(slow upbeat music) >> Good afternoon and welcome back to Sin City. We're here at AWS reInvent with wall-to-wall coverage on theCUBE. My name is Savannah Peterson, joined with Dave Vellante, and very excited to have two exciting guests from Qlik and AARP with us. Molly and Samir, thank you so much for being here. Welcome to the show. >> Thank you for having us. >> Thank you for having us. >> How's it been so far for you, Molly? >> It's been a great show so far. We've got a big booth presence out here. We've had a lot of people coming by, doing demo stations and just really, really coming to the voice of the customer, so we've really enjoyed the event. >> Ah, love a good VOC conversation myself. How about for you, Samir? >> Oh, it's been great meeting a lot of product folks, meeting a lot of other people, trying to do similar things that we're doing, getting confirmation we're doing the right thing, and learning new things. And obviously, you know, here with Molly, it's been a highlight of my experience. >> What's the best thing you learned from your peers, this week? >> You know, some of the things, that we're all talking about, is how do we get data in the right place at the right time? And, you know, that's something that people are now starting to think about. >> Very hot topic. >> You know, doing it, and then not only getting it to the right place, but taking insights and taking action on it as it's getting there. So those are the conversations that are getting around, in the circle I've been hanging around with. >> You hearing the same thing at the booth or? >> Yeah, absolutely. >> And how are you guys responding? >> Well, I think, as a company, and the shifts in the market, people are really trying to determine what workloads belong in which Cloud, what belongs on-prem? And so talking about those realtime transformations, the integration points, the core systems they're coming from, and really how to unlock that data, is just really powerful and meaningful. So that's been a pretty consistent theme throughout the conference, and a lot of conversations that we have on a regular basis. >> I believe that, Molly, let's stick with you for a second. Just in case the audience isn't familiar, tell us a little more about Qlik. >> Yeah, so Qlik is a robust, end-to-end data pipeline. Starting with really looking at all of your source systems whether it's mainframe, SAP, relational database, kind of name your flavor as it's related to sources. Getting those sources over into the target landing spot whether it be Amazon, or other cloud players, or even if you're, if you're managing hybrid workloads. So that's kind of one piece of the end-to-end platform. And then the second piece is really having all that data, analytics ready, coming right through that real-time data pipeline, and really being able to use the data, to monetize the data, to make sense of the data. And then Qlik really does all that data preparation work underneath the visualization layer, which is where all the work happens. And then you get to see the output of that through the visualization of Qlik, which is, you know, the dashboards, the things that our people, people are used to seeing. >> I love that! So at AARP, what are you using Qlik for? What sort of dashboards are you pulling together? >> So when we started our journey to AWS, we knew that, you know, we're going to have our applications, they're distributed in the Cloud, but again, how do we get the data there, in the right place at the right time? So, as members are, taking action, they're calling into the call center, using our website, using our mobile apps. We want to want it to be able to take that information stream it, so we use Qlik, to take those changes when they happen as they happen, be able to stream it to Kafka and then push that data out to the applications that need it in the time that they needed it. So, instead of waiting for a batch job to happen overnight, we're able to now push this data in real time. And by doing that, we're able to personalize the engagement for our members. So if you come in, we know what you're doing, we can personalize the value that we put in front of you, and just make that engagement a lot more engaging for you. >> Yeah. >> And in the channel that you choose to want to come in with, right? Rather than a channel that we are trying to push to you. >> Everyone wants that personalized experience as we discussed, I love AARP, I've done a lot of work with AARP, I look forward to being a member, but in case the audience isn't familiar, you have the largest membership database of any company on Earth that I'm aware of. How many members does AARP have? >> We have nearly 38 million members, and 66,000 volunteers, and 2300 employees across every state in the United States. >> It's a perfect use case for Qlik, right? 'Cause you've been around for a while. You've got data in the million different places. You're trying to get, you've got a mainframe, right? You know, I hear Amazon's trying to put all the mainframes in the Cloud, but I'm guessing the business case isn't there for you. But you want the data that's coming out of that mainframe to be part of that data pipeline, right? So can you paint a picture, of how, what Molly was describing about the data pipeline, how that fits with AARP? >> Yeah, it's actually, it was a perfect use case. And you know, when we engaged with Qlik, what we wanted to be able to do is take that data in the mainframe, and get it distributed into the Cloud, accurately, securely, and make sure that we can track the lineage, and be able to say, hey, application A only needs name and address, application B needs, name, address, and payment. So we were able to do all of that within a couple of weeks, right? And getting that data out there, knowing that it's going to the right place, knowing it's secure, and knowing it's accurate, regardless of the application it goes to, we don't have to worry about seeking data across different applications. Now we know that there's a source of truth, and everything is done through the pipeline, and it's controlled in a way that, we can measure everything that's going through, how it's going through, and how it's being used by the applications, that are consuming it? >> So you've got the providence and the lineage of that data and that's what Qlik ensures, is that right? Is that your role or is that a partner role, combined? >> No, yes, that's absolutely Qlik's role. So for our new offering, Qlik Cloud data integration, it's a comprehensive solution, delivered as a service, delivers real time, automates, transformations, catalog and lineage, all extremely important. And in the case of Samir and AARP, they're trying to unlock the most valuable assets of their data in SAP and mainframe. And surprisingly, sometimes most valuable data in an organization is the hardest to actually get access to. >> Sure. >> So be, you know, just statistically, 70% of Fortune 500 companies still rely on mainframe. So when you think about that, and even when Samir and I are talking about it. >> That's a lot. >> Yeah. >> And that's a lot of scale, that's a lot of data. >> It's a lot of data. >> Yeah. >> So, you know, mainframe isn't a thing of the past. Companies are still relying on it. People have been saying that for years but when we're talking about getting the complex data out of there to really make something meaningful for AARP, we're really proud of the results, and the opportunity that we've been able to provide to really improve the member experience. And how people are able to consume AARP, and all the different offerings that they have? Kind of like you mentioned Savannah, and the way that you go about it. >> Well, it's also the high risk data. High value data, high risk data. You don't want to mess with it. You want to make sure that you've got that catalog to be able to say, okay, this is what we did with that data, this is where it came from. And then you essentially publish to other tools, analytic tools in the Cloud. Can you paint a picture of how that extends to the Cloud? >> Sure, so there's a couple of different things that we do with it. So once we get the data, into our streaming apps, we can publish it over to like our website. We can publish it to the call center, to mobile apps, to our data warehouse, where we can run analytics and AI on it. And then obviously a lot of our journeys, we use a journey orchestration tool, and we've built a CDP, a customer data platform, to get those insights in there, to drive, you know, personalization and experience. >> I'm smiling as you're talking, Samir, because I'm thinking of all the personalized experiences that my mother has with AARP, and it is so fun to learn about the technology that's serving that to her. >> Exactly. >> This segment actually becoming a bit more personal for me than I expected for a couple of reasons. So this is great. Molly, Qlik has been a part of the AWS ecosystem since the get go. How have things changed over the years? >> Yeah, so Qlik still remains the enterprise integration tool of choice for AWS especially- >> Let's call that a casual and just brag. >> Yeah. >> Because that's awesome. That's great, congratulations on that. >> Thank you for SAP and mainframe. So the relationship continues to evolve but we've been part of the ecosystem from since inception. So we look at, how we continue to evolve the partnership? And honestly, a lot of our customers landing spot is AWS. So the partnership evolves really on two fronts. One with Amazon itself, in a partnership lane, and two, with our customers, and what we're doing with them, and how we're able to really optimize what that looks like? And then secondly, earlier this year we announced an offering Amazon and Qlik, called Qlik Ramp, where we can come in and do, a half day architecture deep dive, look at SAP mainframe, and how they get to the Amazon landing spots, whether it's S3, Redshift, or EMR? So we got a lot of different things kind of going on in the Amazon ecosystem, whether it's customer forward and first, and how can we maximize the relationship spend et cetera, with Amazon. And then also how can we deliver, you know, kind of a shorter time to value throughout that process with something like a Qlik ramp, because we want to qualify, and solve customers needs, as equally as we want to you know, say when we're not the right fit. >> So data is a complicated- >> Love that honesty and transparency. >> Data is a complicated situation for most companies, right? And there's a lack of resource, lack of talent. There's hyper specialization. And you were just talking about the evolution of the Cloud and the relationship. How does automation fit into the equation? Are you able to automate a lot of that data integration through the pipeline? >> Yeah. >> Is it was a, what's your journey look like there? Were you resistant to that at first? 'Cause you got to trust the data. Take us through that. >> Yeah, so the first thing, we wanted to make sure is security right? We've got a lot of data, we're going to make sure privacy- >> Very personal data too. >> Exactly. And privacy and security is number one. So we want to make sure anything that we're doing with the data is secure, and it's not given out anywhere. In terms of automation, so what we've been able to do is being able to take these changes, and you know, in technology, the one thing you can guarantee is it's going to break. Network's going to go down, or a server goes down, a database goes down, and that's the only guarantee we have. And by using the product that we have today, we're able to take those outages, and minimize them because there's retry processes, there's ways of going back and saying, hey, I've missed this much data. How do we bring it back in? You don't want data to get out of sync because that causes downstream problems. >> Yeah. >> So all of that is done through the product, right? We don't have to worry about it. You know, we get notifications, but it's not like, oh, I've got to pay someone at two o'clock in the morning because the network's gone down and how's the data sync going to come back up, when it comes back up? All of that's done for us. >> Yeah, and just to add to that, automation, is a key component. I mean, the data engineering teams definitely see the value of automation and how we're able to deliver that. So, improving the experience but also the overall landscape of the environment is critical. >> Yeah, we've seen the stats, data scientists, data pro spend, you know, 80% of their time wrangling data, 20% of their time. >> Data preparation. >> You know extracting value from it. So. >> Yeah, it's so sad. It's such a waste of human capital, and you're obviously relieving that, and letting folks do their job more efficiently. >> The thing is too, you know, as I'm somebody who's love data you dive into the data, you get really excited then after a while you're like, Ugh! >> I'm still here. >> I'm slogging through this data. Taking a bath in it. >> But I think. >> I want to get to the insights. >> I think that world's changing a little bit. >> Yes, definitely. >> So as we're starting to get data that's coming through it's got high fidelity, and richness, right? So in the old days we'd put in a database, normalize it, and then, you know we'd go and do our magic, and hopefully, you know something comes out, and the least of frustration, you just spoke about. Well now, because it's moving in real time, and we can send the data to areas in the way we want it, and add automation, and machine learning on top of that, so that, now it becomes a commodity to massage that data into the in the format that you want it. Then you can concentrate on the value work, right? Which is really where people should be spending the time, rather than, oh, I've got to manipulate the data, make sure it's done in a consistent way, and then make sure it's compliant and done, the same way every single time. >> It may be too early to, you know quantify the business impact, but have you seen, for example, you know, what I was describing creates data silos. 'Cause nobody's going to use the data if it's not trusted. So what happens is it goes to a silo, they put a brick wall around it, and then, you know, they do their thing with it. They trust it for that one use case and then they don't share it. Has that begun to change as you've seen more integration that's automated and augmented? >> Absolutely. I mean, you know, if you're bringing in data and you're showing that it's consistent, and this is where governance and compliance comes in, right? So as long as you have a data catalog, you can make sure that this data's coming through with the lineage that you said is going to, here's the source, here's the target, here's who gets what they only need rather than giving them everything. And by being able to document that, in a way, that's automated rather than somebody going in, and running a report, it's key. Because that's where the trust comes in, rather than, oh, Samir has to go in and manipulate this stream so that, you know, Molly can get the reports she wants. Instead, hey, it's all going in there, the reports are coming out, they're audited, and that's where the trust factor comes. >> And that enables scale. >> Yeah. >> Cloud confidence and scale. Big topics of the show this week. >> Yep. >> It's been the whole thing. Molly, what's next for Qlik? >> Yeah, Qliks on a big journey. So we've released a lot of things most recently, Qlik Cloud data integration as a service, but we're just continuing to grow from a customer base, from a capabilities perspective. We also recently just became HIPAA compliant and went through some other services. >> Congratulations, that is not an easy process. >> Thank you, thank you. >> Yeah. >> And so for us it's really just about expanding and having, that same level of fidelity of the data, and really just getting all of that pushed out to the market so everybody really sees the full value of Qlik, and that we can make your data Qlik. And just for a minute, back to your earlier point. >> Beautiful pun drop there, Molly. Just going to see that. >> Thank you Savannah. >> Yeah. >> But back to your earlier point, just about the time that people are spending, when you're able to automate, and you're getting data delivered in real time, and operational systems are able to see that. 