>> From The Cube Studios in Palo Alto and Boston, bringing you data driven insights from The Cube and ETR, this is Breaking Analysis with Dave Vellante. >> Despite it's faster growth and infrastructure as a service, relative to AWS and Azure, Google Cloud platform remains a third wheel in the race for cloud dominance. Google begins its Cloud Next online event starting July fourteenth in a series of nine rolling sessions that go through early September. Ahead of that, we want to update you on our most current data on Google's cloud business. Hello everyone, this is Dave Vellante, and welcome to this week's Wikibon Cube insights, powered by ETR. In this session, we'll review the current state of cloud, and Google's position in the market. We'll drill into the ETR data and share fresh insights from our partner and the Cube community. So let's get right into it. You know, Google, if you think about it, was actually very early into the cloud game. Google's 2004 IPO was a milestone event for the tech industry, and in you know many ways, it really marked the end of the post-dotcom malaise. It signaled the beginning of a new era of innovation. During this time, Google was busy building out its massive, global cloud infrastructure, probably the largest in the world, with undersea cables, global data centers, and tools like the Google file system, and of course Bigtable. But it took many years for Google to pull its head out of its ad serving butt and realize the opportunity to sell its cloud services to global enterprises. Bigtable, Google's no-sequel database, for example, was released in 2005, but it wasn't until 2015 that Google made this service available to its customers. That was the same year Google brought in VMware founder, Diane Greene to begin its enterprise journey in earnest. Now Google, they have a dizzying array of services in compute, storage, database, networking, IT ops, dev tools, machine learning, AI, analytics, big data, security, on and on and on. Name a category and it's likely that Google has something in it as a cloud service. But Google, to this day, still hasn't figured out how to sell to the enterprise. It really struggles to find the right formula. So, as you know, Google brought in Thomas Kurian from Oracle, to figure this out. Of course Kurian is, he's going to go with Google's strengths like analytics and database, but it has to have differentiation, so it comes up with unique pricing models like sustained discounts, which automatically apply discount for heavy usage, as opposed to forcing users to buy reserved instances such as what AWS does. You know Google is more aggressive partnering around multi-cloud, for instance, with Anthos, and it's smartly open-sourced Kubernetes really to minimize the importance of, physically, where workloads run. The bottom-line, however, is that these moves are necessary for Google to compete because it lags behind the leaders. And it has a long way to go before it's going to be satisfied with its cloud business. Let's look at the IaaS market in context. Now, I don't want to say it's all gloom and doom for Google. Far from it. Earnings for Q2, they're going to start rolling out later this month, but this chart shows our latest estimates of IaaS and PaaS for the big three cloud players. Now, I got to caution you, as I did before, other than AWS, which reports very clean numbers each quarter on IaaS and PaaS, we have to estimate Azure and GCP revenue because they bundle in other things. I'll give an example. Google reports its overall cloud numbers which include G Suite. Microsoft reports a category they call intelligent cloud. Now that includes public, private clouds, hybrid, sequel server, Windows server, system center, GitHub, enterprise support and consulting services. And Azure, the IaaS and PaaS numbers are also in there too. So what we have to do is to squint through the earnings reports and the 10 Ks and try to get a clean IaaS and PaaS figure for these players, and that's what we show here. Now there's really two points that we want to stress with this data. First, on a trailing 12 month basis, the big three cloud players now account for nearly 60 billion dollars in IaaS and PaaS revenue. And this 60 billion dollars, on a weighted average basis, is growing in the mid 40% range. So well on its way to being a 100 billion dollar business. Just for these three firms. And as we've reported, that's eating directly into the on-premises infrastructure install base, which is a flat to declining market. And that trend is going to play out in a big way this decade. We've predicted that public cloud is going to out pace on-prem infrastructure by more that 1800 basis points over the next 10 years, from a spending standpoint. Now the second point that I want to make relates to Google IaaS and PaaS growth. We peg it at greater than 70%, based on public statements, reading the 10 Ks and ETR data, which we'll discuss in a moment. So, very healthy growth, but from a much smaller install base than, or base than AWS and Azure. But in our view it's not enough, because AWS and Azure are so large and strong still, growth wise, that we feel Google is going to remain a distant third, really indefinitely. Nonetheless, a lot of companies would be thrilled to have a four billion dollar cloud business and there's certainly good news in the data for Google. So let's look at some of that survey data. Now, as we've reported in the past, Google pushes G Suite very hard, as part of its cloud story, and it leads often times with G Suite in its messaging. You know, but to us that's never really been that compelling. So let me start with some anecdotal data from ETR. ETR runs a regular program, they call it VENN, and in the VENN they invite