(upbeat music) >> Hello and welcome to theCube's coverage of International Women's Day. I'm John Furrier, your host of "theCUBE." We've got great two remote guests coming into our Palo Alto Studios, some tech athletes, as we say, people that've been in the trenches, years of experience, Lena Smart, CISO at MongoDB, Cube alumni, and Tara Hernandez, VP of Developer Productivity at MongoDB as well. Thanks for coming in to this program and supporting our efforts today. Thanks so much. >> Thanks for having us. >> Yeah, everyone talk about the journey in tech, where it all started. Before we get there, talk about what you guys are doing at MongoDB specifically. MongoDB is kind of gone the next level as a platform. You have your own ecosystem, lot of developers, very technical crowd, but it's changing the business transformation. What do you guys do at Mongo? We'll start with you, Lena. >> So I'm the CISO, so all security goes through me. I like to say, well, I don't like to say, I'm described as the ones throat to choke. So anything to do with security basically starts and ends with me. We do have a fantastic Cloud engineering security team and a product security team, and they don't report directly to me, but obviously we have very close relationships. I like to keep that kind of church and state separate and I know I've spoken about that before. And we just recently set up a physical security team with an amazing gentleman who left the FBI and he came to join us after 26 years for the agency. So, really starting to look at the physical aspects of what we offer as well. >> I interviewed a CISO the other day and she said, "Every day is day zero for me." Kind of goofing on the Amazon Day one thing, but Tara, go ahead. Tara, go ahead. What's your role there, developer productivity? What are you focusing on? >> Sure. Developer productivity is kind of the latest description for things that we've described over the years as, you know, DevOps oriented engineering or platform engineering or build and release engineering development infrastructure. It's all part and parcel, which is how do we actually get our code from developer to customer, you know, and all the mechanics that go into that. It's been something I discovered from my first job way back in the early '90s at Borland. And the art has just evolved enormously ever since, so. >> Yeah, this is a very great conversation both of you guys, right in the middle of all the action and data infrastructures changing, exploding, and involving big time AI and data tsunami and security never stops. Well, let's get into, we'll talk about that later, but let's get into what motivated you guys to pursue a career in tech and what were some of the challenges that you faced along the way? >> I'll go first. The fact of the matter was I intended to be a double major in history and literature when I went off to university, but I was informed that I had to do a math or a science degree or else the university would not be paid for. At the time, UC Santa Cruz had a policy that called Open Access Computing. This is, you know, the late '80s, early '90s. And anybody at the university could get an email account and that was unusual at the time if you were, those of us who remember, you used to have to pay for that CompuServe or AOL or, there's another one, I forget what it was called, but if a student at Santa Cruz could have an email account. And because of that email account, I met people who were computer science majors and I'm like, "Okay, I'll try that." That seems good. And it was a little bit of a struggle for me, a lot I won't lie, but I can't complain with how it ended up. And certainly once I found my niche, which was development infrastructure, I found my true love and I've been doing it for almost 30 years now. >> Awesome. Great story. Can't wait to ask a few questions on that. We'll go back to that late '80s, early '90s. Lena, your journey, how you got into it. >> So slightly different start. I did not go to university. I had to leave school when I was 16, got a job, had to help support my family. Worked a bunch of various jobs till I was about 21 and then computers became more, I think, I wouldn't say they were ubiquitous, but they were certainly out there. And I'd also been saving up every penny I could earn to buy my own computer and bought an Amstrad 1640, 20 meg hard drive. It rocked. And kind of took that apart, put it back together again, and thought that could be money in this. And so basically just teaching myself about computers any job that I got. 'Cause most of my jobs were like clerical work and secretary at that point. But any job that had a computer in front of that, I would make it my business to go find the guy who did computing 'cause it was always a guy. And I would say, you know, I want to learn how these work. Let, you know, show me. And, you know, I would take my lunch hour and after work and anytime I could with these people and they were very kind with their time and I just kept learning, so yep. >> Yeah, those early days remind me of the inflection point we're going through now. This major C change coming. Back then, if you had a computer, you had to kind of be your own internal engineer to fix things. Remember back on the systems revolution, late '80s, Tara, when, you know, your career started, those were major inflection points. Now we're seeing a similar wave right now, security, infrastructure. It feels like it's going to a whole nother level. At Mongo, you guys certainly see this as well, with this AI surge coming in. A lot more action is coming in. And so there's a lot of parallels between these inflection points. How do you guys see this next wave of change? Obviously, the AI stuff's blowing everyone away. Oh, new user interface. It's been called the browser moment, the mobile iPhone moment, kind of for this generation. There's a lot of people out there who are watching that are young in their careers, what's your take on this? How would you talk to those folks around how important this wave is? >> It, you know, it's funny, I've been having this conversation quite a bit recently in part because, you know, to me AI in a lot of ways is very similar to, you know, back in the '90s when we were talking about bringing in the worldwide web to the forefront of the world, right. And we tended to think in terms of all the optimistic benefits that would come of it. You know, free passing of information, availability to anyone, anywhere. You just needed an internet connection, which back then of course meant a modem. >> John: Not everyone had though. >> Exactly. But what we found in the subsequent years is that human beings are what they are and we bring ourselves to whatever platforms that are there, right. And so, you know, as much as it was amazing to have this freely available HTML based internet experience, it also meant that the negatives came to the forefront quite quickly. And there were ramifications of that. And so to me, when I look at AI, we're already seeing the ramifications to that. Yes, are there these amazing, optimistic, wonderful things that can be done? Yes. >> Yeah. >> But we're also human and the bad stuff's going to come out too. And how do we- >> Yeah. >> How do we as an industry, as a community, you know, understand and mitigate those ramifications so that we can benefit more from the positive than the negative. So it is interesting that it comes kind of full circle in really interesting ways. >> Yeah. The underbelly takes place first, gets it in the early adopter mode. Normally industries with, you know, money involved arbitrage, no standards. But we've seen this movie before. Is there hope, Lena, that we can have a more secure environment? >> I would hope so. (Lena laughs) Although depressingly, we've been in this well for 30 years now and we're, at the end of the day, still telling people not to click links on emails. So yeah, that kind of still keeps me awake at night a wee bit. The whole thing about AI, I mean, it's, obviously I am not an expert by any stretch of the imagination in AI. I did read (indistinct) book recently about AI and that was kind of interesting. And I'm just trying to teach myself as much as I can about it to the extent of even buying the "Dummies Guide to AI." Just because, it's actually not a dummies guide. It's actually fairly interesting, but I'm always thinking about it from a security standpoint. So it's kind of my worst nightmare and the best thing that could ever happen in the same dream. You know, you've got this technology where I can ask it a question and you know, it spits out generally a reasonable answer. And my team are working on with Mark Porter our CTO and his team on almost like an incubation of AI link. What would it look like from MongoDB? What's the legal ramifications? 'Cause there will be legal ramifications even though it's the wild, wild west just now, I think. Regulation's going to catch up to us pretty quickly, I would think. >> John: Yeah, yeah. >> And so I think, you know, as long as companies have a seat at the table and governments perhaps don't become too dictatorial over this, then hopefully we'll be in a good place. But we'll see. I think it's a really interest, there's that curse, we're living in interesting times. I think that's where we are. >> It's interesting just to stay on this tech trend for a minute. The standards bodies are different now. Back in the old days there were, you know, IEEE standards, ITF standards. >> Tara: TPC. >> The developers are the new standard. I mean, now you're seeing open source completely different where it was in the '90s to here beginning, that was gen one, some say gen two, but I say gen one, now we're exploding with open source. You have kind of developers setting the standards. If developers like it in droves, it becomes defacto, which then kind of rolls into implementation. >> Yeah, I mean I think if you don't have developer input, and this is why I love working with Tara and her team so much is 'cause they get it. If we don't have input from developers, it's not going to get used. There's going to be ways of of working around it, especially when it comes to security. If they don't, you know, if you're a developer and you're sat at your screen and you don't want to do that particular thing, you're going to find a way around it. You're a smart person. >> Yeah. >> So. >> Developers on the front lines now versus, even back in the '90s, they're like, "Okay, consider the dev's, got a QA team." Everything was Waterfall, now it's Cloud, and developers are on the front lines of everything. Tara, I mean, this is where the standards are being met. What's your reaction to that? >> Well, I think it's outstanding. I mean, you know, like I was at Netscape and part of the crowd that released the browser as open source and we founded mozilla.org, right. And that was, you know, in many ways kind of the birth of the modern open source movement beyond what we used to have, what was basically free software foundation was sort of the only game in town. And I think it is so incredibly valuable. I want to emphasize, you know, and pile onto what Lena was saying, it's not just that the developers are having input on a sort of company by company basis. Open source to me is like a checks and balance, where it allows us as a broader community to be able to agree on and enforce certain standards in order to try and keep the technology platforms as accessible as possible. I think Kubernetes is a great example of that, right. If we didn't have Kubernetes, that would've really changed the nature of how we think about container orchestration. But even before that, Linux, right. Linux allowed us as an industry to end the Unix Wars and as someone who was on the front lines of that as well and having to support 42 different operating systems with our product, you know, that was a huge win. And it allowed us to stop arguing about operating systems and start arguing about software or not arguing, but developing it in positive ways. So with, you know, with Kubernetes, with container orchestration, we all agree, okay, that's just how we're going to orchestrate. Now we can build up this huge ecosystem, everybody gets taken along, right. And now it changes the game for what we're defining as business differentials, right. And so when we talk about crypto, that's a little bit harder, but certainly with AI, right, you know, what are the checks and balances that as an industry and as the developers around this, that we can in, you know, enforce to make sure that no one company or no one body is able to overly control how these things are managed, how it's defined. And I think that is only for the benefit in the industry as a whole, particularly when we think about the only other option is it gets regulated in ways that do not involve the people who actually know the details of what they're talking about. >> Regulated and or thrown away or bankrupt or- >> Driven underground. >> Yeah. >> Which would be even worse actually. >> Yeah, that's a really interesting, the checks and balances. I love that call out. And I was just talking with another interview part of the series around women being represented in the 51% ratio. Software is for everybody. So that we believe that open source movement around the collective intelligence of the participants in the industry and independent of gender, this is going to be the next wave. You're starting to see these videos really have impact because there are a lot more leaders now at the table in companies developing software systems and with AI, the aperture increases for applications. And this is the new dynamic. What's your guys view on this dynamic? How does this go forward in a positive way? Is there a certain trajectory you see? For women in the industry? >> I mean, I think some of the states are trying to, again, from the government angle, some of the states are trying to force women into the boardroom, for example, California, which can be no bad thing, but I don't know, sometimes I feel a bit iffy about all this kind of forced- >> John: Yeah. >> You know, making, I don't even know how to say it properly so you can cut this part of the interview. (John laughs) >> Tara: Well, and I think that they're >> I'll say it's not organic. >> No, and I think they're already pulling it out, right. It's already been challenged so they're in the process- >> Well, this is the open source angle, Tara, you are getting at it. The change agent is open, right? So to me, the history of the proven model is openness drives transparency drives progress. >> No, it's- >> If you believe that to be true, this could have another impact. >> Yeah, it's so interesting, right. Because if you look at McKinsey Consulting or Boston Consulting or some of the other, I'm blocking on all of the names. There has been a decade or more of research that shows that a non homogeneous employee base, be it gender or ethnicity or whatever, generates more revenue, right? There's dollar signs that can be attached to this, but it's not enough for all companies to want to invest in that way. And it's not enough for all, you know, venture firms or investment firms to grant that seed money or do those seed rounds. I think it's getting better very slowly, but socialization is a much harder thing to overcome over time. Particularly, when you're not just talking about one country like the United States in our case, but around the world. You know, tech centers now exist all over the world, including places that even 10 years ago we might not have expected like Nairobi, right. Which I think is amazing, but you have to factor in the cultural implications of that as well, right. So yes, the openness is important and we have, it's important that we have those voices, but I don't think it's a panacea solution, right. It's just one more piece. I think honestly that one of the most important opportunities has been with Cloud computing and Cloud's been around for a while. So why would I say that? It's because if you think about like everybody holds up the Steve Jobs, Steve Wozniak, back in the '70s, or Sergey and Larry for Google, you know, you had to have access to enough credit card limit to go to Fry's and buy your servers and then access to somebody like Susan Wojcicki to borrow the garage or whatever. But there was still a certain amount of upfrontness that you had to be able to commit to, whereas now, and we've, I think, seen a really good evidence of this being able to lease server resources by the second and have development platforms that you can do on your phone. I mean, for a while I think Africa, that the majority of development happened on mobile devices because there wasn't a sufficient supply chain of laptops yet. And that's no longer true now as far as I know. But like the power that that enables for people who would otherwise be underrepresented in our industry instantly opens it up, right? And so to me that's I think probably the biggest opportunity that we've seen from an industry on how to make more availability in underrepresented representation for entrepreneurship. >> Yeah. >> Something like AI, I think that's actually going to take us backwards if we're not careful. >> Yeah. >> Because of we're reinforcing that socialization. >> Well, also the bias. A lot of people commenting on the biases of the large language inherently built in are also problem. Lena, I want you to weigh on this too, because I think the skills question comes up here and I've been advocating that you don't need the pedigree, college pedigree, to get into a certain jobs, you mentioned Cloud computing. I mean, it's been around for you think a long time, but not really, really think about it. The ability to level up, okay, if you're going to join something new and half the jobs in cybersecurity are created in the past year, right? So, you have this what used to be a barrier, your degree, your pedigree, your certification would take years, would be a blocker. Now that's gone. >> Lena: Yeah, it's the opposite. >> That's, in fact, psychology. >> I think so, but the people who I, by and large, who I interview for jobs, they have, I think security people and also I work with our compliance folks and I can't forget them, but let's talk about security just now. I've always found a particular kind of mindset with security folks. We're very curious, not very good at following rules a lot of the time, and we'd love to teach others. I mean, that's one of the big things stem from the start of my career. People were always interested in teaching and I was interested in learning. So it was perfect. And I think also having, you know, strong women leaders at MongoDB allows other underrepresented groups to actually apply to the company 'cause they see that we're kind of talking the talk. And that's been important. I think it's really important. You know, you've got Tara and I on here today. There's obviously other senior women at MongoDB that you can talk to as well. There's a bunch of us. There's not a whole ton of us, but there's a bunch of us. And it's good. It's definitely growing. I've been there for four years now and I've seen a growth in women in senior leadership positions. And I think having that kind of track record of getting really good quality underrepresented candidates to not just interview, but come and join us, it's seen. And it's seen in the industry and people take notice and they're like, "Oh, okay, well if that person's working, you know, if Tara Hernandez is working there, I'm going to apply for that." And that in itself I think can really, you know, reap the rewards. But it's getting started. It's like how do you get your first strong female into that position or your first strong underrepresented person into that position? It's hard. I get it. If it was easy, we would've sold already. >> It's like anything. I want to see people like me, my friends in there. Am I going to be alone? Am I going to be of a group? It's a group psychology. Why wouldn't? So getting it out there is key. Is there skills that you think that people should pay attention to? One's come up as curiosity, learning. What are some of the best practices for folks trying to get into the tech field or that's in the tech field and advancing through? What advice are you guys- >> I mean, yeah, definitely, what I say to my team is within my budget, we try and give every at least one training course a year. And there's so much free stuff out there as well. But, you know, keep learning. And even if it's not right in your wheelhouse, don't pick about it. Don't, you know, take a look at what else could be out there that could interest you and then go for it. You know, what does it take you few minutes each night to read a book on something that might change your entire career? You know, be enthusiastic about the opportunities out there. And there's so many opportunities in security. Just so many. >> Tara, what's your advice for folks out there? Tons of stuff to taste, taste test, try things. >> Absolutely. I mean, I always say, you know, my primary qualifications for people, I'm looking for them to be smart and motivated, right. Because the industry changes so quickly. What we're doing now versus what we did even last year versus five years ago, you know, is completely different though themes are certainly the same. You know, we still have to code and we still have to compile that code or package the code and ship the code so, you know, how well can we adapt to these new things instead of creating floppy disks, which was my first job. Five and a quarters, even. The big ones. >> That's old school, OG. There it is. Well done. >> And now it's, you know, containers, you know, (indistinct) image containers. And so, you know, I've gotten a lot of really great success hiring boot campers, you know, career transitioners. Because they bring a lot experience in addition to the technical skills. I think the most important thing is to experiment and figuring out what do you like, because, you know, maybe you are really into security or maybe you're really into like deep level coding and you want to go back, you know, try to go to school to get a degree where you would actually want that level of learning. Or maybe you're a front end engineer, you want to be full stacked. Like there's so many different things, data science, right. Maybe you want to go learn R right. You know, I think it's like figure out what you like because once you find that, that in turn is going to energize you 'cause you're going to feel motivated. I think the worst thing you could do is try to force yourself to learn something that you really could not care less about. That's just the worst. You're going in handicapped. >> Yeah and there's choices now versus when we were breaking into the business. It was like, okay, you software engineer. They call it software engineering, that's all it was. You were that or you were in sales. Like, you know, some sort of systems engineer or sales and now it's,- >> I had never heard of my job when I was in school, right. I didn't even know it was a possibility. But there's so many different types of technical roles, you know, absolutely. >> It's so exciting. I wish I was young again. >> One of the- >> Me too. (Lena laughs) >> I don't. I like the age I am. So one of the things that I did to kind of harness that curiosity is we've set up a security champions programs. About 120, I guess, volunteers globally. And these are people from all different backgrounds and all genders, diversity groups, underrepresented groups, we feel are now represented within this champions program. And people basically give up about an hour or two of their time each week, with their supervisors permission, and we basically teach them different things about security. And we've now had seven full-time people move from different areas within MongoDB into my team as a result of that program. So, you know, monetarily and time, yeah, saved us both. But also we're showing people that there is a path, you know, if you start off in Tara's team, for example, doing X, you join the champions program, you're like, "You know, I'd really like to get into red teaming. That would be so cool." If it fits, then we make that happen. And that has been really important for me, especially to give, you know, the women in the underrepresented groups within MongoDB just that window into something they might never have seen otherwise. >> That's a great common fit is fit matters. Also that getting access to what you fit is also access to either mentoring or sponsorship or some sort of, at least some navigation. Like what's out there and not being afraid to like, you know, just ask. >> Yeah, we just actually kicked off our big mentor program last week, so I'm the executive sponsor of that. I know Tara is part of it, which is fantastic. >> We'll put a plug in for it. Go ahead. >> Yeah, no, it's amazing. There's, gosh, I don't even know the numbers anymore, but there's a lot of people involved in this and so much so that we've had to set up mentoring groups rather than one-on-one. And I think it was 45% of the mentors are actually male, which is quite incredible for a program called Mentor Her. And then what we want to do in the future is actually create a program called Mentor Them so that it's not, you know, not just on the female and so that we can live other groups represented and, you know, kind of break down those groups a wee bit more and have some more granularity in the offering. >> Tara, talk about mentoring and sponsorship. Open source has been there for a long time. People help each other. It's community-oriented. What's your view of how to work with mentors and sponsors if someone's moving through ranks? >> You know, one of the things that was really interesting, unfortunately, in some of the earliest open source communities is there was a lot of pervasive misogyny to be perfectly honest. >> Yeah. >> And one of the important adaptations that we made as an open source community was the idea, an introduction of code of conducts. And so when I'm talking to women who are thinking about expanding their skills, I encourage them to join open source communities to have opportunity, even if they're not getting paid for it, you know, to develop their skills to work with people to get those code reviews, right. I'm like, "Whatever you join, make sure they have a code of conduct and a good leadership team. It's very important." And there are plenty, right. And then that idea has come into, you know, conferences now. So now conferences have codes of contact, if there are any good, and maybe not all of them, but most of them, right. And the ideas of expanding that idea of intentional healthy culture. >> John: Yeah. >> As a business goal and business differentiator. I mean, I won't lie, when I was recruited to come to MongoDB, the culture that I was able to discern through talking to people, in addition to seeing that there was actually women in senior leadership roles like Lena, like Kayla Nelson, that was a huge win. And so it just builds on momentum. And so now, you know, those of us who are in that are now representing. And so that kind of reinforces, but it's all ties together, right. As the open source world goes, particularly for a company like MongoDB, which has an open source product, you know, and our community builds. You know, it's a good thing to be mindful of for us, how we interact with the community and you know, because that could also become an opportunity for recruiting. >> John: Yeah. >> Right. So we, in addition to people who might become advocates on Mongo's behalf in their own company as a solution for themselves, so. >> You guys had great successful company and great leadership there. I mean, I can't tell you how many times someone's told me "MongoDB doesn't scale. It's going to be dead next year." I mean, I was going back 10 years. It's like, just keeps getting better and better. You guys do a great job. So it's so fun to see the success of developers. Really appreciate you guys coming on the program. Final question, what are you guys excited about to end the segment? We'll give you guys the last word. Lena will start with you and Tara, you can wrap us up. What are you excited about? >> I'm excited to see what this year brings. I think with ChatGPT and its copycats, I think it'll be a very interesting year when it comes to AI and always in the lookout for the authentic deep fakes that we see coming out. So just trying to make people aware that this is a real thing. It's not just pretend. And then of course, our old friend ransomware, let's see where that's going to go. >> John: Yeah. >> And let's see where we get to and just genuine hygiene and housekeeping when it comes to security. >> Excellent. Tara. >> Ah, well for us, you know, we're always constantly trying to up our game from a security perspective in the software development life cycle. But also, you know, what can we do? You know, one interesting application of AI that maybe Google doesn't like to talk about is it is really cool as an addendum to search and you know, how we might incorporate that as far as our learning environment and developer productivity, and how can we enable our developers to be more efficient, productive in their day-to-day work. So, I don't know, there's all kinds of opportunities that we're looking at for how we might improve that process here at MongoDB and then maybe be able to share it with the world. One of the things I love about working at MongoDB is we get to use our own products, right. And so being able to have this interesting document database in order to put information and then maybe apply some sort of AI to get it out again, is something that we may well be looking at, if not this year, then certainly in the coming year. >> Awesome. Lena Smart, the chief information security officer. Tara Hernandez, vice president developer of productivity from MongoDB. Thank you so much for sharing here on International Women's Day. We're going to do this quarterly every year. We're going to do it and then we're going to do quarterly updates. Thank you so much for being part of this program. >> Thank you. >> Thanks for having us. >> Okay, this is theCube's coverage of International Women's Day. I'm John Furrier, your host. Thanks for watching. (upbeat music)