'Cause you're trying to create the least amount of disruption you can, right? 'Cause that's a critical part of the business. When you start to automate and relieve that burden then people have time to spend time on the real things. >> Right. >> Future forward, prescriptive analytics, machine learning, not data preparation, solving problems, fixing soft gaps. >> Staring a spreadsheet, yeah. >> Right? It's actually the full end-to-end pipeline. And so that's really where I feel like the power is unleashed. And as more sources and targets come to light, right? They're all over the showroom floor, so we don't have to mention any of 'em by name, but it's just continuing, to move into that world to have more SaaS integrations. And to be able to serve the customer, and meet them exactly where they're at, at the place that they want to be. And for Samir, and what we did in the transformation there, unlocking that data for mainframe and SAP, getting it into Qlik Cloud, has been a huge business driver for them. And so, because of partners like AWS and Samir and AARP, we're constantly evolving. And really trying to listen to the voice of the customer, to become better for all of you. >> Excellent. >> Love that community first attitude. Very clear that you both have it, both AARP and Qlik with that attitude. We have a new challenge this year to reInvent on theCUBE, little prompt here. >> Okay. >> We're going to put 30 seconds on the clock, although I'm not super crazy about watching the clock. So, feel comfortable with whatever however much time you need. >> Whatever works. >> Yeah, yeah, yeah, yeah, whatever works. But we're looking for equivocally, your Instagram reel, your hot take, your thought leadership, sizzle, with the key theme from this year's show. Molly, your smile is platinum and perfect. So I'm going to start with you. I feel like you've got this. >> Okay, great. >> Yeah. >> Just the closing statement is what you're looking for. >> Sure, yeah, sexy little sound bite. What do you, what's going to be your big takeaway from your experience here in Vegas this week? >> Yeah, so the experience at Vegas this week has been great but I think it's more than just the experience at Vegas, it's really the experience of the year, where we're at with the technology shift. And we're continuing to see, the need for Cloud, the move to Cloud, mixed workloads, hybrid workloads, unlocking core data, making sure that we're getting insights analytics, and value out of that. And really just working through that, kind of consistent evolution, which is exactly what it is. It's never, you never get to a point where, that's it, there's a bow on it, and it's perfect. It's continuously involving, evolving. >> Yeah. >> And I think that's the most important part that you have to take away. Samir's got his environment in a great place today but in six months, there may be some new things or transformations that he wants to look at, and we want to be there at the ready to work with him, roll up our sleeves, and kind of get into that. So the shift of the Cloud is here to stay. Qlik is a hundred percent here to stay. Here ready to serve our customers in any capacity that we can. And I think that's really my big takeaway from this week. And I've loved it, like this has been a great, this has been great with both of you. You both are super high energy. >> Aw, thank you. >> And Samir and I have had a great time over the event as well. >> Well, nailed it. You absolutely nailed it. All right, Samir, shoot your shot. >> So. >> Savannah. >> What I would say, I'm pretty, so. (laughing) >> I like to keep the smiles organic on stage, my perverse sense of humor, everyone just tolerates. >> Yeah, the one thing I think, I'm hearing a lot is, we have to look at data in motion. Streaming data is the way it's going to go. Whether it's customer data, operational data, it doesn't matter, right? We can't have these silos that you spoke about. Those days are gone, right? And if we really want to make a difference, and utilize all of the technology that's being built out there, all of the new features that were, you know, just in the keynotes. We can't have these separate silos, and the data has to go across, trusted data, it has to go across. The second thing I think we're all talking about is, we have to look at things differently. Unlearning the old is harder than learning the new. So we were just talking about event driven architecture. >> Understatement of the century. Sidebar, that was, yeah. >> So, you know, a lot of us techies are used to calling APIs. Well, now we have to push the data out, instead of pulling it. That just means retraining our brains, retraining our architects, retraining our developers, to think in a different way. And then the last thing I think I've learned is, us technology folks have put the customer first right? >> Yes, absolutely. >> What does a customer want? How do they want to feel when they engage with you? Because if we don't do that, none of this technology matters. And you know, we have to get away from the day where the IT guys go in the back black room, (laughing) coat up and then, you know, push something out, and don't think about what am I doing, and how am I impacting your mother? >> Yes, the end customer. It's no longer the person at the end of a terminal. Look at the green screen. >> And just one last thing. I think also it's fit for purpose transformations. And that's how we have to start thinking about how we're doing business. 'Cause there's a paradigm shift, right? From ETL to ELT, right? Extract, Load, Transform your data. And so as we're seeing that, I think it's really just about that fit for purpose, and looking at the transformations, the right transformations. And what's going to move the needle for the business. >> What a great closing note! Molly, Samir, thank you both for being here. >> Both: Thank you! >> This was a really fantastic chat, love where we took it. And thank all of you for tuning in to our live coverage from AWS reInvent here in fabulous Las Vegas, Nevada. I just want to give my mom a quick shout out, since she got a holler throughout this segment, as well as Stacy and all of my friends at AARP, I missed you all. My name's Savannah Peterson, joined with Dave Vellante. You're watching theCUBE. We are the technology leader in coverage for events like this. (slow upbeat music)

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. Hey, is Keith Townsend, principal at CTO Adviser, and you're watching the Cube virtual coverage of AWS reinvent 2020. I'm really excited whenever we get toe talk to actual end users. Builders. The conversation is dynamic. This is no exception. Back on the show, Al Vanish despondent head off architectures at logic I've been ish. Welcome back to the show. >>Thanks, Kate. Good to be here >>and on the other side of my screen or how you depend on how you're looking at it is Anthony Brooks Williams C E O off HBR Anthony, Welcome back to the Cube. I know your kind of tired of seeing us, but the conversation is gonna be good, I promise. >>Thanks very much. Look forward to being here and great as you said to talk about a use case for the customer in the real world. >>So I'll be let's start off by talking about lodge attacking. What are you guys doing in a W s in general? I mean, e no. Every company has public cloud, but Logitech and AWS and Public Cloud doesn't naturally come to mind. Help educate the audience. What do you guys doing? >>Sure, so traditionally, audience knows Logitech as the Mice and keyboard company, but we do have a lot of brands which are cool brands off logic tech If you know about gaming, Logitech G is a huge brand for us. We are in video collaboration space. We compete with the likes off Ciscos of the world, where we have hardware that goes on bond works with Zoom Google as well as Microsoft ecosystems. That has been a huge success in a B two b well for us. Beyond music industry gaming as an Astro gaming Jay Bird head phones for athletes. We are also in security system space. On top of that were also in the collaboration space off streaming as in stream labs so a Z can see logic has grown toe where that a lot off use cases, apart from just peripherals, is out there. We connected devices, so we're also looking to move towards a cloud ecosystem where we could be in on on our toes, toe provisioning information on DNA, make sure we are computing to the best of the world. So we are in AWS. We do a lot more in AWS now, compared to what we used to do in the past last five years has seen a change and a shift towards more cloud public cloud usage pure SAS environments in the ws as well And we provisioned data for analysis and essentially a data driven enterprise. Now more so on V as we move towards more future >>and Anthony talked to me about not necessarily just largest heck, but the larger market. How are you seeing companies such as logic? Heck take advantage off A W s and Public cloud. >>Yeah, but I think you mean ultimately we've seen it accelerated the show. Me Castle's just looking for a better way to connect with their prospects, you know, and leverage data in doing so. And we've seen this this driver around digital transformation and that's just being sped up the shirt, given what we've seen around covert and so a lot more companies have really pushed forward and adopting, you know, the infrastructure and the availability off systems and solutions that you find in a platform such as AWS on bets that we've seen grand deduction from our side of customers doing that, we provide the most efficient way of protesters to move data to so platforms such as I don't yes, and that's what we've seen. A big uptick picture. >>So let's focus the conversation around data data, the new oil. We've heard the taglines. Let's put some meat on the bone, so to speak and talk through How are you at logic Tech using real time data in the public cloud? >>Sure, Yeah. I mean, traditionally, if you look at it, uh, logic could selling hardware. Andi hope it >>works for >>the end consumer. Uh, we would not necessarily have an insight into how that product is being used. I think come fast forward. Today's world. It's a connected devices environment. You want to make sure when you sell something, it is working for that consumer. You would want them to be happy about that product, ensuring a seamless experience. Eso customer experience is big. You might want to see a repeat customer come about right. So So the intent is to have a lot off. It is connected experience where you could provisional feedback loop to the engineering team toe to ensure stability off the product, but also enhancements around that product in terms off usage patterns. And and we play a big role with hardware in what you're gaming, for example. And as you can see, that whole industry is growing toe where everything is connected. Probably people do not buy anything, which is a static discussing thing. It's all online gaming. So we want to ensure we don't add Leighton. See in the hardware that we have, ensuring a successful experience and repeat customers right? The essential intent is at the end of the day, to have success with what you sell because there's obviously other options on the market and you want to make sure our customers are happy with the hardware they are investing. Maurin that hardware platform and adding different, very fills along with it so that seamless experiences where we wanna make sure it's connected devices to get that insight. We also look at what people are saying about our products in terms off reviews on APS are on retail portals to ensure we we hear the wise off customer on channel. How's that energy in a positive way to improve the products as well as trying to figure out if there are marketing opportunities were you could go across sailing up cells, so that's essentially driving business towards that success, and at the end of it, that would essentially come up with a revenue generation model >>for us. So Anthony talked to me about how HBR fits into this, because when I look at cloud big, that can be a bit overbearing, like, where's where's the starting point? >>So I mean, for us, you mean the starting point Answer questions around. Acquiring the data data is generated in many places across organizations in many different platforms and many systems. And so we have the ability to have a very efficient technique in the way we go acquire data the way we capture data through this technique called CBC Chinese share the capture where you're feeding incremental updates off off the data across the network. That's the most efficient way to move this data. Firstly, across a wide area network cloud is an endpoint. Uh, you mean off that, And so, firstly, we specializing in supporting many different source systems and so we can acquire that data very efficiently, put it into our into a very scalable, flexible architecture that we have. That's that's a great foot for this modern world of great foot for the cloud. So not only can we capture data from many different source systems, their complexities and a lot of these type of the moments that customers have, we could take the data and move it very efficiently across that network at scale. Because we know, as you've said, data is the new oil that's the lifeblood of organizations today. So we can move that data efficiently at scale across the network and then put it into a system such a snowflake running in AWS like we do for a hobby and a larger taken. So that's really where we fit. I mean, we can, you know, we support data taken from many sources, too many different target systems. We make sure that data is highly accurate. When we move that data across that matches what was in the source of matches, what's in the in the target system. And we do that in this particular use case and what we see predominantly today, the source systems are capturing the data typically today. Still generated on Prem could be data that's sitting in an SFP environment. Unpack that data. Decode that data is to be complex to get out and understand it on moving across and put it in their target system, that predominance sitting in the cloud for all the benefits that we see that the cloud brings around elasticity and efficiency and operational costs the most type of things. And that's probably human in where we fit into this picture. >>You know, I think if I add a little bit there, right, So to Anthony's point for us, we generate a lot of data. You're looking at billions off rolls a day from the edge where people like you and I are using logic devices and we also have a lot off prp transactions That going so the three V s Typically that they call about big data is like the variety off data volume of data at velocity that you want to consume