clients into a private session to listen to named CIOs talk about their experience with vendors and overall spending intentions. It's a facilitated session. And we've had ETR's Eric Bradley on as a guest who directs the VENN program, and does much of the facilitation, and here's a statement from a recent VENN session quoting a CIO at a midsize Telco, that I think sums it up nicely. He says Google's G Suite is fine and dandy, but I don't see that truly as an enterprise solution. And frankly, it's still not of the quality of an Office application, talking about Microsoft. All in all I really like the infrastructure-as-a-service and the platform-as-a-service components that GCP had. And I thought they were coming along very very well in that space. Now, the reason that I share this is because the IT buyers that we speak with, you know they're very serious about exploring Google. They want options other than Azure and AWS and they see Google as having great tech and as a viable alternative. So let's talk about GCP and the enterprise. We looking, when we look into the ETR data for the most recent survey, which ran in June and early July, GCP is showing strength in one really important bellwether category, the giant public and private companies. These are the largest firms in the ETR dataset and often point to secular trends. Now, before we get into that, let's look at the picture for GCP using ETR's net score up methodology. This is fundamental to the ETR approach, and remember, each quarter ETR goes out and asks its respondents, are you planning to spend more or less? In its July survey, ETR focuses on second half spending. The next chart captures results across Google's entire portfolio. So here's the breakdown for, for Google across all sectors. 14% of the respondents are adopting new, that's the lime green. 39% plan to increase spending in the second half versus the first half, that's the forest green. Then there's a big fat middle, that's flat, and you see that in the gray area. And the 7% are spending less, with 2% replacing, that's the pinkish and dark red, respectively. So, I would say this result is mixed, in my opinion. Yeah, it's not bad, don't get me wrong, and we've, we'll see once ETR comes out of its quite period, how this compares to Azure and AWR, so remember, I can only share limited data until ETR clients get the data and have time to act on it. But this calculates out to a net score of 44%, which is respectable, but frankly not overly inspiring. So let's look across the GCP portfolio using the ETR taxonomy and see what it looks like. This chart shows the net score comparisons across three different surveys, October 19, April 20, and July 20. So reading the bars left to right, you can see Google's strong suit really is machine learning and AI. Container platforms are also very strong, as are functions, or server-less, and databases, very solid, we'll talk more about that in a minute. You know, video conferencing was just added by ETR and sure it pops up with the work from home. Cloud is actually holding firm when compared to October of last year. But surprisingly, analytics is looking a bit softer. And ETR for the first time added G Suite with, it shows a 26% net score, first time out, which is pretty tepid. I mean not very impressive at all. But overall, the picture looks pretty good for Google. So let's dig further into the giant public and private sector, that bellwether I talked about. And let's peal the onion a bit and look closer at the results from the largest companies in the dataset. So this chart shows the giant public, plus private organizations. So it would include like monster public companies but also large companies like a Cargill or a Coke Industries, if in fact they responded in this survey. And you can see, in that all important sector, it's a story of a lot of green with hardly any red, so quite a positive sign for Google within those bellwethers. Here's what I think is happening here. Is these large, and often far flung organizations, have realized that they have multiple cloud vendors, and they're asking their senior IT leadership to bring some consistency and sanity to their cloud strategies. So they look at the big three and say, okay, what's the best strategic fit for each workload? So they might say for instance let's use AWS for core IaaS, let's use Azure for productivity workloads, and we'll sprinkle some Google in for machine learning and related projects. So we do see some real strength in some of the larger strongholds for Google, although interestingly ETR sort of tells me that there's softness in the midsize and smaller companies that have powered AWS for so many years. And of course this, with Google's base, but compare that to AWS and AWS is much stronger in those smaller companies, start-ups and the like, and of course COVID's the wild car in all this. You know, we have to take that into account, and we will with Sagar Kadakia, who's ETR's director of research in the coming weeks. But I want to look at Google in the all important database category. So before we wrap, let's look at database. You remember, Google's playing catch up in the cloud and its marketing takes a more open posture around partners and things like multi-cloud and you know you can contrast that with AWS for example, but look, make no mistake, Google wants you data in their cloud, and that's why database is so strategic and so important. Look, it's the mother of all lock specs. All you got to do is look at Oracle and their success. Now, as we've reported many times, there's a new workload emerging in the cloud around this idea of the modern data warehouse. I mean I don't even like that term anymore, data warehouse, because it sounds just so static. But