>> Announcer: theCUBE's live coverage is made possible by funding from Dell Technologies creating technologies that drive human progress. (upbeat music) >> Hey everyone, welcome back to theCube's first day of coverage of MWC 23 from Barcelona, Spain. Lisa Martin here with Dave Vellante and Dave Nicholson. I'm literally in between two Daves. We've had a great first day of coverage of the event. There's been lots of conversations, Dave, on disaggregation, on the change of mobility. I want to be able to get your perspectives from both of you on what you saw on the show floor, what you saw and heard from our guests today. So we'll start with you, Dave V. What were some of the things that were our takeaways from day one for you? >> Well, the big takeaway is the event itself. On day one, you get a feel for what this show is like. Now that we're back, face-to-face kind of pretty much full face-to-face. A lot of excitement here. 2000 plus exhibitors, I mean, planes, trains, automobiles, VR, AI, servers, software, I mean everything. I mean, everybody is here. So it's a really comprehensive show. It's not just about mobile. That's why they changed the name from Mobile World Congress. I think the other thing is from the keynotes this morning, I mean, you heard, there's a lot of, you know, action around the telcos and the transformation, but in a lot of ways they're sort of protecting their existing past from the future. And so they have to be careful about how fast they move. But at the same time if they don't move fast, they're going to get disrupted. We heard some complaints, essentially, you know, veiled complaints that the over the top guys aren't paying their fair share and Telco should be able to charge them more. We heard the chairman of Ericsson talk about how we can't let the OTTs do that again. We're going to charge directly for access through APIs to our network, to our data. We heard from Chris Lewis. Yeah. They've only got, or maybe it was San Ji Choha, how they've only got eight APIs. So, you know the developers are the ones who are going to actually build out the innovation at the edge. The telcos are going to provide the connectivity and the infrastructure companies like Dell as well. But it's really to me all about the developers. And that's where the action's going to be. And it's going to be interesting to see how the developers respond to, you know, the gun to the head. If you want access, you're going to have to pay for it. Now maybe there's so much money to be made that they'll go for it, but I feel like there's maybe a different model. And I think some of the emerging telcos are going to say, you know what, here developers, here's a platform, have at it. We're not going to charge you for all the data until you succeed. Then we're going to figure out a monetization model. >> Right. A lot of opportunity for the developer. That skillset is certainly one that's in demand here. And certainly the transformation of the telecom industry is, there's a lot of conundrums that I was hearing going on today, kind of chicken and egg scenarios. But Dave, you had a chance to walk around the show floor. We were here interviewing all day. What were some of the things that you saw that really stuck out to you? >> I think I was struck by how much attention was being paid to private 5G networks. You sort of read between the lines and it appears as though people kind of accept that the big incumbent telecom players are going to be slower to move. And this idea of things like open RAN where you're leveraging open protocols in a stack to deliver more agility and more value. So it sort of goes back to the generalized IT discussion of moving to cloud for agility. It appears as though a lot of players realize that the wild wild west, the real opportunity, is in the private sphere. So it's really interesting to see how that works, how 5G implemented into an environment with wifi how that actually works. It's really interesting. >> So it's, obviously when you talk to companies like Dell, I haven't hit HPE yet. I'm going to go over there and check out their booth. They got an analyst thing going on but it's really early days for them. I mean, they started in this business by taking an X86 box, putting a name on it, you know, that sounded like it was edged, throwing it over, you know, the wall. That's sort of how they all started in this business. And now they're, you know, but they knew they had to form partnerships. They had to build purpose-built systems. Now with 16 G out, you're seeing that. And so it's still really early days, talking about O RAN, open RAN, the open RAN alliance. You know, it's just, I mean, not even, the game hasn't even barely started yet but we heard from Dish today. They're trying to roll out a massive 5G network. Rakuten is really focused on sort of open RAN that's more reliable, you know, or as reliable as the existing networks but not as nearly as huge a scale as Dish. So it's going to take a decade for this to evolve. >> Which is surprising to the average consumer to hear that. Because as far as we know 5G has been around for a long time. We've been talking about 5G, implementing 5G, you sort of assume it's ubiquitous but the reality is it is just the beginning. >> Yeah. And you know, it's got a fake 5G too, right? I mean you see it on your phone and you're like, what's the difference here? And it's, you know, just, >> Dave N.: What does it really mean? >> Right. And so I think your point about private is interesting, the conversation Dave that we had earlier, I had throughout, hey I don't think it's a replacement for wifi. And you said, "well, why not?" I guess it comes down to economics. I mean if you can get the private network priced close enough then you're right. Why wouldn't it replace wifi? Now you got wifi six coming in. So that's a, you know, and WiFi's flexible, it's cheap, it's good for homes, good for offices, but these private networks are going to be like kickass, right? They're going to be designed to run whatever, warehouses and robots, and energy drilling facilities. And so, you know the economics I don't think are there today but maybe they can be at volume. >> Maybe at some point you sort of think of today's science experiment becoming the enterprise-grade solution in the future. I had a chance to have some conversations with folks around the show. And I think, and what I was surprised by was I was reminded, frankly, I wasn't surprised. I was reminded that when we start talking about 5G, we're talking about spectrum that is managed by government entities. Of course all broadcast, all spectrum, is managed in one way or another. But in particular, you can't simply put a SIM in every device now because there are a lot of regulatory hurdles that have to take place. So typically what these things look like today is 5G backhaul to the network, communication from that box to wifi. That's a huge improvement already. So yeah, my question about whether, you know, why not put a SIM in everything? Maybe eventually, but I think, but there are other things that I was not aware of that are standing in the way. >> Your point about spectrum's an interesting one though because private networks, you're going to be able to leverage that spectrum in different ways, and tune it essentially, use different parts of the spectrum, make it programmable so that you can apply it to that specific use case, right? So it's going to be a lot more flexible, you know, because I presume the needs spectrum needs of a hospital are going to be different than, you know, an agribusiness are going to be different than a drilling, you know, unit, offshore drilling unit. And so the ability to have the flexibility to use the spectrum in different ways and apply it to that use case, I think is going to be powerful. But I suspect it's going to be expensive initially. I think the other thing we talked about is public policy and regulation, and it's San Ji Choha brought up the point, is telcos have been highly regulated. They don't just do something and ask for permission, you know, they have to work within the confines of that regulated environment. And there's a lot of these greenfield companies and private networks that don't necessarily have to follow those rules. So that's a potential disruptive force. So at the same time, the telcos are spending what'd we hear, a billion, a trillion and a half over the next seven years? Building out 5G networks. So they got to figure out, you know how to get a payback on that. They'll get it I think on connectivity, 'cause they have a monopoly but they want more. They're greedy. They see the over, they see the Netflixes of the world and the Googles and the Amazons mopping up services and they want a piece of that action but they've never really been good at it. >> Well, I've got a question for both of you. I mean, what do you think the odds are that by the time the Shangri La of fully deployed 5G happens that we have so much data going through it that effectively it feels exactly the same as 3G? What are the odds? >> That's a good point. Well, the thing that gets me about 5G is there's so much of it on, if I go to the consumer side when we're all consumers in our daily lives so much of it's marketing hype. And, you know all the messaging about that, when it's really early innings yet they're talking about 6G. What does actual fully deployed 5G look like? What is that going to enable a hospital to achieve or an oil refinery out in the middle of the ocean? That's something that interests me is what's next for that? Are we going to hear that at this event? >> I mean, walking around, you see a fair amount of discussion of, you know, the internet of things. Edge devices, the increase in connectivity. And again, what I was surprised by was that there's very little talk about a sim card in every one of those devices at this point. It's like, no, no, no, we got wifi to handle all that but aggregating it back into a central network that's leveraging 5G. That's really interesting. That's really interesting. >> I think you, the odds of your, to go back to your question, I think the odds are even money, that by the time it's all built out there's going to be so much data and so much new capability it's going to work similarly at similar speeds as we see in the networks today. You're just going to be able to do so many more things. You know, and your video's going to look better, the graphics are going to look better. But I think over the course of history, this is what's happening. I mean, even when you go back to dial up, if you were in an AOL chat room in 1996, it was, you know, yeah it took a while. You're like, (screeches) (Lisa laughs) the modem and everything else, but once you were in there- >> Once you're there, 2400 baud. >> It was basically real time. And so you could talk to your friends and, you know, little chat room but that's all you could do. You know, if you wanted to watch a video, forget it, right? And then, you know, early days of streaming video, stop, start, stop, start, you know, look at Amazon Prime when it first started, Prime Video was not that great. It's sort of catching up to Netflix. But, so I think your point, that question is really prescient because more data, more capability, more apps means same speed. >> Well, you know, you've used the phrase over the top. And so just just so we're clear so we're talking about the same thing. Typically we're talking about, you've got, you have network providers. Outside of that, you know, Netflix, internet connection, I don't need Comcast, right? Perfect example. Well, what about the over the top that's coming from direct satellite communications with devices. There are times when I don't have a signal on my, happens to be an Apple iPhone, when I get a little SOS satellite logo because I can communicate under very limited circumstances now directly to the satellite for very limited text messaging purposes. Here at the show, I think it might be a Motorola device. It's a dongle that allows any mobile device to leverage direct satellite communication. Again, for texting back to the 2,400 baud modem, you know, days, 1200 even, 300 even, go back far enough. What's that going to look like? Is that too far in the future to think that eventually it's all going to be over the top? It's all going to be handset to satellite and we don't need these RANs anymore. It's all going to be satellite networks. >> Dave V.: I think you're going to see- >> Little too science fiction-y? (laughs) >> No, I, no, I think it's a good question and I think you're going to see fragments. I think you're going to see fragmentation of private networks. I think you're going to see fragmentation of satellites. I think you're going to see legacy incumbents kind of hanging on, you know, the cable companies. I think that's coming. I think by 2030 it'll, the picture will be much more clear. The question is, and I think it's come down to the innovation on top, which platform is going to be the most developer friendly? Right, and you know, I've not heard anything from the big carriers that they're going to be developer friendly. I've heard "we have proprietary data that we're going to charge access for and developers are going to have to pay for that." But I haven't heard them saying "Developers, developers, developers!" You know, Steve Bomber running around, like bend over backwards for developers, they're asking the developers to bend over. And so if a network can, let's say the satellite network is more developer friendly, you know, you're going to see more innovation there potentially. You know, or if a dish network says, "You know what? We're going after developers, we're going after innovation. We're not going to gouge them for all this network data. Rather we're going to make the platform open or maybe we're going to do an app store-like model where we take a piece of the action after they succeed." You know, take it out of the backend, like a Silicon Valley VC as opposed to an East Coast VC. They're not going to get you in the front end. (Lisa laughs) >> Well, you can see the sort of disruptive forces at play between open RAN and the legacy, call it proprietary stack, right? But what is the, you know, if that's sort of a horizontal disruptive model, what's the vertically disruptive model? Is it private networks coming in? Is it a private 5G network that comes in that says, "We're starting from the ground up, everything is containerized. We're going to go find people at KubeCon who are, who understand how to orchestrate with Kubernetes and use containers in microservices, and we're going to have this little 5G network that's going to deliver capabilities that you can't get from the big boys." Is there a way to monetize that? Is there a way for them to be disrupted, be disruptive, or are these private 5G networks that everybody's talking about just relegated to industrial use cases where you're just squeezing better economics out of wireless communication amongst all your devices in your factory? >> That's an interesting question. I mean, there are a lot of those smart factory industrial use cases. I mean, it's basically industry 4.0 use cases. But yeah, I don't count the cloud guys out. You know, everybody says, "oh, the narrative is, well, the latency of the cloud." Well, not if the cloud is at the edge. If you take a local zone and put storage, compute, and data right next to each other and the cloud model with the cloud APIs, and then you got an asynchronous, you know, connection back. I think that's a reasonable model. I think the cloud guys figured out developers, right? Pretty well. Certainly Microsoft and, and Amazon and Google, they know developers. I don't see any reason why they can't bring their model to the edge. So, and that's really disruptive to the legacy telco guys, you know? So they have to be careful. >> One step closer to my dream of eliminating the word "cloud" from IT lexicon. (Lisa laughs) I contend that it has always been IT, and it will always be IT. And this whole idea of cloud, what is cloud? If AWS, for example, is delivering hardware to the edge where it needs to be, is that cloud? Do we go back to the idea that cloud is an operational model and not a question of physical location? I hope we get to that point. >> Well, what's Apex and GreenLake? Apex is, you know, Dell's as a service. GreenLake is- >> HPE. >> HPE's as a service. That's outposts. >> Dave N.: Right. >> Yeah. >> That's their outpost. >> Yeah. >> Well AWS's position used to be, you know, to use them as a proxy for hyperscale cloud. We'll just, we'll grow in a very straight trajectory forever on the back of net new stuff. Forget about the old stuff. As James T. Kirk said of the Klingons, "let them die." (Lisa laughs) As far as the cloud providers were concerned just, yeah, let, let that old stuff go away. Well then they found out, there came a point in time where they realized there's a lot of friction and stickiness associated with that. So they had to deal with the reality of hybridity, if that's the word, the hybrid nature of things. So what are they doing? They're pushing stuff out to the edge, so... >> With the same operating model. >> With the same operating model. >> Similar. I mean, it's limited, right? >> So you see- >> You can't run a lot of database on outpost, you can run RES- >> You see this clash of Titans where some may have written off traditional IT infrastructure vendors, might have been written off as part of the past. Whereas hyperscale cloud providers represent the future. It seems here at this show they're coming head to head and competing evenly. >> And this is where I think a company like Dell or HPE or Cisco has some advantages in that they're not going to compete with the telcos, but the hyperscalers will. >> Lisa: Right. >> Right. You know, and they're already, Google's, how much undersea cable does Google own? A lot. Probably more than anybody. >> Well, we heard from Google and Microsoft this morning in the keynote. It'd be interesting to see if we hear from AWS and then over the next couple of days. But guys, clearly there is, this is a great wrap of day one. And the crazy thing is this is only day one. We've got three more days of coverage, more news, more information to break down and unpack on theCUBE. Look forward to doing that with you guys over the next three days. Thank you for sharing what you saw on the show floor, what you heard from our guests today as we had about 10 interviews. Appreciate your insights and your perspectives and can't wait for tomorrow. >> Right on. >> All right. For Dave Vellante and Dave Nicholson, I'm Lisa Martin. You're watching theCUBE's day one wrap from MWC 23. We'll see you tomorrow. (relaxing music)

(upbeat music) >> Welcome back to Supercloud two where we're gathering a number of industry luminaries to discuss the future of cloud services. And we'll be focusing on various real world practitioners today, their challenges, their opportunities with an emphasis on data, self-service infrastructure and how organizations are evolving their data and cloud strategies to prepare for that next era of digital innovation. And we really believe that support for multiple cloud estates is a first step of any Supercloud. And in that regard Oracle surprise some folks with its Azure collaboration the Oracle database and exit database services. And to discuss the challenges of developing a mission critical Supercloud we welcome Juan Loaiza, who's the executive vice president of Mission Critical Database Technologies at Oracle. Juan, you're many time CUBE alums so welcome back to the show. Great to see you. >> Great to see you, and happy to be here with you. >> Yeah, thank you. So a lot of people felt that Oracle was resistant to multicloud strategies and preferred to really have everything run just on the Oracle cloud infrastructure, OCI and maybe that was a misperception maybe you guys were misunderstood or maybe you had to change your heart. Take us through the decision to support multiple cloud platforms >> Now we've supported multiple cloud platforms for many years, so I think that was probably a misperception. Oracle database, we partnered up with Amazon very early on in their cloud when they had kind of the the first cloud out there. And we had Oracle database running on their cloud. We have backup, we have a lot of stuff running. So, yeah, part of the philosophy of Oracle has always been we partner with every platform. We're very open we started with SQL and APIs. As we develop new technologies we push them into the SQL standard. So that's always been part of the ecosystem at Oracle. That's how we think we get an advantage by being more open. I think if we try to create this isolated little world it actually hurts us and hurts customers. So for us it's a win-win to be open across the clouds. >> So Supercloud is this concept that we put forth to describe a platform or some people think it's an architecture if you have an opinion, and I'd love to hear it but it provides a programmatically consistent set of services that hosted on heterogeneous cloud providers. And so we look at the Oracle database service for Azure as fitting within this definition. In your view, is this accurate? >> Yeah, I would broaden it. I'd see a little bit more than that. We just think that services should be available from everywhere, right? So, I mean, it's a little bit like if you go back to the pre-internet world, there was things like AOL and CompuServe and those were kind of islands. And if you were on AOL, you really didn't have access to anything on CompuServe and vice versa. And the cloud world has evolved a little bit like that. And we just think that's the wrong model. They shouldn't these clouds are part of the world and they need to be interconnected like all the rest of the world. It's been a long time with telephones internet, everything, everything's interconnected. Everything should work seamlessly together. So that's how we believe if you're running in one cloud and you're running let's say an application, one cloud you want to use a service from another cloud should be completely simple to do that. It shouldn't be, I can only use what's in AOL or CompuServe or whatever else. It should not be isolated. >> Well, we got a long way to go before that Nirvana exists but one example is the Oracle database service with Azure. So what exactly does that service provide? I'm interested in how consistent the service experience is across clouds. Did you create a purpose-built PaaS layer to achieve this common experience? Or is it off the shelf Terraform? Is there unique value in the PaaS layer? Let's dig into some of those questions. I know I just threw six at you. >> Yeah, I mean, so what this is, is what we're trying to do is very simple. Which is, for example, starting with the Oracle database we want to make that seamless to use from anywhere you're running. Whether it's on-prem, on some other cloud, anywhere else you should be able to seamlessly use the Oracle database and it should look like the internet. There's no friction. There's not a lot of hoops you got to jump just because you're trying to use a database that isn't local to you. So it's pretty straightforward. And in terms of things like Azure, it's not easy to do because all these clouds have a lot of kind of very unique technologies. So what we've done is at Oracle is we've said, "Okay we're going to make Oracle database look exactly like if it was running on Azure." That means we'll use the Azure security systems, the identity management systems, the networking, there's things like monitoring and management. So we'll push all these technologies. For example, when we have monitoring event or we have alerts we'll push those into the Azure console. So as a user, it looks to you exactly as if that Oracle database was running inside Azure. Also, the networking is a big challenge across these clouds. So we've basically made that whole thing seamless. So we create the super high bandwidth network between Azure and Oracle. We make sure that's extremely low latency, under two milliseconds round trip. It's all within the local metro region. So it's very fast, very high bandwidth, very low latency. And we take care establishing the links and making sure that it's secure and all that kind of stuff. So at a high level, it looks to you like the database is--even the look and feel of the screens. It's the Azure colors, it's the Azure buttons it's the Azure layout of the screens so it looks like you're running there and we take care of all the technical details underlying that which there's a lot which has taken a lot of work to make it work seamlessly. >> In the magic of that abstraction. Juan, does it happen at the PaaS layer? Could you take us inside that a little bit? Is there intelligence in there that helps you deal with latency or are there any kind of purpose-built functions for this service? >> You could think of it as... I mean it happens at a lot of different layers. It happens at the identity management layer, it happens at the networking layer, it happens at the database layer, it happens at the monitoring layer, at the management layer. So all those things have been integrated. So it's not one thing that you just go and do. You have to integrate all these different services together. You can access files in Azure from the Oracle database. Again, that's completely seamless. You, it's just like if it was local to our cloud you get your Azure files in your kind of S3 equivalent. So yeah, the, it's not one thing. There's a whole lot of pieces to the ecosystem. And what we've done is we've worked on each piece separately to make sure that it's completely seamless and transparent so you don't have to think about it, it just works. >> So you kind of answered my next question which is one of the technical hurdles. It sounds like the technical hurdles are that integration across the entire stack. That's the sort of architecture that you've built. What was the catalyst for this service? >> Yeah, the catalyst is just fulfilling our vision of an open cloud world. It's really like I said, Oracle, from the very beginning has been believed in open standards. Customers should be able to have choice customers should be able to use whatever they want from wherever they want. And we saw that, you know in the new world of cloud that had broken down everybody had their own authentication system management system, monitoring system networking system, configuration system. And it became very difficult. There was a lot of friction to using services across cloud. So we said, "Well, okay we can fix that." It's work, it's significant amount of work but we know how to do it and let's just go do it and make it easy for customers. >> So given Oracle is really your main focus is on mission critical workloads. You talked about this low latency network, I mean but you still have physical distances, so how are you managing that latency? What's the experience been for customers across Azure and OCI? >> Yeah, so it, it's a good point. I mean, latency can be an issue. So the good thing about clouds is we have a lot of cloud data centers. We have dozens and dozens of cloud data centers around the world. And Azure has dozens and dozens of cloud data centers. And in most cases, they're in the same metro region because there's kind of natural metro regions within each country that you want to put your cloud data centers in. So most of our data centers are actually very close to the Azure data centers. There's the kind of northern Virginia, there's London, there's Tokyo I mean, there's natural places where everybody puts their data centers Seoul et cetera. And so that's the real key. So that allows us to put a very high bandwidth and low latency network. The real problems with latency come when you're trying to go along physical distance. If you're trying to connect, you know across the Pacific or you know across the country or something like that, then you can get in trouble with latency within the same metro region. It's extremely fast. It tends to be around one, you know the highest two millisecond that's roundtrip through all the routers and connections and gateways and everything else. With everything taken into consideration, what we guarantee is it's always less than two millisecond which is a very low latency time. So that tends to not be a problem because it's extremely low latency. >> I was going to ask you less than two milliseconds. So, earlier in the program we had Jack Greenfield who runs architecture for Walmart, and he was explaining what we call their Supercloud, and it's runs across Azure, GCP, and they're on-prem. They have this thing called the triplet model. So my question to you is, are you in situations where you guaranteeing that less than two milliseconds do you have situations where you're bringing, you know Exadata Cloud, a customer on-prem to achieve that? Or is this just across clouds? >> Yeah, in this case, we're talking public cloud data center to public cloud data center. >> Oh okay. >> So add your public cloud data center to Oracle Public Cloud data center. They're in the same metro region. We set up the connections, we do all the technology to make it seamless. And from a customer point of view they don't really see the network. Also, remember that SQL is actually designed to have very low bandwidth and latency requirements. So it is a language. So you don't go to the database and say do this one little thing for me. You send it a SQL statement that can actually access lots of data while in the database. So the real latency requirement of a SQL database is within the database. So I need to access all that data fast. So I need very fast access to storage very fast access across node. That's what exit data gives you. But you send one request and that request can do a huge amount of work and then return one answer. And that's kind of the design point of SQL. So SQL is inherently low bandwidth requirements, it was used back in the eighties when we used to have 10 megabit networks and the the biggest companies in the world ran back then. So right now we're talking over hundred hundreds of gigabits. So it's really not much of a challenge. When you're designed to run on 10 megabit to say, okay I'm going to give you 10,000 times what you were designed for it's really, it's a pretty low hurdle jump. >> What about the deployment models? How do you handle this? Is it a single global instance across clouds or do you sort of instantiate in each you got exudate in Azure and exudates in OCI? What's the deployment model look like? >> It's pretty straightforward. So customer decides where they want to run their application and database. So there's natural places where people go. If you're in Tokyo, you're going to choose the local Tokyo data centers for both, you know Microsoft and Oracle. If you're in London, you're going to do that. If you're in California you're going to choose maybe San Jose, something like that. So a customer just chooses. We both have data centers in that metro region. So they create their service on Azure and then they go to our console which looks just like an Azure console and say all right create me a database. And then we choose the closest Oracle data center which is generally a few miles away, and then it it all gets created. So from a customer point of view, it's very straightforward. >> I'm always in awe about how simple you make things sound. All right what about security? You talked a little bit before about identity access how you sort of abstracting the Azure capabilities away so that you've simplified it for your customers but are there any other specific security things that you need to do? How much did you have to abstract the underlying primitives of Azure or OCI to present that common experience to customers? >> Yeah, so there's really two big things. One is the identity management. Like my name is X on Azure and I have this set of privileges. Oracle has its own identity management system, right? So what we didn't want is that you have to kind of like bridge these things yourself. It's a giant pain to do that. So we actually what we call federate across these identity managements. So you put your credentials into Azure and then they automatically get to use the exact same credentials and identity in the Oracle cloud. So again, you don't have to think about it, it just works. And then the second part is that the whole bridging the network. So within a cloud you generally have virtual network that's private to your company. And so at Oracle, we bridge the private network that you created in, for example, Azure to the private network that we create for you in Oracle. So it is still a private network without you having to do a whole bunch of work. So it's just like if you were in your own data center other people can't get into your network. So it's secured at the network level, it's secured at the identity management, and encryption level. And again we did a lot of work to make that seamless for customers and they don't have to worry about it because we did the work. That's really as simple as it gets. >> That's what's Supercloud's supposed to be all about. Alright, we were talking earlier about sort of the misperception around multicloud, your view of Open I think, which is you run the Oracle database, wherever the customer wants to run it. So you got this database service across OCI and Azure customers today, they run Oracle database in AWS. You got heat wave, MySQL, heat wave that you announced on AWS, Google touts a bare metal offering where you can run Oracle on GCP. Do you see a day when you extend an OCI Azure like situation across multiple clouds? Would that bring benefits to customers or will the world of database generally remain largely fenced with maybe a few exceptions like what you're doing with OCI and Azure? I'm particularly interested in your thoughts on egress fees as maybe one of the reasons that there is a barrier to this happening and why maybe these stove pipes, exist today and in the future. What are your thoughts on that? >> Yeah, we're very open to working with everyone else out there. Like I said, we've always been, big believers in customers should have choice and you should be able to run wherever you want. So that's been kind of a founding principle of Oracle. We have the Azure, we did a partnership with them, we're open to doing other partnerships and you're going to see other things coming down the pipe on the topic of egress. Yeah, the large egress fees, it's pretty obvious what goes on with that. Various vendors like to have large egress fees because they want to keep things kind of locked into their cloud. So it's not a very customer friendly thing to do. And I think everybody recognizes that it's really trying to kind of course or put a lot of friction on moving data out of a particular cloud. And that's not what we do. We have very, very low egress fees. So we don't really do that and we don't think anybody else should do that. But I think customers at the end of the day, will win that battle. They're going to have to go back to their vendor and say, well I have choice in clouds and if you're going to impose these limits on me, maybe I'll make a different choice. So that's ultimately how these things get resolved. >> So do you think other cloud providers are going to take a page out of what you're doing with Azure and provide similar solutions? >> Yeah, well I think customers want, I mean, I've talked to a lot of customers, this is what they want, right? I mean, there's really no doubt no customer wants to be locked into a single ecosystem. There's nobody out there that wants that. And as the competition, when they start seeing an open ecosystem evolving they're going to be like, okay, I'd rather go there than the closed ecosystem, and that's going to put pressure on the closed ecosystems. So that's the nature of competition. That's what ultimately will tip the balance on these things. >> So Juan, even though you have this capability of distributing a workload across multiple clouds as in our Supercloud premise it's still something that's relatively new. It's a big decision that maybe many people might consider somewhat of a risk. So I'm curious who's driving the decisions for your initial customers? What do they want to get out of it? What's the decision point there? >> Yeah, I mean, this is generally driven by customers that want a specific technology in a cloud. I think the risk, I haven't seen a lot of people worry too much about the risk. Everybody involved in this is a very well known, very reputable firm. I mean, Oracle's been around for 40 years. We run most of the world's largest companies. I think customers understand we're not going to build a solution that's going to put their technology and their business at risk. And the same thing with Azure and others. So I don't see customers too worried about this is a risky move because it's really not. And you know, everybody understands networking at the end the day networking works. I mean, how does the internet work? It's a known quantity. It's not like it's some brand new invention. What we're really doing is breaking down the barriers to interconnecting things. Automating 'em, making 'em easy. So there's not a whole lot of risk here for customers. And like I said, every single customer in the world loves an open ecosystem. It's just not a question. If you go to a customer would you rather put your technology or your business to run on a closed ecosystem or an open system? It's kind of not even worth asking a question. It's a no-brainer. >> All right, so we got to go. My last question. What do you think of the term "Supercloud"? You think it'll stick? >> We'll see. There's a lot of terms out there and it's always fun to see which terms stick. It's a cool term. I like it, but the decision makers are actually the public, what sticks and what doesn't. It's very hard to predict. >> Yeah well, it's been a lot of fun having you on, Juan. Really appreciate your time and always good to see you. >> All right, Dave, thanks a lot. It's always fun to talk to you. >> You bet. All right, keep it right there. More Supercloud two content from theCUBE Community Dave Vellante for John Furrier. We'll be right back. (upbeat music)

