they co-innovating? Are they co-innovating with SAP? Are they doing smart farming? We have one winner that's actually doing smart farming, micro-crop planting to understand soil composition. And humidity and moisture composition is different even if you go one meter away on this, one meter, which is nothing. >> You're right. >> For the Americans listening, it's three feet. (everyone laughs) And that's pretty close. And they can actually combine different crop plantings based on soil conditions and compositions and this is all being monitored in the SAP HANA cloud. So this is really phenomenal. >> Yeah, that would be. >> And we love these kinds of stories. And what we're doing now, as you can imagine. You're probably gonna ask me, how do you connect the dots? Well it was pretty easy to connect the dots. We have the customers that are presented these great programs. They've created these great values that they're providing to their industry, right? And they're great wins and successes. And we're leveraging those customers in the community as thought leaders. And we're also doing sessions like that. I'd like to get them on theCUBE. Have them talk about some of the things >> That would be great. >> that they're doing. >> We would have fun. We love customer stories. >> I love it. I think it would be phenomenal. >> So, let's talk bout the dynamics of running a community program that featured around a product. And HANA, very straightforward, is about the tech, a lot of it was speeds and fees transitioned into solutions. >> Right. >> When you start out with something as ambitious as Leonardo framework, are the dynamics different, like what are, what is the community like? >> A little bit 'cause SAP HANA is the foundation. And we saw this today at the keynotes today. And Bill's keynote was phenomenal and we saw that how he was positioning this and it's all about the intelligent enterprise and SAP HANA as a foundation, it's fantastic. And we've been doing this for a lot of years. But what do we do to build upon that? When we established the foundational community for SAP HANA, people started coming in and wanting to understand everything about the HANA community. We did a couple fundamental things. Number one, we connected with the SAP HANA Academy. And I'll give a shout out to my friends at the academy, I love them to death, and we've been partnering with them for five plus years. The SAP HANA Academy is a YouTube site of thousands of videos on how to do anything. It could be data management, it could be data hub, it could be Vora which is the connected to Hadoop. It could be SAP HANA. It could be analytics. And there's thousands, literally thousands of videos on how to just about do anything that you want connected to the community. So the people and the SAP HANA Academy team has presented content, webinars on our community broadcasting at least for the last... This year they did one, they do like two or three every year for the last number of years. What we did with SAP Leonardo was, Leonardo can be thought of as a combination of the technologies. So we have, as you know, with machine learning, IoT, blockchain, right, analytics and a whole bunch of other things, design thinking methodologies that are in Leonardo, so what we did is we took a lot of that and created a series of webinars and content. We just finished something called the SAP Digital Transformation Series featuring SAP Leonardo in conjunction with ASUG, the America User Group, that's our co-conference sponsor here and we love them to death. And what we did was do the 14-part webinar series. We had thousands of people come onto these calls and each call covered, for example, Mala, who's our president, she did what is the overview of Leonardo? How do we do this? We covered analytics with Mike Flannagan. Maricel covered design thinking. And then we went from there. Then we covered the solutions themselves. What is IoT, what is blockchain, what is machine learning? How do you understand what these things do and how they impact your organization? Then we took it one step further. We went into the industry solutions. So the partners are developing industry solutions. The industry accelerates, we talked a little bit earlier, there's a press release that just came out on that, on some of the.. >> The Partner Medallion Initiative. >> The Premiere Medallion Initiative, right. My friend Mike is running, from the Leonardo team. And that is certifying partners for the specific solutions that they're building around the industry, the deliverables that they have around the SAP Leonardo, we feature that as well. So all of that content was in this series and we continue to build upon that. What we really want, though, now is we wanna do what we did this time last year which was, we want the customer stories. So we've done, I've told you, we've done a lot of webinars in the community. So a lot of content going to the members of the community from the experts that understand that content. Next step, second half of the year, is we want those customer stories out there. So those 80 or so webinars that I mentioned that we did with our customer Spotlights, we want those Spotlights now. So we'll focus those... Anybody watching, give me those Spotlights. We want those stories. We want the customers to really articulate their story, their challenges, their successes, their wins, what are they doing to the SAP technology that-- >> You're preaching to the choir about customer marketing persons so that there's no better value-- >> Isn't it great? >> Brand validation, than the voice of the customer. Speaking of brand validation, I heard this morning that Bill McDermott announced that you guys are now 17 on the top 100 global most valuable brands. >> Absolutely. >> He wants to be in the top 10. >> And we're proud of that. I'm part of that team. >> Up four. You're doing this with a tremendous amount of partners is what you mentioned, partners. We're in the NetApp booth. >> Correct. >> Talk to us about what SAP and NetApp are doing in the community to enable this amazing amount of education that you're doing. >> So that's a great find. I mean, SAP wouldn't be where it is today, and I've been with SAP for (chuckles) I don't wanna say the number of years but people watch me and they know I've been at SAP a long time. It's like you can't say Scott Feldman without SAP. So it's been kind of anchored in for a long time. It's sort of the blood, the blue blood runs in the DNA you know. It was just kind of fun. But some of the partners that we've worked with in the communities have taken it to another step. NetApp is one of those. And I love working with NetApp. They're a strategic technology provider and a fantastic global partner with SAP. I know you just heard from RJ who did an interview, we work a lot with him and his team as well, Roland and the rest of the team. And what NetApp has done is they've made another strategic investment with us in the communities, for the HANA community and the Leonardo community such that they're a name-sponsored partner. And what's really nice about that is we have a special spot and if you go to the SAPHANACommunity.com site, or if you're already a member, or the other one is, you can guess, SAPLeonardoCommunity.com, very similar, right? If you go to either one of those sites, you'll find that there's a spot for partners that are specific to that community, that have taken the next step to add additional value. NetApp is there, there's a page. And what we've done is we've created a page with all the NetApp content on, what is NetApp's contribution on SAP HANA and Leonardo? Where is the value proposition? Why NetApp? What are they doing with SAP? Where are the links that we can go for all the content that NetApp has provided to us to post in that community? And not only that, NetApp is also an outstanding member, upstanding member of the SAP HANA CL Council Community 'cause they also run SAP. And, in addition to that, NetApp is a strategic partner that provides webinar content for SAP, for the community. So, about once a quarter, there'll be a webinar that is sponsored by NetApp and now I'm bugging them a little bit to get the customers in front of the webinar so we can have these little-- >> There must be some NetApp-SAP Customer Spotlights just waiting to come into the surface, right? >> Oh, absolutely. And we're doing them in small snippets so what's really great about that, it's kinda like this discussion that we're having, these small chunks. 'Cause I think the new wave of doing things, >> Snackable content. >> And I could certainly tell you're from the generation that's just maybe a little bit younger, is that they don't have time to sit down and watch a webinar for one hour. But they'll take it in 20-minute doses. They'll just like, "Man, give me "all the 20-minute webinars you want." It's like, I'll just give me a chunk and I'll take it and boom. I really want that. So that's been a lot of fun. So NetApp's been a fantastic strategic partner and we'll continue to partner with them moving forward. >> So I'm hearing a lot of collaboration, a lot of participation, energy just radiating, I think off from the main stage-- >> Oh I don't like the community, just do the watch, uncles love it. >> From the main stage to what you're talking about, what with what you guys are doing and I love to hear that the customers are being recognized for their innovation. Not just-- >> They are, yeah. >> Transforming their businesses, new revenue streams, new business models, but leveraging their partners like SAP, like NetApp, to become the intelligent enterprise and change industries. >> Absolutely, Lisa. And they're becoming the thought leaders of their own industry. So if you want to become a leader or a thought leader in your own specific industry, join the SAP HANA Community, make the investments in SAP Leonardo, work with SAP, work with NetApp, and like Bill says, let's get it done. >> Let's get it done. Scott, thanks so much for stopping by and chatting with Keith and me this morning. >> Thank you for your time, it's been my pleasure. >> And enjoy the rest of the event. >> I look forward to it. >> All right. Lisa Martin with Keith Townsend on theCUBE from the NetApp booth at SAP SAPPHIRE NOW 2018. Thanks for watching. (funky music)

[Music] [Music] [Music] [Music] [Music] [Music] that will be successful in the 21st century [Music] being open is really important because it comes with a lot of trust the open-source community now has matured so much and that contribution from the community is really driving innovation [Music] but what's really exciting is the change that we've seen in our teams not only the way they collaborate but the way they operate in the way they work [Music] I think idea is everything ideas can change the way you see things open-source is more than a license it's actually a way of operating [Music] ladies and gentlemen please welcome Red Hat president and chief executive officer Jim Whitehurst [Music] all right well welcome to day two at the Red Hat summit I'm amazed to see this many people here at 8:30 in the morning given the number of people I saw pretty late last night out and about so thank you for being here and have to give a shout out speaking of power participation that DJ is was Mike Walker who is our global director of open innovation labs so really enjoyed that this morning was great to have him doing that so hey so day one yesterday we had some phenomenal announcements both around Red Hat products and things that we're doing as well as some great partner announcements which we found exciting I hope they were interesting to you and I hope you had a chance to learn a little more about that and enjoy the breakout sessions that we had yesterday so yesterday was a lot about the what with these announcements and partnerships today I wanted to spin this morning talking a little bit more about the how right how do we actually survive and thrive in this digitally transformed world and to some extent the easy parts identifying the problem we all know that we have to be able to move more quickly we all know that we have to be able to react to change faster and we all know that we need to innovate more effectively all right so the problem is easy but how do you actually go about solving that right the problem is that's not a product that you can buy off the shelf right it is a capability that you have to build and certainly it's technology enabled but it's also depends on process culture a whole bunch of things to figure out how we actually do that and the answer is likely to be different in different organizations with different objective functions and different starting points right so this is a challenge that we all need to feel our way to an answer on and so I want to spend some time today talking about what we've seen in the market and how people are working to address that and it's one of the reasons that the summit this year the theme is ideas worth it lorring to take us back on a little history lesson so two years ago here at Moscone the theme of the summit was the power of participation and then I talked a lot about the power of groups of people working together and