it. So the intent is if you need to be data driven, the data should be available for business consumption as it is being generated very near real time, and that the intent for some of these platforms like H we are, is How efficiently could you move that data, whether it's on Prem or a different cloud into AWS on giving it for business consumption of business analysis in near real time. So you know we strive, Toby Riel time. Whether it's data from China in our factory, on the shop floor, whether it's being generated from people like you and I playing a game for eight hours on generating so many events, we're gonna ensure all that data is being available for business analysis and gone out of those days where we would load that data once a day. And in the hope that we do a weekly analysis right today, we do analysis on make business decisions on that data as the data is being generated. And that's the key to success with such platforms, where we want to make sure we also look at build vs buy rather than us doing all that core and trying toe in just that data we obviously partner with which we are in certain application platforms to ensure stability off it. And they have proven with their experience the I P or the knowledge around how to build those platforms, which even if we go build it, we might need bigger teams to build that. I would rather rely on partners for that capability. And I bring more business value by enabling and implementing such solutions. >>So let's put a little color around that skill whenever I talk to CDOs. Chief data officers, data architects One of the biggest problems that they have in these massive systems you're talking about getting data from E. AARP uh, Internet of things devices, etcetera is simple data transformation. E t l data scientists spend a good droid at a time, maybe sometimes 80% of their time on that data transformation process that slows down the ability to get answers to critical business. Analytic questions. How is HBR assistant you guys and curling down at time for detail? >>Absolutely. So we we do not. We went to cloud about five years back, and the methodology that you talk about e t. L is sort of a point back in the day when you would do, you know, maybe a couple of times a day ingestion. So it's like in the the transition off the pipeline. As you are ingesting data, you would transform and massage the return, enhance the data and provisioned it for business consumption. Today we do lt we extract loaded into target and natively transform it as needed from business consumption. So So we look at each. We are, for example, is, uh, we're replicating all off our e r P data into snowflake in the cloud for real time ingestion and consumption. Uh, if you do all of this analysis on article side to it, typically you would have ah, processing where you would put put in a job toe, get that data out, and analysis comes back to you in a couple of hours out here, you could be slicing and dicing the data as needed on it's all self serve on provisioning. We do not build analysis foreign users. Neither do we do a lot off the data science. But we want to make sure when businesses using that data they can act on that as it's available on the example is we had a processing back in the day with demand forecasting, which we do for every product off logic for 52 weeks, looking ahead for for every week, right, and it will run for a couple of days that processing today with such platforms on in public Lot. We do that in an hour's time. Right now That's critical for business success because you want to know the methodologies you feel need Tofail or have challenges. You probably wanna have them now rather than wait a couple of days for that process in the show up, and then you do not have enough time to, at just the parameters are bringing back some other business process toe augmented. So that's what we look at. The return on investment for such investment are essentially ensuring business continuity and success outfront on faster time to deliver. >>Yeah, >>so, Anthony, this seems like this would really change the conversation within enterprises. The target customer or audience really changes from kind of this IittIe centric movement tome or strategic move. We talked to me about the conversations you've had, what customers and how this has transformed their business. >>Yeah, a few things to unpack there, um, one. You mean, obviously, customs wanna make decisions on the freshest data, so they typically relied on in the past on these batch orientated tough data movement techniques, which which will be touched on there and how we're able to reduce that that time window. Let them make decisions on the freshest data where that takes, you, choose into other parts of organizations. Because, Azzawi said, already, I mean, we know that is the lifeblood of them. There was many, I would say, Typically, I t semi, but let's call it data. Seven people sitting in the both side of organizations, if not Mawr, than used to sit in the legacy I t side. They want access to this data. They want to be able to access their daily easy. And so one of these things cloud based system SAS based systems have made that a lot easier for them. And the conversations. We have a very much driven from not only the chief data officers, but the CEOs. Now they know in order to get the advantage to win. To survive in today's times, they need to be data driven organizations, and it sounds cliche. We hear these digital transformation stories and data driven taglines. They get thrown out there, but what we've seen is where it's really it's been put to toss this year it is happening. Projects that would happen 9 12 months have been given to month Windows to happen because it's a matter of survival and so that's what's really driven. And then you also have the companies that benefit as well. You mean we're fortunate that we are able as a company globally, with composer of all to work from her very efficiently. But then support customers like Obvious who or providing these work from home technology systems that can enable another? The semester It's really moved. That's driven down from being purely I t driven to its CEO, CEO, CEO driven because its's what they've got to do. It z no longer just table stakes. >>I >>think the lines are great, right way we roll up into CEO and like I work for the CEO at at large detect. But we strive to be more service oriented than support. So I t was traditionally looked at as a support our right. But we obviously are enabling the enterprise to be data driven, so we strive to be better at what we do and how we position ourselves. As as more off service are connected to business problem, we understand the business problem and the challenge that they have on and ensuring we could find solutions and solution architectures around that problem to ensure success for that, right? And that's the key to it. Whether we build, vs, buy it. It's all about ensuring business doesn't have toe find stopgap solutions to be successful in finding a solution for their problem. >>Avi Anthony, I really appreciate you guys taking the time to peel back the layers and help the audience understand how to take thes really abstract terms and make them rial for getting answers on real time data and kind of blowing away these concepts of E t l and data transformations and how toe really put data toe work using public cloud resource sources against their real time data assets. Thank you for joining us on this installment of the Cube virtual as we cover A W s re event, make sure to check out the portal and Seymour great coverage off this exciting area off data and data analysis

>>live from Boston, Massachusetts. It's the Q covering I. F s World Conference 2019. Brought to you by I. F. S. >>Welcome back to Boston, everybody. You're watching The Cube. The leader in live tech coverage is Day one coverage of the I. F s World Conference. Darren Russo's here is the CEO of F S Darren. Thanks for coming back in the Cube. Great TV again. So last year was your first year. He was kind of laid out your vision at the World Conference. How's progress? >>Yeah, Look, it's going incredibly well. We were really focused on how we go from being a pretty fragment of global business to being, you know, an integrated business where we were able to operate. You know, its scale globally in a very homogenous way, where the customer experience was the same, irrespective where they engaged with us. And, you know, we've made a tremendous amount of progress with it, So you know, the business is growing really strongly. Net revenues up 22% year on year. I lost its revenues up 40% year on year are clouds up in the triple digits, so you know it's tough to be critical of how it's going so far. >>That's great, Great. You're growing faster than your peers. I think the stat was you gave us three Ex factory except in the industry would be awesome. Is that means that your primary benchmark do you want? You want to gain share? You want to go faster than the big whales, I presume. I >>think two things One is customer satisfaction, we believe, is the key indicator of long term success. S O. You know, we're the number one ranked European efforts. Salmon gotten appearance sites. That's that is and always will be my number. One metric. Can we be way the number one from a customer satisfaction perspective? And then I believe the revenue stats will follow and you know that's where we are. So certainly, if you look at our our core peers, the big G R P vendors, all of them are flat on. Dhe were growing 20 ships since >>one of the things you mentioned in your Cube interview last year was one of the things that you wanted to focus on was I'll call regional alignment. Paul and I used to work for I D. G. I worked for I. D. C. You were editor in chief of Computer World. We work for a company, had more offices overseas and IBM, and it was really hard to herd the cats. And that was one of the things that you cited. Have you been able to get people generally poor or at the same time? And how has that affected your business? Yeah. Look, I >>think the big challenge before I arrived was that there wasn't really a strategy of global strategy for the business. My face had a way of working and there was a strong culture, but there wasn't really a strategy. And obviously it's difficult to be critical of people when they not following the strategy when there isn't one s o. You know, Step one was really making sure that we had a strategy on DDE that was really about being focused on the five industries that we focused on, focused on three solutions on dhe focused on the six segments of customer, which is half a 1,000,000,000 to 5 billion. So now, globally, you know, irrespective the office that you go to, um anywhere in the world, they're focused on those five industries they focused on those three solutions and they're focused on their customer segments. So it helps me. P. M >>I said during our preview video video this morning that I've been around this industry as long as I f s has, until last year had never even heard of it. Is that just me being clueless? There's something there >>that we were just saying before we started that we're the definitely the biggest software business you've never heard of. Um, and and and that's common, I think, you know, we were There are a couple of factors. One is that the business was very European centric. Andi didn't really engaged in a tremendous amount of marketing and media prison. So, you know, those are elements that, you know, I think we're doing a better job off now, But we have a long way to go. The challenge that we have is that where we compete, we win when we get in and were able to tell our story, and we're able to show the value we win. We just don't get into as many deals as we need to. And that's the challenge we have. >>Yeah, there was a lot of talk this morning about the importance of those five pillars of those five industries. If you're going to become the next S A P, you're gonna have to branch out beyond that. What is your thinking about diversify >>becoming the next? They say he is definitely not my ambition, You know, I think way remain focused on customer satisfaction. And, you know, I think that there's a there's a difference. Whatever it is leading them, it's not customer satisfaction. You worked >>there for four years. >>I worked there for four years. I know. I think the big thing for me is is that we've got to stay focused on their customer voice. They focused on what delivers value for our customers beyond just the rhetoric and hyperbole. You know, I think when you when you listen to a lot of the complexity that our customers are facing today, any customers are facing. Companies are facing increasingly disruptive times, and the tech industry is making life more difficult for them. The more best of breed solutions get both. The more fragments that potential the landscape is, the more complex it becomes for customers if they have to try and figure out. How do we integrate these things and derive value from this highly fragmented landscape? So you know, we're trying to solve that problem. How do we make it easier for customers to challenge in their industry? And that's where this whole for the challenges has check comes from. How do we help him to be disruptive in their industry? Have competitive advantage? >>That seems to be a sort of a fundamentally different thing about your approach, though. Is this focus on those vertical industry's most e r P companies did not do that. Is that something that is core to your values? >>Look, I >>think what we recognize is that as you move to the cloud, you have to drive to standard. That's just the reality of going to the cloud on what's happening for the horizontal E. R B vendors. So the locks of ASAP and Oracle is that they have one e r P solution that fits every industry. So if it's good for health insurance and it's good for a bank, then it's difficult to really get your head around the fact that it could be good for a defense manufacturer, but the functional requirements is simply vastly different on that means that you have to customize them. If you have to customize that, they can go to the cloud. So what we believe is that you have to have this vertical specialization, the five industries that we serve us all. A lot of commonality in the process is that they use. And that's why that vertical strategy is so key to our success. So you won't see us going into financial service is, or health care or retail worth that core application. We may in time in many years to come branch out. That will be a different solutions. >>So your tailor, that app for that module for that industry, Yes, just go deep, deep functionality. You're known for that, but at the same time you're also messaging. You want your customers to be able to tailor this for their environment. So square that circle for me. >>So I think when we talk about a choice and and I think tailoring is the wrong word, we talk about choice. We're talking about choice of deployments on Prem or in the cloud choice of customer choice of partner, rather who they're going to deploy with on Dhe, then The solution is really an industry solution that comes with that functional death. And we don't we don't advocate their customers customized that all. We really don't want them to customize it. What we explain to them in some detail is that the real value comes from adopting the solution for two standard and staying on a vanilla application. Because that vanilla application, you're going to be able to withstand future