[Music] hello everyone welcome back to the live coverage here in monaco for the monaco crypto summit i'm john furrier host of thecube uh we have a great great guest lineup here already in nine interviews small gathering of the influencers and the people making it happen powered by digital bits sponsored by digital bits presented by digital bits of course a lot happening around decentralization web 3 the metaverse we've got a a powerhouse influencer on the qb ryan gills the founder of openmeta been in the issue for a while ryan great to see you thanks for coming on great to be here thank you you know one of the things that we were observing earlier conversations is you have young and old coming together the best and brightest right now in the front line it's been there for a couple years you know get some hype cycles going on but that's normal in these early growth markets but still true north star is in play that is democratize remove the intermediaries create immutable power to the people the same kind of theme has been drum beating on now come the metaverse wave which is the nfts now the meta verses you know at the beginning of this next wave yeah this is where we're at right now what are you working on tell us what's what's open meta working on yeah i mean so there is a reason for all of this right i think we go through all these different cycles and there's an economic incentive engine and it's designed in because people really like making money but there's a deeper reason for it all and the words the buzzwords the terms they change based off of different cycles this one is a metaverse i just saw it a little early you know so i recognized the importance of an open metaverse probably in 2017 and really decided to dedicate 10 years to that um so we're very early into that decade and we're starting to see more of a movement building and uh you know i've catalyzed a lot of that from from the beginning and making sure that while everything moves to a closed corporate side of things there's also an equal bottom-up approach which i think is just more important and more interesting well first of all i want to give you a lot of props for seeing it early and recognizing the impact and potential collateral damage of not not having open and i was joking earlier about the facebook little snafu with the the exercise app and ftc getting involved and you know i kind of common new york times guy comment online like hey i remember aol wanted to monopolize dial up internet and look the open web obviously changed all that they went to sign an extinction not the same comparable here but you know everyone wants to have their own little walled guard and they feel comfortable first-party data the data business so balancing the benefit of data and all the ip that could come into whether it's a visualization or platform it has to be open without open then you're going to have fragmentation you're going to have all kinds of perverse incentives how does the metaverse continue with such big players like meta themselves x that new name for facebook you know big bully tons of cash you know looking to you know get their sins forgiven um so to speak i mean you got google probably will come in apple's right around the corner amazon you get the whales out there how do is it proprietary is walled garden the new proprietary how do you view all that because it's it's still early and so there's a lot of change can happen well it's an interesting story that's really playing out in three acts right we had the first act which was really truly open right there was this idea that the internet is for the end user this is all just networking and then web 2 came and we got a lot of really great business models from it and it got closed up you know and now as we enter this sort of third act we have the opportunity to learn from both of those right and so i think web 3 needs to go back to the values of web one with the lessons in hindsight of web 2. and all of the winners from web 2 are clearly going to want to keep winning in web 3. so you can probably guess every single company and corporation on earth will move into this i think most governments will move into it as well and um but they're not the ones that are leading it the ones that are leading it are are just it's a culture of people it's a movement that's building and accumulating over time you know it's weird it's uh the whole web 2 thing is the history is interesting because you know when i started my podcasting company in 2004 there's only like three of us you know the dave weiner me evan williams and jack dorsey and we thought and the blogging just was getting going and the dream was democratization at the time mainstream media was the enemy and then now blogs are media so and then all sudden it like maybe it was the 2008 area with the that recession it stopped and then like facebook came in obviously twitter was formed from the death of odio podcasting company so the moment in time in history was a glimmic glimmer of hope well we went under my company went under we all went under but then that ended and then you had the era of twitter facebook linkedin reddit was still around so it kind of stopped where did it where did it pick up was it the ethereum bitcoin and ethereum brought that back where'd the open come back well it's a generational thing if you if you go back to like you know apple as a startup they were trying to take down ibm right it was always there's always the bigger thing that was that we we're trying to sort of unbundle or unpackage because they have too much power they have too much influence and now you know facebook and apple and these big tech companies they are that on on the planet and they're doing it bigger than it's ever been done but when they were startups they existed to try to take that from a bigger company so i think you know it's not an it's not a fact that like facebook or zuckerberg is is the villain here it's just the fact that we're reaching peak centralization anything past this point it becomes more and more unhealthy right and an open metaverse is just a way to build a solution instead of more of a problem and i think if we do just allow corporations to build and own them on the metaverse these problems will get bigger and larger more significant they will touch more people on earth and we know what that looks like so why not try something different so what's the playbook what's the current architecture of the open meta verse that you see and how do people get involved is there protocols to be developed is there new things that are needed how does the architecture layout take us through that your mindset vision on that and then how can people get involved yeah so the the entity structure of what i do is a company called crucible out of the uk um but i i found out very quickly that just a purely for-profit closed company a commercial company won't achieve this objective there's limitations to that so i run a dao as well out of switzerland it's called open meta we actually we named it this six months before facebook changed their name and so this is just the track we're on right and what we develop is a protocol uh we believe that the internet built by game developers is how you define the metaverse and that protocol is in the dao it is in the dow it's that's crucial crucible protocol open meta okay you can think of crucible as labs okay no we're building we're building everything so incubator kind of r d kind of thing exactly yeah and i'm making the choice to develop things and open them up create public goods out of them harness things that are more of a bottom-up approach you know and what we're developing is the emergence protocol which is basically defining the interface between the wallets and the game engines right so you have unity and unreal which all the game developers are sort of building with and we have built software that drops into those game engines to map ownership between the wallet and the experience in the game so integration layer basically between the wallet kind of how stripe is viewed from a software developer's campaign exactly but done on open rails and being done for a skill set of world building that is coming and game developers are the best suited for this world building and i like to own what i built yeah i don't like other people to own what i build and i think there's an entire generation that's that's really how do you feel about the owning and sharing component is that where you see the scale coming into play here i can own it and scale it through the relationship of the open rails yeah i mean i think the truth is that the open metaverse will be a smaller network than even one corporate virtual world for a while because these companies have billions of people right yeah every room you've ever been in on earth people are using two or three of facebook's products right they just have that adoption but they don't have trust they don't have passion they don't have the movement that you see in web3 they don't have the talent the level of creative talent those people care about owning what they create on the on what can someone get involved with question is that developer is that a sponsor what do people do to get involved with do you and your team and to make it bigger i mean it shouldn't be too small so if this tracks you can assume it gets bigger if you care about an open metaverse you have a seat at the table if you become a member of the dao you have a voice at the table you can make decisions with us we are building developing technology that can be used openly so if you're a game developer and you use unity or unreal we will open the beta this month later and then we move directly into what's called a game jam so a global hackathon for game developers where we just go through a giant exploration of what is possible i mean you think about gaming i always said the early adopters of all technology and the old web one was porn and that was because they were they were agnostic of vendor pitches or whatever is it made money they've worked we don't tell them we've always been first we don't tolerate vaporware gaming is now the new area where it is so the audience doesn't want vapor they want it to work they want technology to be solid they want community so it's now the new arbiter so gaming is the pretext to metaverse clearly gaming is swallowing all of media and probably most of the world and this game mechanics under the hood and all kinds of underlying stuff now how does that shape the developer community so like take the classic software developer may not be a game developer how do they translate over you seeing crossover from the software developers that are out there to be game developers what's your take on that it's an interesting question because i come to a lot of these events and the entire web 3 movement is web developers it's in the name yeah right and we have a whole wave of exploration and nfts being sold of people who really love games they're they're players they're gamers and they're fans of games but they are not in the skill set of game development this is a whole discipline yeah it's a whole expertise right you have to understand ik retargeting rigging bone meshes and mapping of all of that stuff and environment building and rendering and all these things it's it's a stacked skill set and we haven't gone through any exploration yet with them that is the next cycle that we're going to and that's what i've spent the last three or four years preparing for yeah and getting the low code is going to be good i was saying earlier to the young gun we had on his name was um oscar belly he's argo versus he's 25 years old he's like he made a quote i'm too old to get into esports like 22 old 25 come on i'd love to be in esports i was commenting that there could be someone sitting next to us in the metaverse here on tv on our digital tv program in the future that's going to be possible the first party citizenship between physical experience absolutely and meta versus these cameras all are a layer in which you can blend the two yeah so that that's that's going to be coming sooner and it's really more of the innovation around these engines to make it look real and have someone actually moving their body not like a stick figure yes or a lego block this is where most people have overlooked because what you have is you have two worlds you have web 3 web developers who see this opportunity and are really going for it and then you have game developers who are resistant to it for the most part they have not acclimated to this but the game developers are more of the keys to it because they understand how to build worlds yeah they do they understand how to build they know what success looks like they know what success looks like if you if you talk about the metaverse with anyone the most you'll hear is ready player one yeah maybe snow crash but those things feel like games yeah right so the metaverse and gaming are so why are game developers um like holding back is because they're like ah it's too not ready yet i'm two more elite or is it more this is you know this is an episode on its own yeah um i'm actually a part of a documentary if you go to youtube and you say why gamers hate nfts there's a two-part documentary about an hour long that robin schmidt from the defiant did and it's really a very good deep dive into this but i think we're just in a moment in time right now if you remember henry ford when he he produced the car everybody wanted faster horses yeah they didn't understand the cultural shift that was happening they just wanted an incremental improvement right and you can't say that right now because it sounds arrogant but i do believe that this is a moment in time and i think once we get through this cultural shift it will be much more clear why it's important it's not pure speculation yeah it's not clout it's not purely money there's something happening that's important for humanity yeah and if we don't do it openly it will be more of a problem yeah i totally agree with you on that silent impact is number one and people some people just don't see it because it's around the corner visionaries do like yourselves we do my objective over the next say three to six months is to identify which game developers see the value in web 3 and are leaning into it because we've built technology that solves interoperability between engines mapping ownership from wallets all the sort of blueprints that are needed in order for a game developer to build this way we've developed that we just need to identify where are they right because the loudest voices are the ones that are pushing back against this yeah and if you're not on twitter you don't see how many people really see this opportunity and i talked to epic and unity and nvidia and they all agree that this is where the future is going but the one question mark is who wants it where are they you know it's interesting i talked to lauren besel earlier she's from the music background we were talking about open source and how music i found that is not open it's proprietary i was talking about when i was in college i used to deal software you'd be like what do you mean deal well at t source code was proprietary and that started the linux movement in the 80s that became a systems revolution and then open source then just started to accelerate now people like it's free software is like not a big deal everyone knows it's what it was never proprietary but we were fighting the big proprietary code bases you mentioned that earlier is there a proprietary thing for music well not really because it's licensed rights right so in the metaverse who's the proprietary is it the walled garden is the is it is it the gamers so is it the consoles is it the investment that these gaming companies have in the software itself so i find that that open source vibe is very much circulating around your world actually open maps in the word open but open source software has a trajectory you know foundations contributors community building same kind of mindset music not so much because no one's it's not direct comparable but i think here it's interesting the gaming culture could be that that proprietary ibm the the state the playstation the xbox you know if you dive into the modding community right the modding community has sort of been this like gray area of of gaming and they will modify games that already exist but they do it with the values of open source they do it with composability and there's been a few breakthroughs counter-strike is a mod right some of the largest games of all time came from mods of other games look at quake had a comeback i played first multiplayer doom when it came out in the 90s and that was all mod based exactly yeah quake and quake was better but you know i remember the first time on a 1.5 cable mode and playing with my friends remember vividly now the graphics weren't that good but that was mod it's mod so then you go i mean and then you go into these other subcultures like dungeons and dragons which was considered to be such a nerdy thing but it's just a deeply human thing it's a narrative building collective experience like these are all the bottom-up type approaches modding uh world building so you're going to connect so i'm just kind of thinking out loud here you're going to connect the open concept of source with open meta bring game developers and software drills together create a fabric of a baseline somewhat somewhat collected platform tooling and components and let it just sell form see what happens better self form that's your imposing composability is much faster yeah than a closed system and you got what are your current building blocks you have now you have the wallet and you have so we built an sdk on both unity and unreal okay as a part of a system that is a protocol that plugs into those two engines and we have an inventory service we have an avatar system we basically kind of leaned into this idea of a persona being the next step after a pfp so so folks that are out there girls and boys who are sitting there playing games they could build their own game on this thing absolutely this is the opportunity for them entrepreneurs to circumvent the system and go directly with open meta and build their own open environment like i said before i i like to own the things i built i've had that entrepreneurial lesson but i don't think in the future you should be so okay with other companies or other intermediaries owning you and what you build i think i mean opportunity to build value yeah and i think i think your point the mod culture is not so much going to be the answer it's what that was like the the the the dynamic of modding yes is developing yes and then therefore you get the benefit of sovereign identity yeah you get the benefit of unbanking that's not the way we market this but those are benefits that come along with it and it allows you to live a different life and may the better product win yeah i mean that's what you're enabling yeah ryan thanks so much for coming on real final question what's going on here why are we here in monaco what's going on this is the inaugural event presented by digital bits why are we here monaco crypto summit i'm here uh some friends of mine brittany kaiser and and lauren bissell invited me here yeah i've known al for for a number of years and i'm just here to support awesome congratulations and uh we'll keep in touch we'll follow up on the open meta great story we love it thanks for coming on okay cube coverage continues here live in monaco i'm john furrier and all the action here on the monaco crypto summit love the dame come back next year it'll be great back with more coverage to wrap up here on the ground then the yacht club event we're going to go right there as well that's in a few hours so we're going to be right back [Music] you

>>Hello, and welcome back to the live cube coverage here in San Francisco, California, the cube live coverage. Two days, day two of a summit 2022, a summit New York city coming up in the summer. We'll be there as well. Events are back. I'm the host, John fur, the cube got great guest here, Johnny Dallas with Ze. Um, here's on the cube. We're gonna talk about his background. Uh, little trivia here. He was the youngest engineer ever worked at Amazon at the age. 17 had to get escorted into reinvent in Vegas cause he was underage <laugh> with security, all good stories. Now the CEO of gonna called Ze know DevOps kind of focus, managed service, a lot of cool stuff, John, welcome to the cube. >>Thanks John. Great. >>So tell a story. You were the youngest engineer at AWS. >>I was, yes. So I used to work at a company called Bebo. I got started very young. I started working when I was about 14, um, kind of as a software engineer. And when I, uh, was about 16, I graduated out of high school early. Um, worked at this company, Bebo running all of the DevOps at that company. Um, I went to reinvent in about 2018 to give a talk about some of the DevOps software I wrote at that company. Um, but you know, as many of those things are probably familiar with reinvent happens in a casino and I was 16, so I was not able to actually go into the casino on my own <laugh> um, so I'd have <inaudible> security as well as C security escort me in to give my talk. >>Did Andy jazzy, was he aware of this? >>Um, you know, that's a great question. I don't know. <laugh> >>I'll ask him great story. So obviously you started a young age. I mean, it's so cool to see you jump right in. I mean, I mean, you never grew up with the old school that I used to grew up in loading package software, loading it onto the server, deploying it, plugging the cables in, I mean you just rocking and rolling with DevOps as you look back now what's the big generational shift because now you got the Z generation coming in, millennials are in the workforce. It's changing. Like no one's putting package software on servers. >>Yeah, no, I mean the tools keep getting better, right? We, we keep creating more abstractions that make it easier and easier. When I, when I started doing DevOps, I could go straight into E two APIs. I had APIs from the get go and you know, my background was, I was a software engineer. I never went through like the CIS admin stack. I, I never had to, like you said, rack servers, myself. I was immediately able to scale to I, I was managing, I think 2,500 concurrent servers across every Ables region through software. It was a fundamental shift. >>Did you know what an SRE was at that time? Uh, you were kind of an SRE on >>Yeah, I was basically our first SRE, um, familiar with the, with the phrasing, but really thought of myself as a software engineer who knows cloud APIs, not a SRE. >>All right. So let's talk about what's what's going on now, as you look at the landscape today, what's the coolest thing that's going on in your mind and cloud? >>Yeah, I think the, I think the coolest thing is, you know, we're seeing the next layer of those abstraction tools exist and that's what we're doing with Ze is we've basically gone and we've, we're building an app platform that deploys onto your cloud. So if you're familiar with something like Carku, um, where you just click a GitHub repo, uh, we actually make it that easy. You click a GI hub repo and it'll deploy on a AWS using Al AWS tools. >>So, right. So this is Z. This is the company. Yes. How old's the company >>About a year and a half old now. >>Right. So explain what it does. >>Yeah. So we make it really easy for any software engineer to deploy on a AWS. Um, that's not SREs. These are the actual application engineers doing the business logic. Mm-hmm <affirmative> they don't really want to think about Yamo. They don't really want to configure everything super deeply. Um, they want to say, run this API on a AWS in the best way possible. We've encoded all the best practices into software and we set it up for you. >>Yeah. So I think the problem you're solving is, is that there's a lot of want to be DevOps engineers. And then they realize, oh shit, I don't wanna do this. Yeah. And the people want to do it. They loved under the hood. Right. People love that infrastructure, but the average developer needs to actually be as agile on scale. So that seems to be the problem you solve. Right? Yeah. >>We, we, we give way more productivity to each individual engineer, you know? >>All right. So let me ask you a question. So let me just say, I'm a developer. Cool. I built this new app. It's a streaming app or whatever. I'm making it up cube here, but let's just say I deploy it. I need your service. But what happens about when my customers say, Hey, what's your SLA? The CDN went down from this it's flaky. Does Amazon have? So how do you handle all that SLA reporting that Amazon provides? Cause they do a good job with sock reports all through the console. But as you start getting into DevOps and sell your app, mm-hmm <affirmative> you have customer issues. You, how do you view that? Yeah, >>Well, I, I think you make a great point of AWS has all this stuff already. AWS has SLAs. AWS has contract. Aw, has a lot of the tools that are expected. Um, so we don't have to reinvent the wheel here. What we do is we help people get to those SLAs more easily. So, Hey, this is a AWS SLA as a default. Um, Hey, we'll configure your services. This is what you can expect here. Um, but we can really leverage AWS reli ability of you don't have to trust us. You have to trust S and trust that the setup is good there. >>Do you handle all the recovery or mitigation between, uh, identification say downtime for instance, oh, the servers not 99% downtime, uh, went down for an hour, say something's going on? And is there a service dashboard? How does it get what's the remedy? Do you have, how does all that work? >>Yeah, so we have some built in remediation. You know, we, we basically say we're gonna do as much as we can to keep your endpoint up 24 7 mm-hmm <affirmative>. If it's something in our control, we'll do it. If it's a disc failure, that's on us. If you push bad code, we won't put out that new version until it's working. Um, so we do a lot to make sure that your endpoint stays up, um, and then alert you if there's a problem that we can't fix. So cool. Hey, S has some downtime, this thing's going on. You need to do this action. Um, we'll let you know. >>All right. So what do you do for fun? >>Yeah, so, uh, for, for fun, um, a lot of side projects. <laugh>, uh, >>What's your side hustle right now. You got going on >>The, uh, it's a lot of schools playing >>With serverless. >>Yeah. Playing with a lot of serverless stuff. Um, I think there's a lot of really cool Lam stuff as well, going on right now. Um, I love tools is, is the truest answer is I love building something that I can give to somebody else. And they're suddenly twice as productive because of it. Um, >>That's a good feeling, isn't it? Oh >>Yeah. There's nothing >>Like that. Tools versus platforms. Mm-hmm, <affirmative>, you know, the expression, too many tools in the tool, she becomes, you know, tools for all. And then ultimately tools become platforms. What's your view on that? Because if a good tool works and starts to get traction, you need to either add more tools or start building a platform platform versus tool. What's your, what's your view on our reaction to that kind of concept debate? >>Yeah, it's a good question. Uh, we we've basically started as like a, a platform. First of we've really focused on these, uh, developers who don't wanna get deep into the DevOps. And so we've done all of the piece of the stacks. We do C I C D management. We do container orchestration, we do monitoring. Um, and now we're, spliting those up into individual tools so they can be used awesome in conjunction more. >>Right. So what are some of the use cases that you see for your service? It's DevOps basically nano service DevOps for people on a DevOps team. Do clients have a DevOps person and then one person, two people what's the requirements to run >>Z? Yeah. So we we've got teams, um, from no DevOps is kind of when they start and then we've had teams grow up to about, uh, five, 10 man DevOps teams. Mm-hmm <affirmative> um, so, you know, as more structured people come in, because we're in your cloud, you're able to go in and configure it on top you're we can't block you. Uh, you wanna use some new AOL service. You're welcome to use that alongside the stack that we deploy for >>You. How many customers do you have now? >>So we've got about 40 companies that are using us for all of their infrastructure, um, kind of across the board, um, as well as >>What's the pricing model. >>Uh, so our pricing model is we, we charge basically similar to an engineer salary. So we charge, uh, a monthly rate. We have plans at 300 bucks a month, a thousand bucks a month, and then enterprise plan for based >>On the requirement scale. Yeah. You know, so back into the people cost, you must offer her discounts, not a fully loaded thing, is it? >>Yeah. There's a discounts kind of at scale, >>Then you pass through the Amazon bill. >>Yeah. So our customers actually pay for the Amazon bill themselves. Oh. So >>They have their own >>Account. There's no margin on top. You're linking your Aless account in, um, it, which is huge because we can, we are now able to help our customers get better deals with Amazon. Um, got it. We're incentivized on their team to drive your cost down. >>And what's your unit main unit of economics software scale. >>Yeah. Um, yeah, so we, we think of things as projects. How many services do you have to deploy as that scales up? Um, awesome. >>All right. You're 20 years old now you not even can't even drink legally. <laugh> what are you gonna do when you're 30? We're gonna be there. >>Well, we're, uh, we're making it better. And >>The better, the old guy on the cube here. >><laugh> I think, uh, I think we're seeing a big shift of, um, you know, we've got these major clouds. AWS is obviously the biggest cloud. Um, and it's constantly coming out with new services. Yeah. But we're starting to see other clouds have built many of the common services. So Kubernetes is a great example. It exists across all the clouds. Um, and we're starting to see new platforms come up on top that allow you to leverage tools from multiple clouds. At the same time. Many of our customers actually have AWS as their primary cloud and they'll have secondary clouds or they'll pull features from other clouds into AWS, um, through our software. I think that I'm very excited by that. And I, uh, expect to be working on that when I'm 30. Awesome. >>Well, you gonna have a good future. I gotta ask you this question cuz uh, you know, I've always, I was a computer science undergraduate in the, in the eighties and um, computer science back then was hardcore, mostly systems OS stuff, uh, database compiler. Um, now there's so much compi, right? So mm-hmm <affirmative> how do you look at the high school college curriculum experience slash folks who are nerding out on computer science? It's not one or two things much. You've got a lot of, a lot of things. I mean, look at Python, data engineering, merging as a huge skill. What's it? What's it like for college kids now and high school kids? What, what do you think they should be doing if you had to give advice to your 16 year old self back a few years ago now in college? Um, I mean Python's not a great language, but it's super effective for coding and the data's really relevant, but it's you got other language opportunities, you got tools to build. So you got a whole culture of young builders out there. What should, what should people gravitate to in your opinion stay away from yeah. Or >>Stay away from that's a good question. I, I think that first of all, you're very right of the, the amount of developers is increasing so quickly. Um, and so we see more specialization. That's why we also see, you know, these SREs that are different than typical application engineering. You get more specialization in job roles. Um, I think if, what I'd say to my 16 year old self is do projects, um, the, I learned most of my, what I've learned just on the job or online trying things, playing with different technologies, actually getting stuff out into the world, um, way more useful than what you'll learn in kind of a college classroom. I think classrooms great to, uh, get a basis, but you need to go out and experiment actually try things. >>You know? I think that's great advice. In fact, I would just say from my experience of doing all the hard stuff and cloud is so great for just saying, okay, I'm done, I'm abandoning the project. Move on. Yeah. Because you know, it's not gonna work in the old days. You have to build this data center. I bought all this certain, you know, people hang on to the old, you know, project and try to force it out there. >>You can launch a project, >>Can see gratification, it ain't working <laugh> or this is shut it down and then move on to something new. >>Yeah, exactly. Instantly you should be able to do that much more quickly. Right. >>So you're saying get those projects and don't be afraid to shut it down. Mm-hmm <affirmative> that? Do you agree with that? >>Yeah. I think it's ex experiment. Um, you're probably not gonna hit it rich on the first one. It's probably not gonna be that idea is DJing me this idea. So don't be afraid to get rid of things and just try over and over again. It's it's number of reps that a win. >>I was commenting online. Elon Musk was gonna buy Twitter, that whole Twitter thing. And, and, and someone said, Hey, you know, what's the, I go look at the product group at Twitter's been so messed up because they actually did get it right on the first time <laugh> and, and became such a great product. They could never change it because people would freak out and the utility of Twitter. I mean, they gotta add some things, the added button and we all know what they need to add, but the product, it was just like this internal dysfunction, the product team, what are we gonna work on? Don't change the product so that you kind of have there's opportunities out there where you might get the lucky strike, right. Outta the gate. Yeah. Right. You don't know, >>It's almost a curse too. It's you're not gonna Twitter. You're not gonna hit a rich second time too. So yeah. >><laugh> Johnny Dallas. Thanks for coming on the cube. Really appreciate it. Give a plug for your company. Um, take a minute to explain what you're working on, what you're looking for. You're hiring funding. Customers. Just give a plug, uh, last minute and have the last word. >>Yeah. So, um, John Dallas from Ze, if you, uh, need any help with your DevOps, if you're a early startup, you don't have DevOps team, um, or you're trying to deploy across clouds, check us out ze.com. Um, we are actively hiring. So if you are a software engineer excited about tools and cloud, or you're interested in helping getting this message out there, hit me up. Um, find a Z. >>Yeah. LinkedIn Twitter handle GitHub handle. >>Yeah. I'm the only Johnny on a LinkedIn and GitHub and underscore Johnny Dallas underscore on Twitter. Right? Um, >>Johnny Dallas, the youngest engineer working at Amazon. Um, now 20 we're on great new project here. The cube builders are all young. They're growing in to the business. They got cloud at their, at their back it's, uh, tailwind. I wish I was 20. Again, this is a cue. I'm John for your host. Thanks for watching. >>Thanks.