participating are able to solve problems much more quickly and much more effectively than individuals or even individual organizations working by themselves and some of the largest problems that we face in technology but more broadly in the world will ultimately only be solved if we effectively participate and work together then last year the theme of the summit was the impact of the individual and we took this concept of participation a bit further and we talked about how participation has to be active right it's a this isn't something where you can be passive that you can sit back you have to be involved because the problem in a more participative type community is that there is no road map right you can't sit back and wait for an edict on high or some central planning or some central authority to tell you what to do you have to take initiative you have to get involved right this is a active participation sport now one of the things that I talked about as part of that was that planning was dead and it was kind of a key my I think my keynote was actually titled planning is dead and the concept was that in a world that's less knowable when we're solving problems in a more organic bottom-up way our ability to effectively plan into the future it's much less than it was in the past and this idea that you're gonna be able to plan for success and then build to it it really is being replaced by a more bottom-up participative approach now aside from my whole strategic planning team kind of being up in arms saying what are you saying planning is dead I have multiple times had people say to me well I get that point but I still need to prepare for the future how do I prepare my organization for the future isn't that planning and so I wanted to spend a couple minutes talk a little more detail about what I meant by that but importantly taking our own advice we spent a lot of time this past year looking around at what our customers are doing because what a better place to learn then from large companies and small companies around the world information technology organizations having to work to solve these problems for their organizations and so our ability to learn from each other take the power of participation an individual initiative that people and organizations have taken there are just so many great learnings this year that I want to get a chance to share I also thought rather than listening to me do that that we could actually highlight some of the people who are doing this and so I do want to spend about five minutes kind of contextualizing what we're going to go through over the next hour or so and some of the lessons learned but then we want to share some real-world stories of how organizations are attacking some of these problems under this how do we be successful in a world of constant change in uncertainty so just going back a little bit more to last year talking about planning was dead when I said planning it's kind of a planning writ large and so that's if you think about the way traditional organizations work to solve problems and ultimately execute you start off planning so what's a position you want to get to in X years and whether that's a competitive strategy in a position of competitive advantage or a certain position you want an organizational function to reach you kind of lay out a plan to get there you then typically a senior leaders or a planning team prescribes the sets of activities and the organization structure and the other components required to get there and then ultimately execution is about driving compliance against that plan and you look at you say well that's all logical right we plan for something we then figure out how we're gonna get there we go execute to get there and you know in a traditional world that was easy and still some of this makes sense I don't say throw out all of this but you have to recognize in a more uncertain volatile world where you can be blindsided by orthogonal competitors coming in and you the term uber eyes you have to recognize that you can't always plan or know what the future is and so if you don't well then what replaces the traditional model or certainly how do you augment the traditional model to be successful in a world that you knows ambiguous well what we've heard from customers and what you'll see examples of this through the course of this morning planning is can be replaced by configuring so you can configure for a constant rate of change without necessarily having to know what that change is this idea of prescription of here's the activities people need to perform and let's lay these out very very crisply job descriptions what organizations are going to do can be replaced by a greater degree of enablement right so this idea of how do you enable people with the knowledge and things that they need to be able to make the right decisions and then ultimately this idea of execution as compliance can be replaced by a greater level of engagement of people across the organization to ultimately be able to react at a faster speed to the changes that happen so just double clicking in each of those for a couple minutes so what I mean by configure for constant change so again we don't know exactly what the change is going to be but we know it's going to happen and last year I talked a little bit about a process solution to that problem I called it that you have to try learn modify and what that model try learn modify was for anybody in the app dev space it was basically taking the principles of agile and DevOps and applying those more broadly to business processes in technology organizations and ultimately organizations broadly this idea of you don't have to know what your ultimate destination is but you can try and experiment you can learn from those things and you can move forward and so that I do think in technology organizations we've seen tremendous progress even over the last year as organizations are adopting agile endeavor and so that still continues to be I think a great way for people to to configure their processes for change but this year we've seen some great examples of organizations taking a different tack to that problem and that's literally building modularity into their structures themselves right actually building the idea that change is going to happen into how you're laying out your technology architectures right we've all seen the reverse of that when you build these optimized systems for you know kind of one environment you kind of flip over two years later what was the optimized system it's now called a legacy system that needs to be migrated that's an optimized system that now has to be moved to a new environment because the world has changed so again you'll see a great example of that in a few minutes here on stage next this concept of enabled double-clicking on that a little bit so much of what we've done in technology over the past few years has been around automation how do we actually replace things that people were doing with technology or augmenting what people are doing with technology and that's incredibly important and that's work that can continue to go forward it needs to happen it's not really what I'm talking about here though enablement in this case it's much more around how do you make sure individuals are getting the context they need how are you making sure that they're getting the information they need how are you making sure they're getting the tools they need to make decisions on the spot so it's less about automating what people are doing and more about how can you better enable people with tools and technology now from a leadership perspective that's around making sure people understand the strategy of the company the context in which they're working in making sure you've set the appropriate values etc etc from a technology perspective that's ensuring that you're building the right systems that allow the right information the right tools at the right time to the right people now to some extent even that might not be hard but when the world is constantly changing that gets to be even harder and I think that's one of the reasons we see a lot of traction and open source to solve these problems to use flexible systems to help enterprises be able to enable their people not just in it today but to be flexible going forward and again we'll see some great examples of that and finally engagement so again if execution can't be around driving compliance to a plan because you no longer have this kind of Cris plan well what do leaders do how do organizations operate and so you know I'll broadly use the term engagement several of our customers have used this term and this is really saying well how do you engage your people in real-time to make the right decisions how do you accelerate a pace of cadence how do you operate at a different speed so you can react to change and take advantage of opportunities as they arise and everywhere we look IT is a key enabler of this right in the past IT was often seen as an inhibitor to this because the IT systems move slower than the business might want to move but we are seeing with some of these new technologies that literally IT is becoming the enabler and driving the pace of change back on to the business and you'll again see some great examples of that as well so again rather than listen to me sit here and theoretically talk about these things or refer to what we've seen others doing I thought it'd be much more interesting to bring some of our partners and our customers up here to specifically talk about what they're doing so I'm really excited to have a great group of customers who have agreed to stand in front of 7,500 people or however many here this morning and talk a little bit more about what they're doing so really excited to have them here and really appreciate all them agreeing to be a part of this and so to start I want to start with tee systems we have the CEO of tee systems here and I think this is a great story because they're really two parts to it right because he has two perspectives one is as the CEO of a global company itself having to navigate its way through digital disruption and as a global cloud service provider obviously helping its customers through this same type of change so I'm really thrilled to have a del hasta li join me on stage to talk a little bit about T systems and what they're doing and what we're doing jointly together so Adelle [Music] Jim took to see you Adele thank you for being here you for having me please join me I love to DJ when that fantastic we may have to hire him no more events for events where's well employed he's well employed though here that team do not give him mics activation it's great to have you here really do appreciate it well you're the CEO of a large organization that's going through this disruption in the same way we are I'd love to hear a little bit how for your company you're thinking about you know navigating this change that we're going through great well you know key systems as an ICT service provider we've been around for decades I'm not different to many of our clients we had to change the whole disruption of the cloud and digitization and new skills and new capability and agility it's something we had to face as well so over the last five years and especially in the last three years we invested heavily invested over a billion euros in building new capabilities building new offerings new infrastructures to support our clients so to be very disruptive for us as well and so and then with your customers themselves they're going through this set of change and you're working to help them how are you working to help enable your your customers as they're going through this change well you know all of them you know in this journey of changing the way they run their business leveraging IT much more to drive business results digitization and they're all looking for new skills new ideas they're looking for platforms that take them away from traditional waterfall development that takes a year or a year and a half before they see any results to processes and ways of bringing applications in a week in a month etcetera so it's it's we are part of that journey with them helping them for that and speaking of that I know we're working together and to help our joint customers with that can you talk a little bit more about what we're doing together sure well you know our relationship goes back years and years with with the Enterprise Linux but over the last few years we've invested heavily in OpenShift and OpenStack to build peope as layers to build you know flexible infrastructure for our clients and we've been working with you we tested many different technology in the marketplace and been more successful with Red Hat and the stack there and I'll give you an applique an example several large European car manufacturers who have connected cars now as a given have been accelerating the applications that needed to be in the car and in the past it took them years if not you know scores to get an application into the car and today we're using open shift as the past layer to develop to enable these DevOps for these companies and they bring applications in less than a month and it's