anyway, any rate, I'm talking about workloads that bring database, machine learning, AI, data science, compute and storage along with visualization tools to deliver real-time insights and operational analytics. Database is at the heart of everything here. Win the database and everything else falls into place. Now, Google has six or seven database products and one of the most impressive, in my opinion, is BigQuery. I mean, for those who have followed me over the years you know I love the technology behind Google's banner, but BigQuery is where much of the action is around this new workload that I'm talking about. So, let's look at, deeper at Google's position in database. This chart shows one of my favorite views. On the Y axis is the net score, or spending momentum, and on the X axis is market share or pervasiveness in the ETR dataset. The chart plots various database companies and their position within the all important giant public plus private sector. So these are the companies in the ETR survey that are the largest, and oftentimes, again, are a bellwether. And you can see Microsoft and Oracle and AWS have very strong presence on the horizontal axis. Mongo, MongoDB looms large, MemSQL, they just raised 50 million dollars this past May, MariaDB just raised another 25 million this month. You can see Couchbase and Redis, they show up, and they're on my radar. I'm learning more about those companies. Folks, database is hot. VC's are pouring money in and it's something that's very important to the Cube community to look at. And of course you see Google in the chart, with a strong net score, you know, but not the type of market presence that you see from the other big cloud players. In fact, they've pulled back a little somewhat in this last ETR survey. So despite some bright spots in the enterprise in terms of spending momentum, just not quite enough presence yet. Oh, by the way, look who's right there with Google. I know I sound like a broken record, but Snowflake is everywhere. You'll find them in AWS, you'll find them in Azure and on GCP. Now remember, Snowflake is only about one tenth the size of Google's IaaS and PaaS business. But it has stronger spending momentum than all the big guys, and it continues to creep its way to the right in terms of market share or presence. You know, but Google has great database tech and BigQuery is at the heart of its strategy to support analytics at scale, and automate the data pipeline. BigQuery's very well designed, it started as a cloud native database, it's based on server-less, it's highly scalable, and it's very cost-effective. In fact, ESG, enterprise strategy group, wrote a report comparing the TCO of the cloud databases. Let me pull that up and show you. Now the report was commissioned by Google, so I got to caution you there. But it was very well done in my opinion by a guy named Aviv Kaufmann, and you can see here it compares BigQuery with the other cloud databases, and of course, you know, BigQuery wins, got the lowest TCO, but again I thought the report was really detailed and well researched. I have no doubt that Snowflake has an answer for the big brown bar, which is on-demand cloud cost. I think ESG was making certain assumptions, maybe worst case assumptions, about the need to over-provision resources for Snowflake, which I'm sure ESG can defend, but I'll bet dollars to donuts that Snowflake, you know, has an answer to that or a comeback. I'm going to ask them. But the point I want to make here is that BigQuery was designed from day one, again, as a cloud-native database. We've been talking about that a lot. It's very efficient and is going to be competitive. So you can see, there are some bright spots in the enterprise, for Google. Okay, let's wrap up. Now, having called out some of the positives, and there are many, Google is still not getting it done in the enterprise, in my opinion. I certainly would not say too little too late, but I would say they spotted the competition a huge lead, and the only reason is Google just didn't act on the opportunity staring them in the face, within the enterprise, fast enough, and they finally woke up. But enterprise sales are, they're really hard. Thomas Kurian, for all his experience, is coming from way, way behind with regard to the enterprise go to market, systems and processes, pricing, partnerships, special deals for the enterprise. Google's still learning how to sell the business outcomes and is relying far too much on its technology chops, which, while impressive, are not going to win the day without better enterprise sales, marketing, and ecosystem integration. Now I feel like for years, Google has said to the enterprise market, give me heat and I'll add the wood. Meaning we have the best tech, go ahead and use it. That strategy just doesn't work in the enterprise. Kurian knows it and I suspect that's why Google's showing some strength within these large, giant public and private companies. They're probably applying focused sales resources to nail customer success with some of its top accounts where they have a presence, and then once they nail that they'll broaden to the market. But they got to move fast. We'll learn more about Google's intentions and its progress over the next few, next few months as they try their online event experiment, and of course we'll be there providing our wall to wall coverage. Remember, these Breaking Analysis episodes, they're all available as podcasts. ETR is shortly exiting its quiet period, this week, and will be rolling out the data, so check out etr.plus. I publish weekly on wikibon.com and siloconeangle.com and as always please comment on my LinkedIn posts, I really appreciate the feedback. This is Dave Vellante for the Cube Insights, powered by ETR. Thanks for watching everyone. We'll see you next time.