(upbeat music) >> Hello, everyone welcome to theCube special presentation of the Unstoppable Domains partner showcase. I'm John Furrier, your host of theCube. We have here, Cube alumni, Sandy Carter, SVP and channel chief of Unstoppable Domains. Sandy, great to see you. Congratulations on your new assignment. Exciting new company, and thanks for coming on for the showcase. >> Well, thank you, John. It's so fun to always be here with you through all my companies, it's really great. Thanks for having me. >> Well, it's been pretty amazing what's going on in the world right now. We just had the past Super Bowl which is the biggest event in the world around advertising, a lot of Web 3.0, crypto, blockchain, decentralized applications. It's here, it's mainstream. We've talked off camera many times around the shifts in technology, cloud computing. We're now with Web 3.0 and some are even saying Web 4.0. (Sandy laughs) A lot of technology programmers, people who are building new things are all in the Web 3.0 world. It's really going mainstream. So what's your view on that? I see you're in it too. You're leading it. >> I am in it too. And it's so exciting to be at the verge of the next technology trend that's out there. And I'm really excited about this one, John because this is all about ownership. It's about members not users. It's quite fascinating to be honest. >> What is Web 3.0? What is Web 3.0? Define it for us 'cause you have a good knack for putting things in the perspective. People want to know what does this Web 3.0? What does it mean? >> Okay, great. That's a great question. In fact, I have just a couple of slides because I'm a visual learner. So I don't know if you guys could pop up just a couple of slides for us. So first to me, Web 3.0 is really all about this area of ownership and that's whether it's in gaming or art or even business applications today. In fact, let me show you an example. If you go to the next slide, you will see like with Twitter, and John, you and I were there, I was the first person to onstage announce that we were going to do tweets during a major event. And of course I started on Twitter back in 2008, pretty early on. And now the valuation of Twitter is going up, I got a lot of value and I helped to attract a lot of those early users. But my value was really based on the people, building my network, not based on that monetary valuation. So I really wasn't an owner. I was a user of Twitter and helped Twitter to grow. Now, if you go with me to the next slide you'll see just a little bit more about what we're talking about here and I know this is one of your favorites. So Web 1.0 was about discovery. We discovered a lot of information. Web 2.0 was about reading the information but also contributing with that two-way dialogue with social but Web 3.0 is now all about membership, not being a user but being a member and therefore having an ownership stake in the power of what's coming. And I think this is a big differential, John, if I had to just nail one thing. This would be the big differential. >> That's awesome. And I love that slide because it goes to the progression. Most people think of web 1.0 data, the worldwide web, web pages, browsers, search engines, Web 2.0, better interfaces. You got mobile, you got social networks. And then it got messy, bots and misinformation, users of the product being used by the companies. So clearly Web 3.0 is changing all that and I think the ownership thing is interesting because you think about it, we should own our data. We should have a data wallet. We should have all that stored. So this is really at the heart of what you guys are doing. So I think that's a great way to put it. I would ask you what's your impression when people you talk to in the mainstream industry that aren't in Web 3.0 that are coming in, what's their reaction? What do they think? What do they see? >> Well, a lot of what I see from Web 2.0 folks is that they don't understand it, first of all. They're not sure about it. And I always like to say that we're in the early days of Web 3.0. So we're in that dial up phase. What was that? Was that AOL? Remember that little that they used to make? >> (laughs) You've got mail. >> Yeah, you've got mail. That's right. That's where we are today with Web 3.0. And so it is early days and I think people are looking for something they can hang their hat on. And so one of the things that we've been working on are what would be the elements of Web 3.0? And if you could take me to one more slide and this will be my last slide, but again, I'm a very visual person. I think there are really five basic assumptions that Web 3.0 really hangs its hat on. The first is decentralization, or I say at least partially decentralized because today we're building on Web 2.0 technology and that is okay. Number two is that digital identity. That identity you just talked about, John where you take your identity with you. You don't have identity for Twitter, an identity for LinkedIn, an identity for a game. I can take my identity today, play a game with it, bank with it, now move on to a Metaverse with it, the same identity. The other thing we like to say is it's built on blockchain and we know that blockchain is still making a lot of improvements but it's getting better and better and better. It's trustless, meaning there's no in between party. You're going direct, user, member to institution, if you would. So there's no bank in between, for example. And then last but not least, it's financially beneficial for the people involved. It's not just that network effect that you're getting, it's actually financially beneficial for those folks. All five of those give us that really big push towards that ownership notion. >> One thing I would point out, first of all, great insight, I would also add and and love to get your reaction to it, and this is a great lead into the news, but there's also a diversity angle because this is a global phenomenon, okay? And it's also a lot of young cultural shift happening with the younger generation, but also technologists from all ages are participating and all genders. Everything's coming together. It's a melting pot. It's a global... This is like the earth is flat moment for us. This is an interesting time. What's your reaction to them? >> Absolutely and I believe that the more diverse the community can be, the more innovative it will be. And that's been proven out by studies, by McKenzie and Deloitte and more. I think this is a moment for Web 3.0 to be very inclusive. And the more inclusive that Web 3.0 is, the bigger the innovation and the bigger the power and the bigger that dream of ownership will become a reality. So I'm 100% with you on the diversity angle for sure. >> So big new news tomorrow launching. This is super exciting. First of all, I love the acronym, but I love the news. Take us through the big announcement that you're having. >> Yeah. So John, we are so excited. We have over 55 different companies joining together to form Unstoppable Women of Web 3.0, or we call it WOW3. Unstoppable WOW3. And the mission is really clear and very inclusive. The first is that we want to make Web 3.0 accessible for everyone. The second is we don't want to just say we want it accessible for everyone, we want to help with that first step. We're going to be giving away $10 million worth of domains from Unstoppable which we believe is that first step into Web 3.0. And then we're going to be action oriented. We don't want to just say we're going to help you get started or just say that Web 3.0 is accessible, we're going to launch education, networking, and events. So for example, we've got our first in person event that will occur at South by Southwest. Our first virtual event will occur on March 8th which is International Women's Day and there'll be two components of it. One is an hour YouTube Live so that people can come in and ask questions and then we've got a 24 hour Twitter space. So almost every half an hour or every hour on the hour, you're going to have these amazing women talk to you about what is DeFi? What is minting? What is Web 3.0 all about? Why gaming in Web 3.0? I mean, it's just going to be phenomenal. And in that we want to support each other as we're moving forward. This whole concept of from the very beginning, we want Web 3.0 to be diverse. >> And I want to also point out that you've got some activities on the March 8th International Women's Day but it's always every day in this community because it's a community. So this whole idea of community inclusion continues every day. Talk about those activities you're having on March 8th. Can you share what's happening on International Women's Day? >> Yeah, so first we're going to have a YouTube Live where we're going to go in detail into what is Web 3.0? What is DeFi? What is an NFT and why do they exist? Then we're going to have this 24 hour Twitter spaces where we've got all these different guest speakers from the 55 different companies that are supporting the initiative. We're also going to launch a list of the 100 most inspirational women of Web 3.0. We're going to do that twice a year. And we decided John not to do the top women, but the women that are inspirational, who are pioneering the trail, who are having an impact. And so we want it to be a community. So it's 100 of the most inspirational women of Web 3.0. We're also setting up a Web 3.0 Women's Speakers Bureau. So I cannot tell you, John, how many time people will call me up and they'll be like, "We really want you to speak here." And when I really get down to it, they really want me because I'm a woman that can speak about Web 3.0 but there are so many women who can do this. And so I wanted to have a place where everybody could come and see how many different diverse people we have that could speak out this. >> Yeah, and that's a great thing because there are a lot of women who can speak on this. They just have to have their voices found. So there's a lot of discovery in that format. Is there any plans to go beyond? You mentioned some workshops, what other things... Can you give another quick highlight of the things else you're doing post the event? >> Yeah, so one of the big things post the event is working with Girls in Tech, and I know you know Adriana. We are going to host on their platform. They have a platform for mentoring. We're going to host a track for Web 3.0 and during International Women's Day, we're going to auction off some NFTs that will contribute to that mentoring platform. So we've got folks like Lazy Lions and Bella and Deadheads that are going to donate NFTs. We'll auction those off and then that will enable the ongoing platform of Girls in Tech to have that mentoring that will be available for the next generation. We'll also do events, both virtually through Twitter spaces and other means as well as in-person events. I just mentioned at South by Southwest which I'm really looking forward to. We're going to have our first in-person event on March the 12th. It's going to be a brunch. A lot of the women told me, John, that they go to all these Web 3.0 or crypto events and everything's like a frat party in the evening. And they're like, "Why can't we just have a nice brunch and sit down and talk about it?" (John laughs) So at South by Southwest that is exactly what we're going to do. We're going to have a brunch and we're going to sit down and talk about it with all of these companies. And John, one of the things that's amazing to me is that we have over 55 companies that are all coming together to support this initiative. To me, that was just overwhelming. I was hoping to get about 20 companies and so far we have 55. So I'm feeling so excited and so empowered by what I see as the potential for this group. >> Yeah, well, first of all, congratulations. That's a really great thing you're doing. If you need place on theCube to post those videos, if you can get copies, we'd be glad to share them as well 'cause it's super important to get all the great minds out there that are working on Web 3.0 and have them showcased. I got to ask you now that you're in the trenches now, doing all this great work. What are some of the buzzwords that people should know about in Web 3.0? You mentioned to five main pillars as well as the ownership, the paradigm shift, we got that. What are some of the buzzword that people should know about? How would you rank those? >> Well, I think there are a couple. Let's see. I mean, one is if you think about it, what is a decentralized application? Some people call them Dapps. Dapps, you'll hear that a lot. And a decentralized application just means that you are leveraging and using multiple forms. There's no centralization of the back end. So everything is decentralized or moving around. Another is the gas fee. This comes up a lot, many people think, "Oh yeah, I put gas in my car." But a gas fee in Web 3.0 is you're actually paying for those decentralized computers that you're using. So in a centralized land, a company owns those computers. In a decentralized land, since you're using all these different assets, you've got to pay for them and that's what the gas fee is for. The gas fee is to pay for those particular types of solutions. And many of these terms that we're talking about minting, what is an NFT, we'll be explaining all of these terms on International Women's Day in that 24 hour Twitter space as well. >> We'll look forward to that Twitter space. We'll share as well. In the Web 3.0 world, when you look at it, when you look at what Unstoppable's doing, it's a paradigm shift. You laid it out there. What is the bottom line? What's the most practical thing people are doing with the domains? 'Cause it is definitely headroom in terms of capability, single sign on, you own your own data, integrating into wallet and decentralized applications and creating this new wave just like the web. More web pages, better search. More pages, the search has to get better, flywheel kicking in. What's the flywheel for Unstoppable? >> Well, I think the flywheel is the really around digital identity. It's why I came to Unstoppable because I believe that the data about you should be owned by you and that identity now travels with you. It's your wallet, it's your healthcare data, it's your educational records, and it's more. So in the future, that digital identity is going to become so much more important than it is today. And oh my gosh, John, it's going to be used in so many different ways that we can't even imagine it now. So for me, I think that digital identity and it really puts that ownership right in the hands of the members, not in anyone else's hands, a company, a government, et cetera. It puts the ownership of that data in your hands. >> I just love these big waves, these shifts, because you mentioned healthcare. Imagine an NFT is that sign on where you don't have to worry about all these HIPAA regulations. You can just say, "Here's me. Here's who I'm trusted." And they don't even know my name, but they know it's trusted. >> And everything just trickles down from there. >> That's right. >> And all the databases are called. It's all immutable. I got my private key. It unlocks so much potential in a new way. Really is amazing. >> I agree. And even just think about education. I was with Arizona State University and so my daughter took some classes at a community college and I wanted to get those classes and have those credits available for her university. How hard is that? Just to get that education and everything is paper and I had to physically sign, I had to physically mail it. It was pretty crazy. So now imagine that your digital identity contains all of your degrees, all of the skills that you've gone through all of your experiences, John. You told me before the show, all different experiences that you have that I didn't know about. I'm sure a lot of people didn't. What if you had that piece of you that would be available that you could use it at any time. >> It's locked in LinkedIn. There's a silo. Again, I'm a huge believer in silo busting going on. This new generation is not going to tolerate experiences that don't fit their mission. They want to have liberation on their data. They don't want to be the product. They want to have the value. >> That's right. >> And then broker that value for services and be able to be horizontally scalable and pop around from place to place without logging in again or having that siloed platform have the data like LinkedIn. You mentioned my resume's on basically LinkedIn, but I got webpages. I got some stories. I got videos. I'm all over the place. I need an NFT. >> And just think about LinkedIn, John. You could say that you graduated from Yale and didn't even graduate from Yale because nobody double checks that but in a wallet, if Yale actually sent that information in so you could verify it. It's that verification that's done over the blockchain, that immutable verification that I find to be very powerful. And John, we were just chatting with some companies earlier today that are Web 2.0 companies and they're like, "Oh, okay. All this is just for people? It's just for consumers?" And I was like, "No, this is for B2B. You've got to start thinking about this as a company." So for example, if you're a company today, how are you going to entice users to let you see some of their data? How are you going to look at ownership when it might be done via a dow and maybe a part of a piece of art, a part of a company, a part of real estate, like Parcel who you guys are going to talk to later on. Look at how that is going to change the world. It's going to change the way funds are raised. It's going to change the way you buy carbon credits, the way you buy art. If you're a consumer company, think about games and endgame economics. People are now playing game that money is real and your brand could be positioned. Have you thought about that? >> Yeah, I think that point you mentioned earlier about Twitter being the user, you had some personal connection, we didn't monetize it. Now with Web 3.0, you own it. One of the things that I see happening and it's coming out a lot of the Unstoppable interviews as well as what we're seeing in the marketplace is that the communities are part owners of the talent of whether it's an artist, a music artist, could be theCube team. The communities are part of the fabric of the overall group ownership. So you're starting to see you mentioned dows, okay? It's one kind of it. So as users become in control of their data and owning it, they're also saying, "Hey I want to be part of someone else." Artists are saying, " Be my stockholder. Own my company." >> That's right. >> So you start to see ownership concept not just be about the individual, it's about the groups. >> Right. And it's about companies too. So I'm hoping that as part of our Unstoppable Women of Web 3.0, we do have several companies who have joined us that are what I would say, traditionally Web 2.0 companies, trying to go over the chasm into Web 3.0. And I do think it's really important that companies of all types and sizes start looking at the implication of that ownership model and what that does. So for example, it's a silly one, but a simple one. I bought a Lazy Lion. It was actually part of my signing bonus, which is also interesting. My signing bonus was an NFT and now my Lazy Lion, I now own that Lazy Lion but the artist also gets a potential percentage of that. I can put my Lazy Lion on a t-shirt. I could name a store after my Lazy Lion because now it's mine. I own it. I own that asset. And now myself and the artists are teamed together. We're like a joint venture together. It's fascinating new models and there are so many of them. After ETHDenver, I was reading some of the key takeaways. And I think the biggest key takeaway was that this space is moving so fast with so much new information that you really have to pick one or two things and just go really deep so that you really understand them versus trying to go so wide that you can't understand everything at one time and to keep up it's a mission today to keep up. >> That interesting example about the Lazy Lion, the artist in relationship with you, that's a smart contract. There's no law firm doing that. It's the blockchain. Disintermediation is happening. >> It's trustless. Back to those five things we talked about. It's on the blockchain, it's decentralized at least partially, it's a digital identity, it's financially beneficial to you and it's trustless. That's what that is. It's a smart contract. There's no in between >> Can't change. It's immutable. Can't hack. Once it's on the blockchain, you're good to go. Sandy, well, congratulations. Great to see you. Unstoppable Women of Web3, WOW3. Great acronym. We're going to support you. We're going to put you on our March 8th site we're putting together. Great to have you on. Congratulations and thanks for sharing the big news. >> Thank you so much, John. Great to be on. >> Okay, this is theCube coverage of Unstoppable Domain partner showcase. I'm John Furrier, your host, here with Sandy Carter. Thanks for watching. (upbeat music)

(upbeat music) >> Hello, everyone welcome to theCube special presentation of the Unstoppable Domains partner showcase. I'm John Furrier, your host of theCube. We have here, Cube alumni, Sandy Carter, SVP and channel chief of Unstoppable Domains. Sandy, great to see you. Congratulations on your new assignment. Exciting new company, and thanks for coming on for the showcase. >> Well, thank you, John. It's so fun to always be here with you through all my companies, it's really great. Thanks for having me. >> Well, it's been pretty amazing what's going on in the world right now. We just had the past Super Bowl which is the biggest event in the world around advertising, a lot of Web 3.0, crypto, blockchain, decentralized applications. It's here, it's mainstream. We've talked off camera many times around the shifts in technology, cloud computing. We're now with Web 3.0 and some are even saying Web 4.0. (Sandy laughs) A lot of technology programmers, people who are building new things are all in the Web 3.0 world. It's really going mainstream. So what's your view on that? I see you're in it too. You're leading it. >> I am in it too. And it's so exciting to be at the verge of the next technology trend that's out there. And I'm really excited about this one, John because this is all about ownership. It's about members not users. It's quite fascinating to be honest. >> What is Web 3.0? What is Web 3.0? Define it for us 'cause you have a good knack for putting things in the perspective. People want to know what does this Web 3.0? What does it mean? >> Okay, great. That's a great question. In fact, I have just a couple of slides because I'm a visual learner. So I don't know if you guys could pop up just a couple of slides for us. So first to me, Web 3.0 is really all about this area of ownership and that's whether it's in gaming or art or even business applications today. In fact, let me show you an example. If you go to the next slide, you will see like with Twitter, and John, you and I were there, I was the first person to onstage announce that we were going to do tweets during a major event. And of course I started on Twitter back in 2008, pretty early on. And now the valuation of Twitter is going up, I got a lot of value and I helped to attract a lot of those early users. But my value was really based on the people, building my network, not based on that monetary valuation. So I really wasn't an owner. I was a user of Twitter and helped Twitter to grow. Now, if you go with me to the next slide you'll see just a little bit more about what we're talking about here and I know this is one of your favorites. So Web 1.0 was about discovery. We discovered a lot of information. Web 2.0 was about reading the information but also contributing with that two-way dialogue with social but Web 3.0 is now all about membership, not being a user but being a member and therefore having an ownership stake in the power of what's coming. And I think this is a big differential, John, if I had to just nail one thing. This would be the big differential. >> That's awesome. And I love that slide because it goes to the progression. Most people think of web 1.0 data, the worldwide web, web pages, browsers, search engines, Web 2.0, better interfaces. You got mobile, you got social networks. And then it got messy, bots and misinformation, users of the product being used by the companies. So clearly Web 3.0 is changing all that and I think the ownership thing is interesting because you think about it, we should own our data. We should have a data wallet. We should have all that stored. So this is really at the heart of what you guys are doing. So I think that's a great way to put it. I would ask you what's your impression when people you talk to in the mainstream industry that aren't in Web 3.0 that are coming in, what's their reaction? What do they think? What do they see? >> Well, a lot of what I see from Web 2.0 folks is that they don't understand it, first of all. They're not sure about it. And I always like to say that we're in the early days of Web 3.0. So we're in that dial up phase. What was that? Was that AOL? Remember that little that they used to make? >> (laughs) You've got mail. >> Yeah, you've got mail. That's right. That's where we are today with Web 3.0. And so it is early days and I think people are looking for something they can hang their hat on. And so one of the things that we've been working on are what would be the elements of Web 3.0? And if you could take me to one more slide and this will be my last slide, but again, I'm a very visual person. I think there are really five basic assumptions that Web 3.0 really hangs its hat on. The first is decentralization, or I say at least partially decentralized because today we're building on Web 2.0 technology and that is okay. Number two is that digital identity. That identity you just talked about, John where you take your identity with you. You don't have identity for Twitter, an identity for LinkedIn, an identity for a game. I can take my identity today, play a game with it, bank with it, now move on to a Metaverse with it, the same identity. The other thing we like to say is it's built on blockchain and we know that blockchain is still making a lot of improvements but it's getting better and better and better. It's trustless, meaning there's no in between party. You're going direct, user, member to institution, if you would. So there's no bank in between, for example. And then last but not least, it's financially beneficial for the people involved. It's not just that network effect that you're getting, it's actually financially beneficial for those folks. All five of those give us that really big push towards that ownership notion. >> One thing I would point out, first of all, great insight, I would also add and and love to get your reaction to it, and this is a great lead into the news, but there's also a diversity angle because this is a global phenomenon, okay? And it's also a lot of young cultural shift happening with the younger generation, but also technologists from all ages are participating and all genders. Everything's coming together. It's a melting pot. It's a global... This is like the earth is flat moment for us. This is an interesting time. What's your reaction to them? >> Absolutely and I believe that the more diverse the community can be, the more innovative it will be. And that's been proven out by studies, by McKenzie and Deloitte and more. I think this is a moment for Web 3.0 to be very inclusive. And the more inclusive that Web 3.0 is, the bigger the innovation and the bigger the power and the bigger that dream of ownership will become a reality. So I'm 100% with you on the diversity angle for sure. >> So big new news tomorrow launching. This is super exciting. First of all, I love the acronym, but I love the news. Take us through the big announcement that you're having. >> Yeah. So John, we are so excited. We have over 55 different companies joining together to form Unstoppable Women of Web 3.0, or we call it WOW3. Unstoppable WOW3. And the mission is really clear and very inclusive. The first is that we want to make Web 3.0 accessible for everyone. The second is we don't want to just say we want it accessible for everyone, we want to help with that first step. We're going to be giving away $10 million worth of domains from Unstoppable which we believe is that first step into Web 3.0. And then we're going to be action oriented. We don't want to just say we're going to help you get started or just say that Web 3.0 is accessible, we're going to launch education, networking, and events. So for example, we've got our first in person event that will occur at South by Southwest. Our first virtual event will occur on March 8th which is International Women's Day and there'll be two components of it. One is an hour YouTube Live so that people can come in and ask questions and then we've got a 24 hour Twitter space. So almost every half an hour or every hour on the hour, you're going to have these amazing women talk to you about what is DeFi? What is minting? What is Web 3.0 all about? Why gaming in Web 3.0? I mean, it's just going to be phenomenal. And in that we want to support each other as we're moving forward. This whole concept of from the very beginning, we want Web 3.0 to be diverse. >> And I want to also point out that you've got some activities on the March 8th International Women's Day but it's always every day in this community because it's a community. So this whole idea of community inclusion continues every day. Talk about those activities you're having on March 8th. Can you share what's happening on International Women's Day? >> Yeah, so first we're going to have a YouTube Live where we're going to go in detail into what is Web 3.0? What is DeFi? What is an NFT and why do they exist? Then we're going to have this 24 hour Twitter spaces where we've got all these different guest speakers from the 55 different companies that are supporting the initiative. We're also going to launch a list of the 100 most inspirational women of Web 3.0. We're going to do that twice a year. And we decided John not to do the top women, but the women that are inspirational, who are pioneering the trail, who are having an impact. And so we want it to be a community. So it's 100 of the most inspirational women of Web 3.0. We're also setting up a Web 3.0 Women's Speakers Bureau. So I cannot tell you, John, how many time people will call me up and they'll be like, "We really want you to speak here." And when I really get down to it, they really want me because I'm a woman that can speak about Web 3.0 but there are so many women who can do this. And so I wanted to have a place where everybody could come and see how many different diverse people we have that could speak out this. >> Yeah, and that's a great thing because there are a lot of women who can speak on this. They just have to have their voices found. So there's a lot of discovery in that format. Is there any plans to go beyond? You mentioned some workshops, what other things... Can you give another quick highlight of the things else you're doing post the event? >> Yeah, so one of the big things post the event is working with Girls in Tech, and I know you know Adriana. We are going to host on their platform. They have a platform for mentoring. We're going to host a track for Web 3.0 and during International Women's Day, we're going to auction off some NFTs that will contribute to that mentoring platform. So we've got folks like Lazy Lions and Bella and Deadheads that are going to donate NFTs. We'll auction those off and then that will enable the ongoing platform of Girls in Tech to have that mentoring that will be available for the next generation. We'll also do events, both virtually through Twitter spaces and other means as well as in-person events. I just mentioned at South by Southwest which I'm really looking forward to. We're going to have our first in-person event on March the 12th. It's going to be a brunch. A lot of the women told me, John, that they go to all these Web 3.0 or crypto events and everything's like a frat party in the evening. And they're like, "Why can't we just have a nice brunch and sit down and talk about it?" (John laughs) So at South by Southwest that is exactly what we're going to do. We're going to have a brunch and we're going to sit down and talk about it with all of these companies. And John, one of the things that's amazing to me is that we have over 55 companies that are all coming together to support this initiative. To me, that was just overwhelming. I was hoping to get about 20 companies and so far we have 55. So I'm feeling so excited and so empowered by what I see as the potential for this group. >> Yeah, well, first of all, congratulations. That's a really great thing you're doing. If you need place on theCube to post those videos, if you can get copies, we'd be glad to share them as well 'cause it's super important to get all the great minds out there that are working on Web 3.0 and have them showcased. I got to ask you now that you're in the trenches now, doing all this great work. What are some of the buzzwords that people should know about in Web 3.0? You mentioned to five main pillars as well as the ownership, the paradigm shift, we got that. What are some of the buzzword that people should know about? How would you rank those? >> Well, I think there are a couple. Let's see. I mean, one is if you think about it, what is a decentralized application? Some people call them Dapps. Dapps, you'll hear that a lot. And a decentralized application just means that you are leveraging and using multiple forms. There's no centralization of the back end. So everything is decentralized or moving around. Another is the gas fee. This comes up a lot, many people think, "Oh yeah, I put gas in my car." But a gas fee in Web 3.0 is you're actually paying for those decentralized computers that you're using. So in a centralized land, a company owns those computers. In a decentralized land, since you're using all these different assets, you've got to pay for them and that's what the gas fee is for. The gas fee is to pay for those particular types of solutions. And many of these terms that we're talking about minting, what is an NFT, we'll be explaining all of these terms on International Women's Day in that 24 hour Twitter space as well. >> We'll look forward to that Twitter space. We'll share as well. In the Web 3.0 world, when you look at it, when you look at what Unstoppable's doing, it's a paradigm shift. You laid it out there. What is the bottom line? What's the most practical thing people are doing with the domains? 'Cause it is definitely headroom in terms of capability, single sign on, you own your own data, integrating into wallet and decentralized applications and creating this new wave just like the web. More web pages, better search. More pages, the search has to get better, flywheel kicking in. What's the flywheel for Unstoppable? >> Well, I think the flywheel is the really around digital identity. It's why I came to Unstoppable because I believe that the data about you should be owned by you and that identity now travels with you. It's your wallet, it's your healthcare data, it's your educational records, and it's more. So in the future, that digital identity is going to become so much more important than it is today. And oh my gosh, John, it's going to be used in so many different ways that we can't even imagine it now. So for me, I think that digital identity and it really puts that ownership right in the hands of the members, not in anyone else's hands, a company, a government, et cetera. It puts the ownership of that data in your hands. >> I just love these big waves, these shifts, because you mentioned healthcare. Imagine an NFT is that sign on where you don't have to worry about all these HIPAA regulations. You can just say, "Here's me. Here's who I'm trusted." And they don't even know my name, but they know it's trusted. >> And everything just trickles down from there. >> That's right. >> And all the databases are called. It's all immutable. I got my private key. It unlocks so much potential in a new way. Really is amazing. >> I agree. And even just think about education. I was with Arizona State University and so my daughter took some classes at a community college and I wanted to get those classes and have those credits available for her university. How hard is that? Just to get that education and everything is paper and I had to physically sign, I had to physically mail it. It was pretty crazy. So now imagine that your digital identity contains all of your degrees, all of the skills that you've gone through all of your experiences, John. You told me before the show, all different experiences that you have that I didn't know about. I'm sure a lot of people didn't. What if you had that piece of you that would be available that you could use it at any time. >> It's locked in LinkedIn. There's a silo. Again, I'm a huge believer in silo busting going on. This new generation is not going to tolerate experiences that don't fit their mission. They want to have liberation on their data. They don't want to be the product. They want to have the value. >> That's right. >> And then broker that value for services and be able to be horizontally scalable and pop around from place to place without logging in again or having that siloed platform have the data like LinkedIn. You mentioned my resume's on basically LinkedIn, but I got webpages. I got some stories. I got videos. I'm all over the place. I need an NFT. >> And just think about LinkedIn, John. You could say that you graduated from Yale and didn't even graduate from Yale because nobody double checks that but in a wallet, if Yale actually sent that information in so you could verify it. It's that verification that's done over the blockchain, that immutable verification that I find to be very powerful. And John, we were just chatting with some companies earlier today that are Web 2.0 companies and they're like, "Oh, okay. All this is just for people? It's just for consumers?" And I was like, "No, this is for B2B. You've got to start thinking about this as a company." So for example, if you're a company today, how are you going to entice users to let you see some of their data? How are you going to look at ownership when it might be done via a dow and maybe a part of a piece of art, a part of a company, a part of real estate, like Parcel who you guys are going to talk to later on. Look at how that is going to change the world. It's going to change the way funds are raised. It's going to change the way you buy carbon credits, the way you buy art. If you're a consumer company, think about games and endgame economics. People are now playing game that money is real and your brand could be positioned. Have you thought about that? >> Yeah, I think that point you mentioned earlier about Twitter being the user, you had some personal connection, we didn't monetize it. Now with Web 3.0, you own it. One of the things that I see happening and it's coming out a lot of the Unstoppable interviews as well as what we're seeing in the marketplace is that the communities are part owners of the talent of whether it's an artist, a music artist, could be theCube team. The communities are part of the fabric of the overall group ownership. So you're starting to see you mentioned dows, okay? It's one kind of it. So as users become in control of their data and owning it, they're also saying, "Hey I want to be part of someone else." Artists are saying, " Be my stockholder. Own my company." >> That's right. >> So you start to see ownership concept not just be about the individual, it's about the groups. >> Right. And it's about companies too. So I'm hoping that as part of our Unstoppable Women of Web 3.0, we do have several companies who have joined us that are what I would say, traditionally Web 2.0 companies, trying to go over the chasm into Web 3.0. And I do think it's really important that companies of all types and sizes start looking at the implication of that ownership model and what that does. So for example, it's a silly one, but a simple one. I bought a Lazy Lion. It was actually part of my signing bonus, which is also interesting. My signing bonus was an NFT and now my Lazy Lion, I now own that Lazy Lion but the artist also gets a potential percentage of that. I can put my Lazy Lion on a t-shirt. I could name a store after my Lazy Lion because now it's mine. I own it. I own that asset. And now myself and the artists are teamed together. We're like a joint venture together. It's fascinating new models and there are so many of them. After ETHDenver, I was reading some of the key takeaways. And I think the biggest key takeaway was that this space is moving so fast with so much new information that you really have to pick one or two things and just go really deep so that you really understand them versus trying to go so wide that you can't understand everything at one time and to keep up it's a mission today to keep up. >> That interesting example about the Lazy Lion, the artist in relationship with you, that's a smart contract. There's no law firm doing that. It's the blockchain. Disintermediation is happening. >> It's trustless. Back to those five things we talked about. It's on the blockchain, it's decentralized at least partially, it's a digital identity, it's financially beneficial to you and it's trustless. That's what that is. It's a smart contract. There's no in between >> Can't change. It's immutable. Can't hack. Once it's on the blockchain, you're good to go. Sandy, well, congratulations. Great to see you. Unstoppable Women of Web3, WOW3. Great acronym. We're going to support you. We're going to put you on our March 8th site we're putting together. Great to have you on. Congratulations and thanks for sharing the big news. >> Thank you so much, John. Great to be on. >> Okay, this is theCube coverage of Unstoppable Domain partner showcase. I'm John Furrier, your host, here with Sandy Carter. Thanks for watching. (upbeat music)