upgrades, the total cost of ownership gets lower. The processes that are embedded in that application or best of breed at the box. That's what they're intended to do, and that works when you have a vertical application. When you have a horizontal application and you're trying to have a do things that it shouldn't naturally be doing, that becomes company. >>Well, correct me if I'm wrong, but wasn't that essentially the message ASAP had when it went through? It's hyper growth in the late nineties. I mean, there was a Y two k thing there, too, but ah, lot of the message was around. Do it our way and and then you don't have to get stuck in a rut, >>So I think that when it came out with that generation of application. That certainly was what they had hoped would happen. But what happened in practice is that the system integrators came in and the whole business process reengineering explosion happened on Dhe. That's not how it how it manifested itself. So what you see is, you see, he's very large, monolithic ASAP applications that were customized over in some cases decades, not not. You know, if a customer is deploying for two standard, then they should be able to deploy in a period mission. In weeks, we spoke about our deployment with Racing Point. If one team and going live in 12 weeks, you know, we're a 700 million global business. We deployed a knife s in 24 weeks. You know, if a customer's deploying for two standard, it's measured in weeks. As soon as they start to talk about two years or three years or five years or seven years there, customizing the solution significantly. Yeah, I >>mean, it became just sort of a perpetual upgrade, maintenance and up for the time it had a business impact. But boy, you think a cloud today agility, you know, getting rid of waterfall approaches, Missus. Antithetical to today's Look >>what I don't point fingers here. I think that this just maturity come with experience. The line of business applications you'll see our EMS and your HR solutions have taught people that you can, if you think about this is look at sea. Are Emma's an example? You had Siebel before people would implement stable. They would customize Siebel that would take long implementations. They were highly bespoke applications and then sells. Force came along and just destroyed them, and they destroyed them. Because what people learned very quickly was that there was a really easy to consume, really easy to use application that functionally might be inferior. But the compromises that you'd make from a functionality perspective will weigh, outweighed by their time to value in ease of use. And and the learnings from CR mnh are in procurement. Those line of business applications have now being backed into in the e. R. P >>world. So in terms of capital allocation, you're owned by private equity, which is actually a public company. I'm interested in how you're allocating capital R and D, where you're where your emphasis is. You don't have to you have to do stock buy back, but, you know, describe the P relationship. >>So look, one of my learning's to see survive this is that not all private equity firms or equal they have different strategies are very fortunate to be with Ekiti, who are a growth investor. They're known as a growth investor on dhe, and they buy companies that are strong growth tech firms on dhe. They've been hugely supportive of us investing because they understand that the investment in technology is important. So, you know, just looking at some detail today we invest twice as much in R and D as we did three years ago, just to give you, you know, one data point. So there's a big focus on technology, and the thing is, is that we we have to invest in technology to drive those attributes that are discussed earlier. How do we How do we enable customers to adopt a solution? It's a standard so they can go alive quicker. How do we enable customers to be able to sit down in the front of the application like we do with the mobile phone and intuitively know how to use it? How do we reduce the total cost of ownership through automation. Those are capabilities that you know that they don't come for free. We have to invest in them. So big investments in technology. And >>I think the private equity guys, at least the modern ones, have realized Why should the V. C's have all the fun they realize? Hey, we can actually put some money in tow and the transforming we can have a bigger exit and actually make much better returns than sucking the company drive. Yeah, well, look, I think the other >>thing is is that you know, in public companies, you have the downside off. You know this this courtly metric Ondas quarterly cadence. Andi, you see very compromising decisions being made because you know, people can't afford to miss 1/4. There's no long term planning that's done on dhe. That's fundamentally not the case and the private equity world, you know, not unusual now for four p firms to hold companies for 5678 years on, and that allows you to take a very long term strategic view. If if if a shift from perpetual to subscription is the right thing to happen, they can do that without worrying that, you know, because of the definite earnings are revenue that you're going to get caned by the market next quarter. Andi. I think that that needs to, I think, better decision making for the long term. >>A lot of companies are struggling. >>If you have the right P for because you get bought by the firm of events, you want to go public. But the the you said something this morning that 50% of your customers each year or net knew, How are you pulling that off >>That 50% of our license revenue? Eso way we went about 300 odd new customers a year. Obviously, that's growing, as I said, you know, 40%. But you know, it's ah, I think, having done this for 25 years, there are companies that are or good at extracting revenue from their installed based. One of the analysts here has as a hashtag wallet Fracking is what do you think It's such a great So you know, they're good at Wallick fracking and and I think the customers that that our customers off those vendors know exactly who they are and you know I think that for us to that the fact that we're able to go out and win 50% of our license revenue from net new name customers, I think is a really strong indicator of the health of the business. It's much harder to do than just extracting revenue out of the install base. You know, we don't have a compliance practice. We've never charged a customer for you in direct access. You know, these are principles that we stand by, and it's easier to say that your customer centric on get 80% of your revenue, have your installed base because you're doing compliance rounds. But, you know, we put our money where our mouth is, and that's not that's not how we do it. >>Are these net new customers? Are they? Are they migrating from QuickBooks or they migrating from a Competitors >>know, because of the segment that we're in this half a 1,000,000,000 to 5 billion? I would say the majority of them are what I would call first generation the Rp solution. So you know you're talking about you know, the original generation of Microsoft's acquisitions, the divisions and the eggs actors and the Solomon's and so on on. And then, you know, it's a P R two and our three customers you're talking about customer sitting on, you know, the solutions that in for hoovered up the matrix B picks type customers, ace 400 customers. So they're you know, they're first generation your P solutions that simply don't have the flexibility to deal with the complexity and demands of modern business world. >>From 2009 about 2017 I f. S was pretty inquisitive and then just actually, I was gonna ask you >>when I started, you stopped >>it, right? But then, you know, today you announced an extra small acquisition, But how should we think about M and a >>look? The first year for me was really about trying to build a functional business. You know, we spoke about how fragmented this really hit to Jenna's business. Andi just occurred to me. You know, if we go out and we start to buy things, how do we integrate them into a business that's completely fragments? And you know, it had no identity or culture. So, you know, the last year has been focused on how do we build their common understanding of what it is that we're doing. We now have a very clear strategy. Five industries, three solutions, one segment. And you know, when you when you have that clarity of vision that it's really easy to guard and do him and I because you know what fits and what doesn't fit, you can understand exactly how you're gonna build value for customers on dhe. That's why the S t a deal is so good for us. Because we're now the undisputed leader in field service management, you know, 8000 our customers globally, which is way more than anybody else. Scott, Andi, you know, you should absolutely expect more from us. But it will be in the five industries, three technology segments and one customers. Isaac. >>Well, in the A p I enablement should obviously facility. >>Absolutely. I mean, I was just with a partner of ours now, and they have this amazing augmented reality solution. You know, it will be a combination of off going out there to build market, share a cz well, as finding you know, really innovative solutions that can help us advance the technology that we provide customers. >>You have a new slogan this year for the challengers, which seems to be aimed at companies that that imagine themselves as challenging the Giants, which is great. But if you're not a company that season sees themselves that way. Are the studies level home with I have s Look, >>I I think I was with a group of CEOs from one of the big analyst rooms, and they had the portfolio companies and their private equity firm and analysts that CEOs of the companies are having a conversation with him about digital transformation. And I I made a rather provocative statement which, you know, got unanimous agreement, which is that all of the CEOs there with either in an industry that was being disrupted and we're trying to figure out how they respond to that disruption or they would soon not every job and they all acknowledge that they absolutely fit into that category. In other words, all of them were being disrupted. All of them were facing a challenge. It was kind of like, you know, if it is happening to all of us at a more rapid pace than we have ever had before. So my view is, is that you know if if you're in the room and you're going, you know, if it's might not be for us because we're not a challenger. Yeah, The lights may not be on >>for Long s o double click on that. What role does I s play in terms of digital transformation? >>If I could just hold on there because the thing is, there are leaders in Mama, there challenges. And there are leaders. The leaders typically are gonna go with seif solution. They're gonna go with one of the legacy our peace. So I'm not suggesting that everybody necessarily is a challenger. There are leaders, you know, Nokia was a leader until they weren't because they were complacent. Andi, I think they you know, they didn't run on I office. So, you know, I think there are two segments. There are leaders and there are challenges, and we're there for the ones that are ready to disrupt. Sorry. >>Please clarify that. No. Good. So So get back to it. Sort of digital transformation and disruption. What do you see? Is the role of AARP generally, but specifically I f s. >>Look, I think we digital information. A lot of discussion about it on the stage this morning. I've just touched on it now. I think that it takes very different forms. What most industries are finding is that they're facing a lot of non traditional competition and they're having to innovate around their business models. They can't going to market in the same way as they did before. They're having to innovate because of this non traditional competition. Andi. Understanding your your customer's understanding, your your staff, understanding your supply chain understanding your financials are all critical parts of being able to respond to whatever their changes, and that's where the RP solution comes into it. I think there's an interesting challenge now, which is that as those applications have become more fragmented and you've got more based debris cloud applications Ah, lot of the value often E. R P was that you had this integrated set of applications that you had this one source of the truth andan. Fortunately for many customers today, they don't have that because they've got import all of these best of breed applications and they don't have one source of the truth that multiple invoices made it multiple versions of their customer in the databases. Andi we still stand for a single integrated the r p. So, you know, I think understanding those elements of your businesses key. I was with a customer of ours in Nebraska a short while ago, and they were talking about our existing office customer. They were talking about the steel import duties that were imposed through the trade war with China. And they were saying, Look, that they had been able to respond to that in a way that they had good visibility of the supply chain, who was improved, imposing the tariffs, how they were going to impact them when they were going to impact them. And because they had this integrated Siara AARP. They were able to pass those pricing changes onto their customers, and they survived this. What could have been a cataclysmic event for their business had they not had an integrated your pee? They not being able to have this visibility into the supply chain and the customer base. They may well have gone out of business just because of that one change >>to meet all day and all comes back to the data, putting their putting data at the core of their business. That integrated data pipeline is essentially what they get out of that last question. So thinking about the next 18 to 24 months, what are the milestones that observers should look for? One of the barometers that we should be watching. >>So look, in the next two years, it's it's really about us building incremental scale. We have, ah, four year plan, which I built when I came in. We're halfway through that plan. We've hit all of the metrics and exceeded most the metrics that we had on their plan. It's really continue to focus on the strategy. As I said, we focus on those five industries, continue to build market share, continue to focus on those three solution types and build market share and market dominance on those three solutions. Andi in that segment that I defined before, so no change from a strategy perspective. I think there's really value in the consistency that we bring on on their talk track and, you know, along the way we passed the $1,000,000,000 mark, which we will do, I think, in 2021 organically if we accelerate, some of the money will pass the 1,000,000,000 before, but you know business. The margins continue to expand. We focus on customer satisfaction and, you know, it's a It's a pretty straight, you know, traditional prey book that we have to execute on now. >>Well, congratulations. It's a great playbook, and you're growing very nicely. So love that. Look, we really an honor to the last couple of years. Learn a little bit about the company in your industry. So appreciate meeting you guys. Thank you. All right. And thank you for watching over right back with our next guest. Ready for this short break day Volonte with Paul Gill in. You're watching the Cube from I f s World Conference from Boston 2019 right back.