>> Live from Las Vegas It's theCUBE! Covering the AWS Accenture Executive Summit. Brought to you by Accenture. >> Welcome back everyone to theCUBE's live coverage of the AWS Executive Summit here at the Venetian. I'm your host, Rebecca Knight. We have two guests for this segment. We have Akhtar Saeed, VP Solution Delivery, Southern Glazers Wine and Spirits, and Michael Noel, Managing Director Applied Intelligence at Accenture. Thank you so much for coming on the show. >> Thank you. >> Thank you for having us. >> I think this is going to be a fun one. We're talking about wine and spirits. >> Absolutely. (laughs) >> Akhtar, tell our viewers a little bit about Southern Glazer. >> Yeah, so Southern Glazer Wine and Spirits is a privately held company. We are in about 44 states, and we are the largest distributor of wine and spirits. >> Okay, in 44 states. What was the business problem you were trying to solve in terms of the partnership that you formed with Accenture? >> Yeah, so we started this initiative before Southern and Glazer merged. >> And that was in? >> It was 2016. So southern was already looking at how to enhance our technology, how to provide better data analytics, and how to create one source of truth. So that's what drove this and we were looking to partner with appropriate system integrator and right technology to be able to help deliver well if the company to be able to do analytics and data analysis. >> So you had two separate companies merging together and I like this idea, one source of truth. What does that mean, what did that mean for you? >> Well what it means to us is that since you have quite a few data marts out there and everybody is looking at the numbers a little differently, we spend a lot of time trying to say, hey is this right or is this right? So we want to bring all the data together saying this is what the data is and this is how we're going to standardize it, that's what we're trying to do. >> Okay, so this one source, now, Michael, in terms of that, is that a common, common issue particularly among companies that are merging would you say? >> No absolutely you have businesses that might be in the same industry but they might have different processes to try to get to the same answer, right, and the answer's never really the same. So having this concept of a clean room that allows you to take your various aspects of a business and combine that from a data point of view, a business metrics point of view and a business process point of view, this one source, helps you consolidate and streamline that so you can see that integrated view across your new business model really. >> So where do you begin? So you bring in Accenture and AWS and where do you start? >> So like you've mentioned, in 2016, Glazer and Southern Wine Spirits came together and merged, it actually accelerated process because we needed what Mike mentioned as a clean room where we could put this data and won't have to merge at data centers on day one and have the reporting, common reporting platform being available for the new SGWS and that's what we started so we said, okay what is the key performance indicators, the key metrics that we need going into day one? and that's what we want to populate the data with to begin with to make sure that information is available when the day one for merger comes through. >> Okay and so what were those indicators? >> There were several indicators, there were several business reports, people needed the supply chain, they needed to understand the data, what the inventory looks like they needed to know how we were doing across the markets. So all those indicators, that's what we put together. >> Okay, okay, and so how do you work with the client in this respect, how do you and AWS sort of help the client look at what the core business challenges are and then say okay, this is how we're going to attack this problem? >> Right, no that's a good question. I think the main thing is understanding, what does the business need? and how is the technology going to support what the business needs, right? that's first and foremost, right, and then getting alignment and understanding that is really what drives a roadmap to say here's what we're going to do, here's the order we're going to do it in and here's the value that we expect to get out of following these steps one by one and I think one thing we learned is you have to be directionally correct, you may not be exact but as long as we're making progress in the right direction, you course correct as you need to, right, based upon as the business learns new things and as the market changes and what not and that's really how we accomplish this. >> And is it a co-creative process or, how closely are you working with Accenture and AWS? >> Oh, very closely with Accenture and AWS, it's very co-creative, I mean we are really working hand-in-hand. I mean, as Mike alluded, you start certain ways a journey and you realize, gee, this may work but I have to change a little bit here and there's several time we had to change team's direction how to get there and how to approach it and to deliver value. >> Well let's talk, let's get into the nitty gritty with the architecture and components. So what did this entail, coming to this clean room, this one source of truth? >> Yeah, AWR architecture is based on AWS' platform or Accenture's AIP, Accenture Insights platform which runs on AWS and we have, what we did right from the beginning we said we're going to have a data link, we're going to have a hadoop environment where we're going to all our data there And then for analytics research we're going to use Redshift, on top of that for reporting we use