a huge change in the dynamics of the competitiveness in the marketplace and we rely on your team and in helping us drive that capability to our clients yeah do you find it fascinating so many of the stories that you hear and that we've talked about with with our customers is this need for speed and this ability to accelerate and enable a greater degree of innovation by simply accelerating what what we're seeing with our customers absolutely with that plus you know the speed is important agility is really critical but doing it securely doing it doing it in a way that is not gonna destabilize the you know the broader ecosystem is really critical and things like GDP are which is a new security standard in Europe is something that a lot of our customers worry about they need help with and we're one of the partners that know what that really is all about and how to navigate within that and use not prevent them from using the new technologies yeah I will say it isn't just the speed of the external but the security and the regulation especially GDR we have spent an hour on that with our board this week there you go he said well thank you so much for being here really to appreciate the work that we're doing together and look forward to continued same here thank you thank you [Applause] we've had a great partnership with tea systems over the years and we've really taken it to the next level and what's really exciting about that is you know we've moved beyond just helping kind of host systems for our customers we really are jointly enabling their success and it's really exciting and we're really excited about what we're able to to jointly accomplish so next i'm really excited that we have our innovation award winners here and we'll have on stage with us our innovation award winners this year our BBVA dnm IAG lasat Lufthansa Technik and UPS and yet they're all working in one for specific technology initiatives that they're doing that really really stand out and are really really exciting you'll have a chance to learn a lot more about those through the course of the event over the next couple of days but in this context what I found fascinating is they were each addressing a different point of this configure enable engage and I thought it would be really great for you all to hear about how they're experimenting and working to solve these problems you know real-time large organizations you know happening now let's start with the video to see what they think about when they think about innovation I define innovation is something that's changing the model changing the way of thinking not just a step change improvement not just making something better but actually taking a look at what already exists and then putting them together in new and exciting lives innovation is about to build something nobody has done before historically we had a statement that business drives technology we flip that equation around an IT is now demonstrating to the business at power of technology innovation desde el punto de vista de la tecnología supone salir de plataform as proprietary as ADA Madero cloud basado an open source it's a possibility the open source que no parameter no sir Kamala and I think way that for me open-source stands for flexibility speed security the community and that contribution from the community is really driving innovation innovation at a pace that I don't think our one individual organization could actually do ourselves right so first I'd like to talk with BBVA I love this story because as you know Financial Services is going through a massive set of transformations and BBVA really is at the leading edge of thinking about how to deploy a hybrid cloud strategy and kind of modular layered architecture to be successful regardless of what happens in the future so with that I'd like to welcome on stage Jose Maria Rosetta from BBVA [Music] thank you for being here and congratulations on your innovation award it's been a pleasure to be here with you it's great to have you hi everybody so Josemaria for those who might not be familiar with BBVA can you give us a little bit of background on your company yeah a brief description BBVA is is a bank as a financial institution with diversified business model and that provides well financial services to more than 73 million of customers in more than 20 countries great and I know we've worked with you for a long time so we appreciate that the partnership with you so I thought I'd start with a really easy question for you how will blockchain you know impact financial services in the next five years I've gotten no idea but if someone knows the answer I've got a job for him for him up a pretty good job indeed you know oh all right well let me go a little easier then so how will the global payments industry change in the next you know four or five years five years well I think you need a a Weezer well I tried to make my best prediction means that in five years just probably will be five years older good answer I like that I always abstract up I hope so I hope so yah-yah-yah hope so good point so you know immediately that's the obvious question you have a massive technology infrastructure is a global bank how do you prepare yourself to enable the organization to be successful when you really don't know what the future is gonna be well global banks and wealth BBBS a global gam Bank a certain component foundations you know today I would like to talk about risk and efficiency so World Bank's deal with risk with the market great the operational reputational risk and so on so risk control is part of all or DNA you know and when you've got millions of customers you know efficiency efficiency is a must so I think there's no problem with all these foundations they problem the problem analyze the problems appears when when banks translate these foundations is valued into technology so risk control or risk management avoid risk usually means by the most expensive proprietary technology in the market you know from one of the biggest software companies in the world you know so probably all of you there are so those people in the room were glad to hear you say that yeah probably my guess the name of those companies around San Francisco most of them and efficiency usually means a savory business unit as every department or country has his own specific needs by a specific solution for them so imagine yourself working in a data center full of silos with many different Hardware operating systems different languages and complex interfaces to communicate among them you know not always documented what really never documented so your life your life in is not easy you know in this scenario are well there's no room for innovation so what's been or or strategy be BES ready to move forward in this new digital world well we've chosen a different approach which is quite simple is to replace all local proprietary system by a global platform based on on open source with three main goals you know the first one is reduce the average transaction cost to one-third the second one is increase or developers productivity five times you know and the third is enable or delete the business be able to deliver solutions of three times faster so you're not quite easy Wow and everything with the same reliability as on security standards as we've got today Wow that is an extraordinary set of objectives and I will say their world on the path of making that successful which is just amazing yeah okay this is a long journey sometimes a tough journey you know to be honest so we decided to partnership with the with the best companies in there in the world and world record we think rate cut is one of these companies so we think or your values and your knowledge is critical for BBVA and well as I mentioned before our collaboration started some time ago you know and just an example in today in BBVA a Spain being one of the biggest banks in in the country you know and using red hat technology of course our firm and fronting architecture you know for mobile and internet channels runs the ninety five percent of our customers request this is approximately 3,000 requests per second and our back in architecture execute 70 millions of business transactions a day this is almost a 50% of total online transactions executed in the country so it's all running yes running I hope so you check for you came on stage it's I'll be flying you know okay good there's no wood up here to knock on it's been a really great partnership it's been a pleasure yeah thank you so much for being here thank you thank you [Applause] I do love that story because again so much of what we talk about when we when we talk about preparing for digital is a processed solution and again things like agile and DevOps and modular izing components of work but this idea of thinking about platforms broadly and how they can run anywhere and actually delivering it delivering at a scale it's just a phenomenal project and experience and in the progress they've made it's a great team so next up we have two organizations that have done an exceptional job of enabling their people with the right information and the tools they need to be successful you know in both of these cases these are organizations who are under constant change and so leveraging the power of open-source to help them build these tools to enable and you'll see it the size and the scale of these in two very very different contexts it's great to see and so I'd like to welcome on stage Oh smart alza' with dnm and David Abraham's with IAG [Music] Oh smart welcome thank you so much for being here Dave great to see you thank you appreciate you being here and congratulations to you both on winning the Innovation Awards thank you so Omar I really found your story fascinating and how you're able to enable your people with data which is just significantly accelerated the pace with which they can make decisions and accelerate your ability to to act could you tell us a little more about the project and then what you're doing Jim and Tina when the muchisimas gracias por ever say interesado pono true projecto [Music] encargado registry controller las entradas a leda's persona por la Frontera argentina yo sé de dos siento treinta siete puestos de contrôle tienen lo largo de la Frontera tanto area the restreamer it EEMA e if looool in dilute ammonia shame or cinta me Jonas the tránsito sacra he trod on in another Fronteras dingus idea idea de la Magneto la cual estamos hablando la Frontera cantina tienen extension the kin same in kilo metros esto es el gada mint a maje or allege Estancia kaeun a poor carretera a la co de mexico con el akka a direction emulation s 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calidad de vida de atras de mettre personas SI y meet our que el delito perform a trois Natura from Dana's Argentine sigue siendo en favor de esto SI temes uno de los países mess Alberto's Allah immigration en Latin America yah hora con una plataforma mas segunda first of all I want to thank you for the interest is played for our project the National migration administration or diem records the entry and exit of people on the Argentine territory it grants residents permits to foreigners who wish to live in our country through 237 entry points land air border sea and river ways Jim dnm registered over 80 million transits throughout last year Argentine borders cover about 15,000 kilometers just our just to give you an idea of the magnitude of our borders this is greater than the distance on a highway between Mexico City and Alaska our department applies the mechanisms that prevent the entry and residents of people involved in crimes like terrorism trafficking of persons weapons drugs and others in 2016 we shifted to a more preventive and predictive paradigm that is how Sam's the system for migration analysis was created with red hats great assistance and support this allowed us to tackle the challenge of integrating multiple and varied issues legal issues police databases national and international security organizations like Interpol API advanced passenger information and PNR passenger name record this involved starting private cloud with OpenShift Rev data virtualization cloud forms and fuse that were the basis to develop Sam and implementing machine learning models and artificial intelligence our analysts consulted a number of systems and other manual files before 2016 4 days for each person entering or leaving the country so this has allowed us to optimize our decisions making them in real time each time Sam is consulted it processes patterns of over two billion data entries Sam's aim is to improve the quality of life of our citizens and visitors making sure that crime doesn't pierce our borders in an environment of analytic evolution and constant improvement in essence Sam contributes toward Argentina being one of the leaders in Latin America in terms of immigration with our new system great thank you and and so Dave tell us a little more about the insurance industry and the challenges in the EU face yeah sure so you know in the insurance industry it's a it's been a bit sort of insulated from a lot of major change in disruption just purely from the fact that it's highly