>> from Austin, Texas. It's Theo Cube, covering your storage. Accelerate 2019. Brought to you by pure storage. >> Welcome back to the Q B. All the leader in live tech coverage. I'm Lisa Martin with David Dante. Couple of gents back on the Cube we have on Stuart the VP of technology for pure von. Welcome back. >> It's great to be here. Thanks for being accelerate. >> Were accepted severe. And we've got Carrie Stanton, VP of Global Biz Dev and corporate development from Theme Carrie, Welcome back. Thank you very much. I'm in the rain. I love the love it planned. Of course. Thank you. Very good branding here. Lots going on with theme and pure. Let's secure. Let's go ahead and start with you. Talk to us about the nature of the V Impure partnership. I'm assuming better together, but give us the breakdown. Sure, >> we've had a relationship for many years, but over the past three years we've seen it. You know, this year, counting this year, like the scale out is just unbelievable. We're growing at triple digits on our Cosell winds in the field, all of its writing, all of the predominantly being driven from the flash blade success that we've had in the marketplace, Our customers are buying into the performance that they have. Our our relationship is growing through joint innovation and joint development. And so what we've seen is raising them to a global partner, on having dedicated resources on it, as only amplified our success. We have. So yeah, it's fantastic. >> And then one from your perspective, what are some of the things that you are hearing? Are you guys being brought in? Maur from team customers is being being brought in more from pure side. What's that mixed like >> we've had? We've had a strong set of channel partners that I think promoting our joint solution on our products kind of a top of their line card. Of course, there's always the customer requested to get pulled in, and I think customers who have experienced either one of our products look at their satisfaction. They look extremely it, like NPS scores right and say, you know, if I'm a pure customer, there's a data protection company. That's gotta nps very similar years, you know, tell us more about what you're doing with with theme. If you look at kind of our common ethos. Right simplicity in the model right co innovation Help Dr Scale. Whether it's been through joint A P I integration with the universal adaptor or tryingto lean into next generation architectures like Flash to flash the cloud. It's just been a very easy progressive partnership to drive and bring in a market. >> Talk more about that joint development. Um, there's a start in the field. No engineering resource is I'd love to Have you had some color to that? >> I think I think I think it's >> a combination of. So we'll start with a universal adapter that was beams initiative to help add scale to the back of process to as you're putting virtue machines into backup mode along, you know, leverage these the storage controller snapshots so that you could come in and out of that back about very quick. V, invisible to production operations, offload a bunch of data processing and in time, out of the equation that just helps scale right back up, more virtual machines faster. That's a program that they initiated that we were one of the founding partners on one of the first partners to publish ah Universal adaptor, or R A p i for it. The >> results have been The results are pure is by far the number one partner for downloads for a customer downloads that we have across our partner Rico system. So we have a vote 15 partner Rico Systems that have written to the universal FBI on. So just last week, you know, over 3000 downloads surpassed over 3000 downloads. Here is 6500 customers. I'll let you do the math. All right, so it's it's great that we see such strong adoption from their customer base. Almost 50% of their customers are team customers on. Then that >> contusion. That's hi, >> It's very high. >> Wow. So give me your favorite customer example that really articulates the value that pure brings the value that being brings. >> We've got a lot going on in the financial space in the healthcare space. >> Butler Health is a joint customer that we have a customer reference win that they've published in that we've published on dhe obviously many, many more, but especially in the people, customers in the financial health care that are looking for performance on Dhe. Looking to that flash blade, a za landing zone that's going to give them more than just a backup target. It's going to give them the ability to leverage it for a I and ML and many other factors, which is again, one of the reasons why we've seen such strong adoption. >> You talk about health care, we're talking about patient data, lives at stake. Give me some of the meat about what this customer, for example, is achieving at the business. Subtle and the human lives level >> Well, I think what they're seeing is of what they were used. It's not so much the exact stats that I could give you down to how money they're getting per second, but it's what they were using before, which is one of the legacy competitors that we have, which we call. You know, some of these donors that they give to market share that we take away day in and day out with without saying names. But there was a reform replace that we came in and taking a second generation solution from a legacy hardware appliance that was being used previously in a secondary storage. >> Yeah, allow me to elaborate a bit, right? So you asked about the technology we kind of talked about the universal adapter for the off load where we've really seen growth has been in this notion of flash to flash the cloud and peers introduced this notion of rapid restore. So again, how do we grow our businesses together? Growing amore mission critical or patient? Critical deployments has been this notion of not just backing up the data faster. That's kind >> of the the >> daily repetitive task that no organization wants to to deal with. Where the rubber meets the road is Can you put the data back? And we've seen this explosion in the increase of of the capacity of data, set sizes and the pressure they put on restoring that data. When you happen to have, ah, harbor failure, a data center go off line or a power issue and this goes so you go back to patient records gotta be online when everything fails and there's an issue with a chair, whatever. Maybe how quickly can we get the data? And we're orders of magnitude faster, then the legacy >> platform. So having an integrated appliance is part of that key and co engineering. Is that right? I mean, you guys pure software no pun intended, right? You don't want to be >> No, no, it sze taking the they wrote to our a p I right So the work that they did on the FBI and then continue to innovate and iterated against it right and coming out with the next version that they just come out with it is, is just differentiating themselves in the marketplace. And that's really what we're seeing. And we're seeing that success that the enterprise today, from what we have without even looking forward to our upcoming V 10 which is gonna have some high end enterprise feature sets. >> And we want to get into that. But something that mom that you were just saying It's almost as if data protection is no longer just an insurance policy. It's an asset. We have to be able to get it back. >> Absolutely fuel, We believe if you look at the legacy backup appliances, they were designed and optimized for short backup windows and are proving to be a challenge at restoring the data, which is actually where the value in the architecture is. We've talked about rapid restore in bringing, flashing that space. We worked with team engineering on V 10 actually double that performance so that customers, as they upgrade their code line, can again bring those mission critical workloads back online even faster than in the past. In addition to that, we've worked through some of the VM integrations for customs who want to mind that data who want to clone those workloads and bring them up on online and ADM or analytics or searching the metadata of that data. So there's a lot going on besides just your backup and recovery. >> So you guys are saying, Chuck, the appliance don't need the appliance. You've got a better model. Is that what I'm hearing? Or >> we win against appliances day in and day out? So absolutely software. Best of breed software. Best of breed storage hardware. >> What should we expect for V 10 adoption there? You guys announced in the spring? >> Yes, and it will shift in Q four. Dave, honestly, this is gonna be Anton is gonna shit >> a good track record. They're gonna go out there. >> No, but we have some key features that will differentiate us in the marketplace, especially as we go to the enterprise with pier storage, such as immune ability right, So that's a feature that we've talked about. You know, we've been hyping because we believe in it that what it's gonna bring for the protection of ransom, where malware and it's it's gonna be a game changer. We believe in the marketplace and our famous now, as they were finally gonna support now support for their enterprise customer base. So, I mean, those two keep features in and of itself. So again, I talked about the scale that we're having today in the marketplace without these key enterprise features and then having those chip, you know, in the next 90 days are again we believe just gonna continue to elevate our business. >> We're talking to Charlie earlier today about just a CZ. Part of his job is tam expansion and data protection is an obvious area for that. You could have chosen to go buy a small software company, certainly have the cash on your balance sheet and compete. We have chosen to partner talk about the opportunity that you guys jointly see in terms of the market you can penetrate. >> I think it is such a Our ecosystem is so comprised today of partnerships that are based on. On one hand, you're partnering, and on the other hand, you're competing that it is. It is really refreshing to find a partnership like Veen, where we've got very clear lines of what our product offerings are, where they come together and no competitive obstacles. It makes partying in the field the easiest, right? We've got great partnerships across the board somewhere. Appliance vendors. Sometimes those partnerships work fast. Sometimes they running hurdles. We never run into a hurdle together, so it's worked very well. I think our partners, our channel partners, have preferences around the server side that they like to go to market with. We give them the freedom together to pick and choose. So they put invested class software with best class storage to to meet the needs. They put the rest together based on what fits their business model or their current agreements go forward. So >> clear, clear swim lanes, Big market. You guys showed some data at V Mon. I want to say Danny's data, maybe $15 billion Tim man larger. You guys get a piece of that, you get a piece of that >> on a savant said. It's just there's no there's no friction in the marketplace is going out and doing the work we need to do to win. But we never get it that Oh, we can introduce this because it's gonna compete with, even if it's only 2% of what they have, there's there's looting. No, they do not have data protection. And we don't do as, you know. We don't do hardware in storage. So again invested breeds. And I >> think those numbers maybe even conservative because, you know, as you were pointing out, the traditional backup products were designed to deal with the biggest problem, which was back up window, which, by the way, 60% of times the backup didn't work anyway. But you have to get inside of, you know, Yeah, we backed it up check. But backup is One thing is my friend Fred Morris. Recovery is everything. So things are shifting in a digital business recovery. You know, it is tantamount. You know, ever you can't ever not be without your data. So it's an imperative. Yeah, >> it's, um, when you're and the flashlight business unit first came up with the construct of a rapid restore. I mean, admittedly, I was sitting in the corner. I'm just saying there's no way. There's no way that a customer would look to pay a premium for Flash for their backup. And then you meet the customers and it's just one after the other. And there's these stories around. We had to stop production. We couldn't get the AARP back online. Right Way couldn't take transactions because the processing database of the purchasing database was off line and you're just sitting there going. These are really world right issues that impact revenue for organizations. And so we are going through an evolution about rethinking around data protection and what it means into in today's day and age. >> It's security. Such top of mind carry today on the CEO's mind and data protection is part of that. Backup is a key part of that. You think about Ransomware, right? You guys get solutions there. I mean, it all fits together. It's not these sort of bespoke, you know, ideas anymore. It's really one big mosaic so that people can drive their digital transformations. I mean, that's really what they care about. >> I think the themes, old slogan, it just works right. It continues to evolve and that you talked about backup not working in the first place, right? So we have our core fundamental foundations. That theme has right is that it will trust that the customer will know that it will be online. We have the shortest r p o r t o is right in the marketplace, and then you take that and the's enterprise class features again. That's why marrying it with Piers route to market and there go to market strategy is having the success we're having in the marketplace. >> You're hearing a lot from customers. Flash Flash MacLeod. This is There is a very strong need for this. Some of the things that were announced today terms up some more firsts that piers delivering to the market. What are some of the things that you guys were? You maybe Carrie. We'll start with you from themes partnership perspective like a flash Teresi, for example, or starting to be able to deliver. I saw Blake smiles, uh, be ableto bring the cost down so that customers could look at putting a spectrum of workloads, even backups on flash. What is themes? Reaction? Well, smiles. I tend to >> do with Lisa, but I mean, to be honest with you. We sit back and love everything that piers doing from innovation. And so if they're going to come out with a broader set of target solutions for secondary storage, then we're going to be there partner there as we are with flashlights. So we're sitting back and loving the innovation that they're bringing to the market place and to their customers. >> I saw that Cheshire cat grin von >> s o for the audience who may be missed. We had a number of product announcements this morning taking the flash ray from a single product line into a portfolio going to that two year zero workload with the direct memory cache acceleration powered by Intel's often products as we go into a chair to economic space but still keeping all the Tier one features and availability we not flash or a C, which is leveraging QSC is a storage medium. Uh, while we have a design, do expand our tam and find new workloads. We have not looked at backup for the flash rate. See, at this point the flash, the flash, the cloud powered by the data hub in the rapid restore is going strong, so you want to kind of keep the team focused on that? And we've got other markets that we have yet to penetrate that have been more price sensitive where we think the flash racy is a better alignment. Now again, maybe over time I'll be found wrong and we'll change our tune. But you know, I'll give an example. Go back to Ransomware. Ransomware is a top three question in terms of any storage conversation. When you deal with a financial institution today to the point where not only are they asking about, what are you doing in your products? What are you doing across your partner ecosystem? Some of the modern proof of concepts required it to go through a ransomware recovery procedure because you know these financial institutions, they're worried about getting not just locked out, but locked out on your H a sight because you just replicated the ransomware over. So this this ability have immutable, immutable image to bill to bring it back online fast a rapid restored somewhere. You could see what these technologies start to line up in a comprehensive solution for the customers, and so flash racy is great. It has nowhere. The band with a flash blade. So we're gonna try to keep those a separate products in different markets at the time. But at least for time being, >> thanks for clarifying >> that cloud. I gotta ask the quad cloud question. It's interesting you guys have both embraced. Cloud is you're seeing it. In the old days, I was saying, I think I'm saying Charlie again. Executives were like, No, don't do that. It's gonna kill us. But now it's okay. It's not a zero sum game. That trend is your friend. You gotta embrace it. How are you making cloud each of you a tailwind versus the You know what all the analysts expect ahead, What else gets going? Zero sum game is going to steal from a to B. >> Well, I mean, Dave, you can imagine from my vantage point, it's easy to say that we're looking at Cloud is just, you know, expanding the TAM, expanding the ecosystem features we have today at the archive here. The success we're having with both Microsoft Azure and eight of us are phenomenal. Growing 40% month over month, right, the adoption with all the new innovations that Danny and Antonio have talked on the show that were coming out with envy. 10 are only gonna amplify that. But it all starts back with our partners ships today that we have one private clouds and as customers are looking to evolve to the cloud So we work with our partners like peer to ensure that we're working with them today. And as customers want to embrace the cloud they can. But predominantly, those primary workloads are still remaining on Prem and they're looking on how they're going to support the cloud. And we're doing that today and we'll be doing that. Maura's we go forward >> block storage announcement you guys made today was quite interesting way now spinning up East End shoes and s threes And what >> So this morning we announced general availability for pure Claude Block store on AWS and plans, as we are currently in beta and development for other clouds. But the folks today is this AWS and you pair Claude Block store, which is basically the software of a flash ray architect for the hardware inside of a W s so that you have the same functionality and service that you have on Prem and you pair that with pure is a service, which is our op X moderate could pay as you consume and the flexibility of sign a 12 month contracts. You want 90% on Prem today in 10% of cloud two months from now, you want it 50 50 like used the utility model to consume wherever you want, so you can meet the requirements of your infrastructure, whether it's on Prem in the cloud or some hybrid combination. >> But the interesting thing to me was your doing a lot of the heavy lifting for the customers with regard to the architecture. What you architect in the club that I wonder. Is there an opportunity to do something like that with backup? Or is that just, you know, not economical, deep, deep archive, things like that? I mean, >> I'm pretty sure we're told not to make any news right now because >> stay tuned. I've already said >> too much, so I'm probably a >> good thing. We're live >> in big trouble. >> Wow, guys. So the 1st 10 years of pure, tremendous amount of innovation is, Charlie said, an overnight success in 10 years, so much more coming down. We've already heard about a tremendous amount of innovation and evolution today. So we can't wait to have you guys back on to the next event in here. Get our neck braces on for the whiplash of news that's gonna be coming at us. All right. We are like your day Volante. I'm Lester Martin. Go pats. >> You're sorry. And Bruce. Carrie and I were crazy >> sports fans. Let's just be very PC. Go, everybody. Everybody gets participation. Trophies just coming anyway. You're watching the Cube. Lisa Martin for day, Volante. Thanks for watching.