Tableau, and we have a homegrown tool called Compass for reporting also that we use. So that's how we initially started, initially we were feeding data directly into it, because we needed to stand the system up relatively quickly. The advantage to us, we didn't have to deal with infrastructure, that was all set up at AWS, we just to need to make sure we load our data and make sure we make the reports available. >> Were you going to add something to that? >> Yeah I know that the concept around, because the merger is expediting this clean room which allows you to stand up an analytics as a service model, to start bringing your data, to start building out your reporting analytics quickly right, which should really speak to market to understanding their position, as an integrated company was so important. So building the Accenture Insights platform on the AWS platform, was a huge success in order to allow them to start going down that path.. >> Yeah I want to hear about some of the innovative stuff you're doing around data analytics and really let's bring it back down to earth too and say actually so this is what we could learn and see, in terms of what was selling what was not selling, what were you finding out? >> So at this point we have about 6000 users on the platform approximately. Initially we had some challenges, I'll be very frank upfront, that everything does not go smooth. That's where we then say "Okay what do I do differently?" We started with dense storage, nodes and we soon found it's not meeting our needs. Then we enhanced Tougaloo dense cluster, and they helped us by about by 70%, that it drove the speed, but the queue length was still long, with Redshift we were still not getting the performance we needed. Then we went to second generation of dense computers and clusters and we got some more leverage, but really the breakthrough came when we said "we need to really reevaluate "how we've been doing our workload management." Some of our queries were very short term report queries real quick, others were loading data that took a while. And that's the challenge we had to overcome, with the workload management we were able to create, where we were able to bump queries and send them to different directions and create that capacity. And that's what really had a breakthrough in terms of technology for us, till that time we were struggling, I'll be honest, but once we got that breakthrough, we were able to comfortably deliver what business needed from data perspective and from businesses perspective. Mike would you like to add... >> Yeah, in addition to AWS, using Redshift has really been a really important, I guess decision and solution in place here, because not only are we using it for loading massive amounts of data, but it's also being used for power users, to generate very adhoc and large queries, to be able to support other analytic type needs right? And I think Redshift has allowed us to scale quickly as we needed to based upon certain times of year, certain market conditions or whatever, Redshift has really allowed us to do that. In order to support where the business demands have really grown exponentially since we've been putting this in place. And it all starts with architecting, and we said, and delivering all around the data. And then how do you enable the capabilities, not just data as a foundation but you know real time analytics, and looking at what looking at what could be, you know, forecasting and predicting what's happening in the future, using artificial intelligence, machine learning and that's really where the platform is taking us next. >> I want to talk about that, but I want to ask you quickly about the skills challenge, because introducing a new technology, there's going to be maybe some resistance and maybe simply your workers aren't quite up to speed. So can you talk a little bit about what you experienced, and then also how you overcame it? >> Yeah, I mean we had several challenges, I mean I'll put it in two big buckets, one is just change management. Anytime you're changing technology on this many users, they're comfortable with something they know, a known commodity, here's something new, that's a challenge. And one should not ignore, we need to pay a lot of attention on how to manage change. That's one, second challenge was within the technical group itself, because we were changing technology on them also right, and we had to overcome the skill sets, we were not the company, who were using open source a lot. So we had to overcome that and say how do we train our folks, how do we get knowledge? And in that case Accenture was great partner with us, they helped us tremendously and AWS professional services, they were able to help us and we had a couple of folks from professional services, they had really helped us with our technology to help drive that change. So you have to tackle from both sides, but we're doing pretty well at this point, we have found our own place, where we can drive through this together. >> In terms of what you were talking about earlier, in terms of what is next with predictive analytics and machine learning, can you talk a little bit about the most exciting things that are coming down the pipeline in terms of Southern Glazer? >> I think that's a great question, I think there's multiple way to look at it. From a business point of view right it's, how do they gain further insights by looking at as much different data sets as possible, right, whether it be internal data, external data, how do we combine that to really understand the customers better? And looking at how they approach things from a future point of view, we've been able to predict what's going to happen in the marketplace so I think it's about looking