regulated and the cost of so that the barrier to entry is quite high in fact if you think about insurance you know you have to have capital reserves to protect against those major events like floods bush fires and so on but the whole thing is a lot of change there's come in a really rapid pace I'm also in the areas of customer expectations you know customers and now looking and expecting for the same levels of flexibility and convenience that they would experience with more modern and new startups they're expecting out of the older institutions like banks and insurance companies like us so definitely expecting the industry to to be a lot more adaptable and to better meet their needs I think the other aspect of it really is in the data the data area where I think that the donor is now creating a much more significant connection between organizations in a car summers especially when you think about the level of devices that are now enabled and the sheer growth of data that's that that's growing at exponential rates so so that the impact then is that the systems that we used to rely on are the technology we used to rely on to be able to handle that kind of growth no longer keeps up and is able to to you know build for the future so we need to sort of change that so what I G's really doing is transform transforming the organization to become a lot more efficient focus more on customers and and really set ourselves up to be agile and adaptive and so ya know as part of your Innovation Award that the specific set of projects you tied a huge amount of different disparate systems together and with M&A and other you have a lot to do there to you tell us a little more about kind of how you're able to better respond to customer needs by being able to do that yeah no you're right so we've we've we're nearly a hundred year old company that's grown from lots of merger and acquisition and just as a result of that that means that data's been sort of spread out and fragmented across multiple brands and multiple products and so the number one sort of issue and problem that we were hearing was that it was too hard to get access to data and it's highly complicated which is not great from a company from our perspective really because because we are a data company right that's what we do we we collect data about people what they what's important to them what they value and the environment in which they live so that we can understand that risk and better manage and protect those people so what we're doing is we're trying to make and what we have been doing is making data more open and accessible and and by that I mean making data more of easily available for people to use it to make decisions in their day-to-day activity and to do that what we've done is built a single data platform across the group that unifies the data into a single source of truth that we can then build on top of that single views of customers for example that puts the right information into the into the hands of the people that need it the most and so now why does open source play such a big part in doing that I know there are a lot of different solutions that could get you there sure well firstly I think I've been sauce has been k2 these and really it's been key because we've basically started started from scratch to build this this new next-generation data platform based on entirely open-source you know using great components like Kafka and Postgres and airflow and and and and and then fundamentally building on top of red Red Hat OpenStack right to power all that and they give us the flexibility that we need to be able to make things happen much faster for example we were just talking to the pivotal guys earlier this week here and some of the stuff that we're doing they're they're things quite interesting innovative writes even sort of maybe first in the world where we've taken the older sort of appliance and dedicated sort of massive parallel processing unit and ported that over onto red Red Hat OpenStack right which is now giving us a lot more flexibility for scale in a much more efficient way but you're right though that we've come from in the past a more traditional approach to to using vendor based technology right which was good back then when you know technology solutions could last for around 10 years or so on and and that was fine but now that we need to move much faster we've had to rethink that and and so our focus has been on using you know more commoditized open source technology built by communities to give us that adaptability and sort of remove the locking in there any entrenchment of technology so that's really helped us but but I think that the last point that's been really critical to us is is answering that that concern and question about ongoing support and maintenance right so you know in a regular environment the regulator is really concerned about anything that could fundamentally impact business operation and and so the question is always about what happens when something goes wrong who's going to be there to support you which is where the value of the the partnership we have with Red Hat has really come into its own right and what what it's done is is it's actually giving us the best of both worlds a means that we can we can leverage and use and and and you know take some of the technology that's being developed by great communities in the open source way but also partner with a trusted partner in red had to say you know they're going to stand behind that community and provide that support when we needed the most so that's been the kind of the real value out of that partnership okay well I appreciate I love the story it's how do you move quickly leverage the power community but do it in a safe secure way and I love the idea of your literally empowering people with machine learning and AI at the moment when they need it it's just an incredible story so thank you so much for being here appreciate it thank you [Applause] you know again you see in these the the importance of enabling people with data and in an old-world was so much data was created with a system in mind versus data is a separate asset that needs to be available real time to anyone is a theme we hear over and over and over again and so you know really looking at open source solutions that allow that flexibility and keep data from getting locked into proprietary silos you know is a theme that we've I've heard over and over over the past year with many of our customers so I love logistics I'm a geek that way I come from that background in the past and I know that running large complex operations requires flawless execution and that requires great data and we have two great examples today around how to engage own organizations in new and more effective ways in the case of lufthansa technik literally IT became the business so it wasn't enabling the business it became the business offering and importantly went from idea to delivery to customers in a hundred days and so this theme of speed and the importance of speed it's a it's a great story you'll hear more about and then also at UPS UPS again I talked a little earlier about IT used to be kind of the long pole in the tent the thing that was slow moving because of the technology but UPS is showing that IT can actually drive the business and the cadence of business even faster by demonstrating the power and potential of technology to engage in this case hundreds of thousands of people to make decisions real-time in the face of obviously constant change around weather mechanicals and all the different things that can happen in a large logistics operation like that so I'd like to welcome on stage to be us more from Lufthansa Technik and Nick Castillo from ups to be us welcome thank you for being here Nick thank you thank you Jim and congratulations on your Innovation Awards oh thank you it's a great honor so to be us let's start with you can you tell us a little bit more about what a viet are is yeah avatars are a digital platform offering features like aircraft condition analytics reliability management and predictive maintenance and it helps airlines worldwide to digitize and improve their operations so all of the features work and can be used separately or generate even more where you burn combined and finally we decided to set up a viet as an open platform that means that we avoid the whole aviation industry to join the community and develop ideas on our platform and to be as one of things i found really fascinating about this is that you had a mandate to do this at a hundred days and you ultimately delivered on it you tell us a little bit about that i mean nothing in aviation moves that fast yeah that's been a big challenge so in the beginning of our story the Lufthansa bot asked us to develop somehow digital to win of an aircraft within just hundred days and to deliver something of value within 100 days means you cannot spend much time and producing specifications in terms of paper etc so for us it was pretty clear that we should go for an angel approach and immediately start and developing ideas so we put the best experts we know just in one room and let them start to work and on day 2 I think we already had the first scribbles for the UI on day 5 we wrote the first lines of code and we were able to do that because it has been a major advantage for us to already have four technologies taken place it's based on open source and especially rated solutions because we did not have to waste any time setting up the infrastructure and since we wanted to get feedback very fast we were certainly visited an airline from the Lufthansa group already on day 30 and showed them the first results and got a lot of feedback and because from the very beginning customer centricity has been an important aspect for us and changing the direction based on customer feedback has become quite normal for us over time yeah it's an interesting story not only engaging the people internally but be able to engage with a with that with a launch customer like that and get feedback along the way as it's great thing how is it going overall since launch yeah since the launch last year in April we generated much interest in the industry as well from Airlines as from competitors and in the following month we focused on a few Airlines which had been open minded and already advanced in digital activities and we've got a lot of feedback by working with them and we're able to improve our products by developing new features for example we learned that data integration can become quite complex in the industry and therefore we developed a new feature called quick boarding allowing Airlines to integrate into the via table platform within one day using a self-service so and currently we're heading for the next steps beyond predictive maintenance working on process automation and prescriptive prescriptive maintenance because we believe prediction without fulfillment still isn't enough it really is a great example of even once you're out there quickly continuing to innovate change react it's great to see so Nick I mean we all know ups I'm still always blown away by the size and scale of the company and the logistics operations that you run you tell us a little more about the project and what we're doing together yeah sure Jim and you know first of all I think I didn't get the sportcoat memo I think I'm the first one up here today with a sport coat but you know first on you know on behalf of the 430,000 ups was around the world and our just world-class talented team of 5,000 IT professionals I have to tell you we're humbled to be one of this year's red hat Innovation Award recipients so we really appreciate that you know as a global logistics provider we deliver about 20 million packages each day and we've got a portfolio of technologies both operational and customer tech and another customer facing side the power what we call the UPS smart logistics network and I gotta tell you innovations in our DNA technology is at the core of everything we do you know from the ever familiar first and industry mobile platform that a lot of you see when you get delivered a package which we call the diad which believe it or not we delivered in 1992 my choice a data-driven solution that drives over 40 million of our my choice customers I'm whatever you know what this is great he loves logistics he's a my choice customer you could be one too by the way there's a free app in the App Store but it provides unmatched visibility and really controls that last mile delivery experience so now today we're gonna talk about the solution that we're recognized for which is called site which is part of a much greater platform that we call edge which is transforming how our package delivery teams operate providing them real-time insights into our operations you know this allows them to make decisions based on data from 32 disparate data sources and these insights help us to optimize our operations but more importantly they help us improve the delivery experience for our customers just like you Jim you know on the on the back end is Big Data and it's on a large scale our systems are crunching billions of events to render those insights on an