>> from Seattle WASHINGTON. It's the Q covering AWS. Imagine by Amazon Web service is >> Hey, welcome back. You're ready. Geoffrey here with the Cube. We're in downtown Seattle at the AWS. Imagine Education event. It's a second year of the event. It's about 800. People were here last year, too, I think was 400 people. So it's growing quickly, like everything at a W s. It's all about education. That's that's public school, private school, university K through 12 community college, everything you can imagine. It's a really comprehensive kind of area that Amazon's focusing on. We're excited. Have our next guest really from the school district emanating from school district? He's Travis Pocky, the senior director Information Service is for Portland Public School. I'm a proud graduate of the Portland public school system. So, Travis, great to see you. Great to see you. Absolutely. So for stop impressions of the show, you said you weren't able to make it this year. I got to sit in the key notes this morning with Theresa and Andrew. A couple sessions just kind of your impressions of being at an event like this, >> you know, it's really fantastic tohave an event that ties together AWS and education. And in that education space. It's a great resource for people that are using AWS within the education community. So this has been fantastic. >> Yeah, it's good because the education is not necessarily touted as the most progressive in his street. Exactly. So the fact that they made this commitment is pretty significant. Exactly. So you had a recent a recent significant event within your kind of I d journey cloud during one of you could tell us what you guys just recently completed. >> Sure. So we recently migrated our peoples off application from our on Prem Data Center to the cloud. And, you know, one of the one of the real challenges we had was there was no extra money to do this work. So we had kind of come across the idea that the hardware was end of life. It was gonna be about a $500,000 replacement cost. In addition to that, we had several on staff positions that really weren't available. It had become such a niche skill set that we really had a lot of trouble trying to get those positions filled. So, in addition to that my boss came around the corner and said, By the way, we have a 10% budget cut. So how do we resolve all of that plus address? This really big problem with the system, not even >> time, was ticking, right? Your hardware time was >> ticking. It it was really bad. I mean, we were at a point where we were getting young 9 12th page refresh times. And, you know, the user community had kind of gotten to the point where our numbers for satisfaction looked really good because we didn't get complaints because the user community had gotten so disillusioned by making those complaints and not getting any results that they just gave up on complaining. So way were out of time, >> year out of time. So, you know, typically, a cloud migration of an old application is not necessarily the easiest place to get started on your cloud journey. Did you already have some experience with powder? Was this really kind of your first foray into this area? >> You know, I had worked at a start up a few years before, and we did our entire infrastructure on eight of us. So that was my my introduction to AWS and HBO Service's. And there was a lot of there's a lot of people that were looking away from that as a solution. It didn't seem like the viable thing to do. And yes, we were advised not to try the e r P first. But that was our use case. And if >> we were gonna do it, we were gonna do it big. So we did. He brought in some consultants. I would assume that helped out. Are you guys doing all in house? >> Actually, what we did was we looked for a managed service provider. So are our use case in that we had many positions that we couldn't get filled was that we needed the virtual infrastructure. But we also needed the people to do some of those tasks for us. So that was That was our partnership, was we work with a manage solution provider called High Street and High Street. Really helped us with that process. >> It So how long did it take? When did you get complete? >> Um, we went from idea to completion in four months. >> Idea to completion in four months. Yes. Wow. >> And that was That was unprecedented. No, nobody expected it to work. Certainly nobody expected it to work that fast. And when you do these migrations Ew, you I understand that it is going to be a high stress situation. And the one of the major things that AWS did for us was it gave us that virtual infrastructure so that we could run in tandem. We could actually continue to run completely as we were in production and run the new systems and run all the tests. So we were able to get cut over in no time with almost no stress. I think we had one problem when we went live. >> So then what did your boss say when he came around the corner? Good job, Travis. Okay, great. So you know, there's there's a whole bunch of components to cloud right that have a lot of benefits security. Like we said, it's actually a lot more secure than a lot of time on your own stuff. There's cost savings, and there's infrastructure leverage that you can get, but more importantly, and we've heard a lot of the stories here is it opens up on opportunity for innovation, opens up an opportunity to try any things to move fast. So I wonder if, if you know that kind of unintended consequence of this process or do you think you've kind of sold the house people that you know? Look, it worked. We did it fast. Assume it's close to budget or close two timing. And now, you know, sit here for two days and listen to all the crazy, cool, innovative things that people are doing with X, right, etcetera. So where do you go? Where do you go next? >> You know, one of the one of the unintended consequences of it was was granting us a D R process. So we had a We had a very basic deal, our system in place and by moving to the cloud, Not only do we make it insulated from any events that might happen in our primary building, which is also our primary data center, but it gave us that ability due to fail over and persist through through a significant event. One of the other things that's done those it's given our develop access to tools that they just didn't have access to before. So, one of the places where were expended experimenting pretty heavily. Yoon is is Lambda. So server lis functions trying to get to the point where we can enhance our existing software by making calls out to our Amazon vpc and data that exists out there without having to make hard core modifications to the internal systems right way were actually able to do a demo of that within 30 minutes. So that's that normal process would take about two weeks to >> write. So it was there, Is there new stuff on the horizon is just our use, like a kid in a candy store, like now, you know, look at the power flexibility that we have it. We just didn't have the kind of strapped payroll data center before. >> Absolutely, Right now we're trying. I think the biggest struggle is trying to figure out what we tackle next. There's a lot of things out there, you know. We have ah, data interchange platform. It would be great if we could replace that with AWS functions and lame duck calls. >> Um, it >> I think that's probably going to be our next biggest tackle. Is is that after that, we'd really like to start rewriting some of our in house written APS completely in AWS service is and I think that's gonna be a huge win for the district. >> Okay. And then do you guys purchase a lot of these other softer applications? Is a lot of companies here That blackboard is just the one that always comes into my head not to pick on them specifically, but you guys have a ton of those types of applications and installed as well. >> Way definitely tend to leverage bought first. Okay, But some of them likes women have been fantastic partners for us. And that's one of the ones that we've really leaned on because of how intricate some of our policies are school meant as the capability to implement that for us, >> right? Right. Well, sounds pretty exciting, but that's but the question is, when does the grand opening of the of Grant? That's what I wanted. I need the date. So afterwards you could wait a little. They just finished a beautiful remote. I don't even know how many millions and millions of dollars are spent, but a lot. Very yes, a lot. All right. Well, Travis, congratulations. Four months. The AARP move. I don't know. Throw that as a challenge. Maybe somebody else could beat it. That's pretty good. Absolutely. Alright. Thanks for stopping by. Thank you. Alright, He's Travis. I'm Jeff. You're watching the Cube. Where? Aws. Imagine education in downtown Seattle. Thanks for watching. We'll see you next time.