at all the different possible datasets out there and combining that to really understand what they can do from an art of the possible point of view. >> Can you give us some examples of terms of combining data sets so you're looking at, I mean, drinking patterns or what do we have here? >> I mean you have third party data, right, and TD links and those kind of things, you pull that data in and then you have our own data, then we have data from suppliers right, so that where we combine it and say okay what is this telling me, what story is this putting together telling me? I don't think we are there all the way, we have started on the journey, right now we are at what I call the, this one source of truth and we still have some more sub-editors loading to it, but that's the vision that, how do we pull in all that information and create predictive analysis down the road and be able to see what that means and how we'll be driving? >> And so you're really in the infancy of this? >> Yes, I mean it's a journey right, some may say that you're not in infancy, you're in the middle somewhere, somebody said, if they were ahead of us, it's all depending where you want to put this on that chart but we at least have taken first steps and we have one place where the data's available to us now, we're just going to keep adding to it and now it's a matter of how should we start to use it? >> In terms of lessons that you've learned along the way and you've been very candid in talking about some of the challenges that you've had to overcome but what would you say are some of the biggest takeaways that you have from this process? >> Yeah the biggest takeaway for me would be, as I've already mentioned, change management, don't ignore that, pay attention to that because that's what really drives it, second one that I'll say is probably, have a broader vision but when you execute make sure you look at the smaller things that you can measure, you can deliver against because you would have to take some steps to adjust to that so those are the two things, the third have the right partners with you because you can't go alone on this, you need to make sure you understand who you're going to work with and create a relation with them and saying "hey it's okay to have tough conversations", we have plenty of challenging conversations when we were having issues but it's as a team how you overcome those and deliver value, that's what matters. >> High praise for you Michael (laughs) at Accenture here, but what would you say in terms of being a partner with Southern Glazer and having helped and observed this company, what would you say are some of the biggest learnings from your perspective? >> Oddly enough I think the technology's the easier part of all this, right, I think that's fair to say without a doubt but really I think, really focusing on making the business successful, right, if everything you do is tied around making the business successful, then the rest will just kind of, you know, go along the way right because that's really the guiding principles right and then you saw that with technology right and that's really I think what we've learned most and foremost is, bring the business along, right, educating them and understanding what they really need and focusing on listening, alright, and trying to answer those specific questions, right, I think that's really the biggest factor we've learned over the past journey, yeah. >> And finally so we're here at AWS re:Invent, 60,000 people descending here on Sin City, what most excites you about, why do you come first of all and most excites you about the many announcements and innovations that we're seeing here this week? >> Yeah, so I'll be honest, this is the first time I've come to this conference but it's been really exciting, what excites me about these things is the new innovation, you learn new things, you say "hey, how can I go back "and apply this and do something different "and add more value back?" That's what excites me. >> Now, no I think you're absolutely right, I think, AWS is obviously a massive disruptor across any industry and their commitment to new technology, new innovation and the practicality of how we can start using some of that quickly I think is really exciting, right, because we've been working on this journey for a while and now there's some things that they've announced today, I think that we can go back and apply it pretty quickly, right, to really even further accelerate Southern Glazer's, you know, pivot to being a fully digital company. >> So a fully digital company, this is my last question (laughs) sorry, your advice for a company that is like yours, about to embark on this huge transformation, as you said, don't ignore the change management, the technology can sometimes be the easy part but do you have any other words of wisdom for a company that's in your shoes? >> All the words of wisdom I'll have is just I think I've already mentioned, three things they'll probably need to focus on, just take the first step, right, that's the hardest part, I think Anne even said this morning that some companies just never take the first step, take that first step and you have to, this is where the industry is going and data is going to be very important so you have to take the first step saying how do I get better, handle on the data. >> Excellent, great. Well Michael, Akhtar, thank you so much for coming on theCUBE this has been a real pleasure, thinking about Southern Glazer, next time bring some alchohol. >> Absolutely. (laughs) It's Vegas! >> Thank you, appreciate it. >> Great. I'm Rebecca Knight, we'll have more of theCUBE's live coverage of the AWS executive summit coming up in just a few moments, stay with us. (light music)