>>Bach from Las Vegas. It's the Q covered AWS executive summit brought to you by extension. >>Welcome back everyone to the cubes live coverage of the Excenture executive summit here at AWS. Reinvent from Las Vegas, Nevada. I'm your host, Rebecca Knight. We are joined by two guests for this segment. We have Greg sly, he is the SVP platform and infrastructure at Verizon. Thank you so much for coming on Greg. Thank you. Happy to be here and almost sad. K he is the managing director, Accenture global network services. Thank you so much. I'm all so Greg, I want to start with you wanting, everyone knows Verizon, it's a household brand. Tell our viewers a little bit just about how big you are, what countries you're in your reach. >>Okay. Well we're a global company. There's about 135 ish thousand employees in the company. The brands and they're, you know, they include Yahoo and AOL and HuffPost and riot and others. So we have a much more global reach with some of those brands overseas for is obviously very well known in the U S and overseas as well. And that's really where our big plays are. Now. We're big in Asia as well with our eCommerce sites and stuff. So it's, it's, it's global and it's everywhere. So, >>so give our viewers an overview of this current state of where you are in your journey to the cloud, the cloud effication of Verizon. >>Sure. So the last probably two years we've really put a lot of focus into moving out of our data centers and into the cloud. We focused primarily on workloads that are right for the cloud because we as during this journey we went, there's obviously huge data lakes and huge amounts of data equipped over two exabytes of data. And trying to move that to the cloud is obviously takes some time. But a lot of our front end apps from anything from, you know, where your order, your phone or where you order services to, whether you're on Yahoo fantasy sports or on finance page, those, those things tend to work well in the cloud and they're built for the cloud for very bursty type workflows. So we spend a lot of time moving a lot of our applications plus all the new Greenfield applications up into the cloud. So we're, we're considerable way down the path now on that. We're now getting to the tail end with these kind of massive data sets on what's our next step for those. And that's what we're working on now. >>Um, well I want to bring you into this conversation a little. What, what are you seeing right now across cross industry, the current state of deployments? >>Yeah, so I mean, just building on what Greg said it's almost a third wave of cloudification that we see now. So you know that we had the desegregation of hardware and software and most operators started to go globally towards cloud and then they sort of had the second way, which was really the own private cloud infrastructures. And now because we are here, you can see clearly the amount of public cloud infrastructure that's starting to come in and become relevant to this deployment. So it's almost a third wave where I see a lot of our clients globally looking at hybrid cloud type models for. And >>that really accelerates that cloudification journey because now you see a lot of workloads moving to a hybrid cloud environment. Just by the size of the ecosystem of suppliers and partners that are involved. We give you a sense of how accelerated this has become. I mean, the last three years I've seen in this event doubling of the number of partners who are just moving their workloads, whether it's compute, storage network to a hybrid cloud in one. So that acceleration has started and we expect in the next two to three years this will become mainstream. That I'm always right. We're been down that exact same journey where we've, we've done a lot of things up into the cloud like in AWS now, but we've also done a private cloud which enabled us as more like a development or a on-prem tool that allowed us to build, learn, and take applications that were not really ready for the cloud, are native for the cloud, build them on prem, wherever, a little bit more freedom to do some things and then learn and then move them up to the public cloud. So we've been down that exact same journey. >>So I also want to ask about a buzzword here, five G five G the arrival of five G. what it means to your industry and whether or not being in the cloud is ness is a necessary prerequisite to really capture all the benefits. >>I'm going to start on me. Sure, go ahead. No, I was just saying if you look at 5g, the reason it's so fundamentally different from previous generations is because 5g opens up a bunch of use cases that traditional TG for genetics did not and the size and skin of those use cases including like billions of devices and having really cool use cases like gaming and health and automotive and robotics in 10 places a huge burden on an infrastructure, which means cloudification does become a massive requisite. The level of skill size devices, latency profiles is something you only get when you are on a cloud infrastructure. So Greg, I agree 100% and this is going to drive new innovation that we've never seen before as we obviously being Verizon. 5g is one of our big, big bats. Obviously. That's one of the things that Andy and Hans talked about yesterday at the announcement here at reinvent and where we're seeing now with clarification, it's, it's literally I think one of the cornerstones of how it's going to work because we're going to have to put so much out to the far edge and out into as close to the customers as we can. >>The only way you're going to do that is through the cloud and using the cloud services like outpost and other services to push that out close to the, to our customers. So 5g and cloud are synonymous. They're going to go hand in hand. It's the only way it's going to work. And when, if I just save one last thing on what Greg said, cloudification was happening anyways and it was a great efficiency driver for all organizations. Five G's almost come in and lit a match and said, here's a lot of revenue opportunities that you can get on top and that has just accelerated >>the whole thing with distribution of five G and cloud. So that that's going to happen. >>Yeah, I think we're really only seeing the beginning. It's so early on in 5g and the journey to the cloud that I think next year's reinvent and the year after that I think we're going to look back and say this was really just the very beginning of what we're learning, what this technology can do for the world. >>I want to ask about innovation and this is something that Andy Jassy talked about in his fireside chat this morning is how AWS maintains its startup mentality even though it is of course a enormous company. How does, how do you think about innovation and approach innovation at Verizon? How do you make sure you are continuing to experiment and push boundaries even though you are a large and complex organization yourself? >>It's a good question. That's something we are always pushing. I think it starts from the top with Hans, he's, he's made one of his key pillars of innovation, of what we have to drive, listening to our customers and building on what they need, but we've spent a lot of time on redefining how we work to adapt to the cloud. So the days of in the past of, you know, we'll do one release every quarter, it's now how many releases a day can you do? And the only way you can do that innovation through bucket testing, through AB testing is literally embracing the cloud and doing small tests here and there on stuff. So it's really now learning from the internet startups, trying to keep that startup mentality in a company the size that's 137,000 employees. But it's building that culture and I think Hans has been a great leader to really drive that, that different way of working. So, >>um, well we've seen a dizzying number of announcements from AWS, new products and new services that are coming out. What are, what is most caught your attention and how are you thinking about how to help clients capture the benefits of what AWS is offering? >>You know, the thing that struck me yesterday when I was looking at the keynote was this is probably the first time there is a recognition in the industry that it's an ecosystem play. And what I mean by that is a lot of the challenges that were seen in the last couple of years around getting 5g mainstream, getting all these things in the market was who does it, who supports them and this whole ecosystem and yesterday's announcement where you know Andy enhance and other carriers like water, phone and so on are coming in and saying, you know what? Let's do this together. Let's collaborate. To me that really hit the Mark because as you start building specific use cases to make this real for a consumer like us, you will see that an ecosystem plays the only way to make this a reality. And that's what really struck me. If you look at Waveland, if you look at local zones, all the announcements that were done yesterday, all of them require app development communities, escalates session partnerships. It requires hardware partnerships, services firms. It requires of omic Accenture to come in and do this secret sauce. So there's lot of things that have to >>be done there. And I believe that's what really caught my eye, that it's an ecosystem. Now you have the amount of collaboration going forward. Is going to be unprecedented because no one company is going to be able to do all of it. >>So how do we, you're both technology veterans. I mean you're just babes. You're, you're just teenagers of course. But thinking about how different it is today versus when you were just beginning your careers in terms of, I mean we have this idea of this cutthroat competitive world of technology, but as you said, there is, these companies need each other. I mean they're there, they're competing of course, but they also desperately need each other to make sure their business models are successful. So can you just describe this landscape for, for our viewers in terms of what you've seen as changes and whether or not these changes are for the good? >>Well, starting in the mainframe days, which is where I started and then kind of went wound, don't, you know, windows NT and the distributed compute, you're right, it was very do it ourselves. We're the only ones that could do it. You have to hide everything from all your competitors because we're providing a solution and nobody sees anybody else a secret sauce. And obviously protecting IP was key. Now we've seen open source take a much broader stroke across the canvas and we've also now everyone's got what are we best at and how do we use that rather than trying to be all things to everybody and building partnerships. So you're right, we have partnerships with company that we compete with, but we also have relationships. We need to work together to make this happen. So it is completely different from what it was 10 years ago, 20 years ago on how you're collaborating on one part of a company who should come. >>Competing is one area, but you're actually collaborating to build a product to go to market together at another one. So it's really interesting. I mean the market forces have changed dramatically. I mean, I remember when I was in my telecom operator days with BT, we used to as great selling or love technology, we used to start in the labs and in the labs we use engineering was a sort of bread and butter. And then this focus on customer centricity in the last couple of years around so much choice, so much availability of solutions in the market. And as Greg said, the collaboration is a must do now. And that's why that focus changed for us. And I see now this customer centricity becoming so important that what does the end user really want? And then that comes with it and realization that says, okay, I am not able to provide this by myself, but I do know how to solve for it. >>And that's when you have to bring in others who can create a solution. You're absolutely right because you know, 10 years ago, 1520 years ago, technology was still so new. Most people weren't comfortable yet and really knew what it could do or what they wanted. And it was a room full of architects designing what it was going to be. Now it's a room full of customers telling you what they want and going out. So it's completely changed now where we'll build what the customer, what we think the customer needs. Now we're building what the customer tells us they want. So it's been a one 80 >>so Greg, I know before the cameras were rolling, you were talking about how you'd been to this conference years ago and now just the growth that it has experienced has really shocked your, your sphere system. Um, what kinds of conversations are you having? What are the messages that you're hearing, a particular letter that are particularly resonant to you right now? This idea of the fourth industrial revolution. Do you buy it? >>I absolutely buy it and it's not just drinking the Koolaid because I work at Verizon. It's actually seeing what's possible in health. What's possible in gaming, automotive industry. Like you were saying at the beginning, it's one thing that struck me in Pedder was through the conversation we were having of how many people I've met here and when I was walking through the expo downstairs I was like, Oh, we have a relationship with them now. We have relationship with them. There's like half the floor down there that we have some sort of relationship with that were other customer or a partner or providing services to that. It's, it's, it's changed where before you'd have a booth and you're like, how many people can we get over there? Now it's like how do we get a booth with our partners that we can talk about a common solution that we're providing back? >>So it's, it's been amazing from like it reinvent four or five years ago it was like one hotel was still pretty full up to like four or five hotels now with with 65,000 people or something. It's, it's amazing. But, but the conversations before too used to be, we can only talk if we go into a private room over here. It's now that there's so many people and so many conversations and they're like, Oh let me pull them all in. Let me pull Rebecca cause we're all talking about the same thing now. So it's become more open. There's still sure there's IP and things we have to protect and we all have our company strategies, but there's now there's so much collaboration, there's a lot more conversations going on now. I mean the focus will now move to how do we operationalize this industrial revolution because that's where a lot of engineering horsepower, a lot of scaling would have to happen in terms of, it would be great to launch health as a service or gaming as a service and all of these things. >>But you know when things go wrong, which Deville in the early years of adoption, somebody is going to have to take the call, somebody is going to have to manage the customers. Somebody who's going to have to, because that's where the test would happen in terms of okay this is going to stick and this is going to work. So to me the next two to three years of this event will be around how do I operationalize and scale what we've now started? Cause I think that's where the rubber is going to hit the road. And I think even at Accenture we see this with all our work. It's moving more and more towards how do I monetize the use cases, how do I now build on it? How do I implement at scale? So that's, that's really what I see happening >>coming up. We were, we're on, we're on the cusp of 2020 there's so many new emerging technologies and of course the old technologies which are still pretty new machine learning, AI, IOT. What are some of the exciting trends that you're looking at coming in next year and the next three to five years in terms of your business and an industry wide? Two ML? >>Well for me there's obviously the stuff that we're talking about with five G and waving, but one that really struck me at this conference was how we're going to be treating data differently or I should say storage of data differently. Where before it was like buy huge storage devices and you'd have petabytes and petabytes or exabytes of data in a data somewhere, data centers somewhere. It's now distributed out to the far edge. It's, it's going to be much more in the cloud, much more dispersed. Obviously that's going to bring challenges around, you know, with, with GDPR, with, with, you know, the, the California protection act, all of those that are coming as well of how we're going to deal with that. So absolutely the 5g and the announcements went on yesterday. But in my slice of the world, looking at how are we going to manage, transform, handle, distribute data and how we're going to protect user's privacy through all of that is really interesting. And I think a new field that we're, it's just changing so rapidly day to day >>and one that's really part of our national conversation too in terms of privacy and security. >>Well I think to me the key trend would be adjacencies. And what I mean by that is we've always been a little bit siloed traditionally in terms of, you know, there is a telco industry solution and then there is a mining solution and then there is a automotive solution, right? And the technology is blurring these lines. Now, you know, like as Greg said, I can have a intelligent 5g conversation with a gentleman, car manufacturing company that I wouldn't have dreamed of having a couple of years ago. So that trend is set to accelerate because 5g edge compute, all of these things are going to be more and more applicable to adjacent industries. And this is why I always believe the telecom sector has a pivotal role, almost a orchestrator role that says as these industries look for solutions we have those, we just haven't adapted and customized are social. That I think would be a big trend. I see other industries are going to cash in on what we've done. >>I'm all, Greg, thank you so much for coming on the cube. A really fascinating conversation. Oh, pleasure. I'm Rebecca Knight. Stay tuned for more of the cubes live coverage of the Accenture executive summit. Coming up in just a little bit.

>>From our studios in the heart of Silicon Valley, Palo Alto, California. This is a CUBE conversation >>and welcome back. You're ready. Jeffrey here with the cue. We're in our Palo Alto studio today for a Q conversation that a little bit of a deeper dive into the Cisco cloud center. We've had an ongoing conversation. There's a, a new component today. We're going to do a deep dive, so we're excited to welcome back to the studio. Uh, Kube alumni, uh, Ali G technical leaders software engineering group from Cisco. All great to see you again. Happy to be here. Absolutely. And joining us from New Jersey via the phone is Michael Chenoweth's. He's a technical marketing engineer from Cisco. Michael, great to see you. Hey rich, see you guys. And I hope you'll go get a cheese steak when they're finished and uh, after grad how you can send it to me. I don't know if that's possible, but uh, yeah. Anyway, welcome. Uh, so let's jump into it. So Cisco cloud center we've been talking about for a while, but today we want to dig into a very specific feature and it's a, it goes technically by a O, but that stands for the action orchestrator Ali. What's action orchestrator? >>Well, action orchestration is a component inside our cloud center suite that brings together cross domain orchestration and it's extremely useful because not only is it valuable for dev ops engineers to orchestrate and maintain and automate their infrastructure, but it's also useful for application developers to define workflow and orchestration in their products as well. So this tool, um, is heavily used throughout the stock, inside the cloud, at the application level, all the way down to the intro level as well. And um, uh, it's made it extremely easy for DevOps engineers to get their hands on the fining workflows and, uh, conditions and logics where they can create, maintain all the appropriate infrastructure that they need. Works very well hand to hand with the current, uh, technology out there like Terraform or Ansible. And, um, it's part of our CloudCenter suites. Huh. >>And is it more on the config side or is it more on kind of the operational workflow side? Correct. >>So it could be used for both. Right. It's so flexible in a matter of, I'm this abstraction of having the orchestration engine outside, uh, enables both developers and dev ops engineers to illustrate and create their workflows. Um, uh, rather, it's again, based on infrastructure or, uh, even networking layers or all the way up the side to the application where if your product requires an orchestration engine in the backend to process work, this, uh, this component definitely plays a big role. Right? So, >>okay, Michael, throw it over to you. >>Yeah, so I think everything that a Ali is saying is absolutely correct. Um, the nice part about it is it's, it's, >>you know, >>it's a product that can really do whatever you imagined. So, I mean, we've seen people use it for business process, for a automation of network, server, cloud, whatever you can think of. It's, it's, um, you know, it's extensible. We're gonna talk about that in a little bit. But really the, the nice part about it is you create the workflows and you designed the way that you want to go. And what I have here, if you could show the next, uh, video is just a little clip of what it would look like to go through a workup. Well, okay, so let's go queue that up and we'll uh, we'll take a walk for it. Let's go to the video number one guys. All right. So yeah, so if you look here, what we're seeing is we're seeing a pre, a view of what Amazon looked like, a beforehand looking at VPCs and subnets. >>And now what we're doing is going through a workflow that is going to show afterwards that those actual VPCs and subnets were created by using a flow. So we're going to do is just pick one flow here, which is called creative for us. And this is just an example. And what you see on the left hand side is something called actions. So these are all the atomic actions that are available. A, but these are just out of the box. We're adding stuff all the time. And these actions can be dragged over to the right and create workflows. And then just think about it as if it's not there, we can create, you can create them in minutes. And we're going to show you that in a little bit too. So right now what I'm gonna show you is the fact that if you click on each one of these actions, there's actually some kind of uh, information that you'll see on the right hand side. >>And this information is how you and figure that particular action. So this particular one's going to create a VPC and you can see the VPC name, you could see the VPC sub-net, um, and whatever other parameters are needed for that particular action. So not a lot to do. You pretty much select the target. And this one already had a target selected, which is Amazon or AWS. And the second action here, if you look down, actually has a parameter two or a couple parameters and one of those parameters you can see the first one is just the name. The second one though is actually using a variable from the previous step. So really, really easy to map stuff different workflow elements and it allows you to quickly kind of glue things together to make things work. So this is just an example again, very simple example that this is going to create infrastructure on Amazon. >>And you can think about using this as part of the process. Like when you're trying to bring up a cloud environment, maybe you run this first, if you run this to say, Hey, I need some infrastructure for that cloud environment and maybe you even want to execute, um, you know, bringing up certain VMs or containers, you can do that afterwards. But this was just a really, really quick showcase. Oh, a simple thing you can do with very few steps that you can then run and it will actually, we're going to run, hit validate here. It just validates the workflow. But once we click around here, it's actually going to create all of that stuff within Amazon. So in the next, in this step, you're going to see the run. You can see that both steps work because they're green. If they didn't work, they'd be red. >>And we're going to show that in one second. Um, but when you click on a step, it actually shows you the input and output of each one of those steps. So it's really, really cool on that all the information that you could possibly think of that you'll need to, to troubleshoot, to look at these things is available in the workflow by just clicking on each one of these steps and seeing what that input and output. So if you can imagine if you had an error there, uh, you could quickly figure out what that is. It would tell you the error, it would tell you what's going on, or if you needed information from a step before you can run it, get the information from the step before and then figure out what values you need for the next step. So really, really cool in that you could look at this workflow, you get all the information you need and it allows you to create these workflows and kind of glue them together really, really quick. >>Uh, and now what I'm going to show you, I believe is in the next part here. I'm just going to illustrate that. If you go over to the runs that we have here, it'll actually keep a list of all of the different runs we did. And you could see one is in red. Well that one in red means that a step didn't work well. Let's click on that step and figure out, Hey, why didn't this step work? Well, this step didn't work because of an error that we got. And if we scroll down to the bottom over here, what we're going to see is the actual error that are had had occurred within this step. So now we know exactly what the problem was and we can fix it within the next step. So in this particular one, um, we, we illustrated right there, uh, that there was some problem with, uh, I think a VPC, um, or the way that I, I sorry, the way that I phrase that VPC or that's something that I'm sorry. >>And uh, it, it, it positive problem, but I fixed it within the next step in. Now you can see that in these declare two screens that the VPC and the sudden that was created automatically within that workflow. Pretty cool. So what, what would they have done to accomplish that in the past? So there'll come a sound the past, and this is the real thing that, that we see. We see that people have all these tools all over the place. Those tools might be, you know, things that are uh, orchestration engines, you know, other products that it might be things, uh, that, uh, they run from the command line, uh, which are, you know, work great together. But what we find is that, you know, there's no central orchestration and when we want to provide is that central orchestration that can run those other tools and also schedule them together. >>So if you use a, if you use other tools besides a AAO, that's fine. We're happy to bring them in. And we could, you could use the valuables, you could use everything that's, that you still use. Okay, now you have all the integration, you have all the variables, you have all the workflow. And not only just for Mayo but from workload manager too. So if you bring up a VM and and bring up a container, you get that information. So there's just a lot of uh, you know, tooling inside that allows you to really take advantage of them. Everything you might already even have. >>Yeah, correct. I mean that was a good demo. And, uh, one of the things I like to point out here is that compared to some of the competitors that are out there with this orchestration engine, uh, I don't want to name anyone particular, but if you look at it, the schema that Michael just showed us in that demo is Jason Bass versus others out. There are some still in XML. The other very beneficial to this is that since this is a component of our cloud center suite, it also gets installed on prem. And what that means is footprint is extremely important when it comes to OnPrem especially. And, uh, with the technology and the cloud native solutions that you know, the team has done inside Cisco, our footprint is very small, uh, due to the technology choices that we use. And writing our services and go and et cetera versus outside competitors are doing it in Java, which have a much more larger footprint on, you know, the infrastructure that clients and customers get to insult. >>So there are a lot of features, uh, with this orchestration engine, uh, that comes when it, uh, when we're trying to compare them with the market and the competitors that are out there. Conditional logic in what Michael just showed us inside the workflows, right. It makes it super simple for someone who has not had any experience coding to put together their workflows and introduced conditions, um, either for loops or if L statements are conditional blocks, whereas in the competitors you have to know a certain amount of programming skills in order for you to do those conditionings. So I feel that that's a great advantage that we have here. So, >>and so do you does a lot of things come packaged out of the box kind of standard processes, standard standard workflows and our processes. Yup. And then what do they coat it in then? If, if, if it is a, a custom workflow that you don't have, how do they go in and manipulate the tool? >>Good question. Because I'm like I mentioned, right? The competitors, you would have to know a certain language in order for you to code those, a logical flows that you want inside your orchestration, right? Inside EO, it's all driven by the DSL, which is all Jason base, right? And the GSL, the DSLR is so powerful that you can introduce if an ELs conditions, you don't have to know a language per se, right? It's just you define your logic, right. And um, the tool actually allows you to provide those flows, those if conditions of the loops, uh, that are required and also defaulting onto fallbacks or etc. So, right. >>I think Becca, you're going to show us a little bit more that, uh, >>yeah, I think that's, that's absolutely key is that, you know, what we're talking about is extensibility here. So the extensibility is, is one thing that we kind of tell because you don't need to be a programmer, but we live in an API world. So we need a way to consume these API. How do we do that in, and you know, companies and businesses that think developer is expensive and it's very hard to get into. So we're trying to take that out of that and say, Hey, we have this engine. So let's take a look at some of that extensibility on the next video that I have here. >>Okay. Pulling that up. So what you're seeing here, uh, is, uh, postmaster. So this is a regular tool that a lot of people use. And what I'm showing is just appall, which is, which is in boost Matt. And this particular call just gets a Smartsheet. So this gets a Smartsheet, uh, from Smartsheets and it just lists what Smartsheets are available and yeah, in a, Oh, I want to be able to create this. And if we look at the time, or I'm doing this in less than five minutes, so I have no calls for Smartsheets, but I want to create a call. So what I did is I created a target for Smartsheets that's an HTTP target. And what that means is that I can connect to Smartsheets and if you look at the bottom, I list the API a address and I list the default path. >>So you don't have to enter that path a million times. So we know that API slash 2.0 is the path that we're always going to use. On top of that, there's always some other kind of, uh, element to that path that you know we're going to need in each particular action that we want to call. So what I'm going to do here is showcase what I did. So in this first step, what I've done is I actually did a generic HTTP requests. So no programming needed. All I had to do is use a URL. People have used the worldwide web, they know how to use URLs. And this one, the cause slash sheets doesn't take a lot of, you know, um, it doesn't take a brain surgeon to figure this out. So ah, really I did slash sheets is, is what I'm calling. And um, you know, I'm using the target and then the next step when I'm doing is I'm setting up a variable that's going to be my output variables. >>So what am I gonna call this? Maybe I'll call it sheets. And really all I'm doing is just setting this up and saying that we are going to call this Sheetz going out of it. And that's about it. So what I've done within a couple minutes is created a new action that's going to be shown on the left hand side. So now you can think of a reusable element. And what I'm showcasing here is I'm actually gonna turn it off and turn it back on just to showcase. But there's something called atomic actions. So I'm just validating that this is running. I'm going to take a look at the atomic action. I'm going to give it a category. So I'm going to put this, the Smartsheet category. So if you could imagine I had a lot of these, a Smartsheet actions, I could just put them all into one category. >>We'll find them on the left hand side, but I'm just going to validate that the atomic action is good. And now what I'm going to show you is that when I call up a new workflow, I can just drag that right from the left hand side and it'll be under smart sheets. It'll be under, you know, get those lists are uh, Smartsheet, um, lists Smartsheets and what it's going to ask for. Now as a token, because you need a token in order to, uh, authenticate with Smartsheet. That's a Smartsheet requirement. So what I'm gonna do is just go over to postman and uh, grabbed that token real quick and um, and then come back over to this page and enter that token in. So, uh, the, the first thing I gonna do is create an input variable and that input variable is going to ask for a token. >>So what that does is it, when I run this in this particular workflow, I could ask for an input variable. And that means every time it runs, it's going to pop up with that variable right now where you're seen as an associate in that variable that I created with that token parameter. And this is a secure string so you can never see what that string is. It's hidden, it's a, you know, it's a, it's made so that it's, it's not ever seen. And um, so now if I run the run, you'll see it asks for a token. Now is actually when I'm going to go over to postman. I'm going to grab that to again a, so you'll see I'm going into postman and post again is just what we use to test these calls. A lot of people use it. It's very industry standard. >>Uh, and I'm just grabbing the token from here. Uh, it's blurred out so that, so that though public can't see it. But I grabbed it and then we'll go back out into here and I hit run and you'll see that I created that action. I brought the accidents who workflow, I ran it, it's running and now it's giving me that exact same output that I would've gotten in postman. But now it's a reusable element. So this just illustrates the extensibility that's available within our product. Again, when we took a couple of minutes and I have an action that I might've needed that wasn't available in this tool, but it was created and it, uh, you know, it works out in the box now, so >>very slick. And so that was with, uh, with Smartsheets, how many connectors do you guys already have pre constructed? >>There are so many. I mean, you know, I don't want to list a lot of different vendors, but you could imagine every dev ops tool is in there. Um, there are connections to Amazon, to Google too, uh, to Coopernetties, to, um, to internally through ACI, through Muraki, through a lot of the Cisco ecosystem. So really there's, there's just a lot available, uh, and it's growing. It's grown tremendously and we're building communities and we just want people to try it, use it, I think really like it. Once they see what it can do. >>Yeah. And I'm just curious all, is this something that then that people are going to be working on all the time or these pretty much, you know, you set your configs and go, go back to work, you set these relationships and go back to work or is this, this is not your work screen, >>this is, I mean, how cool was that, right? Creating those atomic actions and being able to templatize those and, and, and building those building blocks like Lego, right, that in the future you can just build more and more out of and just either add to the complexity without it being complex at all. Right. Um, but going back to your question is a lot of these toolings that are built, um, with EO, the, uh, one of the other advantages that we see that unfortunately some of the competitors don't have outside, um, is that you have the ability of, for different types of events that inside AOL is supportive. So, you know, you as dev ops engineers, they tied them up to scheduling, they tied them up to events coming in from a message queue. So these are workflows that are created get, uh, triggered by these events, which, uh, you know, makes it possible for them to execute at a certain time or for a certain event that gets triggered. Right? So, uh, again, uh, re-usable, uh, Automic workflows and actions that Michael just demonstrated along with, um, having, uh, both engineers and the both engineers, both application developers and dev ops, and I kind of stress it out because how flexible this is, right. Um, for them to define it one time and then have it reusable whenever they want. Right. >>I'm just curious, what's the biggest surprise when you show this to people in the field? Um, what do they get most excited? >>They love it. I mean cut. They immediately say, how can we start using it the next site? Right. And, um, it's, uh, you know, we also have a cloud center suite has a SaaS offering where it's, uh, made it very easy for us to, uh, get them a trial access. So that they can come in, get their foot wet, you know, and try it out. Right. And once they start doing these calls and building these workflows and uh, as a Michael demonstrated these actions where they perform API calls at the very least, right. Uh, they just get hooked to it. Right. And then start using it from their answer. Right. >>Mike, what about you? What's your, uh, what's your favorite response from, from clients when you demo this? W what's the one, two things that really, uh, that really grabs them, gets their attention and gets a big smile on their face? >>Yeah. Well, first and foremost, you see people's minds spinning on, like what use cases have been bothering them that they haven't been able to, to, to like fix, you know, because maybe they're not programmers or maybe they are, but you know, it's just, they thought it would be too complex and too much work. So, you know, I think it's just, it's, it's so open-ended, but you just, the interest in people's faces. It's like the first time, you know, I have a three year old, it's the first time I gave him Legos and he's like, you, I can build stuff. I can do stuff myself. I mean, it's just like that. I mean that's the amazing part of it is that it's so extensible and to build on to what Ali was saying, uh, you know, there's so many ways to trigger it too. So this can work standalone and work by itself. >>Or it can be triggered by an API call. It could be scheduled, it could be called from workload manager. It can be, uh, you know, it can be triggered from a, you know, a rabid. It could be triggered from PACA. There's so many different things that you can do to trigger these workflows that it just makes it so that it can integrate with other products and you can integrate other products. Right? So it really becomes that glue that kind of ties everything together. I mean, we really, really think about it as building blocks or Legos or something like that. Um, it just is really extensible, really easy to use. And you know, we think it's a real game changer. >>Great. All right. All a last word. Where do people go to get more information if they can't see that cool demo on that DVD screen on their phone? >>So, um, we definitely recommend them to go to cloud center suite. Uh, you know, if you easily Google it on Cisco, uh, website or on Google itself, you know, you'll see it, uh, apart from, uh, first or second links. But definitely check out CloudCenter suite action orchestrator is where you would like to visit and learn more about this tool and this component. So. >>All right, well thanks for, uh, for stopping by and uh, thanks for joining us from New Jersey, Michael. Oh, thank you. And I'll send you a cheese. All right. I'm, I don't know if I want that in the mail, but we'll see. We can make fast shit, but all right. Thanks again for stopping by. He's only T's Michael. I'm Jeff. You're watching the cube. We're in our Palo Alto studios. Thanks for watching. We'll see you next time. >>okay.