>> from Seattle WASHINGTON. It's the Q covering AWS Imagine brought to you by Amazon Web service is >> Hey, welcome back already. Jeffrey. Here with the Cube. We're in downtown Seattle at the AWS. Imagine e do you conference? It's the second year of the conference, part of the public sector. Kind of a carve out with Andrew Coast Group. Really all about education on an education from K through 12 to higher education, community, college education, retraining of people coming out of the military. It's a huge segment, and we're really excited to have our next guest. He's going to give a keynote later this afternoon on a new pay for that he just published. So we welcome Richard Palmer, the practice leader for public sector for Open Richard, Great to see you. >> Good to be here. >> So tell us it's called reaching for the clouds. >> Yes. Look, what we found is that for many universities are moving into the cloud has proved to be difficult, that there are lots of barriers in the way and they get a part of the way along, and all of a sudden they hit a wall and it takes time. The big number that we keep looking at is only 30% of application workloads or in the cloud at this point. And after 67 years off the public cloud being available, it really suggests that there are various significant barriers. >> So what are some of those driving again? As you said, we were kind of well down this path. So whether it's just legacy stuff that's not worth moving. But I would imagine most of the new workloads are coming in. I mean, they've got to be getting with this program. >> Purchasing sess is an obvious ploy. It gets you right out of all of the problems that you had before. Look, the first thing that that bury that people find is the clouds different. So the skills that you've got in your team, the way that you were finances, your project methodologies everything is different to engage with cloud properly and the way that you design and build applications is different in the cloud. So taking a traditional organization trying to go cloud has everybody involved from the CFO with funding cycles to governance board, which are the most wonderful thing ever in higher education. Great away through to staff skills end the way that start. Think about applications. And if there's one thing in my time in hired that I saw it time and time again, it's the instant legacy problem. So somebody creates something and does it a special way because they know better than the vendor. And we had this infrastructure anyway. So why not reuse it? And they create an orphan that is neither manageable by the vendor nor manageable by the organization requires that individual to remain with the organization. We're well past their expiry date. Let's put it that way because they put things in that just unique to this single installation. And that's the transformation you see in the cloud. It's software as a service. That's it's a native thing. You don't look at how it's hosted. You don't care about anything but using it. But the danger point is in moving to infrastructure service or platforms. The service that you carry over that customization thinking right, which creates if you're like instant legacy, right s so so that that's one of the barriers that we say. >> I'm just curious because you have to really big things, you know, just the whole financing and the way you buy it, the way you budget is completely different than a big capital expenditure that you're appreciating over time. And then, as you said, the skill set. So in the enterprise space, right? Everyone's got big piles of money, and they hired the biggest size right to come help him. They have incident skills. They can bust him in by the many dozens and help them with some of that financial. How is the system integrator or the service is kind of industry evolving an education to help them make this transition. >> So they're there >> two ways and education bigger public sector enterprise has that awful problem that if you provide advice, often you can't provide. Service is we tend to beginning over that a little bit now. But the obvious way is most higher. Education institutions who have moved through that process have engaged a strategic partner to help them to plan right. That's the first piece on dhe there. There are lots of them around, and often they're very good at it, moderately expensive. But the thing that they don't tend to do as well is to find the right partners for the actual transition. So often engineers are trying thio, learn cloud technologies and apply them on and get it right the first time around. And, of course, we all know that in the experimentation you want tohave learn fast and then re learn when you you've come to something that you shouldn't have done. Great. But if engineers thrown into a life production style project, there's no time for that relearn re platform. You learn as you go, right. So having it not so much in a sigh about an implementation partners really important. And luckily, many of the the vendors or their networks are really quite good at doing those mid level implementation projects. Now it's a matter of finding the right one great, but certainly in my home Australian context for almost a LL moves the cloud. There's somebody who's who has done it several times before in education and has a good reputation. So I suspect in the U. S. That's multiplied 10 times. Larger economy is probably 10 times as many people who have done it well before, >> right? So the other piece of I'm curious if this came out right, so there's the cloud as a more efficient way to run to your infrastructure and in all that that means and cost savings. But much more importantly, in some of the things we're doing today is really to enable innovation to enable you to develop stuff faster, whether it's Alexa or some of these other things we're hearing about. I mean, how does that play in people, you know, kind of getting through the pain of getting through this process, because if you don't innovate and we just had just had somebody on before, he said. They're worried about competing with online and really having a good experience for the students on campus. Is that the driver? Is it the cost savings? Is it? How do you How do you see that kind of slicing? >> We've seen several drivers. Mum. That's most common is student success and retention that is ubiquitous in higher education to bring the cost down and to make sure that every intervention that the college or school does is meaningful and produces a positive outcome. So that's kind of the core business. And so things like analytics play into that, and now machine learning more and more the motivator. Yes, this competitive motivator but it actually works. The same for their up there on campus is their online that if you can help every student to be successful, you gain reputation. If you could do it efficiently, you drive down costs, so that's beneficial rate. But then, then you're asking about innovation. That's a step after you've put away pieces together to do core business well, right? And the key elements in doing core business well is shifting from traditional too agile. Because EJ, our projects have benefits on the business side as well as the technical side. One of the most important things is to be able in the edge. I'll space is to be able to interact quickly, and that is just a CZ. Important on the academic side is is on the technical side, because usually the academic or the administration, I don't know what they need until they've actually experienced it. Most times, when you're replacing the system, you ask the people on the front line what they want, and they answer exactly what the last system did, but better so that innovation cycle you do then measure and cycle through is part of the edge. I'll pace and the second part of it is being out to differentiate between what is actually going to make a difference for your students and what is just pure women. You know what we think might be better, but is actually gonna cost cost money, create legacy, move us away from state of practice and actually is gonna bring the benefit so really important to attach riel KP eyes to differentiating practices on get away from customization, which produces no benefit the Third Elements platforms. Once upon a time, we used to build their special systems from the code up way shouldn't do that anymore. We shouldn't be caring about what databases underneath application platforms are faster, more effective and require listen, Herr Skills to maintain a lifetime. So that's that's the third element. >> So one of the things that the Enterprise has been able to benefit from is, you know, we just leave the AARP alone, right? Just a lot of stuff. It's just not worth lifting and shifting. But, you know, it's it's kind of customer interaction applications, and there's a whole kind of class of applications that opened up the opportunity to leverage all this kind of platforms and fast, fast development, et cetera. How is that playing out on the public sector side? Because it before turning the cameras, you talked about just the pain of lift and shift, and you run into all kinds of issues. You don't get that that good, easy win that good fast win are our date. Are they thinking in terms of, you know, setting aside kind of an innovation development team that's working on some of these kind of new age things that that aren't kind of the core systems, that maybe he he don't necessarily want a lift and shift anytime soon? >> I'm a big fan of innovation teams when you're working directly with research. I'm not sure that that's the best model for mainstream innovation. It's much more useful to leverage the folks who are actually working directly with the business people like business analysts, and to shift those into thinking beyond the Monday because the business analyst usually has a very intimate relationship in the nice way with the business partner, and they can engage with what would make life better. What would make things more productive and then to quickly bring resources in behind that idea and a quick, quick proof of concept. But you've hit on another whole issue there that the idea of a ubiquitous engagement layer that both delivers a really high quality online digital student experience but also provides a whole lot of information that can be then analyzed to work out what was the best thing to do with student is really transformative, and we're seeing the best vendors move into that space, even with traditional systems and what they're doing on I'll use a couple student management system vendors is an example, without naming them but their traditional systems, they will either host them for you or you could do it on premises. But their new analysis engagement systems are cloud based, so it doesn't melt away. Your implementation is you can buy New software is a service that gives you really good analytics and a new communications collaboration. Engagement layer, often with Syria, and collaboration tools mixed in in a brand new platform, and that's really transformed it, so it allows you to keep your transactional system in place, but risk in it with the new engagement layer. And if you can clip your university service's into that engagement layer Then you get that 360 degrees view of the student with actually out having to shift major systems, right? And, as you said, that's just money spent to lift and shift the system because there's no strategic benefit except if it will lead you to upgrade for so many universities. They're stuck with an old version of the system, either because they're customized it, or they haven't got the infrastructure to host the new version or whatever it happens to be gay. So there is a strategic benefit to be able to stay with the latest version, particularly as most good vendors are providing new features pretty regularly on the most up to date. And are any doing maintenance releases for the previous version? >> It's pretty interesting that Andrew pulled out of the of the three themes for the show. You know, tomorrow's workforce roll of the melon innovation transformation that Bell got its own its own bullet point because it is such a kind of an underlying infrastructure that drives so much value across lots of applications. And and I just found it interesting that you get kind of to retrain academic institutions in the ways of big data because it's very different than maybe the way that they you grew up thinking about data, the quantity and the way that you deal with it and how much do you have and sampling of old data versus versus all the real time flow. >> So, yes, that the next generation is autonomous and whether it's self driving cars or student advisement, we're seeing the leading edge providers provide in the education space pretty much autonomous student advising there except to the point where you go out of the mainstream. But that rep erred Good advice from bots, basically. But when you get to the real world in autonomous systems, we're going to see a real shift in even the university sector off that interact with people and the environment. If you're doing self driving cars, you're talking sub millisecond responses. So that whole world of I O. T. Plus sensing technology plus Courts Campus all coming together in the next iteration and being paralleled in the service is and maybe even the academic world, that'll probably be a bit slower, but taking the same autonomous kind of thinking and moving beyond just supplementing human human transactions. >> All right, Well, Richard Thank you for taking a few minutes. Good luck on your keynote this afternoon and we'll look forward to dig it into the paper. >> It's been a pleasure. Thank you. >> Alright, He's Richard. I'm Jeff. You're watching the cube. Where? Aws. Imagine CTU in downtown Seattle. Thanks for watching. See you next time.

>> Live from San Francisco. It's the Cube covering artists. A conference twenty nineteen brought to you by for scout. >> Hey, Welcome back, everybody. Geoffrey here with the cue, We're at the arse. A >> conference in Mosconi. They finally finished The remodel. Looks beautiful in the rain is not coming in. Which is a good thing. We're excited. >> Have a next guests of many time Keep alumni. >> He's Sean Connery, the VP and GM of Security and Risk Business Unit at service now Song. Great to see you. It's great Sea again, Jeff. Thanks for having us. Absolutely. So it's been probably six months or so since we last talked What's been going on its service down the security space? >> Well, one of the things that's been most interesting is, as our customers have started to get into production now with the security capabilities as well as our risk capabilities there, realizing the benefits of having I t security and risk on the same platform. So when we were talking last time, we're talking a lot about, you know, security, hygiene, vulnerability, management, security incidents and that's all very much mainstream now on R and R install base. But now folks are saying, Wait a minute if I've got it. Data risk, data, compliance, data and security and vulnerability to it on the same platform. What kinds of things could I now do that >> I couldn't do before? Right? So what are they doing? >> Well, big thing they're doing is they're starting to manage risk in a holistic way by leveraging operational data on the platform. So if you think about the way risk tools have historically worked, you know, you're basically in what is essentially a glorified spreadsheet building dashboards for how to represent the various risks to your organisation. But if you think about what auditors and compliance people need to do there, essentially checking the state of all these compliance tasked throughout an organization. But it's essentially a survey. Like I'll ask you like, Hey, tell me about the data protection strategy for your application. You have to tell me while we're using crypto or we're not using krypto. The data is in this country. Well, all that date is already in service now. So how do you now automate? So we take all those mundane tasks around compliance and risk and be able to roll that up to clear, visible risk indicators manage that in a continuous way, what we call continuous monitoring for risk, which is just a brand new way to think about this problem, >> right? I'm curious how the changing of the assessment of the risk changes over time you've got the compliance stuff, which you just have to do, right? You have to check the box you've got, you know, kind of your business crown jewels. But then now we're seeing with kind of these nation state attacks and political attacks and sees things that aren't necessarily just trying to steal your personal information and not trying to steal your your your big money. But they're looking for other data that maybe you wouldn't have assigned an appropriate risk level in a time before because you were kind of really protecting the money and the and the and the obvious crown jewels. How >> does that >> how's that risk kind of profile continue to modify and change over time? >> I think that that's gonna be the state, uh, for you know, forever, right? The right profile. Going to continue to modify. I think what's important for security team's risk teams teams is to make sure they're actually using risk as we talked about last time. Is there North Star for guiding their security investments were here surrounded, like in the lion's den. All these security vendors, I was just walking the halls, all the startups that air, trying to do different things. And, you know, there's always gonna be another tool that somebody's going to want to sell you to solve a problem. But ultimately you need to be looking at the risks to your organisation. As you said, the evolving risk people shipped a cloud. You know, they deal with nation state attacks. They deal with, you know, whatever is going to come tomorrow. And how do you guide your security investments in favor of that? What we're seeing it service now is a renewed interest in hygiene and back to basics. How do I manage my vulnerabilities? Is my patch program effective? How am I dealing with exceptions and that? What's that channel to it? Because, as you know, almost everything about security was actually done by from an operational standpoint. So that channel of communication is something that we've been really heavily focused on. >> Yeah, it's a pretty state, As you say. We're surrounded by many shiny many bright, shiny lights, and people have something yourself. But you can't you can't buy your way out of this thing. You can't technology. You're way out of it. You can't hire out of it. So you really need to use a kind of a sophisticated strategy of integrated tools with the right amount of automation to help you get through this morass. >> Absolutely. And one