easy-to-use mobile platform in real time I got to tell you placing that information in our operators hands makes ups agile and being agile being able to react to changing conditions as you know is the name of the game in logistics now we built edge in our private cloud where Red Hat technologies play a very important role as part of our overage overarching cloud strategy and our migration to agile and DevOps so it's it's amazing it's amazing the size and scale so so you have this technology vision around engaging people in a more effect way those are my word not yours but but I'd be at that's how it certainly feels and so tell us a little more about how that enables the hundreds of thousands people to make better decisions every day yep so you know we're a people company and the edge platform is really the latest in a series of solutions to really empower our people and really power that smart logistics network you know we've been deploying technology believe it or not since we founded the company in 1907 we'll be a hundred and eleven years old this August it's just a phenomenal story now prior to edge and specifically the syphon ishutin firm ation from a number of disparate systems and reports they then need to manually look across these various data sources and and frankly it was inefficient and prone to inaccuracy and it wasn't really real-time at all now edge consumes data as I mentioned earlier from 32 disparate systems it allows our operators to make decisions on staffing equipment the flow of packages through the buildings in real time the ability to give our people on the ground the most up-to-date data allows them to make informed decisions now that's incredibly empowering because not only are they influencing their local operations but frankly they're influencing the entire global network it's truly extraordinary and so why open source and open shift in particular as part of that solution yeah you know so as I mentioned Red Hat and Red Hat technology you know specifically open shift there's really core to our cloud strategy and to our DevOps strategy the tools and environments that we've partnered with Red Hat to put in place truly are foundational and they've fundamentally changed the way we develop and deploy our systems you know I heard Jose talk earlier you know we had complex solutions that used to take 12 to 18 months to develop and deliver to market today we deliver those same solutions same level of complexity in months and even weeks now openshift enables us to container raise our workloads that run in our private cloud during normal operating periods but as we scale our business during our holiday peak season which is a very sure window about five weeks during the year last year as a matter of fact we delivered seven hundred and sixty-two million packages in that small window and our transactions our systems they just spiked dramatically during that period we think that having open shift will allow us in those peak periods to seamlessly move workloads to the public cloud so we can take advantage of burst capacity economically when needed and I have to tell you having this flexibility I think is key because you know ultimately it's going to allow us to react quickly to customer demands when needed dial back capacity when we don't need that capacity and I have to say it's a really great story of UPS and red hat working you together it really is a great story is just amazing again the size and scope but both stories here a lot speed speed speed getting to market quickly being able to try things it's great lessons learned for all of us the importance of being able to operate at a fundamentally different clock speed so thank you all for being here very much appreciated congratulate thank you [Applause] [Music] alright so while it's great to hear from our Innovation Award winners and it should be no surprise that they're leading and experimenting in some really interesting areas its scale so I hope that you got a chance to learn something from these interviews you'll have an opportunity to learn more about them you'll also have an opportunity to vote on the innovator of the year you can do that on the Red Hat summit mobile app or on the Red Hat Innovation Awards homepage you can learn even more about their stories and you'll have a chance to vote and I'll be back tomorrow to announce the the summit winner so next I like to spend a few minutes on talking about how Red Hat is working to catalyze our customers efforts Marko bill Peter our senior vice president of customer experience and engagement and John Alessio our vice president of global services will both describe areas in how we are working to configure our own organization to effectively engage with our customers to use open source to help drive their success so with that I'd like to welcome marquel on stage [Music] good morning good morning thank you Jim so I want to spend a few minutes to talk about how we are configured how we are configured towards your success how we enable internally as well to work towards your success and actually engage as well you know Paul yesterday talked about the open source culture and our open source development net model you know there's a lot of attributes that we have like transparency meritocracy collaboration those are the key of our culture they made RedHat what it is today and what it will be in the future but we also added our passion for customer success to that let me tell you this is kind of the configuration from a cultural perspective let me tell you a little bit on what that means so if you heard the name my organization is customer experience and engagement right in the past we talked a lot about support it's an important part of the Red Hat right and how we are configured we are configured probably very uniquely in the industry we put support together we have product security in there we add a documentation we add a quality engineering into an organization you think there's like wow why are they doing it we're also running actually the IT team for actually the product teams why are we doing that now you can imagine right we want to go through what you see as well right and I'll give you a few examples on how what's coming out of this configuration we invest more and more in testing integration and use cases which you are applying so you can see it between the support team experiencing a lot what you do and actually changing our test structure that makes a lot of sense we are investing more and more testing outside the boundaries so not exactly how things must fall by product management or engineering but also how does it really run in an environment that you operate we run complex setups internally right taking openshift putting in OpenStack using software-defined storage underneath managing it with cloud forms managing it if inside we do that we want to see how that works right we are reshaping documentation console to kind of help you better instead of just documenting features and knobs as in how can how do you want to achieve things now part of this is the configuration that are the big part of the configuration is the voice of the customer to listen to what you say I've been here at Red Hat a few years and one of my passion has always been really hearing from customers how they do it I travel constantly in the world and meet with customers because I want to know what is really going on we use channels like support we use channels like getting from salespeople the interaction from customers we do surveys we do you know we interact with our people to really hear what you do what we also do what maybe not many know and it's also very unique in the industry we have a webpage called you asked reacted we show very transparently you told us this is an area for improvement and it's not just in support it's across the company right build us a better web store build us this we're very transparent about Hades improvements we want to do with you now if you want to be part of the process today go to the feedback zone on the next floor down and talk to my team I might be there as well hit me up we want to hear the feedback this is how we talk about configuration of the organization how we are configured let me go to let me go to another part which is innovation innovation every day and that in my opinion the enable section right we gotta constantly innovate ourselves how do we work with you how do we actually provide better value how do we provide faster responses in support this is what we would I say is is our you know commitment to innovation which is the enabling that Jim talked about and I give you a few examples which I'm really happy and it kind of shows the open source culture at Red Hat our commitment is for innovation I'll give you good example right if you have a few thousand engineers and you empower them you kind of set the business framework as hey this is an area we got to do something you get a lot of good IDs you get a lot of IDs and you got a shape an inter an area that hey this is really something that brings now a few years ago we kind of said or I say is like based on a lot of feedback is we got to get more and more proactive if you customers and so I shaped my team and and I shaped it around how can we be more proactive it started very simple as in like from kbase articles or knowledgebase articles in getting started guys then we started a a tool that we put out called labs you've probably seen them if you're on the technical side really taking small applications out for you to kind of validate is this configured correctly stat configure there was the start then out of that the ideas came and they took different turns and one of the turns that we came out was right at insights that we launched a few years ago and did you see the demo yesterday that in Paul's keynote that they showed how something was broken with one the data centers how it was applied to fix and how has changed this is how innovation really came from the ground up from the support side and turned into something really a being a cornerstone of our strategy and we're keeping it married from the day to day work right you don't want to separate this you want to actually keep that the data that's coming from the support goes in that because that's the power that we saw yesterday in the demo now innovation doesn't stop when you set the challenge so we did the labs we did the insights we just launched a solution engine called solution engine another thing that came out of that challenge is in how do we break complex issues down that it's easier for you to find a solution quicker it's one example but we're also experimenting with AI so insights uses AI as you probably heard yesterday we also use it internally to actually drive faster resolution we did in one case with a a our I bought basically that we get to 25% faster resolution on challenges that you have the beauty for you obviously it's well this is much faster 10% of all our support cases today are supported and assisted by an AI now I'll give you another example of just trying to tell you the innovation that comes out if you configure and enable the team correctly kbase articles are knowledgebase articles we q8 thousands and thousands every year and then I get feedback as and while they're good but they're in English as you can tell my English is perfect so it's not no issue for that but for many of you is maybe like even here even I read it in Japanese so we actually did machine translation because it's too many that we can do manually the using machine translation I can tell it's a funny example two weeks ago I tried it I tried something from English to German I looked at it the German looked really bad I went back but the English was bad so it really translates one to one actually what it does but it's really cool this is innovation that you can apply and the team actually worked on this and really proud on that now the real innovation there is not these tools the real innovation is that you can actually shape it in a way that the innovation comes that you empower the people that's the configure and enable and what I think is all it's important this don't reinvent the plumbing don't start from scratch use systems like containers on open shift to actually build the innovation in a smaller way without reinventing the plumbing you save a lot of issues on security a lot of issues on reinventing the wheel focus on that that's what we do as well if you want to hear more details again go in the second floor now let's talk about the engage that Jim mentioned before what I translate that engage is actually engaging you as a customer towards your success now what does commitment to success really mean and I want to reflect on that on a traditional IT company shows up with you talk the salesperson solution architect works with you consulting implements solution it comes over to support and trust me in a very traditional way the support guy has no clue what actually was sold early on it's what happens right and this is actually I think that red had better that we're not so silent we don't show our internal silos or internal organization that much today we engage in a way it doesn't matter from which team it comes