>> Narrator: From Sand Hill Road, in the heart of Silicon Valley, it's the CUBE. Presenting, The People First Network, insights from entrepreneurs and tech leaders. >> Hello everyone welcome to this special CUBE conversation, I'm John Furrier, host of theCUBE. We're here at Mayfield Fund, on Sand Hill Road and Menlo Park. As part of Mayfield's People First Network, co-creation with SiliconANGLE and theCUBE and Mayfield. Next guest, Beth Devin, Managing Director of Innovation Network and Emerging Technologies at Citi Ventures. Thanks for coming on. >> Thanks for having me. >> Hey, thanks for coming in. We're here for the Mayfield fiftieth anniversary, where they're featuring luminaries like yourself, and we're talking about conversations around how the world's changing and the opportunities and the challenges can be met, and how you can share some of your best practices. Talk about what your role is at Citi Ventures and what your focus is. >> Sure, sure, and boy howdy, has it been changing. It's hard to keep up with. I've been at Citi Ventures about two years and one of the reasons I joined was to stand up an Emerging Technology practice. Citi Ventures does a lot of work in corporate venture investing. We tend to be strategic investors, for start up companies that are aligned with the strategy of Citi, as well as our client. We serve probably, eighty percent of the Fortune Five Hundred companies in the world. But we also are a really important part of the innovation ecosystem at Citi. Which is looking at how to drive culture change, broaden mindset, and really, enlist our employees to be part of the innovation process. So, we have an internal incubator, we have a Shark Tank-like process we call Discover Ten X. And what I really bring to the table with my team is monitoring, and learning about, and digesting technology that's not quite ready for commercialization but we think it might be disruptive in a good or challenging way for the bank or our clients. We try to educate and provide content that's helpful to our executives, and just the employee body at large. >> I want to get into a LinkedIn post you wrote, called the Tech Whisperer, which I love. >> Thank you. >> You're there to identify new things to help people understand what that is. But that's not what you've done. You've actually implemented technology. So, on the other side of the coin, in your career. Tell us about some of the things you've done in your career, because you've been a practitioner. >> Beth: Yeah. >> and now you're identifying trends and technologies, before you were on the other side of the table. >> That's right, and sometimes I'll tell you, I have that itch. I miss the operator role, sometimes. Yeah, you know, I feel so fortunate I sort of stumbled on computer science early when I was going to school. And, the first, I'd say twenty years of my career, were working in enterprise I.T, which at that time I couldn't even have made that distinction, like why do you have to say enterprise I.T. I was a software developer, and I was then a DBA, and I even did assembler language programing. So way back when, I think I was so fortunate to fall in to software engineering. It's like problem solving, or puzzle making, and you with your own brain and sort of typing can figure out these problems. Then over the years I became more of a manager and a leader, and sort of about a reputation for being somebody you could put on any hard problem and I'd figure a way out. You know tell me where we're trying to go it looks knotty, like not a fun project, and I would tackle that. And then I'd say, I had some experience working in lots of different industries. Which really gave me an appreciation, for you know, at the end of the day, we can all debate the role that technology plays in companies. But industries, whether it's health care or media, or financial services. There's a lot of the same challenges that we have. So I worked at Turner Broadcasting before it was acquired, you know by Time Warner and AOL. And I learned about media. And then I had a fantastic time working at Charles Schwab. That was my first big Financial Services role when it came back to the bay area. I worked at Art.Com, it was a need converse company, the first company I worked at where I was in charge of all the technology. We had no brick and mortar, and if the technology wasn't working, we weren't earning revenue, in fact, not only that, we were really making customers angry. I also had a role at a start up, where I was the third person to join the company, and we had a great CEO who had a vision, but it was on paper. And we hadn't really figured out how to build this. I was very proud to assemble a team, get an office, and have a product launch in a year. >> So you're a builder, you're a doer, an assembler, key coding, hexadecimal cord dumps back in the day. >> Way back when. We didn't even have monitors. I'll tell ya, it was a long time ago. >> Glory days, huh? Back when we didn't have shoes on. You know, technology. But what a change. >> Huge change. >> The variety of backgrounds you have, The LinkedIn, the Charles Schwab, I think was during the growth years. >> And the downturn, so we got both sides. >> Both sides of that coin, but again, the technologies were evolving. >> Yes. >> To serve that kind of high frequency customer base. >> Beth: That's right. >> With databases changing, internet getting faster. >> It has. >> Jeff: More people getting online. >> We were early adopters, I'll tell you. I still will tell people, Charles Schwab is one of the best experiences I have, even though at the end I was part of the layoff process. I was there almost seven years, and I watched, we had crazy times in the internet boom. Going in 98, 99, 2000, I can't even tell you some of the experiences we had. And we weren't a digital native. But we were one of the first companies to put trading online, and to build APIs so our customers could self service, and they could do that all online. We did mobile trading. I remember we had to test our software on like twenty different phone sets. Today, it's actually, so much easier. >> It's only three. Or two. Or one. Depending on how you look at it. >> That's right. We couldn't even test on all the phone sets that were out then. But that was such a great experience, and I still, that Schwab network, is still people I'm in touch with today. And we all sort of sprinkled out to different places. I think, I dunno, there's just something special about that company in terms of what we learned, and what we were able to accomplish. >> You have a fantastic background. Again the waves of innovation you have lived through, been apart of, tackling hard problems, taking it head on. Great ethos, great management discipline. Now more than ever, it seems to be needed, because we're living in an age of massive change. Cause you have the databases are changing, the networks changing, the coding paradigms changing. Dev ops, you've got the role of data. Obviously, mobile clearly is proliferated. And now the business models are evolving. Now you got business model action, technical changes, cultural people changes. All of those theaters are exploding with opportunity, but also challenges. What's your take on that as you look at that world? >> You know, I'm a change junkie, I think. I love when things are changing, when organizations are changing, when companies are coming apart and coming together. So for me, I feel like, I've been again, so fortunate I'm in the perfect place. But, one of the things that I really prided myself on early in my career, is being what I call the bridge, or the, the translator between the different lines of business folks that I work with. Whether it was head of marketing, or somebody in a sales or customer relationship, or service organization, and the technology teams I built and led. And I think I've had a natural curiosity about what makes a business tick, and not so much over indexing on the technology itself. So technology is going to come and go, there's going to be different flavors. But actually, how to really take advantage of that technology, to better engage your customers, which as you said, their needs and their demands are changing, their expectations are so high. They really set the pace now. Who would have though that ten years ago we'd live in an environment where industries and businesses are changing because consumers have sort of set the bar on the way we all want to interact, engage, communicate, buy, pay. So there's this huge impact on organizations, and you know, I have a lot of empathy for large established enterprises that are challenged to make it through this transformation, this change, that somehow, they have to make. And I always try to pay attention on which companies have done it. And I call out Microsoft as an example. I can still remember several years ago, being at a conference. I think it was Jeffrey Moore who was speaking, and he had on one slide... Here's all the companies in technology that have had really large success. Leading up to the internet boom days, there would be a recipe for the four companies that would come together. I think it was Sun, Oracle, and Microsoft. And then he said, and now here's the companies of today. And most young people coming out of college, or getting computer science degrees won't use any of these old technology companies. But Microsoft proved us all wrong, but they did it, focused on people, culture, being willing to say where they screwed up, and where they're not going to focus anymore, and part ways with those parts of their business. And really focus on who are their customers, what are their customer needs. I think there's something to be learned from those changes they made. And I think back to the Tech Whisperer, there's no excuse for an executive today, not to at least understand the fundamentals of technology. So many decisions have to be made around investment, capital, hiring, investment in your people. That without that understanding, you're sort of operating blind. >> And this is the thing that I think I love, and was impressed by that Tech Whisperer article. You know, a play on the Horse Whisperer, the movie. You're kind of whispering in the ears of leaders who won't admit that they're scared. But they're all scared! They're all scared. And so they need to get, maybe it's cognitive dissonance around decision making, or they might not trust their lead. Or they don't know what they're talking about So this certainly is there, I would agree with that. But there's dynamics at play, and I want to get your thoughts on this. I think this plays into the Tech Whisperer. The trend we're seeing is the old days was the engineers are out coding away, hey they're out there coding away, look at them coding away. Now with Cloud they're in the front lines. They're getting closer to the customer, the apps are in charge. They're dictating to the infrastructure what can be done. With data almost every solution can be customized. There's no more general purpose. These are the things we talk about, but this changes the personnel equation. Now you got engineering and product people talking to sales and marketing people, business people. >> And customers. >> They tend not to, they traditionally weren't going well. Now they have to work well, engineers want to work with the customers. This is kind of a new business practice, and now I'm a scared executive. Beth, what do I do? What's your thoughts on that dynamic? >> You know, I'm not sure I would have had insight in that if I hadn't had the oppurtunity to work at this little start up, which we were a digital native. And it was the first time I worked in an environment where we did true extreme programming, pair programming, we had really strong product leads, and engineers. So we didn't have project managers, business analysts, a lot of things that I think enterprise I.T tends to have. Because the folks, historically, at an enterprise, the folks that are specifying the need, the business need, are folks in the lines of business. And they're not product managers, and even product managers, I say in banking for example, they aren't software product managers. And so that change, if you really do want to embrace these new methods and dev ops, and a lot of the automation that's available to engineering and software development organizations today, you really do have to make that change. Otherwise it's just going to be a clumsy version of what you use to do, with a new name on it. The other thing though that I would say, is I don't want to discount for large enterprises is partnerships with start up companies or other tech partners. You don't need to build everything. There's so much great technology out there. You brought up the Cloud. Look at how rich these Cloud stacks are getting. You know, it's not just now, can you provision me some compute, and some storage, and help me connect to the internet. There's some pretty sophisticated capabilities in there around A.I and machine learning, and data management, and analysis. So, I think overtime, we'll see richer and richer Cloud stacks, that enables you know, every company to benefit from the technology and innovation that's going on right now. >> Andy Jassy, the CEO of Amazon Web Search, has always said whenever I've interviewed him, he always talks publicly now about it is, two pizza teams, and automate the undifferentiated heavy lifting. In tech we all know what that is, the boring, mundane, patching, provisioning, ugh. And deploying more creative research. Okay so, I believe that. I'm a big believer of that philosophy. But it opens up the role, the question of the roles of the people. That lonely DBA, that you once were, I did some DBA work myself. System admins, storage administrator, these were roles, network administrator, the sacred God of the network, they ran everything. They're evolving to be much more coding oriented, software driven changes. >> It's a huge change. And you know, one thing that I think is sad, is I run into folks often that are, I'll just say, technology professionals, just say, you know, we're at large. Who are out of work. You know, who sort of hang their head, they're not valued, or maybe there's some ageism involved, or they get marked as, oh that's old school, they're not going to change. So, I really do believe we're at a point, where there's not enough resources out there. And so how we invest in talent that's available today, and help people through this change, not everybody is going to make it. It starts with you, knowing yourself, and how open-minded you are. Are you willing to learn, are you willing to put some effort forth, and sort of figuring out some of these new operating models. Because that's just essential if you want to be part of the future. And I'll tell you, it's hard, and it's exhausting. So I don't say this lightly, I just think. You know about my career, how many changes and twists and turns their have been. Sometimes you're just like, okay I'm ready, I'm ready to just go hiking. (Beth laughs) >> It can be, there's a lot of institutional baggage, associated with the role you had, I've heard that before. Old guard, old school, we don't do that, you're way too old for that, we need more women so lets get women in. So there's like a big dynamic around that. And I want to get your thoughts on it because you mentioned ageism, and also women in tech has also grown. There's a need for that. So there's more opportunities now than ever. I mean you go to the cyber security job boards, there are more jobs for cyber security experts than any. >> Oh, I'll tell you, yesterday, we held an event at our office, in partnership with some different start ups. Because that's one of the things you do when you're in a corporate venture group, and it was all on the future of authentication. So it was really targeted at an audience of information security professionals and chief information security officers. And it was twenty men and one woman. And I thought, wow, you know I'm use to that from having been a CIO that a lot of the infrastructure roles in particular, like as you were saying, the rack and stack, the storage management, the network folks, just tend to be more male dominant, than I think the product managers, designers, even software engineers to some extent. But here you know, how many times can you go online and see how many openings there are for that type of role. So I personally, am not pursuing that type of role, so I don't know what all the steps would need to be, to get educated, to get certified, but boy is there a need. And that needs not going to go away. As more, if everything is digitized and everything is online. Then security is going to be a constant concern and sort of dynamic space. >> Well, we interview a lot of women in tech, great to have you on, you're a great leader. We also interview a lot of people that are older. I totally believe that there's an ageism issue out there. I've seen it first hand, maybe because I'm over fifty. And also women in tech, there's more coming but not enough. The numbers speak for themselves. There's also an opportunity, if you look at the leveling up. I talked to a person who was a network engineer, kind of the same thing as him, hanging his head down. And I said, do you realize that networking paradigm is very similar to how cyber works. So a lot of the old is coming back. So if you look at what was in the computer science programs in the eighties. It was a systems thinking. The systems thinking is coming back. So I see that as a great opportunity. But also the aperture of the field of computer science is changing. So it's not, there are some areas that frankly, women are better than men at in my opinion. In my opinion, might get some crap for that. But the point, I do believe that. And there are different roles. So I think it's not just, there's so much more here. >> Oh, that's what I try to tell people. It's not just coding, right. There's so many different types of roles. And unfortunately I think we don't market ourselves well. So I encourage everyone out there that knows somebody. (Beth laughs) Who's looking-- >> If someone was provisioned Sun micro-systems, or mini computers, or workstations, probably has a systems background that could be a Cloud administrator or a Cloud architect. Same concepts. So I want to get your thoughts on women in tech since you're here. What's your thoughts on the industry, how's it going, things you advise, other folks, men and women, that they could do differently. Any good signs? What's your thoughts in general? >> Yeah so, first of all, I'm just a big advocate for women in general. Young girls, and, young women, just getting into the work force, and always have been. Have to say again, very fortunate early in my career working for companies like a phone company, and Schwab, we had so many amazing female leaders. And I don't even think we had a program, it was just sort of part of the DNA of the company. And it's really only in the last couple of years I really seen we have a big problem. Whether it's reading about some of the cultures of some of the big tech companies, or even spending more time in the valley. I think there's no one answer, it's multifaceted. It's education, it's families, it's you know, each one of us could make a difference in how we hire, sort of checking in what our unintended biases are, I know at Citi right now, there's a huge program around diversity and inclusion. Gender, and otherwise. And one of the ways I think it's going to be impactful. They've set targets that I know are controversial, but it holds people accountable, to make decisions and invest in developing people, and making sure there's a pipeline of talent that can step up into even bigger roles with a more diverse leadership team. It will take time though, it will take time. >> But mind shares are critical. >> It absolutely is. Self-awareness, community awareness, very much so. >> What can men do differently, it's always about women in tech, but what can we, what can men do? >> I think it's a great question. I would say, women can do this too. I hate when I see a group together, and it's all women working on the women issue. Shame on us, for not inviting men into the organization. And then I think it's similar to the Tech Whisperer. Don't be nervous, don't be worried, just step in. Because, you know, men are fathers, men are leaders, men are colleagues. They're brothers, they're uncles. We have to work on this together. >> I had a great guest, and friend, I was interviewing. And she was amazing, and she said, John, it's not diversity and inclusion, it's inclusion and diversity. It's I-N-D not D-I. First of all, I've never heard of it, what's D-N-I? My point exactly. Inclusion is not just the diversity piece, inclusion first is inclusive in general, diversity is different. So people tend to blend them. >> Yes they do. >> Or even forget the inclusion part. >> Final question, since you're a change junkie, which I love that phrase, I'm kind of one myself. Change junkies are always chasing that next wave, and you love waves. Pat Gelsinger at VMWare, wave junkie, always love talking with him. And he's a great wave spotter, he sees them early. There's a big set of waves coming in now, pretty clear. Cloud has done it's thing. It's only going to change and get bigger, hybrid, private, multi Cloud. Data, AI, twenty year cycle coming. What waves are you most excited about? What's out there? What waves are obvious, what waves aren't, that you see? >> Yeah, oh, that's a tough one. Cause we try to track what those waves are. I think one of the things that I'm seeing is that as we all get, and I don't just mean people, I mean things. Everything is connected, and everything has some kind of smarts, some kind of small CPU senser. There's no way that our existing, sort of network, infrastructure and the way we connect and talk can support all of that. So I think we're going to see some kind of discontinuous change, where new models are going to, are going to absolutely be required cause we'll sort of hit the limit of how much traffic can go over the internet, and how many devices can we manage. How much automation can the people and an enterprise sort of oversee and monitor, and secure and protect. That's the thing that I feel like it's a tsunami about to hit us. And it's going to be one of these perfect storms. And luckily, I think there is innovation going on around 5G and edge computing, and different ways to think about securing the enterprise. That will help. But it couldn't come soon enough. >> And model also meaning not just technical business. >> Absolutely. Machine the machine. Like who's identity is on there that's taken an action on your behalf, or the companies behalf. You know, we see that already with RPA, these software robots. Who's making sure that they're doing what they're suppose to do. And they're so easy to create, now you have thousands of them. In my mind, it's just more software to manage. >> And a great contrary to Carl Eschenbach, former VMware CEO now at Sequoia, he's on the board of UIPath, they're on the front page of Forbes today, talking about bots. >> Yes, yes, yes, I've heard them speak. >> This is an issue, like is there a verification. Is there a fake bots coming. If there's fake news, fake bots are probably going to come too. >> Absolutely they will. >> This is a reality. >> And we're putting them in the hands of non-engineers to build these bots. Which there's good and bad, right. >> Regulation and policy are two different things, and they could work together. This is going to be a seminal issue for our industry. Is understanding the societal impact, tech for good. Shaping the technologies. This is what a Tech Whisperer has to do. You have a tough job ahead of you. >> But I love it. >> Jeff: Beth thank you for coming on. >> Thank you for having me. >> I'm Jeff Furrier for the People First Network here at Sand Hill Road at Mayfield as part of theCUBE and SiliconANGLE's co-creation with Mayfield Fund, thans for watching.

>> fly from San Francisco. It's the Cube covering Google Cloud next nineteen Tio by Google Cloud and its ecosystem partners. >> Run. Welcome to the Cube here, live in San Francisco on Mosconi South were on the floor at Google. Next twenty nineteen. Hashtag Google Next nineteen. I'm John for my co host this week for three days and wall to wall coverage of Google's cloud conference is with Dave. Alonso Has too many men. Guys day one of three days of wall to wall coverage. We got Thomas Curry in the new CEO on the job for ten weeks. Took the realm from Diane Green. Thirty five thousand attendees. It's packed. It's definitely a developer crowd. It feels a lot like a WS, not a corporate show like Microsoft or IBM or others or Oracle. It's really more about developers. We just heard the Kino. Google's making some moves. The new CEO is gonna put on a show. He saw two customers you see in the positioning. Soon DARPA Kai, the CEO of Google, came out really kind of. Ah, interesting keynote Feels like Thomas's that's gonna shake that Oracle off, but he's guns blaring. Some new announcements. Guys, let's do a round upon the keynote. >> Yeah. So, John, as you said, a great energy here that this place is bustling sitting here where we are, we could see everybody is going through the Expo Hall. As you said. Is Google serious about this? This whole cloud activity? Absolutely. There's no better way than to have your CEO up. There we go, The Amazon show. You don't see Jeff Bezos there into the Microsoft shows? You know, you don't usually see you know their CEO. There you have the Cloud Group does the cloud thing, but absolutely. Cloud is a critical piece of what Google is doing. And it's interesting because I actually didn't feel as geeky and his developer focused as I would expect to see at a Google show. Maybe they've heard that feedback for years that, you know, Google makes great stuff, but they're too smart in there, too geeky When you go to the Amazon show, they're announcing all of the different, you know, puting storage pieces and everybody's hooting and hollering. Here it was a little bit more business. It was high level. They had all these partners out on stage and customers out on stage. Many of them, you know, you talk about retail and health care and all these other ones where you say, Okay, Amazons, a major competitor there. So, you know, can Google stake their claim as to how they're going to move up from the number three position and gain more market share? You know, as they fit into the multi cloud, which we know we're going to spend a lot of time on, wears their position in this cloud space today. >> What your thoughts. >> Well, first of all, there's a big show. I mean, it's we're here at IBM thick in February. This feels like a much, much larger event, Number one Stew said. It's really much more developer heavy, I think. John, there's no question people don't question Googles Global Cloud Presence. Soon Dar talked about two hundred countries, ninety cloud regions fifty eight plus two new data centers. So no question there. But there are questions as to whether or not Google could move beyond search and maps and Gmail and really be a big cloud player for Enterprise Cloud that really is to the elephant in the room. Can Google innovate and attractive CEOs? They showed a number of customers, not nearly, of course, as many as what Amazon or even Microsoft would show. They're talking about ecosystem. To me, that ecosystem slide. It's got a cord truthful this year to really show some progress. But you've got new leadership as we talked about last year, John and love to get your thoughts on this. Google's playing the long game. They've got the best tech and you know they've got great data. Great. Aye, aye. I want to take >> into the new rebranding of the Google Cloud platform, which is now called Antos, which is a Greek word for flour. We kind of had visibility into This would kind of start coming. But before we get into that, I want to just kind of point out something that we've reported on looking angle, some that we've been saying on Twitter on DH about Diane Greene. It's been reported that she was fired from Google for missing on red hat. All these rumors, but interesting Thomas Koreans first words, a CEO on stage. It was a direct shout out to Diane Greene. I think this validates our reporting and our analysis that Diane Green absolutely helped hire curry and work with the boy workers Sundar And essentially, because she was the architect of rebuilding Google Clouds Enterprise chops the team there that she recruited we've been following and covering. Diane Green built that foundation. She passed the torch. Thomas Curry. This was not a Diane Green firing, so I think I think Thomas Carrion nice gesture on Diane Green kind of sets the table and validates and preserves her legacy as the rebuilder re architect of Google Cloud. >> Pretty interesting. Yeah. I mean, you know, I think this where there's some smoke, there's fire that don't think Diana Corning court fired. I think you know that she was under a lot of pressure. She was here for seven years. I think they probably felt like Okay, now it's time to really bring somebody in. Who wants to take this to the next level? And I'll die unnecessarily had the stomach for that >> John Really great points there. But it does talk about you know what is the culture of Google? You know, the elephant The room is what is Google? Google makes you know most of their money on advertising. That's not what Google Cloud is. It doesn't fit into the additional model. You know, Google's culture is not geared for the enterprise. As you know that the critique on Google for years has been We make really great stuff and you need to be Google E. And you need to do things the way we do Thomas Koreans out there. We need to meet customers where they are today. That's very much what we hear in the Enterprise. That that's what you hear. You know when you talk about Amazon or Microsoft, they're listening to their customers. They're meeting them at their business applications there, helping them build new environment. So, you know, will Google be a little less googly on DH? Therefore, you know, meet customers and help work them, and that leads to the multi clouding the anthros discussed. >> We heard a lot about that today. I mean, John, you've pointed out many, many times that Cooper Netease is the linchpin to Google strategy. It's really you know, that was the kind of like a Hail Mary relative Tae Ws and that's what we heard today. Multi cloud, multi cloud, multi cloud, where is with a W s. And certainly to a lesser extent, Oracle. It's Unit Cloud Multi Cloud is more expensive is what they tell us. Multi cloud is less secure. A multi cloud is more complex. Google's messaging is exactly the opposite of >> that. So, Dave, just to poke it that a little bit, is great to see Sanjay *** Inn up on stage with VM wear. But where we last cvm were to cloud show. It's an Amazon. They've got a deep partnership here. Cooper Netease is not a differentiator for Google. Everybody's doing it. Even Amazon is being, you know, forced to be involved in it. Cisco was up on stage. This guy's got a deep partnership with Amazon and a ks. So you know, Cooper Netease is not a magic layers. Good job, Ada said on the Cube. Q. Khan. It is something that you know Google, that management layer and how I live in a multi cloud environment. Yes, Google might be further along with multi cloud messaging, then say Amazon is, But you know, Amazons, the leader in this space and everybody that has multiple clouds, Amazons, one of them, even the keynote >> This morning aboard Air Force right eight, I was forced into Cooper days you're not CNW s run demos that show, you know, a target of the Google clouded the Microsoft. You saw that today from Google >> while we see how the Amazon demos with our oracle. But that's the result. Let's let's hold off on the partisan saying, Let's go through the Kino So the Diane Green comment also AOL came out. Who runs VP of Engineer. He's the architect. One. This Antos product. Last year, they announced on G. C. P s basically a hybrid solution G a general availability of Antos, which has security built in out of the box. Multi cloud security integrated for continues integration, confused development, CCD pipeline ing very key news and that was really interesting. This is such a their new platform that they've rebranded called Antos. This is a way for them to essentially start posturing from just hybrid to multi cloud. This is the shift of of Google. They want to be the on premise cloud solution and on any cloud, your thoughts. >> You know, the demo said it all. The ability to take V m movement two containers and move them anywhere right once and move anywhere and that, I think, is is the key differentiator right now. Relative to certainly eight of us. Lesser extent Microsoft, IBM right there with red hat. That's to me The interesting angle >> Here. Look, Google has a strong history with Ken Containers. If you if you scroll back to the early days of doctor twenty fourteen, twenty, fifty, Google's out there as to how many you know, it just so many containers that they're building up and tearing down. However you go to the Microsoft. So you go to the Amazon show. We're starting to talk a lot more about server list. We're gonna have the product lead for surveillance on today. I'm excited to dig into that because on a little bit concerned that Google is so deep in the containers and how you Burnett eases, they're looking for, like a native to connect the pieces, but that they are a little bit behind in some of the next generation architectures built on journalists for death. >> I want to make a point here if you're not the leader in cloud which, you know in Enterprise Cloud, which Google is not, you know, IBM is not or, you know, Oracle is not okay, fine, but if you don't have a cloud like Cisco or Dell or VM, where you have to go after multi cloud. Amazon's not in a rush to go after multi cloud. There's no reason down the road. Amazon can't go after that opportunity. To the extent that it's a real tam, it's There's a long way to go. Talk about early innings were like having started the game of Outpost >> hasn't even been spect out. Yes, sir, there has not been relieved. So we're seeing what Amazon's got knowing they are the clouds. So they're the incumbent. Interesting enough on Jennifer Lin. You mention the demo. Jennifer Lin Cube alumni. We gonna interview her later. She introduced on those migrate Kind of reminds me of some of the best shows we have the migration tools and that migrates work clothes from PM wears into containers running in containers. As you mentioned. A. This is an end and no modified co changes. That's a big deal, >> John. Exactly on Twitter, people are going. Is this the next emotion? You know, those of us who've been in the industry while remember how powerful that was able to seamlessly migrate? You know, the EMS and containers at, You know, I shouldn't have to think about Colin building it where it lives. That was the promise of has for all those years and absolutely things like uber Netease what Google's doing, chipping away at that. They're partnering with Cisco, there partner with pivotal parting with lots of companies so that that portability of code isa lot of >> Master Jack is a cloud of emotion. I mean, we know what the motion did in the Enterprise. >> To me, that's the star. The keynote is actually the rebranding associate positioning thing. But the star of the show is the Jennifer Lin demo, because if anthems migrate actually works, that's going to tell. Sign to me on how fast Google can take territory now. What's interesting also with the announcements, was, I want to get you guys thoughts on this because we cover ecosystems, we cover how Cloud and Enterprise have been pardoning over the years. Enterprise is not that easy. Google has found out the hard way Microsoft is done really well. They've installed base. Google had stand this up from the beginning again. Diane Greene did a great job, but now it's hard. It's a hard nut to crack. So you see Cisco on stage. Cisco has huge enterprise. Cloud the em Where comes on stage? David Gettler Gettler, the VP of engineering of Cisco, one of their top executives on stage. And he has Sanjay *** and keep alumni came on. Sanjay had more time. Francisco. So you have two companies who kind of compete? NSX. We have suffered a fine Cisco both on stage. Cisco, absolutely integrating into We covered on silicon angle dot com just posted it live where Cisco is actually laying down their container platform and integrating directly into Google's container platform to offer a program ability End to end. I think that's something that didn't get teased out on the keynotes doing, because this allows for Google to quickly move into the enterprise and offer true program ability of infrastructure. This is the nirvana of infrastructure is code. This is what Dev Ops has been waiting for. Still your thoughts on this because this could be a game changer. Hydro, what's an A C I. This could put pressure on VM, where with the containers running in platform and the Cisco relationship your thoughts. >> So John Cisco has a broad portfolio. When you talk about multi cloud, it's not just the networking components, it's the eyes, absolutely apiece. But that multi cloud management, uh, is a layer that Cisco has, you know, been adding two and working on for a lot of years, and they've got very key partnerships. So making sure, you know, seeing right seeing David vehicular onstage here. Proof, Cisco, lot of enterprise customers him where, Of course, six hundred thousand customers. They're So Google wants to get into these accounts. You look at, you know, Microsoft strength of their enterprise agreements that they have. So how will Google get into some of these big accounts? Get into the procurement, get into the environment? And there's lots of different methods and partnerships We said our credit >> David vehicular undersold the opportunity here. I mean, when it comes to he did at working Inter Cloud. Sisko is in the poll possession position to basically say we got the best network, the highest performance networks, the most secure networks, and we're in a position to connect all these clouds. And to me, that didn't come out today. So when you think about multi cloud, each of these companies is coming at it from a position of strength. Cisco. Very clearly dominant networking VM wear in virtual ization and I think that came through. And Sanjay *** ins, you know, keynote. I think again Gettler undersold it, but it's a great opportunity for Cisco and Google. >> Well, I think Google has a huge opportunity. It Cisco because if they have a go to market joint sales together, that could really catapult Google sails again. If I get really was kind of copy, we're we're Cisco. But Cisco look, a bm was on stage with them. I thought that was going to be a Hail Mary for for Sisko to kind of have bring that back. But then watching Sanjay Putin come on saying, Hey, we're okay, it's going to be a V m World And Pat Kelsey has been on the record saying, Coo Burnett eases the dial tone of the Internet stew. This is an interesting matchup between Cisco and BM, where your thoughts >> Yeah, so so right. There's so many pieces here, a cz to where their play way. No, there's competitive competition and, you know, partnerships. In a lot of these environments, Google actually has a long history of partnering. You know, I can't even think how many years ago, the Google and GM or Partnership and Cisco. If I can't actually, Dave, there's There's something I know you've got a strong viewpoint on. You know, Thomas Kurian left Oracle and it was before he had this job. Every he says, you know, is T. K going to come in here and bring, you know, oracles, you know, sales methodology into Google. You know, What does he bring? What's his skill set on? You know >> what exact community? I think it's the opposite, right? I think that's why you left Oracle because he didn't want every database to run in the Oracle, Cloudy realised is a huge opportunity out there. I think the messaging that I heard today is again it's completely I saw something on Twitter like, Oh, this is just like organ. It's nothing like Oracle. It's the It's the polar opposite opposite of what Oracle is doing. >> I think I think curry and can really define his career. This could be a nice swan song for him. As he takes Google with Diane Greene did builds it out, does the right deals if he can build on ecosystem and bring the tech chops in with a clear go to market. He's not going to hire the salespeople and the SCS fast enough. In my opinion, that's gonna be a really slow boat. Teo promised land. He's got to do some deals. He's gotta put Some Corp Devin Place has gotta make some acquisitions will be very in the sin. DARPA Kai, the CEO, said. We are investing heavily in cloud. If I'm Amazon, I'm worried about Google. I think they are dark horse. They have a lot of they have a clean sheet of paper. Microsoft, although has legacy install base. Google's got, I think, a lot more powder, if you will. Dave, >> what One little sign? I agree without John, I think you're absolutely right. The clean sheet of paper and deep pockets, you know, and the long game in the great tech. Uh, you have a son should be worried about Google. One little side note, it's still you. And I talked about this. Did you hear? Uh uh, Thomas asked Sanjay Putin about Dell, Dell Technologies, and Sunday is an executive. Dell was talking about the whole Del Technologies portfolio. I thought it was a very interesting nuance that we had previously seen from VM wear when they were owned by himself. >> Dave, you know, we see Delon Veum where are almost the same company these days that they're working together? But John, as you said, I actually like that. You know, we didn't have some big announcement today on an acquisition. Thomas Kurian says. He's got a big pocket book. He's going to be inquisitive, and it'LL be interesting to see, do they? By some company that has a big enterprise sales force. It can't just be old legacy sales trying to go into the cloud market. That won't work, but absolutely the lot of opportunities for them to go out. They didn't get get, huh? They didn't get red hat. So who will? Google Page? You >> guys are right on man. Sales Force is still a big question mark, And how can they hire that fast? That's a >> And again, he's only been on the job for ten weeks. I think is going to get his sea legs. I think it's him. He's going to come in. He's gonna ingratiating with culture. It'Ll be a quick decision. I think Google culture will accept or reject Thomas Curry and based upon his first year in operations, he's going to get into the team, and I think the Wall Street Journal kind of comment on that. Will he bring that Oracle? I thought that was kind of not a fair assessment, but I think he's got the engineering chops toe hang with Google. He kind of gets the enterprise mark one hundred percent been there, done that. So I think he's got a good shot. I think you could make the right moves. Of course we're here making the moves on the Cube here live for day, one of three days of wall to wall coverage. I'm sorry, David. Lock These two minute men here in Google, next in Mosconi in San Francisco Live will be back with more coverage after this short break.