of the ways we liketo help our customers think about >> this is, >> you know, your teams want to be focused on the interesting parts of their jobs. They came into the security industry because they want to help save the world right now, they watch some movie, they imagine some amazing role. And then when they get into the role, if they're dealing with mundane, you know, uh, fishing response. You know, vulnerability, prioritization. It just, you know, it takes the wind out of their sails, right? But if you can, if you can automate those mundane task using a digital work folk platform like service now, then suddenly free that time up so they could be focused on what you were just describing much more advanced attacks where you want creative humans. Sort >> of. This is so funny, right? It's almost like any type of a job like painting. You know the more time he spilled, spend prepping the house and sanding everything except painting better. The painting goes, and it's kind of the same thing here. It's the Boring is the mundane is applying the patches, as you said, but it's all of those things that make the exciting part when you get there. Now you can focus on real problems was just shoot, you know, we forgot to apply that match two weeks ago, >> you reminded me. I think my dad taught me a measure twice cut once that. S O s. Oh, it's absolutely right. So one way to think about that is that a concrete example is attack surface. So people, a lot of people on this hall are talking about your attack surface. What are the areas that can be attacked within your organization? Well, one of the best ways to reduce your attack surfaces to manage your vulnerability program in an effective way. Because if you can deal with patching much more efficiently patching the right assets the ones that have active exploits that are available, then suddenly you're inflow of incidents reduces, and then you automate the incidents that remain. And then suddenly you've got a mass the time savings versus If you just sort of scattershot said All right, T Max is going to work on vulnerabilities. Team wise, going toe workout incidents. They're really not gonna coordinate. And they're especially not gonna coordinate with tea. That's when things start to fall apart. >> Right. Right. So we're here in the Fourth Scout Booth. Um, so how long have you guys been working for Scout? How does how did the two systems work together? >> Yeah. So we've been working for Scott for awhile. We've actually got a number of integrations that are live on the surface now store. Uh, in fact, we have customers in production using for scout. So we really see, with force got in service now is a couple of things. First off, just on the asset management asset Discovery side of the house for Scott has a wealth of capabilities around giving us information about endpoint assets, whether they be traditional assets or coyote assets. And we can feed that directly into the seem to be our configuration management database. Right To help manage the overall assets within an organization that's sort of step one for Scout is a terrific partner to help pull that data in. And then the second thing we can do is we can men using the security capabilities inside service. Now we can trigger actions inside for scouts environment to then block re mediate, isolate. When we see something bad happening related to an incident or a vulnerability >> that we discover, right, I just can't help, but they're gonna know Asset management is eighty beady little piece of of the service now offering and all we hear about force. God just going in and finding out all kinds of stuff that you had out there that can. And I'm like, who found it first. You guys in the asset management or were the four scout sniffer? But I I imagine a lot of that stuff is not in your asset management system because it's things that people have just plugged in here and there and along the way. >> Yeah, well, we've got our we have a discovery capability is part of service now, which is which is fantastic. And that is primarily focused on server assets and the relationship between those server assets. So you want to understand, What is the total footprint of my AARP infrastructure? The load balancers, the network equipment, the servers. We can do that very, very well. What? What we really rely on coming like forced God to help us with is like you said, somebody plugged something in on the wireless network on the local network. You know, we don't know what it is. And for school can help us, you know? What is it? Where is it on DH that that information's changing so quickly that it really helped us out tohave having integrated solution. We've actually got Customersdata, Utah was in production now, with sixty thousand devices being managed with force got in service now working together, it's curious >> if you somehow integrate those back in and say, You know, it's not just me plugging in my phone, but it's actually something that needs to be more actively managed. If there's a discovery process there within service in ours, and it's mainly just temporary stuff, plug it in, plug it in and out, plug it in, plug it out. >> Yeah, I wouldn't think of the integrations with force got his temporary in anyway. It's just more. It's more dynamic environment so that our people are people are plugging systems in, you know, typically, you want to do that in an agent lis way, right? You don't want to have a heavyweight agent on the end point. And that's what force guys really known for discovering, analyzing what these devices are. And for us, the more incoming data we have into our CM, D B, the more valuable that is to our customers. And so we're really excited Team to do more with force. Go >> right. All right, I give you the last word. What priorities? For twenty nineteen. >> Prices for twenty nineteen is really to build on what we what we just announced. So Madrid are major service not released. Just hit today, right? Thanks. Thanks very much. We have exploit enrichments and our vulnerability system now so we can know, you know. Is there a phone? How How How critical is it? But also has it been exploited or not? Right. Is it publicly available? Exploit doesn't require local access, remote access so that we've done that on the security side. Wait. Did some continuous monitoring that we already talked about. But the big thing for us, that service now is mobile in twenty nineteen. Right? So big capability we announced, is native mobile capabilities. So essentially, we're positioning everyday work is the next killer out for mobile? Because, as you know, service now is all about Inter connecting all these various departments and making these classic processes digital work clothes. And now you can have that same sort of consumer grade mobile experience on your enterprise infrastructure. And so being able to build that out about all of our products and continue to drive Alodor customers are really excited about it. >> I just can't help But think of Fred coming out. I think it like twenty fifteen with, like, the first. I might be off by year to the first, You know, service now on mobile and the crowd went wild. >> It was awesome at the time. Right now, that was a that was a essentially a scaled down web capability. Right foot inside of a container. Now, this is Native mobile. So GPS face I d three d touch to use IOS. Examples are all capabilities you can expose in a code lis environment tio to developers so you could build a custom application custom workflow. And you don't have to know anything about how to code and the APC and get pushed down to users devices right away. >> Very good. Well, I think that's a good place to focus on. Right, Sean? Well, thanks for taking a few minutes to stop >> by course. Thanks, Tio. Pleasure. All right. He shot on. Jeff. You're watching the cube? Where are say in San Francisco? Thanks for watching. >> We'LL see you next time.

>> Good Live from Las Vegas. It's the cute covering knowledge sixteen Brought to you by service. Now carry your host David, Dante and Jeffrey. >> Oh, >> welcome back to knowledge. Sixteen everybody, this is the cubicle wall to wall coverage. We got the events. We extract the signal from the noise. This is Day one for us will be going Three days of knowledge extraction from knowledge. Sixteen. Ray Wong is here. He's the founder and principal analyst and chairman of Consolation Research. Up and coming Smoking Hot research company. Ray, Always a pleasure to see you. Thanks for coming >> on. Excited to be here, man. It's been a world one week of events, so >> I'LL say So you were You were down. It's Sapphire, right? You were over it on Tampa Amplify And >> I'm Austin s Wait after this race, a >> normal week for you >> It's a normal week for all of us. >> So impressed You were telling us off camera that you were at one of the earlier knowledge events down in San Diego. So you've got a lot of experience with this company, >> you know, it was in a tent. It was outside they had detected. I think it's like a park. I'm not even sure what it was. I just But remember, there's one one hundred fifty people next. There's like five hundred people. Three years later, it's pretty wild. >> So they've come out of the blue and really, you know, escalated a lot of momentum. The latest billion dollar software company with a plan to get to four billion. So stepping back a second just looking at the software landscape, one has to be impressed with the progress that service now is made. What's your take on the industry and service now in particular? >> Well, I think what people don't understand this service now is a platform, right? There's a business model platform or the way that we used to look at paga or the way we used to look at a lot of those companies that were actually sit in the middle. That orchestration what's changes? Because everything's in the cloud. What we now have the ability to abstract orchestrating doing away that we've never seen before, right so you can take specific business problems. Take the heart of what's actually happened on the idle piece. Use it to not just manage the process, but also do the analytics and the monitoring. So when we get the things like Coyote coyotes really about having a set of smart services and being well. To put that in the construct is a lot of the opportunity that we see going forward >> so high. So I said three years ago in the Cube after I saw the platform capabilities and said, Wow, this is a collision course with sales force Investor's Business Daily wrote a article today. Collision course of sales for so glad they caught up with Theo. But But, I mean, it's you could kind of see it coming together. And now you Frank lays out this vision this morning. Have you got the AARP estate, the C R M estate and tea or a service management Rather kind of bridging those two. How do you see it? >> No, we definitely see this as a platform play. Now here's what's interesting is the lots of the developments, and you see this all the time has been happening in the APP to have side of the House package. APS have kind of been at a standstill for innovation compared to what's going on on the customs side. And so every so often we see that flip on platforms. This is the beginning of that flip, more than one person said. I it is going to be the end of the affair, right, because we're going to put all the intelligence into the interaction. You don't have to go to the specific app. No. And the fact is, what becomes important is the ability, the orchestration, the intelligence, the recommendation and what you want to build to get to the part where I'm making the right set of recommendations to augment the next set of processes. That's what gets really powerful and these platforms that are emerging on, What's the next set of clouds? That's going to be where we're going to see a lot of this advancement. >> So the FBI essentially becomes the product. Is that kind of? >> It's the orchestration of the AP eyes, the way the context was delivered against those AP eyes and more importantly, how we actually pulled together those journeys, like a couple things that we talk about time mass personalization of scale, lots of context, right, so rolls relationship, identity weather, location, time, all important, Then choose your own adventure journeys the ability to actually abstract different processes from different places and bring them together, and the more importantly, we call intention driven design, which is. I'm gonna give you three or four choices. Learn over time. Take that machine learning. Then apply that the next set of recommendations and then start building against that. And that power sits on the network. That power sits in these new platforms. >> So you're here speaking to the service now customers about customer experience, right? It's something we hear a lot about. Your an expert in that in that space. What did you say? What was the reaction? What was the feedback? >> Well, I think the important thing is we're seeing new business models and you hear me say this before it's we're in a post sale on demand, attention, economy. And what that means is everything after the sale is what's happening right now. That's the service. That's the experience. Peace. The on demand pieces were accessing smaller, smaller slices of a product. Maybe not even a product, a service, maybe not even a service, and incite maybe not even insight and experience. And then, more importantly, it's an attention to come. If you're not capturing my time and attention, which is mind share, or if you're not saving me time and money, I don't care. And That's what we're in. We're in. These business moms are built around. This is interesting. Came out of the Oracle Marketing cloud shows Well, same thing. Just smaller and smaller slices of attention based on the way you interact with all the other applications you have. You don't have time to give somebody the big story. You've got to get him when you can. They could be standing in line. They look at their phones, are in the middle of their kids, switching innings at the baseball game. And you got to get in that little tiny video that in between time is so important because you don't close there. You lose him, right? And it's not for something really big. It's move them along the needle down. The journal. Correct. >> What do you make of this, Dave? Dave Wright was just not talking about the new state of work. IBM has been talking about a new way to work in. He is kind of running the collaboration, you know, group. Now you you talk about millennials and how they work. What are you seeing in state of work? >> Well, a lot of the research we're looking on the future of work is by one of my colleagues, Alain Le Pastilles, and what he's been really looking as this shift in terms of conversations as a service. He's been looking at the shift in terms of intelligent collaboration. Right, and all this stuff is actually leading the point where we're actually using technology to augment ability. Teo do decisions had a lot more automation than we had him before. But then cognitive assistance pop up right and they help make a smarter. And they learned from our different our actions and all that's starting to come into the workplace, which is exciting and a little bit creepy and scary at the same time. >> So what's the What's the What's new with Constellation? You guys are growing. Bring it on. New analyst Cranking out Want to research? Your event keeps growing? Give us the update on Constellation. >> You know, I think the big thing is this digital transformation story we've been talking about for the last five to six years is huge. The next set is really not about transformation. It's about finding growth in times where there is no growth. That's where we're going to talk about the next five years at our conference. Really? Talking about what are those factors, right? We gotta jump start growth. Global GDP is growing two to three percent at best. Every company has a target of like five to ten. Someone's gonna lose, and it's gonna be very interesting. >> So you think that growth is going to come through productivity improvements or investments in technology? Actually, Dr sort of new productivity levels were taking away from >> someone else. I think we're taking me for someone else. That's what I'm really scared about, that they're smart growth that's sustainable and helps people with the jobs and the job transitions. And there's what we've been doing, which a lot of destructive Cross, which is actually limiting all of the jobs and actually making it harder to grow in the long run. >> Well, so yeah, we've talked about this on the Cuba lot machines replacing humans, which they've always replaced humans. But it seems to be now happening at the cognitive level. That's scary. I know you guys to the valley, wags. You know the seasonal nervous right now, You guys, you more sanguine? Then the VCs air >> well with these three big areas where we see a lot of investment. Deep learning happens to be one of them, right? We see a lot of medicine going off. Some of the smartest people I know are all focused and on deep learning. Very interesting thing. If you look at that university, California, Irvine there's a whole department around. This artificial intelligence that just lifted itself up became a private corporation. So there's very unfeeling things there. There's nanotech, which is also some erasers, things on the material science piece that's also playing a big role. And then, of course, there's stem cells in the biotech piece. Those three things are converging, and you know it's more than just building out the Star Trek roadmap that Apple's been doing. It's a lot bigger than that. There's some big societal shift that are happening. >> What, what's next for you? You say you're heading Teo. That's sweet, but we're So we work. We find Ray Juan. I'm >> off this sweet world, Max. There's a monetary it next week. There's a whole bunch of other events picking up in June as well as you. You're going to be at them, but I think we do our retreat every year at the end of the year. May June, we're going to be at Stanford, the faculty club. All the constellation folks get together on. Then we go back out into the field and it's a crazy summer as well. I don't know when this stops making, so yeah, you could always find him on Twitter That that's but I looked for you guys when I'm where you're at is where the events are. >> Well, hopefully our past will continue to cross. We love having you in the Cube was a great guests. Really appreciate your time. Thanks for coming on. >> You know, Thanks for having have a >> great conference. All right. They've travelled, right, everybody. We'LL be back after this short break. This's the Cube or live from knowledge. Sixteen, right? >> Service now is the