we have a better flow than that you deserve how the sausage is made but we can never forget what was your business objective early on now how is Red Hat different in this and we are very strong in my opinion you might disagree but we are very strong in a virtual accounting right really putting you in the middle and actually having a solution architect work directly with support or consulting involved and driving that together you can also help us in actually really embracing that model if that's also other partners or system integrators integrate put yourself in the middle be around that's how we want to make sure that we don't lose sight of the original business problem trust me reducing the hierarchy or getting rid of hierarchy and bureaucracy goes a long way now this is how we configured this is how we engage and this is how we are committed to your success with that I'm going to introduce you to John Alessio that talks more about some of the innovation done with customers thank you [Music] good morning I'm John Alessio I'm the vice president of Global Services and I'm delighted to be with you here today I'd like to talk to you about a couple of things as it relates to what we've been doing since the last summit in the services organization at the core of everything we did it's very similar to what Marco talked to you about our number one priority is driving our customer success with red hat technology and as you see here on the screen we have a number of different offerings and capabilities all the way from training certification open innovation labs consulting really pairing those capabilities together with what you just heard from Marco in the support or cee organization really that's the journey you all go through from the beginning of discovering what your business challenge is all the way through designing those solutions and deploying them with red hat now the highlight like to highlight a few things of what we've been up to over the last year so if I start with the training and certification team they've been very busy over the last year really updating enhancing our curriculum if you haven't stopped by the booth there's a preview for new capability around our learning community which is a new way of learning and really driving that enable meant in the community because 70% of what you need to know you learned from your peers and so it's a very key part of our learning strategy and in fact we take customer satisfaction with our training and certification business very seriously we survey all of our students coming out of training 93% of our students tell us they're better prepared because of red hat training and certification after Weeds they've completed the course we've updated the courses and we've trained well over a hundred and fifty thousand people over the last two years so it's a very very key part of our strategy and that combined with innovation labs and the consulting operation really drive that overall journey now we've been equally busy in enhancing the system of enablement and support for our business partners another very very key initiative is building out the ecosystem we've enhanced our open platform which is online partner enablement network we've added new capability and in fact much of the training and enablement that we do for our internal consultants our deal is delivered through the open platform now what I'm really impressed with and thankful for our partners is how they are consuming and leveraging this material we train and enable for sales for pre-sales and for delivery and we're up over 70% year in year in our partners that are enabled on RedHat technology let's give our business partners a round of applause now one of our offerings Red Hat open innovation labs I'd like to talk a bit more about and take you through a case study open innovation labs was created two years ago it's really there to help you on your journey in adopting open source technology it's an immersive experience where your team will work side-by-side with Red Hatters to really propel your journey forward in adopting open source technology and in fact we've been very busy since the summit in Boston as you'll see coming up on the screen we've completed dozens of engagements leveraging our methods tools and processes for open innovation labs as you can see we've worked with large and small accounts in fact if you remember summit last year we had a European customer easier AG on stage which was a startup and we worked with them at the very beginning of their business to create capabilities in a very short four-week engagement but over the last year we've also worked with very large customers such as Optim and Delta Airlines here in North America as well as Motability operations in the European arena one of the accounts I want to spend a little bit more time on is Heritage Bank heritage Bank is a community owned bank in Toowoomba Australia their challenge was not just on creating new innovative technology but their challenge was also around cultural transformation how to get people to work together across the silos within their organization we worked with them at all levels of the organization to create a new capability the first engagement went so well that they asked us to come in into a second engagement so I'd like to do now is run a video with Peter lock the chief executive officer of Heritage Bank so he can take you through their experience Heritage Bank is one of the country's oldest financial institutions we have to be smarter we have to be more innovative we have to be more agile we had to change we had to find people to help us make that change the Red Hat lab is the only one that truly helps drive that change with a business problem the change within the team is very visible from the start to now we've gone from being separated to very single goal minded seeing people that I only ever seen before in their cubicles in the room made me smile programmers in their thinking I'm now understanding how the whole process fits together the productivity of IT will change and that is good for our business that's really the value that were looking for the Red Hat innovation labs for us were a really great experience I'm not interested in running an organization I'm interested in making a great organization to say I was pleasantly surprised by it is an understatement I was delighted I love the quote I was delighted makes my heart warm every time I see that video you know since we were at summit for those of you who are with us in Boston some of you went on our hardhat tours we've opened three physical facilities here at Red Hat where we can conduct red head open Innovation Lab engagements Singapore London and Boston were all opened within the last physical year and in fact our site in Boston is paired with our world-class executive briefing center as well so if you haven't been there please do check it out I'd like to now talk to you a bit about a very special engagement that we just recently completed we just recently completed an engagement with UNICEF the United Nations Children's Fund and the the purpose behind this engagement was really to help UNICEF create an open-source platform that marries big data with social good the idea is UNICEF needs to be better prepared to respond to emergency situations and as you can imagine emergency situations are by nature unpredictable you can't really plan for them they can happen anytime anywhere and so we worked with them on a project that we called school mapping and the idea was to provide more insights so that when emergency situations arise UNICEF could do a much better job in helping the children in the region and so we leveraged our Red Hat open innovation lab methods tools processes that you've heard about just like we did at Heritage Bank and the other accounts I mentioned but then we also leveraged Red Hat software technologies so we leveraged OpenShift container platform we leveraged ansible automation we helped the client with a more agile development approach so they could have releases much more frequently and continue to update this over time we created a continuous integration continuous deployment pipeline we worked on containers and container in the application etc with that we've been able to provide a platform that is going to allow for their growth to better respond to these emergency situations let's watch a short video on UNICEF mission of UNICEF innovation is to apply technology to the world's most pressing problems facing children data is changing the landscape of what we do at UNICEF this means that we can figure out what's happening now on the ground who it's happening to and actually respond to it in much more of a real-time manner than we used to be able to do we love working with open source communities because of their commitment that we should be doing good for the world we're actually with red hat building a sandbox where universities or other researchers or data scientists can connect and help us with our work if you want to use data for social good there's so many groups out there that really need your help and there's so many ways to get involved [Music] so let's give a very very warm red hat summit welcome to Erica kochi co-founder of unicef innovation well Erica first of all welcome to Red Hat summit thanks for having me here it's our pleasure and thank you for joining us so Erica I've just talked a bit about kind of what we've been up to and Red Hat services over the last year we talked a bit about our open innovation labs and we did this project the school mapping project together our two teams and I thought the audience might find it interesting from your point of view on why the approach we use in innovation labs was such a good fit for the school mapping project yeah it was a great fit for for two reasons the first is values everything that we do at UNICEF innovation we use open source technology and that's for a couple of reasons because we can take it from one place and very easily move it to other countries around the world we work in 190 countries so that's really important for us not to be able to scale things also because it makes sense we can get we can get more communities involved in this and look not just try to do everything by ourselves but look much open much more openly towards the open source communities out there to help us with our work we can't do it alone yeah and then the second thing is methodology you know the labs are really looking at taking this agile approach to prototyping things trying things failing trying again and that's really necessary when you're developing something new and trying to do something new like mapping every school in the world yeah very challenging work think about it 190 countries Wow and so the open source platform really works well and then the the rapid prototyping was really a good fit so I think the audience might find it interesting on how this application and this platform will help children in Latin America so in a lot of countries in Latin America and many countries throughout the world that UNICEF works in are coming out of either decades of conflict or are are subject to natural disasters and not great infrastructure so it's really important to a for us to know where schools are where communities are well where help is needed what's connected what's not and using a overlay of various sources of data from poverty mapping to satellite imagery to other sources we can really figure out what's happening where resources are where they aren't and so we can plan better to respond to emergencies and to and to really invest in areas that are needed that need that investment excellent excellent it's quite powerful what we were able to do in a relatively short eight or nine week engagement that our two teams did together now many of your colleagues in the audience are using open source today looking to expand their use of open source and I thought you might have some recommendations for them on how they kind of go through that journey and expanding their use of open source since your experience at that yeah for us it was it was very much based on what's this gonna cost we have limited resources and what's how is this gonna spread as quickly as possible mm-hmm and so we really asked ourselves those two questions you know about 10 years ago and what we realized is if we are going to be recommending technologies that governments are going to be using it really needs to be open source they need to have control over it yeah and they need to be working with communities not developing it themselves yeah excellent excellent so I got really inspired with what we were doing here in this project it's one of those you know every customer project is really interesting to me this one kind of pulls a little bit at your heartstrings on what the real impact could be here and so I know some of our colleagues here in the audience may want to get involved how can they get involved well there's many ways to get involved with the other UNICEF or other groups out there you can search for our work on github and there are tasks that you can do right now if and if you're looking for to do she's got work for you and if you want sort of a