>> From the Amazon Meeting Center in Downtown Seattle, it's theCUBE. Covering Imagine: A Better World, A Global Education Conference sponsored by Amazon Web Services. >> Hey welcome back everybody, Jeff Frick here with theCUBE. We're in Seattle, Washington, at the AWS, I think it's called the Meeting Space. There's a lot of AWS buildings around here. It's AWS Imagine: Education, first year of the conference, about 900 registered folks, 22 countries represented. Really excited, this thing is going to grow. We've seen it before with AWS. We saw it with Summit: Reinvent. AWS Public Sector. We're excited to be here for the very first time and our next guest is Dr. Scott Ralls. He is the President of Northern Virginia Community College. Scott, great to see you. >> Thank you, it's good to be here Jeff, appreciate it. >> A lot of mentions of NOVA, and that's you guys. >> That's us, yeah. >> That's not the PBS programming. You guys are kind of out front on some of these initiatives, with 3sa and AWS Public Sector. I wonder if you can tell us a little bit about the Veterans' Apprenticeship Program, which has been in place for a little while. >> Just a little bit about NOVA, we're a community college just right outside of the Virginia suburbs of D.C. We're the, I'd say, the biggest college that nobody's heard of outside of our region. We have about 100,000 students. >> 100,000? >> 100,000. >> And how many campuses? >> Six campuses. >> For us, our niche is information technology. It's where the internet runs through our region, and so that cloud computing, we have the highest concentration of cloud computing cyber degrees. That's why the AWS partnership is so key for us, because it's about the opportunity for our students. And for AWS, it's about filling those jobs. Also, we have a lot of employers in our region that hire based on AWS credentials. AWS is the backbone for them. That's why for us as a community college, being jobs-focused, filling that gap, that's why it's key for us. >> That's Tyson's corner, right? That's where AOL started-- >> That's right, that's right, that's right. >> and there's a whole history. >> You've got all the cyber right around there. One writer has said that we're the bullseye of the internet. It's a unique place, but it's a unique opportunity for our students. >> Right, and the smart money's on the AWS second headquarter being in that neighborhood, but we don't-- >> Knock on wood. >> Knock on wood. We would love to see that. >> I'm just curious then if you've been educating people to get jobs in this IT sector, how you've seen that evolve over time? Because it used to be there were a lot of sys admin jobs or a lot of jobs that now automation and cloud is taking away. On the other hand, there's a lot of new jobs that the technology's enabling, like happens every time. How are you seeing the landscape change? >> I really think that's the way it has been. 30 years ago, when I was breaking into this workforce and world, that same conversation was going on. Automation was going to take all the jobs. There's been all kinds of new opportunities that emerge and that's the same thing we see, and certainly in Northern Virginia we see that so, for us, as a community college, we're doing it two ways. You asked about the apprenticeship program, that was our first entree with AWS so we are one of their primary training providers, education providers for apprenticeship. Those are the veterans and others that are hired by AWS, they come to our college for the education component, the certifications, the IT skills. The second part for us is the new cloud degree which we introduced in February, which is a two-year, first cloud degree in the country that will help other students who are not those coming through apprenticeship to also break into this important area. >> This is an associate's degree like all the other degrees you guys offer >> That's right. as a two-year program. I'd be just curious, what are some of the curricula? What are some of the core classes that they take that are part of that degree? >> One of the things that we've been doing, we use a lot of data analytics on the workforce side that others do not so part of it's our engagement, talking with the AWS leaders about what's needed. Part of it's also watching what AW, what credentials, what skills AWS is hiring for and then others who use the AWS platform, so you will see certain types of credentials that are built in, security plus, Linux plus, AWS Solutions Architect built in. Also even programming language, it's like Python because of its importance in that regard. We kind of use that as the, using that intelligence, if you will, to be able to build out what the degree should look like. Because we're paying attention to how AWS hires and how the IT users of AWS, how they're hiring and what the skills are that they're looking for. >> How hard is it to get that through at the school, to actually have an associate degree based on cloud? Were they receptive of the idea, did everybody see it coming, was it a hard push? >> We did it within one year, we did it within one year. >> Did it in one year? >> Within one year. >> Everything in the cloud happens fast. >> We moved fast on this. It is built off of our IT degree, so it's a specialization of that degree, so it was really, I think what made it move faster for us was two things. One is AWS has a great program called AWS Educate, which essentially provides a lot of the curriculum content. It's the kind of things if you were starting a degree, you would have to go out and create on your own. Having that rich content. Other partners, like Columbus State, who is also, Santa Monica, others that are working on cloud degrees and we can partner with each other. Then having the apprenticeship as sort of a North Star to tack on with respect to how companies are hiring and what skills are needed. That allowed us to move fast. >> Beyond Educate and the actual materials and curriculum materials, what does partnering with AWS do for you guys? What has that enabled you to do as part of this program that you couldn't do or it'd be a whole lot harder? >> Not everybody looks at community colleges. Being partnered with AWS, who they are, is key for us, it's important for us. I think it's also they recognize how important it is for them. Not everybody recognizes that. One thing that's unique for us as a community college, we have a lot of students who come to us who already have four-year degrees to get that skills part. It's almost like a graduate school. The apprentices are that way. Most of the apprentices already have four-year degrees in computer science, and we're providing that finishing piece. I think AWS sees in us how to broaden the, to scale, to fill that talent gap. I really think the only way you're going to diversify the talent gap and scale the talent gap is through institutions like ours. >> It's really an interesting statement on the role of community colleges in this whole refactoring of education. One, as you said, a lot of people have four-year degrees, so this concept of ongoing education, continue to get new skills as the opportunities dictate. Have that very specific knowledge and these certifications that are not Intro Philosophy or English Lit 205. These are very specific things that people can apply to their job today. >> The curriculum changes so fast, so we have to be willing to change, our instructors have to be willing to get that new thing. The history curriculum doesn't change that quickly, but the IT curriculum and particularly as it relates to cloud and cyber and other areas. If we're not doing that, then we're out of the ballgame, and when we're out of the ballgame that means our students are out of the ballgame, and that's what it's all about. >> When you come to an event like this, what are you hoping to get out of an event like this? Flew across the country, unfortunately through all the terrible smoke and stuff we have on the west coast. What are some of the things you hope to gain here with some of the other educators? >> One thing that always happens at AWS events is the connections that you make. Part of it is you do hear people, like we heard this morning, that you wouldn't have the opportunity to hear before, on machine learning and other areas. A lot of it's about the connections, so actually tomorrow morning a lot of the community colleges and others who are creating cloud programs will be working together tomorrow. AWS does a great job of maximizing our time, so we're part of the program, but we're also breaking off to really partner and that allows us all to move quicker. When we can build off of each other and then have the resources like AWS makes available to us. >> Sounds like you're moving pretty quick-- >> We're trying, we're trying. >> To get all that done and to get it done in a year. >> We have to keep up with where they're going. >> It's not what academic institutions are generally known for, speed and change. >> We're not your average academic institution. >> There ya go, alright. He's Dr. Scott Ralls,-- >> Thank you, 'preciate it. thanks for taking a few minutes with ya. I'm Jeff Frick, you're watching theCUBE, we're at AWS public sector, Imagine, in downtown Seattle. Thanks for watching, catch ya next time. (electronic tones)

>> From Times Square, in the heart of New York City, it's theCUBE. Covering Imagine 2018. Brought to you by Automation Anywhere. >> Hey welcome back everybody, Jeff Frick here with theCUBE. We're in Manhattan at the Automation Anywhere Imagine 2018. 1100 people milling around looking at the ecosystem, looking at all the offers that all the partners have. And we're excited to have one of the strategic advisors from the company, he's Bill Raduchel. Strategic advisor, been in the industry for >> 50 years, 40 years, 50 years, whatever. Forever. >> So Bill, thanks for takin' a few minutes. >> My pleasure. >> So how did you get involved with Automation Anywhere? >> Oh the way most things happen in life, friends, right? You get involved, and got to talking to Mihir, and we got, we see the world much the same way. And see the importance of bots and bringing productivity back to the economy. And no other way to do it. So just ya know, it grew. >> It grew. So it's interesting right? Cause I though ERP was supposed to have rung out all the efficiency that, and waste in the system, but clearly that was not the case. >> I won both CIO of the year and CTO of the year, and I put in an ERP system, and I understand it. It also failed three times going in. It was incredibly painful, but it produced over a billion dollars in cash saving. So it did. The problem is the world changes. And the world changes now at a pace far faster than you can possibly change your ERP system. >> Right. >> I mean ERP systems are built to be changed every I don't know, 15 to 25 years. And the world in 25 years is gonna look very different than the world does today. So we just have a huge disconnect between how fast we can create and deploy software, and how fast the world is changing to which that software has to relay. >> Right. And still so many of the processes that people actually do in their day job, are still spreadsheet based, you know, my goodness. How much of the world's computational horsepower is used on Excel on stand alone little reports and projects? >> Another question to ask is how many errors are in those spreadsheets? >> That's right. Not enough copy paste. >> I mean, I was on a study for the National Academy of Sciences, and we looked at why productivity growth wasn't happening. And one answer, which we just talked about, is Legacy software. I mean, you just couldn't change it, you couldn't, you know when you had to rewrite the software all productivity growth just slowed to a crawl. The other thing is something that economists call lore. And lore is basically oral tradition. But it's the way the company really works. >> Right. >> You have all these processes and all these procedures but when you get down and you start talking and sort of like, what is it the secret boss show? I mean, you learn the little things that the people down at the bottom know. Well, so far, Automation has never really penetrated that. And yet that becomes the barrier to almost all change. So what RPA does, is RPA actually begins to go after lore. RPA allows companies to begin to understand lore, and understand how to optimize it. Understand how to record it. I mean, you know, it's not written down. It's below the level that people bother to document and yet, if you don't change the lore, you're not gonna matter. >> You're not changing anything. >> You're not changing anything. So this is why this is so exciting because for the first time, companies, organizations, people, I mean we see all this stuff coming out just to help us in our everyday lives. You get to go at the lore. I mean, you know that, well you don't put that field in, no you wait 20 seconds after you filled in this field before you go and do that, because it takes that long for that and you get an error over here. That's how things really work. And this is the kind of technology that can actually address that. And so for that point of view it's really revolutionary because we've never been able I mean, oral tradition has never been subject to a whole lot of scientific studies. >> Well the other thing is just so impressive when you've been in the business a long time, you know we're talking about AOL before we turn on the cameras and shipping CDs around. >> Right. >> As we get closer and closer to ya know, infinite compute, infinite storage, infinite networking, 5G just around the corner. At a price point that keeps absutodically getting closer and closer to zero, the opportunity for things like AI, and to really apply a lot more horsepower to these problems, opens up a whole different opportunity. >> Two comments to that. One is, about 15 years ago the National Science Foundation funded Monica Lamb at Stanford to do a project on the open mobile internet, POMI. And one of their conclusions was that at some point in the future, which may be happening now, we would all have a digital butler. And everybody would have, basically a bot. They would be living 24/7 operating on our behalf, doing the things that help make our life better. And that is you know, really what's gonna happen. Now you see AI, and if you saw there was a report that got a lot of news from the speech given at the Federal Reserve Bank at Dallas, I think. Where the guy said well productivity is fine, it's just that the AI technology hasn't been able to find a way to be effective, or made real. Well the way it's gonna be made real is these bots because you still got your ERP system. Now granted I can have AI over here, but if it doesn't talk to the ERP system, how is the order gonna get placed? How is the product gonna get mailed? How is it gonna get shipped? So something has to go bring these together. So again, you're not gonna have impact from AI unless you have an impact from bots. Because they're the interface to the real world. >> Well the other huge thing that happened, right, was this mobile. And the Googles and the Amazons of the world resetting our expectations of the way we should be interacting with our technology. And you know, it's funny but there's little things that are in our day all the time. I mean, Ways is just a phenomenal example, right? And auto fill on an address. You know, this is the address you typed in, this is the one that USPS says is the official address from your home. So it's all these little tiny things that are just happening >> Spell check. >> Without even, spellcheck. >> Spell check, I mean, the inventor of spell check is John Seely Brown. And he was giving a speech at the University of Michigan 15 years ago and the graduates weren't pleased. Here was a computer scientist gonna come talk to them and it's at the Michigan stadium, and they're throwing beach balls and no one's paying any attention. And the person who introduced him said and I wanna introduce John Seely Brown, the man who invented spell check. And he had a standing ovation from 100,000 people because that got their attention. They all knew that that was really important. No you're right. I mean, the iPhone is 10 years old. Well I mean smart phones are 20 years old. The iPhone is 10 years old, 10 and a half now. I mean, it's changed how we live our lives, how we do business, how everything goes. Anybody who thinks that the next 10 years is gonna be less change >> No, it's only accelerating. >> There's so many vectors. I mean a year ago, a friend coined the Cambric Extinction, basically a play on words on the Cambrian Extinction. And it's Cloud, AI, mobile, big data, robotics, Internetive things, and cyber security. And he pointed out that any one of those would be incredibly disruptive, they were all hitting at the same time. The thing that's amazing is that's a two year old comment. Block chain wasn't around. >> Right. >> And today, block chain may be more disruptive than any of those. And yet, how do all of those connect to the Legacy systems for some long period of time? It's what's going on in this room. >> Right. Well cause I was gonna ask you, cause you advise a ton of companies, so you've seen it and you continue to see it across a large spectrum. What's special about this company? what's special about this leadership team that keeps you excited, that keeps you involved? >> It's the people side of this, right. I mean, I have been to more computer related conferences in my life than I can count. I've never seen as much enthusiasm as there is here. Maybe, at a Mac conference. But I mean it's that same level of enthusiasm, it's passion. How does technology get adopted when you have to go invest in it? It takes passion. You gotta get people who believe. People who are committed. People who wanna go and do something with it. And that's what they've been able to do. That's what Mihir has done. And it's been brilliant in bringing that on board. >> Yeah, you can certainly feel it here in the room. Especially when it's still relatively intimate. >> Right. >> You know, people are sharing ideas, you know they're excited. It's really not kind of a competitive vendor fair, it's more of a community that's really trying to help each other out. >> Well that, I mean, they're at that stage. It may get a little bit, you know this, well no I'm not gonna tell you about my bot. It's a great bot and it does great things, but nope, I'm not gonna tell you how it works. >> Right. So just last parting word, you know as you see kind of the bot economy. We've seen they got the bot store, I guess they have a hundred bots, they've only had it open for a very short period of time. You can buy, sell, free. What do you see kind of the next short term evolution of this space? >> I think that bots are probably worth somewhere around a point in productivity growth. Well, a point >> Not a basis point, but a point point. >> A point. That's what Makenzie says, that's what, I mean because this is allowing you to capture benefits that you should of and you haven't. A point in global productivity is about a trillion dollars. So then your question for the bot economy is okay, if the value of the bots is a trillion dollars, what portion of that can the bot economy capture? And that you know, I mean 20 30 percent is certainly a reasonable number to go look at. The real world lives over here, all this technology change lives over here, and bots are gonna be the bridge by which you bring those two things together. So yes, it should be big and growing for a long time. >> Well Bill, thanks for taking a minute. I really appreciate the conversation. >> Great, thank you. >> Alright, he's Bill, I'm Jeff. You're watchin' theCUBE from Automation Anywhere Imagine 2018. Thanks for watching. (electronic music)

>> [Narrator] From San Francisco, it's theCUBE, covering Radio 2018. Brought to you by VMware. (upbeat techno music) >> Welcome back everyone. We're here with theCUBE in San Francisco for exclusive coverage for VMware's Radio 2018. I'm John Furrier, your host. This is the event where everyone comes together in the R&D and the organic engineering organization of VMware to flex their technical muscles, stretch their minds, compete for the papers, and also get to know each other. And the key person behind this is the chief research officer David Tennenhouse. Thanks for joining us today. >> Thank you John. Really glad to be here. >> So you're the chief research officer. You got to look at the company-wide agenda. But this event is more of a special event, organically. Talk about for the folks out there watching what's different about this event that goes outside the scope of kind of the top-down research. >> Yeah this is really, you know, for the developers by the developers. So when you said I'm in charge, I'm definitely not in charge. And you know, we have a program committee. There's a programming committee chair. It's much like the way an academic conference might be organized, where you know, there's kind of a group of academics that sort of watch over the content. In this case, we have many hundreds of folks that submit proposals into radio. They can't all get selected. It's very competitive because in addition, if you get accepted, you get a ticket to radio. You get to attend. So everybody really wants to do that. >> Talk about the organic nature. 'Cause this is one of the things that I've seen that's been part of a world-class organization. Like Amazon has their own process for it called the big idea. They have certain working documents that process to foster any idea across the organization. How important is that as part of Radio? I mean literally it's anyone right? >> Well it's not just Radio. It's important to the whole company. So I think of this as when you're working on innovation, you're gonna have sort of a breadth component. You want everybody doing a little. And some of that's gonna be incremental. One thing I learned in a prior role at a different company is you know if you add up a lot of two percenters, that's how you can double things and keep on Moore's law every year. So you're gonna get some of that. And you're gonna get some really disruptive ideas. So you know, from a top-down point of view, we try to drive some disruptions. Some disruptions show up organically from the troops. And a ton of that breadth stuff shows up. >> I'm honored to be here. It's the 14th year, and some T-shirts commemorating the key milestones from way back in the day. This is the first year press was allowed in. I noticed a handful of folks came in to kind of document this. A lot of the brightest minds in VMware here. Again, great to have us. We're super excited. But share with us. Like, what's happened over the years. Give some examples of where people were coming together, where there's a collision of ideas, and just that combustion that happens. Can you share some stories around key notable, or potentially as Raghu pointed out, there's been some misses too. (laughing) >> Yeah, you're gonna get some of that. I mean you've gotta take risks. Not everything's gonna work. You know and just to speak to misses. What I've learned in the innovation and research space is as much as anything, it's about timing. It's pretty rare that you completely technically miss. Usually engineers have an idea. They'll figure out a way to make it happen. Then the question is, is it the right time? Are the customers ready? Is the market ready to go in that direction? So, that's just to talk to that. >> Timing's everything. >> Timing is a big deal. >> Well there's never a miss too in R&D because if you, like Pat Yelson said, understand when it's gotta be re-casted. Know if it works or not. >> Yeah just understanding. So those are the ones actually you know I feel, what I really hate is if for some reason we have to end a project and we haven't actually gotten to the bottom of it. And so you don't know yes or no. And sometimes that can be the kind of time's run out, right. You've decided well, even if it works, it's too late. But you know, getting back to some of the examples, I'll focus on some more recent ones. We had some really interesting work come together on containers. And there were some folks that, and this is going back like four years ago. Containers aren't a new story, and certainly not for VMware. But around four years ago, there was a proposal at Radio that had to do with hey let's make containers a first class citizen on VMware's platform. Okay, so top level that makes great sense. Let's go do it. Containers are great for developers. The IT folks still want the isolation they get form VMs. Let's put these together really effectively. So that was top level. There was a next level, the idea that said gee at Radio, a couple years before, there'd been this idea of being able to do something called VM fork, or being able to clone a VM. And saying you know... And this came out of our end user computing group, the VDI folks. And if you think about it, if you've got a virtualized PC, you want to be able to clone that so you can start these up really fast. And the container folks said hey, we've got the same problem. Could we actually try to make use of that technology and use that as part of our bigger container push? So you know, those are examples of things that came together at Radio. And there are also examples of things where the market timing may not have quite been there. So we went out with the container work. That was actually post-Radio. It was funded. We incubated it. You've got vSphere Integrated Containers hit the market exactly the right time. >> Timing right there. >> Right, timing right there. But what we learned as we actually started doing trials with customers was that they didn't actually need the instant clone on the containers. What they needed is throughput. They wanted to know that they could do large numbers per second as opposed to you'll get that container really quickly. So as the team went along, they actually shifted away from that fork idea. We'll probably come back to it when the time's right for it. >> Well you have a nice little positioning there. I like the timing. 'Cause by the way, entrepreneurial timing is the same way. You go outside... >> I was a VC. (laughing) >> Okay, so you know okay. Timing's everything. How many times you seen that entrepreneur wicked early on it going... And they keep scratching that itch and finally they get it. The art of the timing. But also the art of knowing when to, what to keep in inventory. Pat mentioned vCloud Air as an interesting example. Recognizing abandonment there. Okay hey, let's just stop, take pause. Let's use what we have. >> Do something else. >> Do something else. >> Gotta do something else. And by the way along the way, in parallel with vCloud Air, we had built up these vCloud partners. And that's phenomenal right. So we have you know, people think in terms of a couple of very large public clouds. But we've got literally thousands of people running public clouds in either specialized markets, or particular countries, that are running on our platform. And you know that whole vCloud Air effort helped push that forward. >> So where were you a VC? Just curious. >> I was actually in a company that fits with sort of my role in research and innovation. I was in a specialized firm, boutique firm, new venture partners, that specialized in spin outs from large companies. This goes to the timing, right. I'd previously been at another large company. You know, and whenever you have a research portfolio, you're gonna have some projects that you started. They were technically successful. That's your first notch. Then you go look and say hey, can I find a business model for it. Some of these are both technically successful. You find a business model, but you had anticipated that the company strategically was gonna zig. The company zagged. Now this is a great opportunity that doesn't quite fit. So you know, we did those as spin outs. >> Well I love the perspective too of you said earlier, David, around not getting to the bottom of it. And that's the most frustrating part. Because you just gotta get some closure you know. Like okay, this thing, we took it to the end, completion, this is not gonna... Good try guys. >> And we know why. >> And you know why. Now let's take it to the next level. Now the market we're living in now I heard with Ray O'Farrell, I was talking with earlier. We talked about the confluence of these big markets coming together. Infrastructure market, which is kinda declining on paper. But cloud is filling the void. Big data's becoming AI, and blockchain over the top. These are four major markets. And at the center of them, intersecting all these nuances, security, data, IoT. >> Governance. >> Governance. So there's some sticky areas that are evolving based upon these moving markets. Opportunity recognition's another one. So this is what you're kind of doing now with the research. Talk about opportunity recognition. >> We definitely do that. And I do want to say on the infrastructure side, you know something to recall is that as people, you know they've got their private clouds. Those are individually getting actually bigger as they consolidate. But now with IoT, you're seeing edge computing pop up. Right, so the private infrastructure doesn't go away, it moves around. It's like a liquid. And you pour it from place to place in some sense. >> Moving computer around. Sound like what Ray O'Farrell was talking about in his keynote, early days of VMware. Again, Compute's the center of this. >> Right, Compute, but you know I'm a networking guy so you know, we've grown that. And I think that in fact, you know more and more as we make progress with software defined network, and network virtualization. And if you think about that, so you know let's look at that. So Compute's definitely at the center of what happens in the data center, in the cloud, right. You're gonna want to be able to string those piece together. So today we've got AirWatch. I think that's strategically really key. Because it gives us a little bit of presence on the edge devices that touch people. That's one of the ways information gets from the physical world to the virtual world is through people. >> It's an edge device. People are things too. >> IoT, right. So we're you know, working hard. And that's one of the projects that we incubated, and researched, and is now become a business at Vmware. It's to get that presence right at the edge of the gateways that bridge between the things that are connected to the physical world, and bringing it into the virtual world. Now if we can put our software defined network between all that, so you got it between the public cloud, the private cloud, the mobile devices in people's hands. >> And on premise, data center. >> Exactly, all of 'em. >> All right, so here's a question for you. This is one of those trick questions. Is the cell phone an edge device or an IoT device? >> Well I think it's in many ways both. And what I think of it is is more of a gateway. If you think about the IoT world, you have the things. >> IoT is a strict definition though in your mind, right. People refer to IoT as more of a sensor thing to a physical device. >> I tend to think of it as it's got some connection to some physical device. It's able to bring information in from the physical world. Okay, so now you look at your cell phone. It can bring information. It's got that microphone. It's got that camera, right. It can bring information in. >> [John] Connect it to a physical person. >> It can put information back out. Yeah, through a physical person. I've been in the space for a long time. Going back to my time at DARPA, we set out to create the IoT world. This wasn't an accident, right. We looked at this and said, okay the main way information gets between these two worlds today is through human beings. The way I used to explain this to the generals is you know, we can't keep putting human beings in the direct line of fire of information technology. So we've gotta get these devices, gotta get all these sensors. It's taken a long time. This is you know again, timing. But if you look at the research world. >> By the way, incredible work you've done by the way from there to here, it's been amazing. >> You know pull this along. But you know so when you look at that cell phone, it's got some of those sensors. It's got actually a whole pile of sensors in the phones today. It's got actuation, the ability to put the information back out. It's also a gateway. Because typically you know, particularly through its Bluetooth functionality, and as we get Bluetooth low power now. So it's also acting as a gateway to connect up other devices around your body, network etc. >> Personal networking, whatever comes on your physical presence. >> So you know, turn that around and it says in the IoT world, we've gotta manage gateways. We've gotta make sure gateways stay secure. Because they're really gonna be the sort of main perimeter, the line of defense. If you think about all these things that are gonna be out there, as an industry, we're gonna collectively try very hard to secure all those things. But let's be realistic. They're gonna be supplied from a wide variety of companies, and they're gonna last longer than people might think. >> How much of those devices are operationally, operation technology is non IP, versus not IP. Internet Protocol. >> Non Internet Protocol. Yeah, yeah. >> Internet Protocol now. >> [David] Non Internet, you had it right. >> Got the VC in the brain there. The VC, IP, I'm like get that IP right. So internet protocol devices, which has some challenges but that's getting fixed, versus OT just sensors proprietary. >> Yeah well either proprietary or let's say, you know it may be an industry standard, but an industrial standard. So today, a very large fraction, particularly you asked about how we focused at Vmware. Well one of our foci is we're about what are our enterprise customers gonna need. So when we think IoT, we're not really thinking that much about the consumer devices. We're thinking about those enterprise devices. So a lot of those will use... >> That's where AirWatch might come in. So employees still have phones though. >> Employees still have phones. So that's why I said, so there's the human interface. We want to be there. And there's the other enterprise interfaces to all these sensors. That could be in a factory. It could be in a smart city, any number of places. So as we pull information in from those, we're gonna find that they come from a lot of different suppliers and they're gonna last a long time. You know, even if you buy a device that's got a three to four year lifetime, probably 10 to 20% of those still gonna be around 10 years later, right. You're smiling because you know that in your home you have some wifi connected devices that are a little older than they probably should be. >> And they have full processing capability threaded processes on it, which could be running malware as we speak. >> So as I said, as an industry, we'll try to secure those really edge things. But the reality is we're gonna have to draw the line at the gateway. >> It's a lot more security work. I totally hear you. I mean the light bulb could have a full thread on there. The surface area is so huge now. >> And there have been attacks on light bulbs. >> Yeah I know. So I gotta ask you a question. 'Cause you bring up this networking edge, which by the way I love anything that's network. 'Cause I think this is the future of work. How is the future of work impacting some of the R&D you're doing. Because you talked about AirWatch them having more mobility. The human impact, society, whether it's mission driven and or just human collaboration going digital. You're gonna need to have policies. You need to have a networked society. This is super relevant. But it brings back that future work. >> It does. And so couple different aspects. You know, one you know, which just relates to a point you raised is if you look at something like our Workspace ONE product, if you've had a chance to do that. It's kind of a win win, because you get one portal. So you know, an employee for an enterprise, they've got one portal. They get access, it doesn't matter whether they're getting to a web app, they're getting to a you know, a DVI supported application. They're getting to something that's on a server, something on a SAS player, right. They get through that portal. So for them it's convenient. I mean for me as a manager, I love this, right. Because whether I'm on my cell phone, I'm on a laptop, doesn't matter, I can get to the same expense app. I can approve things. >> You don't need to carry two phones. My work phone and my... >> And I can do all these approvals really easily, right. So I also don't worry. I don't see the difference between which device I'm on. At the same time that you're delivering that convenience to the user, you're delivering governance because the IT team can be deciding how that portal's populated, how things are connected, right, and how the wiring works. All the authorization, you've got a common identification system and all of that. So that's kind of very specific to you know, let's say near term changing the user interface. In terms of the broader future of work, clearly machine learning is the big story here, right. And I think that what we're gonna see is, particularly again in enterprise, more and more need for data analysts to be able to look at the big data. We're gonna see sort of more and more use of machine-learning technologies. It's gonna you know basically creep in everywhere. And we're getting this at just the right time. So if you want to think about future work in the big national and international scale, what you really sort of stop to look at is say, gee, okay, these machines are gonna do all this work. What about the people? And you know a lot of people therefore get concerned. Gee, the computers are gonna take away all the jobs. Right, you get these sound bytes. >> I think right now we're worried about fake news and real content. (laughing) >> Well let's come back to that one later. But there is a sense of gee, you know, the computers will take on all the jobs. And you know what I think people are not doing carefully is looking at the demographics. Because if you look at basically all the developed economies for practical purposes, we actually have a demographic problem. Our problem is actually not a surplus of workers. It's gonna be a shortage of workers. In fact, actually in the US right now, you're starting to feel this. Now that's at the peak of the economic cycle. So of course you feel it, you know, a bit. >> They need trained workers too. Also people who qualify. >> Right. So I think the thing we really need to look at is how do we do a much better job at matching, you know, sort of workers, both folks coming into the workplace, people with existing skills, to available opportunities. Because actually we're gonna have a shortage of workers. And it's not just sort of the US and Europe. I mean China, Japan. Well Japan for a long time. China, headed to a shortage of workers. I was out in Singapore not too long ago and was surprised to find out not just that they're concerned. But they went and looked at the Southeast Asian countries around them that are their markets. They're looking at a shortage of workers. So you know, if we didn't have something like machine-learning and AI coming along, we'd be sitting there saying, how are we gonna keep our economies growing? >> We need augmentation for sure. >> We need this augmentation. And it's coming at just, you know, you talked about timing. You know, it's coming at just the right time. Now, there definitely are gonna be some tough transitions along the way, right. So we definitely, you know, for example, as autonomous vehicles come along, we've gotta figure out, okay, all those people that are driving vehicles, what are they gonna do going forward? But let's not kid ourselves too, you know. If you've got trucks moving around with high-value cargoes, you're not gonna leave those unattended, right. We're gonna have to figure all this out. So there's gonna be a lot of interesting opportunities. >> What's your take on blockchain? Well first of all, GDPR, real quick. Train wreck, useful? >> I think it's you know, if you backed up and asked me four or five years ago, I'd have said train wreck. And largely because we still don't have the sort of kind of international consensus on what the rules should be. >> But you mentioned governance earlier. That certainly needs to be at the center of the action. >> Right, but you know, if we take a look now, it seems like it's showing up at just the right time, right. You know, in that sense. I think part of what's happened is over the intervening years, a lot of countries outside of Europe, because they realize these regulations would apply to them, they've worked with European regulators to help the regulators understand the technology, you know, help the companies understand. >> That's a good politically correct answer. I'll just say I think it's a shit-show personally. But you know. I mean it's gonna force people... It's like Y2K in money making, but Y2 never happened. It's forcing people to really, I think the value of GDPR is the big companies are gonna get hit hard on some suits. Just the trolling thing bothers me. Just the trolls that come out of the woodwork. But I think the positive that puts the center of the value proposition, making data, not a one off, like backup and recovery. It has to be core to technical operations. >> And making privacy something that's really in that first class category. You know, as I said. >> Great first step, but... There's a big but. >> There is more to be done. >> Hopefully they don't go after us little guys. All right, final question, blockchain. We are super excited about blockchain. You have teams working on this. >> [David] I am super excited about blockchain. >> Talk about your view on blockchain. Why are you excited about it? Obviously we feel it's very efficient, makes inefficiencies efficient across all industries. Your thoughts. >> Okay so again, we look at things through this prism. What are enterprise customers gonna be looking at? What do they want? And you know, so we're not you know... I think you're in the same place. We're not looking at the crypto currencies, right. That's not the thing. And in fact, we're not even looking at cohabiting on the Bitcoin blockchain. Because do you really want to run your business in the same place that a whole bunch of other people are running illegal businesses and the whole thing. >> And by the way, there's some technical issues. (laughing) >> We'll get to that. We're gonna get there. But just even as a starting point. So we pretty quickly looking even you know, three, four years ago said, okay enterprise is not gonna want to go that way. But this idea of a federated ledger, right. So if you can make federated ledgers and we can have reusable technology, that means now, if I want to federate with other companies or other organizations, or you know, or you need companies federating with governments, or governments federating with each other. Anywhere you want to pull together essentially a club for the exchange of data, with a persistent record of what happened, you've now got a common way of doing it, right. Or we can drive towards that. You know there'll be a standardization process to get there. But so it's not to me, federated ledgers means lowering the barrier to federation. And I think that's pretty exciting. Whole bunch of places. You know, supply chain, clearly one. Financial technology, but... >> David, we gotta spend some time, have you come in the studio. I'd love to explore some of these great topics with you. But I gotta ask you one final question. You know, with your history going back to ARPA, D-ARPA days, and looking at really the beginning of the information super highway, IP, connecting some universities together, to today, the waves that have gone through. We've talked about standards. The OSI stack, you had all these grandiose standard plans. Not all of them have happened exactly as planned. But defacto standards play a really important role. It galvanizes community, gives people guiding principles, a north star, whatever metaphor you want to use. The key is the enabling disrupting technologies, a defacto standard. What's happening now in your mind that you see out there that's starting to emerge as defacto? 'Cause certainly there's a lot of standard things going, open sources for tier one citizen growing, rapidly, which is greatness. Cloud is booming, unlimited resources, Compute, fingertip compute... All this is good. >> Yeah. >> All these new standards, I got Kubernetes, I got this going on, what's emerging? >> Well again, they're defacto, right. Kubernetes is an interesting example of basically open source meets defacto. And that's pretty exciting right. I mean, we're excited about it. I think people are often surprised we're a fan of open source. And I guess really, I just like to sort of back up a notch. Because you know what you touched on is defacto standards, whether it's open source or not, have suddenly become a lot easier. When I say suddenly, over like a 10 year period. And I think what's going on there is this is part of the change to software. So you know, if you're talking about hardware, and you got screws, you know, and you got threads, these physical things have to match, and they have to match exactly, right. Say when you travel overseas, you need to carry converters, physical converters to convert from one thing to another. So if you want to interoperate, if you and I want to have stuff that interoperates, we needed to build like either, do the same thing, or have a physical adapter. There was a cost to not having a standard. If you think about in the software world, we can build software converters, right. So if I've got you know, say we've got two, or three, or four, or even 50 defacto standards in the software world. You know, blockchain. So there's 50 new things. Everybody launches their own. Pretty quickly, the market will drive that down to a small number. And then you can put software converters in place. So we no longer actually have to get to one. >> [John] That's the software economic model. >> It's a big change. >> And that is huge. So by the way, we had Dirk Hohndel on at CubeCon. Love his open source mission, just a shout out to you guys, doing a great job. You guys at VMware certainly that we know, love you over on the East Coast. Final prediction. Final question. Give us a prediction. >> Give you a prediction. >> 2018, second half of the year, what's gonna happen? What's gonna be a notable thing that you see out on the horizon that might happen in the marketplace that might be notable for people to stand up and pay attention to? >> I think we're gonna see some significant developments in the blockchain space. And it's gonna be in the category of people starting to announce real deployments. And you know, if you're sort of looking at that time frame, you know you've had a lot of different enterprises try things. We've had people kind of dabble at things. I think you're gonna start seeing some people really move significantly in that space. >> And do you think like, just to follow up on that, do you think like in the database world now, where by the way, it's okay to have a zillion databases now. 'Cause you talk about databases. >> But it consolidated down to a few players. >> You get some extraction layers. It's okay to have a few variety of blockchains. I mean, there's no one blockchain. >> Correct, so that's where I think as I said, you're gonna see actually a bunch of these deployments. They'll be using different technologies. And then the fun really starts right. As people consolidate, especially with open source, they swap ideas. We boil it down to what's the best of the best. We've got you know, stuff we're doing certainly to knock the throughput down, sorry throughput up, latency down. (John laughing) And you know, we think we've got a very scalable approach. And most important, you know something that's really... I don't know if you talked to people about our sustainability. You know, it's a key value for VMware. >> [John] Yeah, lot of great standards there, yeah. >> So you can imagine we looked at blockchain. We looked at proof of work. And we said that's proof of energy wasted. We're not going there. >> Gotta make it more efficient. >> I think you're gonna see more and more folks focusing on things like Byzantine fault tolerant. Ours is scalable. You know SBFT. >> Yeah performance is key. And the energy's a huge problem. >> But performance and at acceptable energy. You can't you know, just waste. It's immoral to just waste energy. And it really goes against what a lot of the whole IT industry's built up. You know, I think we've, over the decades, we've done a lot of things for the good of society. And we gotta stay the mission. >> I think as the more, I won't say mature, but big world-class organizations join in, I think that'll straighten itself out. And certainly, as any evolution would see, the web. I remember dial-up and AOL. It can't go as fast as this minicomputer. Well you don't get it, it's the web okay. David, thanks so much for coming on, appreciate it. Great conversation here at Radio 2018. I'm John Furrier, Cube coverage of VMware's annual 14th year conference, at Radio 2018. Thanks for watching. (upbeat techno music)

(upbeat music) >> Narrator: Live from Vancouver, Canada, It's theCUBE. Covering OpenStack Summit, North America, 2018. Brought to you by Red Hat, the OpenStack Foundation, and its ecosystem partners. >> Welcome back to theCUBE's coverage of OpenStack Summit 2018, here in Vancouver. Three days wall-to-wall coverage. I'm Stu Miniman with my cohost, John Troyer. Happy to welcome back to the program, Radhesh Balakrishnan, who is the general manager of OpenStack with Red Hat. Radhesh, great to see you. It's been a week since John talked to you, and always good to have you on at the show. >> Great to be on. Good to be here talking about OpenStack at OpenStack Summit. >> Yeah so, look, OpenStack is in the title of your job. I believe, did we have a birthday cake and a party celebrating a certain milestone? >> That is indeed true; so it's the fifth anniversary of that fact that we've had a product, Red Hat OpenStack Platform, on the market. And so, we've been doing a little bit of a look back at how far we have come in the last five years as well as looking ahead at, you know, how does the next three to five years shape as well. >> Yeah, Radhesh, I'm going to date myself and when I think back to, gosh it was 18 years ago, I was working with Linux, and there were kernels all over the place and things like that. And then, I worked for an enterprise storage company and was like, ugh, like keeping up with Chrome.org was a pain in the neck. There came out this thing called Red Hat Advanced Server that was like, oh wait, we can glom onto this, we can support this with our customers, and that eventually turned into RHEL, which, of course, kind of becomes the main standard for how to do Linux. I feel like we have a lot of similarities. >> Radhesh: Absolutely, absolutely. >> In how we did. RHOSP, I believe, is the acronym, so. >> That's exactly right, and we like to have long names. >> Which are very descriptive, but Red Hat OpenStack Platform, fundamentally, to your point brings the same valid proposition that RHEL brought to Linux, to OpenStack, with the twist that, it's not just curated OpenStack, but it's a co-engineered solution of Linux and Cavium and OpenStack. And along the way we learned that, look, it's not just OpenStack and the infrastructure solution. It's done in conjunction with the software-defined storage solution or it's done in conjunction with software-defined networking. Or, fast-forward all the way now, it's being done in conjunction with cloud-native applications running on top of it, right? But regardless, in five years we've been able to grow to address these different demands being placed at infrastructure level, and at the same time evolved to address new-use cases as well; Telco is an example of that. >> Radhesh, let's spend a couple of minutes, though, on the OpenStack Platform itself from Red Hat. Some of the things, guys, that you were bringing to market, I know we talked about, here at the show, fast-forward upgrades, for instance were, they were just introducing, and maybe some other things in the Queens release that you all are bringing forward and have engineered. >> Yeah, thanks for that question, very topical, in the sense that yesterday we launched OSP 13, which is the latest and greatest version based on Queens release. If you look at the innovation packed in that it fundamentally falls in three buckets. One is the bread part that you talked about, whereby, anybody who is standing on OSP 10, which was the prior, long-release lifecycle product, over to 13, how do you kind of get over there in a graceful manner is the first area that we have addressed. The second area is around security, because how do you make sure that OpenStack-based clouds are secure by default, from the day you roll out all the way to until you retire it, right? I don't know if there's going to be a retirement, but that's the intent of all the security enablements that we have in the product as well. And the third one, how do we make sure that containers in OpenStack can come together in a nice manner. >> Yeah, the container piece is something else that, so a lot of effort, here at the show. They announced Kata containers, which, trying to give the security of a VM, lightweight VM. How does Red Hat look at Kata containers? I know Red Hat, you know Linux's containers, you know, very strong position, fill us in on that. >> Yeah, to maybe pull back a little bit and then look at the larger picture of there is the notion of infrastructure or the open infrastructure that you need and OpenStack is a good starting point for that. And then, you overlay on top of that an application deployment management configuration, lifecycle management solution that's the container platform called OpenShift, right. These are the two centers of gravity for the stack. Now, aspects such as Kata containers or Hubbard, which is for again, similar concept of addressing how do you use virtualization in addition to containers to bring some of the value around security et cetera, right? So we are continuing to engage in all these upstream projects, but we'll be careful and methodical in bringing those technologies into our products as we go along. >> Okay, how about Edge is the other kind of major topic that we're having here, I know I've interviewed some Red Hat customers looking at NFV solutions, so some of the big telcos you know specifically that use various pieces. What do you hear from your customers and help us kind of draw that line between the NFV to the Edge. Yeah, so Edge has become the center is kind of the new joke in the sense that, from an NFV perspective, customers have already effectively addressed the CORD errors and the challenges, now it's about how do you scale that and deploy that on a massive scale, right? That's a good problem to have. Now the goodness of virtualization can be brought all the way down to the radio Edge so that a programmable network becomes the reality that a telco or a carrier can get into. So in that context, Edge becomes a series of use cases. You know, it's not just one destination. Another way to say it is there is Edge an objective and there is Edge as a noun. Edge as the objective is a set of technologies that are enabling Edge, Edge networking, right. Edge management, for example, and then Edge as a destination where you have a series of Edge locations starting from CORD error center going all the way to radio. Now, the technology answers for all these are just being figured out right now. So you can say, you know, put crudely, KBM, OpenStack, containers, and Ansible will be all good elements that will come into the picture when it comes to a solution for all these footprints. >> Nice. Radhesh, maybe let's switch over to talk about the summit here, and the people here, filled with people being productive with OpenStack, right? Either looking at it, upgrading it, inheriting it. We talked to people in a bunch of different scenarios Red Hat, huge installed base, and you are good at helping and supporting, and uplifting, and upskilling a set of operators who started with Linux and now have to be responsible for an entire cloud infrastructure. Plus, now, at this conference, we've been talking about containers, we've been talking about open dev, right. That's again broadening the scope of what an operator might have to deal with. How does Red Hat look at that? How are you and your team helping upskill and enhance the role of the operator? >> Yeah, so I think it comes down to, how do we make sure that we are understanding the journey that the operator himself or herself is taking from a career perspective, right, the skill set of evolving from Linux and core automation-related skills to going to being able to understand what does it mean to live with cloud implementation on a day-to-day basis. What does it mean to live with network function virtualization as the way in which new services are going to be deployed. So, our course curriculum has evolved to be able to address all these needs today. That's one dimension, the other dimension is how do we make sure that the product itself is so easy that the journey is getting to a point where the infrastructure is invisible, and the focus is on the application platform on top. So I think we have multiple areas of focus to get to the point where it's so relevant that it's invisible, if that paradox makes sense. That's what we're trying to make happen with OpenStack. >> Radhesh, Red Hat has a very large presence at the show here; we were noting in the keynote the underlying infrastructure didn't get a lot of discussion because it is more mature, and therefore, we can talk about everything like VGPUs and containers, and everything like that. But Red Hat has a lot in the portfolio that helps in some of those underlying pieces. So maybe you can give us some of the highlights there. >> Absolutely, so we aren't looking at OpenStack as the be-all end-all destination for customers, but rather an essential ingredient in the journey to a hybrid cloud. So when you have that lens it becomes natural to you that a portfolio of our offerings, which are either first-party or in conjunction with our partners --we have over 400 partners with whom we have joint solutions as well -- so you naturally take a holistic view and then say, "How do you optimize the experience of ceph plus OpenStack for example." So we were talking about Edge recently, right, in the context of Edge we realize that there is a particular use-case for hyperconverged infrastructure whereby you need to collocate, compute, and store it in a way that the footprint is so small and easy to manage plus you want to have one life-cycle both for OpenStack and ceph right, so to address that we announced, right at hypercloud infrastructure for cloud, as an offering that is co-engineered between ceph team, or our storage team, and the OpenStack team. Right, that's just an example of how, by bringing the rest of the portfolio, we're able to address needs being expressed by our customers today. Or you look forward in terms of use-case, one thing that we are hearing from all our large customers, such as the Amadeus's of the world is, make the experience of OpenShift on OpenStack, easy to deploy and manage, as well as reduce the penalty of running containers on VMs. Because we understand the benefits of security and all of that, but we want to be able to get that without having any penalty of using a virtual infrastructure so that's why we're heavily focused on OpenShift, on OpenStack, as the form-factor for delivering that while continuing to work on things such as Kata containers as well as, you know, Kuryrs, as technology is evolving to make communities much richer as well as the infrastructure management at OpenStack level richer. >> You brought up an interesting point, we spoke a little bit yesterday with John Allessio and Margaret Dawson, about really that kind of multi-cloud world out there, because pieces like Kubernetes and Ansible, aren't just in the data center with this one stack, it's spanning across multiple environments and when we talk to customers, they do cloud, and cloud is multiple things in multiple places and changing all the time. So I'd love to get your viewpoint on what you hear from customers, how Red Hat's helping them across all those environments. >> Absolutely, so the key differentiation we see in being able to provide to our customers is that unlike some of the other providers out there, they're where they are stitching you with a particular private cloud, with the particular public cloud, and then saying, "Hey, this is sort of the equivalent of the AOL walled gardens, if you will, right, that's being created for a particular private and public cloud. What we're saying is fundamentally three things. First is, the foundation of Linux skills from RHEL that you have is going to be what you can build on to innovate for today and tomorrow, that's number one. Secondly, you can invest in infrastructure that is 100% open using OpenStack so that you can use commodity hardware, bring in multiple use-cases which are bleeding it, such as data lags, big data, Apache Spark, or going all the way to cloud-native application, development on top of OpenStack. And then last but not least, when you are embarking on a multi-cloud journey it is important that you're not tied to innovation speed of one particular public cloud provider, or even a private cloud provider, for that matter, so being able to get to a container platform, which is OpenShift, that can run pretty much everywhere, either on PREM or on a public cloud, and give you that single pane of consistency for your application, which is where business and IT alignment is the focus right now, then I think you've got the best of all the worlds. You know, freedom from vendor-lock in, and a future-proof infrastructure and application platform that can take you to where you need to go, right. So pretty excited to be able to deliver on that consistently as of today, as well as in the coming years. >> All right, we just want to give you the final word, for people out there that ... you know, often they get their opinion based on when they first heard of something. OpenStack's been around for a number of years, five years now, with your platform. Give us the takeaway for 2018 here from OpenStack Summit as to how they should be thinking about OpenStack, in that larger picture. >> The key takeaway is that OpenStack is rock-solid, that you can bring into your environment, not just to power your virtual machine infrastructure, but also baremetal infrastructure on which you can bring in containers as well. So if you're thinking about an infrastructure fabric, either to power your telco network or to power your private cloud in its entirety OpenStack is the only place that you need to be looking at and our OpenStack platform from end to end delivers that value proposition. Now the second aspect to think about is, OpenStack is a step in the journey of a hybrid future destination that you can get to. Red Hat not only has the set of surround products and technologies to round-up the solution, but also have the largest partner ecosystem to offer you choice. So what's your excuse from getting to a hybrid cloud today if not tomorrow? >> Well, Radhesh Balakrishnan, thank you for all the updates appreciate catching up with you once again. For John Troyer, I'm Stu Minimam, getting near the end of three days wall-to-wall coverage here in Vancouver, thank you so much for watching theCUBE. (upbeat music)