more a longer engagement or a bigger engagement you can check out our website UNICEF stories org and you can look at the areas you might be interested in and contact us we're always open to collaboration excellent well Erica thank you for being with us here today thank you for the great project we worked on together and have a great summer thank you for being give her a round of applause all right well I hope that's been helpful to you to give you a bit of an update on what we've been focused on in global services the message I'll leave with you is our top priority is customer success as you heard through the story from UNICEF from Heritage Bank and others we can help you innovate where you are today I hope you have a great summit and I'll call out Jim Whitehurst thank you John and thank you Erica that's really an inspiring story we have so many great examples of how individuals and organizations are stepping up to transform in the face of digital disruption I'd like to spend my last few minutes with one real-world example that brings a lot of this together and truly with life-saving impact how many times do you think you can solve a problem which is going to allow a clinician to now save the life I think the challenge all of his physicians are dealing with is data overload I probably look at over 100,000 images in a day and that's just gonna get worse what if it was possible for some computer program to look at these images with them and automatically flag images that might deserve better attention Chris on the surface seems pretty simple but underneath Chris has a lot going on in the past year I've seen Chris Foreman community and a space usually dominated by proprietary software I think Chris can change medicine as we know it today [Music] all right with that I'd like to invite on stage dr. Ellen grant from Boston Children's Hospital dr. grant welcome thank you for being here so dr. grant tell me who is Chris Chris does a lot of work for us and I think Chris is making me or has definitely the potential to make me a better doctor Chris helps us take data from our archives in the hospital and port it to wrap the fastback ends like the mass up and cloud to do rapid data processing and provide it back to me in any format on a desktop an iPad or an iPhone so it it basically brings high-end data analysis right to me at the bedside and that's been a barrier that I struggled with years ago to try to break down so that's where we started with Chris is to to break that barrier between research that occurred on a timeline of days to weeks to months to clinical practice which occurs in the timeline of seconds to minutes well one of things I found really fascinating about this story RedHat in case you can't tell we're really passionate about user driven innovation is this is an example of user driven innovation not directly at a technology company but in medicine excuse me can you tell us just a little bit about the genesis of Chris and how I got started yeah Chris got started when I was running a clinical division and I was very frustrated with not having the latest image analysis tools at my fingertips while I was on clinical practice and I would have to on the research so I could go over and you know do line code and do the data analysis but if I'm always over in clinical I kept forgetting how to do those things and I wanted to have all those innovations that my fingertips and not have to remember all the computer science because I'm a physician not like a better scientist so I wanted to build a platform that gave me easy access to that back-end without having to remember all the details and so that's what Chris does for us is brings allowed me to go into the PAC's grab a dataset send it to a computer and back in to do the analysis and bring it back to me without having to worry about where it was or how it got there that's all involved in the in the platform Chris and why not just go to a vendor and ask them to write a piece of software for you to do that yeah we thought about that and we do a lot of technical innovations and we always work with the experts so we wanted to work with if I'm going to be able to say an optical device I'm going to work with the optical engineers or an EM our system I'm going to work with em our engineers so we wanted to work with people who really knew or the plumbers so to speak of the software in industry so we ended up working with the massive point cloud for the platform and the distributed systems in Red Hat as the infrastructure that's starting to support Chris and that's been actually a really incredible journey for us because medical ready medical softwares not typically been a community process and that's something that working with dan from Red Hat we learned a lot about how to participate in an open community and I think our team has grown a lot as a result of that collaboration and I know you we've talked about in the past that getting this data locked into a proprietary system you may not be able to get out there's a real issue can you talk about the importance of open and how that's worked in the process yeah and I think for the medical community and I find this resonates with other physicians as well too is that it's medical data we want to continue to own and we feel very awkward about giving it to industry so we would rather have our data sitting in an open cloud like the mass open cloud where we can have a data consortium that oversees the data governance so that we're not giving our data way to somebody else but have a platform that we can still keep a control of our own data and I think it's going to be the future because we're running of a space in the hospital we generate so much data and it's just going to get worse as I was mentioning and all the systems run faster we get new devices so the amount of data that we have to filter through is just astronomically increasing so we need to have resources to store and compute on such large databases and so thinking about where this could go I mean this is a classic feels like an open-source project it started really really small with a originally modest set of goals and it's just kind of continue to grow and grow and grow it's a lot like if yes leanest torval Linux would be in 1995 you probably wouldn't think it would be where it is now so if you dream with me a little bit where do you think this could possibly go in the next five years ten years what I hope it'll do is allow us to break down the silos within the hospital because to do the best job at what we physicians do not only do we have to talk and collaborate together as individuals we have to take the data each each community develops and be able to bring it together so in other words I need to be able to bring in information from vital monitors from mr scans from optical devices from genetic tests electronic health record and be able to analyze on all that data combined so ideally this would be a platform that breaks down those information barriers in a hospital and also allows us to collaborate across multiple institutions because many disorders you only see a few in each hospital so we really have to work as teams in the medical community to combine our data together and also I'm hoping that and we even have discussions with people in the developing world because they have systems to generate or to got to create data or say for example an M R system they can't create data but they don't have the resources to analyze on it so this would be a portable for them to participate in this growing data analysis world without having to have the infrastructure there and be a portal into our back-end and we could provide the infrastructure to do the data analysis it really is truly amazing to see how it's just continued to grow and grow and expand it really is it's a phenomenal story thank you so much for being here appreciate it thank you [Applause] I really do love that story it's a great example of user driven innovation you know in a different industry than in technology and you know recognizing that a clinicians need for real-time information is very different than a researchers need you know in projects that can last weeks and months and so rather than trying to get an industry to pivot and change it's a great opportunity to use a user driven approach to directly meet those needs so we still have a long way to go we have two more days of the summit and as I said yesterday you know we're not here to give you all the answers we're here to convene the conversation so I hope you will have an opportunity today and tomorrow to meet some new people to share some ideas we're really really excited about what we can all do when we work together so I hope you found today valuable we still have a lot more happening on the main stage as well this afternoon please join us back for the general session it's a really amazing lineup you'll hear from the women and opensource Award winners you'll also hear more about our collab program which is really cool it's getting middle school girls interested in open sourcing coding and so you'll have an opportunity to see some people involved in that you'll also hear from the open source Story speakers and you'll including in that you will see a demo done by a technologist who happens to be 11 years old so really cool you don't want to miss that so I look forward to seeing you then this afternoon thank you [Applause]

(upbeat music) >> Announcer: Live from San Francisco, It's the Cube. Covering Red Hat Summit 2018. Brought to you buy, Red Hat. >> Okay, welcome back everyone. We're live here in the Cube in San Francisco, California, Monscone West, Cube's exclusive coverage of Red Hat Summit 2018. I'm John Furrier, co-host. With John Troyer, he's my analyst co- host, he's the co -founder of Tech Reckoning Advisory and Community Development Firm. My next guest is Marco Bill-Peter, Senior vice-president of Customer Experience and Engagement at Red Hat. Welcome back to the Cube. Good to see you. So, you guys have a great track record with customer support. You guys use gold standard in open source, you've done it well, very reliable. It's a changing world. You know, Open Shift now, certainly the center piece, west, new acquisition. A lot of things happening with in the portfolio. Cloud native new capabilities are on the horizon. So, you've got to figure it out. So, what's the support strategy? What do you guys do? How are you looking? I'm sure it's challenging but never too much of a challenge for you guys. You're smart, what's the support strategy? >> I think the recipe it is really like not getting stuck in a wave, right? And be open to, you know I think Jim Whitehurst and his keynote talk quite a bit about, you used to do all plan, describe and execute. That thing just doesn't work, right? Because supporting customers on Linux, supporting them when they move to Open Shift or even application, is a whole different piece. So, as a leader you got to be flexible as in okay, here we do it this way, let's put more money in this. Let's say Open Shift support, Open Shift kind of, what's the customer experience there, right? Kind of figure out how it works. There's a lot of things that scare me in the daily business as in like okay, we can't do that. But I think Red Hat is really good in reconfiguring, Jim talked about that in a keynote as well, reconfiguring the organization. And so, we move for example, quality assurance into my organization and combining that with support. All of them give some more opportunities realizing, oh this product maybe not ready yet for the market, right? We can not support that. Or, you augmented with, I wouldn't call it AI capabilities, but more like those capabilities. All of the sudden stuff gets done automatically. >> And multi cloud is again, just like multi vendor environment, but it's a little bit different obviously. But multiple clouds you have different architectures. You guys do some progressive things. What's new, architecturally within the support group? Because you have deals announced here with IBM and Microsoft, one of them is a joint, I think integrated program where guys are teaming up. >> Microsoft is interesting. >> We've teamed last three, four years, right? With he first deal and gone further. You're like funny, right? I've been at Red Hat so long and you put people on premise. It's kind of funny. But it's good, right? And that's where you got to glue together. Sometimes it's people. Sometimes it's also more having the data, right? I mean if you go multi cloud. Difference between multi vendor, multi cloud. Multi vendor, you just call the vendor and tell them hey you handle it. Here, I'll put data, you handle it. Or maybe you do it a bit better. But, multi cloud is, well it's running there, how do you get access to that? Then the whole privacy laws comes in. So you got to be more instrumentation, you know, telemetry-- >> You're using tech to help you guys out. That's what you're referring by AI. >> I actually think that the next ten years you will see support changing quite a bit. >> John: In what way? >> But also you have to staff this up, right? You need to upscale your folks as well as technology. >> That doesn't go away. But I think you've got to go more that you really need deep skills. If you want to support Open Shift you've got to, either you understand it from the middle side, from the application side or from the bottom from the infrastructure. You need both skill sets. So you need really highly skilled people. But one the other hand if it's really like real time and people don't have patience to wait two weeks, especially if you're in the cloud. More and more tooling. I see the vision as in it would be less and less based on the scale but I think it's less people involved more and more automation, tooling. >> You kind of see it now with boss, kind of just tip of the iceberg. But you've got automation built into the culture of Red Hat. You've put coral west. They want to automate everything. >> You see Insights, right? We launched Insights three years ago out of support. They take support data, find out what's really happening, create rules that if you match it the customer systems say you have this and this issue. And now it's in the incentive stage of the strategy as in we can automate it, but you can automate it. you have a problem, you want to have it solved. >> You're presenting a support service. >> Exactly, and eventually, we'll not even tell you, in maybe hindsight we'll tell you, hey, you had this network issue or configured the wrong way, we fixed it have a good day. >> Well it came up in Cooper Netty's conversation we had last week in Copenhagen, we were in Denmark for CubeCon around things Cooper Netty's defacto standing, so great stuff, that's certainly great. Istio service mesh is atopic that's highly discussed. And one of the thing that comes up is the automation the down side is potentially it fixes things. So, you could have a memory leak for instance, that you never know gets fixed. But it just crashes every day and reboots itself. So, the new kinds of instrumentation that's emerging. So this is really the though job. >> Yeah. Yeah. >> How do you get in there-- >> Also have automation-- >> And you as the central provider, right, are pulling in data from across the world and across the customer base. So how do you take that, sift it to be more proactive about decision making and support. >> So we capture all this support data. And you know it's fascinating, we have some AI capabilities, some machine learning capabilities go through there. But it's fascinating, sometimes we see new issues coming up. What we do is then, we go well let's look who is exposed to that, just to get a footprint. And then you actually inform customers, hey, you had this and this issue or you have this. It's really a different, I want to get more proactive or I want to get more automated. With the automation I just want to be, right, so we installed, over the last, I would say 18 months, like a bot, simple bot basically, his name is Edmond. And he works on support cases. And we started slow, very slow. We didn't let it go as in total machine or anything. But now, I gave some stats earlier today. In one used case it's 25 percent faster solving a customer issue using Edmond. And he participates in 11 percent of all support cases. >> Wow. >> Edmond is a busy guy. >> And the game is changing too. I mean in the old days, first lines support, second lines support, offline support, then escalation. These things are older IT mechanisms. With this you're talking about completely doing away with, in essence first line support. But also first line support might come in, from say a Microsoft or an IBM. You've got to be ready for anything. >> Actually I think it's not just first line support. And it's not replacing them. It's helping them. It's really making them faster, right? I think the frustration piece is, like, customer opens his support case, some data is missing, right? So, you have a que it gets to that. Engineering looks and oh, there's data missing. Edmond sees that and says hey, I need this data. Based on all the support cases we fixed similar issues, this is the data we need. So Edmond gets the data ready, engineer looks and in some cases Edmond actually closes it out. >> Closes it out. >> Tells the customer here there's a better solution, do it this way. >> Yeah, that's fascinating. >> I'd love to pull the camera back a little bit, right? You are not the SVP of support. You're the SVP of customer experience and engagement, right? That's an entirely different role in some ways, in that you're responsible for customer success at some level. >> That is correct, yeah. >> Talk a little bit about reconfiguring organization to be that-- >> So I think maybe dive in a little bit on the customer success. So we have a organization, they call technical account. It's part of the customer success organization. That's a human business but it's fascinating, right. We put these claims on clients and have them work together. They understand the business. It's an old business but trust me, having still a human in there understanding, okay this is customer x, y, z. That's the business objective, I talked about this today as well, not to forget, hey this customer actually wants to do whatever, whatever on the like an SIP to actually take that further to actually support case and doing that the team helps quite a bit. And then also the commitment, right? We don't want just to do support cases and then that's why you renew with Red Head, we want to make sure you actually get value out of it and that's why you want to renew. So that's why we configured different. It's bigger, right? It's bigger as in really making sure the product is correct. So that's why quality assurance is in my team, this support. That's why I run internal IT for the engineering team. We run the stuff that we sell actually earlier. And some of my team is like, Marco why do we have to do that? Because we learn and I much rather have you feel the pain than the customer feel the pain. That's why we configure different than, I've been 12 a half years right on this and it's still exciting that we are still able to change around-- >> I think the quality assurance piece is still big too cause you're in there as well. Looking at the QA. >> Yeah. >> Making sure that's good too. You're testing out the products and doing QA all within the mindset of customer experience. >> Exactly, and you've got to move that being agile, is more you see developers actually submitting test cases. Tests, so that's the component testing and the basic tests. What we got to do more, is what you mentioned, if somebody does less with Open Shift to contain all that, that thing together, if some service software defines storage, that thing together to bring together that's the hard drive. So I want to move more and more. That we take used spaces from customers, we'll close it. This is how we do it. X, y, z, customer and apply that. >> At the end of the day it's the same game different playing field. The customer wants choice, best possible solution experience, for them. You guys got to enable that, and then support it, make it happen. >> Yeah. >> And with cloud. >> And you see how, I don't know if you saw the demo yesterday when they show basically I think or Amazon was slower and every traffic that routed. This is reality as well, right? I mean if you look at one press release we did yesterday, I just find it a fascinating story. They're kitchen appliances. I don't know if you saw that. But they have over a million kitchen appliances or cooking appliances connected to the internet. It's a German, Swiss company when they got to upgrade the system so they get recipes done, they actually spin up instances in Alibaba in Asia and I think in Amazon in the U.S. They spin it up, they scale out all the appliances connect then they shrink it together. How do you support these customers a whole different case. >> That's great for the customer. >> Yeah. >> But more of a challenge for you guys. >> Then again with preparation of the right integration testing before, with the right set up that we know this is what the customer is doing this weekend. Amadeus as well, talked at the keynote, we worked long time with Amadeus. >> You're a smart team. >> As part of your customer role, you were involved with the Innovation awards. They were up on stage this morning. What struck me was they were both about time to value. And speed of deployment as well as scale. Often these were global companies, we had Amadeus on yesterday, spanning the globe. Huge number of transactions. Anything stand out to you in those Innovation Awards this year? Perhaps, that's been different in previous years? I think that the scale is actually interesting that you say. I think we have much quicker now. I think that's awesome, technology matures. I think we used to have more smaller work projects in getting to a certain scale. But I just goes faster. I think the controlled piece is probably a bit more accepted. This whole containerization is not magic anymore. I think a lot is being moved, is coming from the development side but also from the Linux side. So I think there's a less struggle of that. But I do still see some cultural struggles. You talk to customers, maybe not the Innovation Award winners. but even them they say, hey it took us a long time to convince internal structures, how we change things around. >> Talk about the open source role because you mentioned, before we came on how you guys are all in the open, an open source. Is there like a project that you're part of that supports centric? Is there certain things you're picking out over the source? As you guys do the QA and build you own stuff. >> Yeah we do a lot. We submit a lot to open. There's very few. We don't share data. We can't share customer data for obvious reasons. But tooling, most of the tooling we share if it's data collectors. We re an open source road. There' not much that we don't, there's nothing proprietary. Engineers, that's why they're coming to write. That's the configuration. They want to see, hey how does this stuff get applied. They own the packages, then some stuff is shared. If it's tied to the customer portal, the AI pieces maybe the open source parts of it but-- >> What's it like this year, for the folks who are watching who couldn't make it? What's the vibe here at Red Hat Summit 2018? What's the hallway conversations like? What's some of the dinners? What are you talking about? What's the chatter? >> I think the big chatter for me is kind of like this Open Shift, containers, agile development. You know the agile development comes back and back and really like how do we do this right? And tech connects obviously, how do you take application develop them or how do you take applications put them in a container. And then you see these demos. With multi cloud. >> New applications is not stand alone Linux anymore. >> Yeah. We have containers and tend to be able to run public cloud or multi cloud on premise. The options are endless. And I think that's the strengths from Red Hat. We prove that with Linux we can have a solid API. We don't screw up the applications. And if we can guarantee that across the four footprints, that's Paul's vision five, six years ago. I think we are there. >> You talked about a bit of cultural shift. How can Red Hat help it's customers come up to speed? That's a little bit...but be more agile. >> It's a good example. I think we do a lot of these sessions. I actually think that our sales motion, they are pretty aware with open sources, what the culture is. They do a lot of these sessions with customers. Jim Whitehurst is actually awesome. When he comes to clients. We did a C level event at a bank, based in Zurich and it was in a Swiss bank. And I think that they got like 140 C level, CIO groups. And Jim did a talk about the open organization about breaking down the barriers. I think that's a role that we play. Well some is Red Hat's role, but we go to do that stuff. Because we can share part of it in how we are configured, how we are different. >> I think that kind of thing is high on every CIO's list of agendas. >> And everything in the open is proving that open is winning. Open beats closed pretty much every time and is now pretty standard operating wise we're starting to see but operational wise, not just for software development. >> I actually think that from practice and how to run the company. Some stuff is transparency, right? If you work in a company that you're not transparent with your associates, can you really do this in 2018? >> No. >> And so I think those are elements that I think we do well to have had. And we got to keep internal as well, reminding ourselves, these core principles from open source are really important. >> Hiring, so you're bringing new Red Hatters in? >> At the rate we are hiring it's actually big concerns. How do we maintain this culture, right. This talk is not always polite but it's the way we function. >> You guys are humble. You're playing the long game, I love that about you. So congratulations Marco. Thanks for coming on the Cube show. >> Thanks very much. >> Thanks. >> It's the Cube Live here in San Francisco for Red Hat Summit 2018 here in Moscone West. I'm John Furrier and John Troyer. Stay with us for more live coverage after this short break. (upbeat music)